The document discusses the need for new ways of working together between consumer goods companies and their trading partners. It outlines several key issues with the current supply chain model, including overstocking of unwanted items, high inventory levels, and a lack of focus on customers. The document proposes collaborating more openly by sharing information, establishing common goals and measures, and redesigning incentives to prioritize consumer needs over individual company interests. Implementing these changes would help eliminate supply chain disruptions and enable growth.
The document discusses several key accounting issues in hotels that impact profitability. It summarizes several studies that examined why some similarly situated hotels are more profitable than others. The studies found that the more profitable hotels generated 46% higher profits through a combination of 5% higher revenues and 7.3% lower costs. Superior performance was attributed to factors like better operating efficiency, marketing, product specifications, and service delivery. Understanding cost behavior and using techniques like customer profitability analysis can help hotel managers make more informed decisions to improve profits.
The document discusses strategies for growing demand for the Gold Theragran brand of nutritional supplements in China. It begins by analyzing the brand's current performance, noting that while it enjoys strong awareness and trial, it is failing to convert users to loyal customers. Competitors like Centrum are performing better in this regard. The document then outlines opportunities to position Gold Theragran as a modern lifestyle brand that provides specialized nutrition solutions for all life stages. It proposes a three-phase roadmap to reestablish, enlarge, and enhance the brand's nutrition core. Key elements of a new "mega brand" strategy are defined, including identifying the brand's conceptual target audience and their core desire to get the most out of life.
McKinsey case study - innovation in pharma Michel DM
This case presents innovation and other research considerations in the Pharma industry, probably one of the most competitive sector. Indeed, billion are spent yearly by the MNC’s for creating new drugs and medicines, making a worldwide promotion and to fight fiercely the other competitors for the market shares. It also shows that innovation is a certain advantage but that it is not given to everyone to master the process and the skills that such an activity requires. Issues related to innovation depend then of general facts, such as culture, business area, or team management consideration and also of others that are specific to each market
The document discusses innovation driven procurement (IDP) strategies that companies can adopt to better support open innovation and corporate innovation goals. It provides examples of how Procter & Gamble uses open innovation through internal and external networks. It argues that procurement functions are well-positioned to support open innovation due their skills in boundary spanning, technical insights, and relationship management. An IDP strategy formalizes these mechanisms and transforms procurement into a business partner that scouts for new opportunities and helps drive the company's future direction.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
Strategic Vs Tactical Procurement Shifting Focus Towards Value CreationGregStoller
Applying tactical versus strategic sourcing has huge implications on budgets, resources, value delivery and many other factors; the attached offers some insight in deciding which to apply
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
QUICK DOC is an urgent care provider seeking to expand its operations through partnerships and new center openings. To support this growth, it needs to upgrade its outdated IT systems to meet federal compliance standards and enable scalability. The document recommends moving to a cloud-based ERP system to gain functional benefits while keeping costs low compared to traditional servers. It also suggests implementing change management strategies like training sessions, feedback meetings, and clear communication to minimize employee resistance to the new systems. The 10-year plan involves establishing IT infrastructure, entering new high-potential markets through healthcare partnerships, and becoming the national urgent care leader.
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
The document discusses several key accounting issues in hotels that impact profitability. It summarizes several studies that examined why some similarly situated hotels are more profitable than others. The studies found that the more profitable hotels generated 46% higher profits through a combination of 5% higher revenues and 7.3% lower costs. Superior performance was attributed to factors like better operating efficiency, marketing, product specifications, and service delivery. Understanding cost behavior and using techniques like customer profitability analysis can help hotel managers make more informed decisions to improve profits.
The document discusses strategies for growing demand for the Gold Theragran brand of nutritional supplements in China. It begins by analyzing the brand's current performance, noting that while it enjoys strong awareness and trial, it is failing to convert users to loyal customers. Competitors like Centrum are performing better in this regard. The document then outlines opportunities to position Gold Theragran as a modern lifestyle brand that provides specialized nutrition solutions for all life stages. It proposes a three-phase roadmap to reestablish, enlarge, and enhance the brand's nutrition core. Key elements of a new "mega brand" strategy are defined, including identifying the brand's conceptual target audience and their core desire to get the most out of life.
McKinsey case study - innovation in pharma Michel DM
This case presents innovation and other research considerations in the Pharma industry, probably one of the most competitive sector. Indeed, billion are spent yearly by the MNC’s for creating new drugs and medicines, making a worldwide promotion and to fight fiercely the other competitors for the market shares. It also shows that innovation is a certain advantage but that it is not given to everyone to master the process and the skills that such an activity requires. Issues related to innovation depend then of general facts, such as culture, business area, or team management consideration and also of others that are specific to each market
The document discusses innovation driven procurement (IDP) strategies that companies can adopt to better support open innovation and corporate innovation goals. It provides examples of how Procter & Gamble uses open innovation through internal and external networks. It argues that procurement functions are well-positioned to support open innovation due their skills in boundary spanning, technical insights, and relationship management. An IDP strategy formalizes these mechanisms and transforms procurement into a business partner that scouts for new opportunities and helps drive the company's future direction.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
Strategic Vs Tactical Procurement Shifting Focus Towards Value CreationGregStoller
Applying tactical versus strategic sourcing has huge implications on budgets, resources, value delivery and many other factors; the attached offers some insight in deciding which to apply
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
QUICK DOC is an urgent care provider seeking to expand its operations through partnerships and new center openings. To support this growth, it needs to upgrade its outdated IT systems to meet federal compliance standards and enable scalability. The document recommends moving to a cloud-based ERP system to gain functional benefits while keeping costs low compared to traditional servers. It also suggests implementing change management strategies like training sessions, feedback meetings, and clear communication to minimize employee resistance to the new systems. The 10-year plan involves establishing IT infrastructure, entering new high-potential markets through healthcare partnerships, and becoming the national urgent care leader.
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
Business Strategic Management PowerPoint Presentation SlidesSlideTeam
This deck consists of total of fourty six slides. It has PPT slides highlighting important topics of Business Strategic Management PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation. http://bit.ly/2Sr7JIB
HOW CAN YOU LEARN WHAT STRATEGIES ARE USED BY MARKETIERS? THIS ONE EXPLAINS ALL BUSSINESS STRATEGIES USED IN MARKETING.WHAT IS THE NATURE OF LONG TERM STRATEGIES? HOW EXPEIENCED SEE IT? WHAT ARE MARKETING MANAGERS LOOKING FOR?
The document outlines various strategic management concepts including comprehensive strategic planning models, long-term objectives for companies, and different types of strategies such as intensive strategies, diversification strategies, defensive strategies, and Michael Porter's generic strategies. Key terms related to strategic management concepts such as acquisitions, divestitures, mergers, and different integration strategies are also defined.
1) The document outlines four marketing principles based on foundational concepts: (1) All customers differ, (2) All customers change, (3) All competitors react, and (4) All resources are limited.
2) For each principle, frameworks and processes are presented for managing the relevant marketing challenges. For principle one, frameworks address managing customer heterogeneity through segmentation, targeting and positioning.
3) Subsequent principles cover managing customer dynamics, sustainable competitive advantage, and resource trade-offs with frameworks for acquisition, expansion, retention strategies and balancing marketing mix elements respectively.
This summary provides an overview of a consumer products company that engaged a consulting firm to help improve operational efficiency and profitability. The consulting firm implemented several changes over an 8-month period, including professionalizing the company's strategic sourcing department, setting annual targets and KPIs, rationalizing SKUs, and improving collaboration between sales and operations. As a result, the company achieved a 10% reduction in procurement costs, a 20% increase in planning accuracy, and other operational and financial improvements.
How good is your market data? How does its' value for money stack up? This is the latest annual survey of category professional is UK fast moving consumer goods. Please use these slides, share them and join the discussion on our Linked In group "grasp FMCG" ...
As the economy begins to show signs of recovery, many organizations are now returning their focus to growth which relies on support from the supply base. Innovation is essential to satisfy growth in a sustainable way, to remain competitive and, importantly, maintain cost control
Moving Sustainability to the Core of Strategic SourcingJustin Sullivan
The University of California System's Sustainability Policy says that "Environmentally Sustainable Purchasing underlies all other areas of sustainable practice..." Find out how UC's System-Wide Strategic Sourcing Organization is embedding sustainability into its business processes and helping the UC be a global leader in sustainability.
Employment Branding - Building Talent Market EquityExpoco
This document discusses employer branding and provides tips for building an effective employment branding strategy. It defines employer branding and brand equity, and explains why employment branding is important for attracting talent and improving business performance. It outlines the key components of an employment branding strategy, including research, messaging, execution, benchmarks, feedback. Tips provided throughout emphasize understanding the target market, ensuring internal support, maintaining messaging consistency, and adapting strategies over time.
Book Industry Study Group Webinar: Technology Spending in Book PublishingMichael Cairns
Webinar to review findings of market research in to the market for technology software and services supporting the global publishing industry. Report: http://bit.ly/PUBTECH2019
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
Nike's 2010-2015 strategy focused on growing emerging markets like BRIC countries, developing new product lines, and improving operational efficiency. Key challenges included slowing growth in existing markets, increased competition, and maintaining their innovative brand image. Recommendations centered around financial growth strategies, improving customer relationships, productivity initiatives, and developing learning and growth capabilities.
The document summarizes key findings from the 2010 National Procurement Survey of Ireland conducted by Accenture. It analyzes survey responses from 77 senior procurement executives across various industries in Ireland. The survey measures performance on dimensions of procurement mastery including strategy, sourcing, requisition to pay, supplier relationship management, workforce/organization, and technology. It finds that Irish procurement masters excel across all dimensions and exceed average performance, with 14% achieving mastery in all areas. Procurement mastery is shown to predict high performance and organizational effectiveness based on the survey results.
This is an introduction to Vanguard Strategy and their dynamic growth strategy. It is an introduction to Vanguard’s Competing for Choice approach for raising brand performance. Created by Lars Finskud.
Publishing: Establishing & Managing Partnerships and RelationshipsMichael Cairns
An overview of an approach to establishing strategic partnerships and business relationships to drive value, extend market reach and build stronger organizations.
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
- The document discusses the changing landscape of channel partners in the technology industry and how vendors and partners are managing this change. It provides insights from a survey of channel management professionals.
- While the channel continues to play a vital role for most companies, generating over 50% of revenue for many, the survey found most respondents believe their channel is underperforming expectations.
- Both partners and vendors face challenges from industry trends like consolidation and commoditization. Respondents outlined initiatives around product strategy, partner relations, and service development to address these issues. However, most initiatives suggested lacked uniqueness.
This document summarizes a presentation on building competitive advantage through functional level strategies. It discusses how companies can achieve superior efficiency, quality, innovation, and customer responsiveness. Specifically, it provides examples of how companies can improve efficiency through economies of scale, learning curves, experience curves, and lean production systems. It also discusses how superior quality can be achieved through reliability and excellence. The document then explains how innovation can differentiate companies and reduce costs compared to competitors. Finally, it outlines ways to enhance customer responsiveness in order to build brand loyalty and pricing power.
Development of Grocery Shopping and the Retail Trade in AsiaECR Community
Vinythai, a Thai chemical company, implemented an RFID and queue management system to better control transportation logistics as production capacity tripled. The system uses RFID tags on trucks and readers at gates and weight bridges to automatically identify and track vehicles. It schedules truck queueing and estimates arrival times. This allows more trucks to be processed each day without adding new infrastructure. The system benefits customers through more precise delivery times and reduces traffic issues and waiting times for transporters. While technology helps, good business processes are still needed to fully realize benefits.
The document discusses male shopping behaviors and strategies to reduce shrinkage in stores. It notes that men tend to shop focused for specific items, get frustrated if they can't easily find what they need, and are brand loyal. It also outlines various causes of shrinkage like theft and errors. The key actions taken were reorganizing stores into a "Shave Care category" with pre- and post-shave products together at eye-level, implementing shrinkage prevention recommendations, and regularly monitoring sales and shrinkage. This led to 50% category sales growth and a 2x reduction in shrinkage percentage.
Business Strategic Management PowerPoint Presentation SlidesSlideTeam
This deck consists of total of fourty six slides. It has PPT slides highlighting important topics of Business Strategic Management PowerPoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation. http://bit.ly/2Sr7JIB
HOW CAN YOU LEARN WHAT STRATEGIES ARE USED BY MARKETIERS? THIS ONE EXPLAINS ALL BUSSINESS STRATEGIES USED IN MARKETING.WHAT IS THE NATURE OF LONG TERM STRATEGIES? HOW EXPEIENCED SEE IT? WHAT ARE MARKETING MANAGERS LOOKING FOR?
The document outlines various strategic management concepts including comprehensive strategic planning models, long-term objectives for companies, and different types of strategies such as intensive strategies, diversification strategies, defensive strategies, and Michael Porter's generic strategies. Key terms related to strategic management concepts such as acquisitions, divestitures, mergers, and different integration strategies are also defined.
1) The document outlines four marketing principles based on foundational concepts: (1) All customers differ, (2) All customers change, (3) All competitors react, and (4) All resources are limited.
2) For each principle, frameworks and processes are presented for managing the relevant marketing challenges. For principle one, frameworks address managing customer heterogeneity through segmentation, targeting and positioning.
3) Subsequent principles cover managing customer dynamics, sustainable competitive advantage, and resource trade-offs with frameworks for acquisition, expansion, retention strategies and balancing marketing mix elements respectively.
This summary provides an overview of a consumer products company that engaged a consulting firm to help improve operational efficiency and profitability. The consulting firm implemented several changes over an 8-month period, including professionalizing the company's strategic sourcing department, setting annual targets and KPIs, rationalizing SKUs, and improving collaboration between sales and operations. As a result, the company achieved a 10% reduction in procurement costs, a 20% increase in planning accuracy, and other operational and financial improvements.
How good is your market data? How does its' value for money stack up? This is the latest annual survey of category professional is UK fast moving consumer goods. Please use these slides, share them and join the discussion on our Linked In group "grasp FMCG" ...
As the economy begins to show signs of recovery, many organizations are now returning their focus to growth which relies on support from the supply base. Innovation is essential to satisfy growth in a sustainable way, to remain competitive and, importantly, maintain cost control
Moving Sustainability to the Core of Strategic SourcingJustin Sullivan
The University of California System's Sustainability Policy says that "Environmentally Sustainable Purchasing underlies all other areas of sustainable practice..." Find out how UC's System-Wide Strategic Sourcing Organization is embedding sustainability into its business processes and helping the UC be a global leader in sustainability.
Employment Branding - Building Talent Market EquityExpoco
This document discusses employer branding and provides tips for building an effective employment branding strategy. It defines employer branding and brand equity, and explains why employment branding is important for attracting talent and improving business performance. It outlines the key components of an employment branding strategy, including research, messaging, execution, benchmarks, feedback. Tips provided throughout emphasize understanding the target market, ensuring internal support, maintaining messaging consistency, and adapting strategies over time.
Book Industry Study Group Webinar: Technology Spending in Book PublishingMichael Cairns
Webinar to review findings of market research in to the market for technology software and services supporting the global publishing industry. Report: http://bit.ly/PUBTECH2019
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
The document discusses strategic partnerships between marketing, admissions, and academic departments for new program development. It emphasizes the importance of collaboration between these groups throughout the entire new program development process, from initial idea generation through program launch and measurement of success. Key steps in the process include conducting market analysis to understand demand, developing the curriculum and budget, creating integrated marketing and recruitment plans, and establishing metrics to evaluate outcomes. Understanding market needs and avoiding common pitfalls like lack of differentiation or high competition are also emphasized.
Nike's 2010-2015 strategy focused on growing emerging markets like BRIC countries, developing new product lines, and improving operational efficiency. Key challenges included slowing growth in existing markets, increased competition, and maintaining their innovative brand image. Recommendations centered around financial growth strategies, improving customer relationships, productivity initiatives, and developing learning and growth capabilities.
The document summarizes key findings from the 2010 National Procurement Survey of Ireland conducted by Accenture. It analyzes survey responses from 77 senior procurement executives across various industries in Ireland. The survey measures performance on dimensions of procurement mastery including strategy, sourcing, requisition to pay, supplier relationship management, workforce/organization, and technology. It finds that Irish procurement masters excel across all dimensions and exceed average performance, with 14% achieving mastery in all areas. Procurement mastery is shown to predict high performance and organizational effectiveness based on the survey results.
This is an introduction to Vanguard Strategy and their dynamic growth strategy. It is an introduction to Vanguard’s Competing for Choice approach for raising brand performance. Created by Lars Finskud.
Publishing: Establishing & Managing Partnerships and RelationshipsMichael Cairns
An overview of an approach to establishing strategic partnerships and business relationships to drive value, extend market reach and build stronger organizations.
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
- The document discusses the changing landscape of channel partners in the technology industry and how vendors and partners are managing this change. It provides insights from a survey of channel management professionals.
- While the channel continues to play a vital role for most companies, generating over 50% of revenue for many, the survey found most respondents believe their channel is underperforming expectations.
- Both partners and vendors face challenges from industry trends like consolidation and commoditization. Respondents outlined initiatives around product strategy, partner relations, and service development to address these issues. However, most initiatives suggested lacked uniqueness.
This document summarizes a presentation on building competitive advantage through functional level strategies. It discusses how companies can achieve superior efficiency, quality, innovation, and customer responsiveness. Specifically, it provides examples of how companies can improve efficiency through economies of scale, learning curves, experience curves, and lean production systems. It also discusses how superior quality can be achieved through reliability and excellence. The document then explains how innovation can differentiate companies and reduce costs compared to competitors. Finally, it outlines ways to enhance customer responsiveness in order to build brand loyalty and pricing power.
Development of Grocery Shopping and the Retail Trade in AsiaECR Community
Vinythai, a Thai chemical company, implemented an RFID and queue management system to better control transportation logistics as production capacity tripled. The system uses RFID tags on trucks and readers at gates and weight bridges to automatically identify and track vehicles. It schedules truck queueing and estimates arrival times. This allows more trucks to be processed each day without adding new infrastructure. The system benefits customers through more precise delivery times and reduces traffic issues and waiting times for transporters. While technology helps, good business processes are still needed to fully realize benefits.
The document discusses male shopping behaviors and strategies to reduce shrinkage in stores. It notes that men tend to shop focused for specific items, get frustrated if they can't easily find what they need, and are brand loyal. It also outlines various causes of shrinkage like theft and errors. The key actions taken were reorganizing stores into a "Shave Care category" with pre- and post-shave products together at eye-level, implementing shrinkage prevention recommendations, and regularly monitoring sales and shrinkage. This led to 50% category sales growth and a 2x reduction in shrinkage percentage.
The test project at 14 stores for Danone and Lenta to increase sales of modern dairy products was so successful that it became a full category management project implemented across all Lenta stores. Key aspects of the project included analyzing underperforming segments, competitors, and developing recommendations to optimize assortment, shelf space, layout, and promotions. These changes led to a 17% increase in modern dairy sales, exceeding expectations, with some segments growing over 25%. The project approach is now being continued and expanded to additional stores.
Rimi Lithuania outlines its corporate social responsibility objectives which include operating ethically and sustainably, providing safe products, valuing diversity, caring for the environment, supporting communities, and promoting health. Some of its CSR initiatives discussed include recycling electronic waste in cooperation with EMP Recycling, supporting charities like Food Bank and children's homes, employing over 80 disabled people and adapting worksites to be inclusive, and being recognized as a socially responsible company by the Ministry of Economy in 2007.
X5 Retail Group operates loyalty programs across its different store formats to gather customer information and improve operations. The Magic Card program for soft discount stores aims to create a family atmosphere. The Club Perekrestok program for supermarkets positions itself as a club for customers who appreciate quality food and convenience. The programs have different rules for earning and redeeming points due to differences in margins across formats. Progressive rules reward frequent customers differently depending on purchase frequency.
John jackson capitalising on new trendsECR Community
The document discusses how businesses need to adapt to new trends in consumer behavior. It notes that consumers are now more connected digitally, economically uncertain, and living in urban areas. The document recommends that businesses segment consumers more accurately, adapt flexible supply chains, and improve the consumer experience through synchronized marketing, sales, and service. It stresses the importance of strategic planning, organizational change, and developing capabilities to engage with diverse new types of consumers globally.
This document discusses opportunities for Procter & Gamble to better understand and serve Russian consumers in the post-crisis environment. It profiles a typical Russian family, the Ivanovs, and how the 2008 financial crisis impacted their spending behaviors. It then outlines areas where P&G and retailers can collaborate, such as optimizing product assortment and shelf organization to better meet shopper needs in different store formats. Improving product availability through joint forecasting and reducing out-of-stocks is highlighted as a win-win opportunity.
This document summarizes a report by IBM on the impact of poor data quality in the retail and consumer goods industry. IBM analyzed over 1 million product records from retailers and suppliers and found an average of 80% inconsistency between the two. The report identifies an opportunity for the industry to improve data standards and realize over $1 billion in savings annually by better managing product information demands. IBM used its analytics software and industry expertise to conduct the study for GS1 UK on behalf of major retailers and suppliers in the sector.
The document discusses business leadership and management in a dynamic competitive environment. It notes some perceived advantages of Western management styles like having a clear strategy and plan. However, it also questions if some aspects of management theory are too theoretical and don't match reality. It asks several questions about identifying and addressing potential crises, and notes that even liquidating a company requires proper planning rather than a rushed response. The document concludes by thanking the audience for their time.
This document discusses how manufacturers and retailers must work together collaboratively to better serve customers. It identifies key barriers that prevent collaboration, such as a focus on short-term profits over long-term customer value. The document recommends removing these barriers by aligning goals across departments, focusing metrics on customer experience, and incentivizing collaborative behaviors. It emphasizes that changing how organizations view themselves, partners, and customers is necessary to influence positive change through collaborative practices like joint business planning.
This document discusses strategic management concepts including strategy, strategic intent, strategic fit, approaches to competitive innovation, and vision and mission statements. It provides definitions and components of strategy, describes strategic intent as an ambitious and compelling dream, and strategic fit as aligning current capabilities with opportunities. It outlines approaches to competitive innovation such as building advantage layers and changing terms of engagement. Finally, it discusses the benefits of clear vision and mission statements, components of effective mission statements, and evaluates example mission statements.
This document discusses the evolution of business models in the residential solar market. It notes that the market is consolidating, with the top installers increasing their market share over time. This is driven by falling costs, incentives, and the emergence of more efficient business models. Installers are challenged to adapt by improving marketing, sales, and efficiencies. The document presents options for business models going forward, including full vertical integration or focusing on core competencies. It suggests navigating change by evaluating strengths and gaps, modeling financial requirements, and partnering strategically. The choices made now will impact options after the investment tax credit changes post-2016.
[DSC MENA 24] Ahmed_Refaay_- Where to Start Your Data Analytics Journey.pptxDataScienceConferenc1
The world of data analytics is booming, offering exciting opportunities to those who can unlock the power of information. This talk will equip you with a roadmap to kickstart your data analytics journey. We'll explore three key areas to empower your beginning: Business Acumen: Gaining a business understanding is crucial. We'll discuss how to translate business problems into data-driven solutions, ensuring your analysis is relevant and impactful. Six Sigma Foundations: This problem-solving methodology can be a valuable asset. We'll delve into the basic principles of Six Sigma and how they can improve your data analysis approach, leading to more efficient and accurate insights. Data Analytics Fundamentals: We'll introduce essential data analysis concepts like data wrangling, visualization, and basic statistics. Understanding these fundamentals will equip you to handle and interpret data effectively. By combining business acumen, Six Sigma principles, and foundational data analysis skills, you'll be well-positioned to embark on a rewarding data analytics journey. This talk will provide a clear starting point and ignite your curiosity to explore this dynamic field further. at the end we shall share some business cases from our success stories.
Exploring operational challenges for servitization: an European surveyShaun West
Purpose: The purpose of this paper is to describe the priority of the management challenges managers and leaders in service businesses have faced during the servitization journey. The paper builds upon the work presented by West, Schmitt and Siepen (2014), West and Gaiardelli (2017) and West and Gaiardelli (2016). This is an initial study with the aim to identify some common themes and trends within the firms and highlight new areas for research.
Design/Methodology/Approach: The paper is based on the results of a survey conducted with over 100 service managers across European industrial firms and supported with 20 interviews made previously by West and Gaiardelli (2016). Seven categories characterizing change management challenges in servitization were identified from the literature, and each category was associated with its specific challenges. Theoretical foundations were then used to support researchers to design the research sample and define the questionnaire’s structure, wording, and scaling.
Findings: This paper provides insights into the challenges of implementing servitization strategy and prioritizes the key barriers that businesses are facing in their journey towards servitization.
Originality/Value: This descriptive paper that provides a ranking of the most import barriers to servitization with insights from the 20 interviews and a survey with 111 responses
The document discusses the Like-For-Like business model of ONE Water, which sells bottled water in developed markets and uses profits to fund clean drinking water projects in developing countries. It analyzes issues with scaling the model, including monitoring NGO partners, performance measurement, and reliance on pro bono work. Recommendations include developing a pool of for-profit business partners, diversifying NGO partnerships, expanding products and geographies, reducing the plowback ratio, and implementing conventional pricing. The sustainable growth of ONE Water will require partnerships, pricing strategies, and professional management.
Strategic Information Systems for Competitive Advantage-1.pptsantoshsahu622005
As the name suggests, there are two aspects to this business strategy. The “Focus” refers to when a company focuses on a niche market, either by industry or geography, and becomes the expert in delivering for that industry.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
All across Asia, Latin America and Africa, sales channels are proliferating and demographics are changing. Could collaboration between brands and retailers transform the fragmented landscape?
In “Brands and Retailers Should Team Up in Emerging Markets,” Strategy& retail experts Nikhil Bhandare, Pali Tripathi, and Aparajita Kapoor say collaboration provides both short and long-term benefits. And they recommend several ways companies can partner, including: data-driven collaboration, co-branded advertisements and the use of real-time POS data.
When content nurtures the first 60% of the sales cycle, it is imperative that sales and marketing work closely together. Many organizations today create content that fails to consider the multiple roles that content plays in both demand generation and sales. This session will offer practical tips on:
~Road blocks to aligning sales enablement efforts with other marketing and content work
~Identifying the complete buying center and members’ specific content needs
~How to optimize the data captured in platforms for better content strategy
Demand Forecasting Within The Grocery Industryahmad bassiouny
The document provides a guide for demand forecasting within the grocery industry. It outlines objectives to create an easy to use guide applicable across trading environments. The guide provides a framework for demand forecasting and improving processes. It discusses partnerships, processes, technology, people and maturity profiles to increase benefits and collaborative forecasting. Case studies on companies like Sanitarium and P&G/Franklins demonstrate improved forecast accuracy and inventory levels from collaborative forecasting.
The document is a handbook on Sales & Operations Planning (S&OP). It provides an overview and definition of S&OP as a process to balance demand and supply. The handbook discusses key challenges in implementing S&OP and achieving effective decision making. It emphasizes the importance of integrating different business functions and having the right focus, people, processes and data to support S&OP. The handbook also covers specific topics like demand forecasting, new product introductions, and ensuring S&OP is linked to strategic, tactical and operational planning processes.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-operations-the-engine-behind-predictive-analytics-127189835
Presented by Gary Katz at Predictive Analytics World, February 18, 2009 San Francisco, Calif.
See https://ClearAction.com
The document discusses the Balanced Scorecard methodology created by Kaplan and Norton. It presents the four perspectives of the Balanced Scorecard - financial, customer, internal process, and learning and growth. For each perspective, objectives, key performance indicators, targets, and initiatives are identified. The methodology balances both financial and non-financial measures across short and long term goals. It provides a framework for translating an organization's mission and strategy into tangible objectives and measures.
Remodel Your Marketing With Analytics And DashboardsRegalix
The document discusses the use of marketing analytics dashboards to improve marketing performance. Some key points:
- Koen Pauwels, a marketing professor, will present on remodeling marketing with analytics and dashboards.
- Dashboards can integrate data from online and offline sources to provide a concise set of metrics to guide decisions. Case studies show companies improving returns 8% on average by using dashboards.
- Successful dashboards are aligned with business goals, have executive support, and engage employees. They integrate data to convert insights into productive actions.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Unilever and Magnet are collaborating to drive growth in health and beauty categories. They tested Unilever's expertise in new store layouts and navigation elements in a Magnet hypermarket. This led to a 10-15% sales increase. Future plans include expanding the test to more stores and categories. The collaboration uses Unilever's Customer Insight and Innovation Centre to gain insights and simulate opportunities through virtual and physical retail labs. This helps organize categories effectively and attract more shoppers to the health and beauty area through clear signage and segmentation.
The document discusses Danone implementing a Vendor Managed Inventory (VMI) system with Viktoria, a retailer, to improve order and stock accuracy. Key benefits of the VMI system included reduced out-of-stock levels, lower total supply chain costs from improved execution, and automation of ordering between Danone and Viktoria's IT systems. The VMI approach created a win-win collaboration through higher sales, better in-store operations, and reduced costs for both companies.
ECR demand Kantar_category_segmentationECR Community
The document discusses the benefits of an integrated marketing approach for growing product categories rather than just focusing on taking market share from competitors. It argues that most manufacturers still use a "share steal" business model even for categories that have room for more growth. An integrated approach puts the shopper at the center and thinks about win-win strategies for both manufacturers and retailers. This could involve linking product consumption to purchase opportunities and having coordinated sales and marketing plans. Growing the overall category leads to benefits for everyone rather than just shifting shares between competitors.
1. New Ways of Working Together Pat Conklin, Chief Customer Officer, Procter & Gamble- Asia The light bulb was not invented from continuous Innovation of a Candle DRAFT V-9 July 2010
2.
3. “ Stores are over SKU’d” New SKUs Registered Average Items in a Typical Supermarket Source: Global Commerce Initiative New Ways of Working Together 1980 2,899 2005 10,651 2007 85,000 1987 24,500 1997 30,000 2007 45,000 The Case for Change
4. Inventories are too high “ There is too much of the stuff consumers don’t want and not enough of what they do.” The Case for Change
8. The industry must Develop New Ways of Working Together Trading Partners must more readily and freely Share Information In their Bi-Lateral relationships The industry must Redefine the 2016 Value Chain
9. Brenda C. BARNES Chairman & Chief Executive Officer SARA LEE CORPORATION Warren F. BRYANT Chairman NATIONAL ASSOCIATION OF CHAIN DRUG STORES Jean-Paul AGON Chief Executive Officer L’OREAL Eckhard CORDES Chairman of the Management Board & Chief Executive Officer METRO AG Colleen GOGGINS Worldwide Chairman, Consumer Group JOHNSON & JOHNSON Bob MCDONALD Chairman, President & Chief Executive Officer THE PROCTER & GAMBLE COMPANY Sir Terry LEAHY Chief Executive Officer TESCO PLC Stefano PESSINA Executive Chairman ALLIANCE BOOTS Paul POLMAN Chief Executive Officer UNILEVER New Ways of Working Together – A Consumer Goods Forum Initiative Lars OLOFFSON Chief Executive Officer CARREFOUR GROUP John RISHTON Chief Executive Officer Royal Ahold Mike DUKE President & CEO Wal*Mart Project Leaders Michael KOK Group CEO Dairy Farm Motoki OZAKI President Kao
10. Industry Track (Collaborate) New Ways of Working Together Eliminate supply chain disruptions, enable growth Trading Partner Track (Competitive Advantage) *Note: Utilizations of Industry Standards Best Practices/ Standards Documentation, Education, Communication Guiding Principles and Frameworks Share Results • Strategy Alignment • JAG Framework Focus on Consumer • Common Goals & Measures • Information Sharing* • EPC • Data Sync Connected Business Information • Knowledge, Skills & Capabilities • Incentives & Rewards • organisation Design Prepare People for New World • Sustainability • Cross Industry Integration • Integrated Supply Chain Share Our Supply Chain Strategic Issues Between Trading Partners Common Goals, Common Measures Specific Measures & Priorities Other Data Sharing Opportunities Consumer/ Shopper Satisfaction
11. Industry Track (Collaborate) New Ways of Working Together Eliminate supply chain disruptions, enable growth Trading Partner Track (Competitive Advantage) *Note: Utilizations of Industry Standards Best Practices/ Standards Documentation, Education, Communication Guiding Principles and Frameworks Share Results • Common Goals & Measures • Information Sharing* • EPC • Data Sync Connected Business Information • Knowledge, Skills & Capabilities • Incentives & Rewards • organisation Design Prepare People for New World • Sustainability • Cross Industry Integration • Integrated Supply Chain Share Our Supply Chain Strategic Issues Between Trading Partners Common Goals, Common Measures Specific Measures & Priorities Other Data Sharing Opportunities Consumer/ Shopper Satisfaction • Strategy Alignment • Joint Business Planning Focus on Consumer
12.
13. Industry Track (Collaborate) New Ways of Working Together Eliminate supply chain disruptions, enable growth Trading Partner Track (Competitive Advantage) *Note: Utilizations of Industry Standards Best Practices/ Standards Documentation, Education, Communication Guiding Principles and Frameworks Share Results • Strategy Alignment • JAG Framework Focus on Consumer • Knowledge, Skills & Capabilities • Incentives & Rewards • organisation Design Prepare People for New World • Sustainability • Cross Industry Integration • Integrated Supply Chain Share Our Supply Chain Strategic Issues Between Trading Partners Common Goals, Common Measures Specific Measures & Priorities Other Data Sharing Opportunities Consumer/ Shopper Satisfaction • Common Goals & Measures • Information Sharing* • EPC • Data Sync Connected Business Information
14.
15. Industry Track (Collaborate) New Ways of Working Together Eliminate supply chain disruptions, enable growth Trading Partner Track (Competitive Advantage) *Note: Utilizations of Industry Standards Best Practices/ Standards Documentation, Education, Communication Guiding Principles and Frameworks Share Results • Strategy Alignment • JAG Framework Focus on Consumer • Common Goals & Measures • Information Sharing* • EPC • Data Sync Connected Business Information • Sustainability • Cross Industry Integration • Integrated Supply Chain Share Our Supply Chain Strategic Issues Between Trading Partners Common Goals, Common Measures Specific Measures & Priorities Other Data Sharing Opportunities Consumer/ Shopper Satisfaction • Knowledge, Skills & Capabilities • Incentives & Rewards • organisation Design Prepare People for New World
16. Five Elements of Change? Prepare People for New World Change Vision Skills Measures / Rewards Resources Action Plan Change Skills Measures / Rewards Resources Action Plan Confusion Vision Measures / Rewards Resources Action Plan Anxiety Vision Skills Resources Action Plan Gradual Change Vision Skills Measures / Rewards Action Plan Frustration Vision Skills Measures / Rewards Resources False Starts
17.
18. Industry Track (Collaborate) New Ways of Working Together Eliminate supply chain disruptions, enable growth Trading Partner Track (Competitive Advantage) *Note: Utilizations of Industry Standards Best Practices/ Standards Documentation, Education, Communication Guiding Principles and Frameworks Share Results • Strategy Alignment • JAG Framework Focus on Consumer • Common Goals & Measures • Information Sharing* • EPC • Data Sync Connected Business Information • Knowledge, Skills & Capabilities • Incentives & Rewards • organisation Design Prepare People for New World Strategic Issues Between Trading Partners Common Goals, Common Measures Specific Measures & Priorities Other Data Sharing Opportunities Consumer/ Shopper Satisfaction • Sustainability • Cross Industry Integration • Integrated Supply Chain Share Our Supply Chain
19.
20.
21.
22.
Editor's Notes
I THINK THE RATIONALE IS PRETTY CLEAR, WE HAVE BEEN TALKING ABOUT „COLLABORATION“ FOR YEARS YET TODAY‘S SUPPLY CHAIN IS STILL FILLED WITH WASTE THAT IS BEING PASSED ON TO CONSUMERS AND OUR STAKEHOLDERS
STORES ARE OVER SKU’D While this is US data and the numbers will be different by market, the trends are identical. Across Asia, the number of SKU’s available for retailers has grown exponentially.
INVENTORIES ARE TOO HIGH
OUT-OF-STOCK LEVELS ARE STILL UNACCEPTABLE The worldwide average is 8.3%, in Asia, we experience out-of-stock levels _______________________ .
AND YET WE SPEND A DISPROPORTIONATE AMOUNT OF TIME FIXING DAY-TO-DAY PROBLEMS AND NOT ENOUGH TIME ADDRESSING THE NEEDS OF OUR CONSUMERS AND SHOPPERS
A FEW YEARS AGO, THE (now) CONSUMER GOODS FORUM PRODUCED A COMPELLING LOOK AT THE FUTURE IN A REPORT CALLED “2016 – THE FUTURE VALUE CHAIN” Note: GCI was renamed the Consumer Goods Forum in 2009.
The 2016 report, called out three things Trading Partners must do to serve our consumers better IN THE FUTURE. Trading Partners and on occasion, the industry collectively must Redefine the 2016 Value Chain , addressing new requirements of the physical flow of goods, driven by forces like volatile energy costs and a growing population density. Trading Partners must more readily and freely Share knowledge about the consumers we serve , embracing the concept that the best way to manage increasing complexity is through transparency. Trading Partners must Develop New Ways of Working Together – including sustainable changes in culture, collaborative business planning and new measures and rewards.
I want to be clear, New Ways of Working Together in NOT a P&G thing. It is a framework for collaboration that has been developed and supported by The CONSUMER GOODS FORUM. The CONSUMER GOODS FORUM Board is composed of 50 of the worlds leading retailers and manufacturers, including Asian based companies like: AEON, AJINOMOTO, BEIJING HUALIAN, DAIRY FARM, IZUMIYA, KAO, KIRIN HOLDINGS, NTUC FAIRPRICE and WOOLWORTHS. These leaders are throwing their weight behind the idea that trading partners, and in some non-competitive cases, the industry as a whole, need to develop better ways to wrk together to meet the needs of our consumers and shoppers.
Vertical partners should engage in bi-lateral collaboration develop a clear, fact-based understanding of market context and trends harmonize business strategies Embrace joint long-term planning sustained success will require more collaboration to drive mutual innovation decisions should be made by cross-functional teams partners should stretch the planning horizon beyond annual planning to a longer-term focus, to allow for capital investments – category growth With longer term business planning IP protection and trust will be essential Practice jointly agreed growth (JAG) establish long-term goals for category growth and a real roadmap for how to get there
You may want to talk about the „service level as measured by our customers“ as an example of how we are trying to drive common goals and common measures. Trading Partner Performance Management Standards are new GS1 standards designed to create a common language for Key Performance Indicators like „days inventory“, orrer-delivery cycle time“, line or case fill - - so P&G speaks the same language as all other manufacturers and every retailer speaks the same language. Only than can we get down to solving the problems. ADD DATA ON ASIA USE OF EDI. Key Insights from 2009 Global Scorecard Analysis Companies who use EDI to transact their orders have 50% greater on-shelf availability than those using paper, phone, fax (4.9% OOS rate versus 9.6% OOS rate). There is a significant positive correlation between use of EDI for dispatch and receiving (Advanced Shipping Notice – ASN) advise and higher Service Levels / In-Stock . Companies who transact invoices electronically (EDI ) have significantly better invoice accuracy , less deductions and re-work. Retailers & Wholesalers with high use of Global Data Synchronization (GDSN) have significantly significant higher annual sales growth .
More context: the Lippet Model suggest there are five elements that need to be in place in order for change to occur. There needs to be a clear VISION, people need the appropriate SKILLS, MEASURES and REWARDS need to reinforce the desired behaviour, you need adequate RESOURCES and there needs to be a defined ACTION PLAN. If any of that is missing – you’ve got a problem. If there is no clear VISION, the organisation gets confused. They are doing work, but not sure why. If there is a VISION, but people don’t have the right SKILLS, it creates a lot of anxiety. People know what they have to do but don’t know how to do it. If you have a clear VISION and adequate SKILLS but there is no reinforcing MEASURES and REWARDS system - - you get slow, gradual change. I submit that is whet we have been dealing with since the 90’s. A key change now is that the 2016 Future Value Chain reports and New Ways project has surfaced a healthy dissatisfaction with that pace of change. If you don’t have the right RESOURCES it creates frustration If you don’t have a solid ACTION PLAN you get false starts.
Transform incentives and rewards current industry metrics and incentives emphasize short-term gain achieving true shopper satisfaction requires that trading partners align goals and emphasize long-term impact focus should be on consistently providing the right product at the right place and right time Build knowledge, skill and capability sets putting shoppers at the center requires putting our own people at the center of the solution equipping them with the right tools Design organisational structure around consumer needs and drivers introduce and encourage collaboration earlier in the planning process recognize the greatest growth comes when the consumer succeeds
Adopt more sustainable business practices address volatile energy costs achieve better environmental performance
Focus on the Consumer will not work if goals and measures are not shared via True Scorecards, or if supporting rewards and structures are not in place Connect our Business will not work if the connection point is not the shopper or if there are no mutual goals or the supply chain is still viewed as “yours versus mine” Prepare our People will be insufficient if there is not a clear, shopper focused business plan focusing the organization, or if there are not the common goals, common measures and information visibility to act on. Share our Supply Chain will not be possible without understanding how every decision impacts the shopper, or if the way we measure success is different. Too often we optimize components of the supply chain, but sub-optimize the whole