This document contains a summary of Marcelo Rey Fortes' experience as a Business Executive in the Retail industry, specifically within the McDonald's franchise. Over 23 years, he has held several leadership roles managing development, real estate, finance, and operations across Latin America. Most recently, he was the Corporate Asset Manager for Latin America at Arcos Dorados, the world's largest McDonald's franchisee, where he oversaw a $200M annual capital expenditure budget and development initiatives across 20 countries.
The document discusses various strategies and policies concepts including:
1) Mintzberg's 5Ps of strategy which defines strategy as a plan, ploy, pattern, position, and perspective.
2) The roles of corporate strategy which identifies barriers to achieving objectives and develops an approach to overcome obstacles.
3) Types of strategies including competitive, corporate, business, functional, and operating strategies as well as organizational policies.
Defensive Strategies in Strategic Management - Karim ViraniKarim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
Grand strategy [ strategic alternatives]Nawal Badu
1. The document discusses different generic strategies for achieving competitive advantage including cost leadership, differentiation, and focus. It outlines the key organizational requirements and skills needed to successfully implement each strategy.
2. Various strategic options for organizations are presented including market penetration, market development, product development, integration, diversification, turnaround, divestiture, and strategic alliances. Risks associated with each generic strategy are also summarized.
3. Guidelines are provided for when a focus strategy may be most appropriate, including when an industry is resistant to change and a firm has stable inputs and competitive advantages in production or distribution.
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
This document provides an overview of business strategy concepts. It defines strategy and outlines its key features and benefits. The document then discusses the strategic intent process, including vision, mission, objectives, formulation, implementation, and evaluation. It covers different types of strategies such as integration, intensive, diversification, and defensive strategies. The document also explains the three levels of strategy - corporate, business, and functional - and provides details on corporate and business-level strategies. Finally, it introduces the Boston Consulting Group (BCG) matrix model for portfolio analysis.
The document discusses various grand strategies that companies can pursue, including expansion, stability, retrenchment, and combination strategies. It provides examples of each type of grand strategy and explains their key characteristics. For instance, a stability strategy aims to maintain the status quo through only incremental growth, while a retrenchment strategy substantially reduces the scope of a company's activities in order to cut expenses and become more financially stable. The document also notes that combination strategies incorporate elements of different strategies, such as stability in some business lines and growth in others.
This document provides an overview of strategic alternatives that organizations can pursue. It discusses corporate strategies like stable growth strategies that focus on continuing current operations, and growth strategies like concentration strategies that aim to grow faster than markets. Concentration strategies involve increasing sales in a single product through actions like market development, product development, and horizontal integration. The document also discusses business unit strategies like overall cost leadership, differentiation, and focus.
The document discusses strategy and strategic planning. It defines strategy as a pattern of decisions and actions that businesses take to achieve goals. There are different types of strategies like functional, business, and corporate strategies. The strategic planning process involves setting goals, analyzing internal/external factors, selecting strategies, implementing strategies, and evaluating strategies. Effective strategic planning focuses on a clear purpose, shared vision, satisfying customers, achievable timelines, and flexibility. Strategic planning should also prepare for potential crises through contingency plans. SWOT analysis identifies internal strengths/weaknesses and external opportunities/threats.
The document discusses various strategies and policies concepts including:
1) Mintzberg's 5Ps of strategy which defines strategy as a plan, ploy, pattern, position, and perspective.
2) The roles of corporate strategy which identifies barriers to achieving objectives and develops an approach to overcome obstacles.
3) Types of strategies including competitive, corporate, business, functional, and operating strategies as well as organizational policies.
Defensive Strategies in Strategic Management - Karim ViraniKarim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
Grand strategy [ strategic alternatives]Nawal Badu
1. The document discusses different generic strategies for achieving competitive advantage including cost leadership, differentiation, and focus. It outlines the key organizational requirements and skills needed to successfully implement each strategy.
2. Various strategic options for organizations are presented including market penetration, market development, product development, integration, diversification, turnaround, divestiture, and strategic alliances. Risks associated with each generic strategy are also summarized.
3. Guidelines are provided for when a focus strategy may be most appropriate, including when an industry is resistant to change and a firm has stable inputs and competitive advantages in production or distribution.
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
This document provides an overview of business strategy concepts. It defines strategy and outlines its key features and benefits. The document then discusses the strategic intent process, including vision, mission, objectives, formulation, implementation, and evaluation. It covers different types of strategies such as integration, intensive, diversification, and defensive strategies. The document also explains the three levels of strategy - corporate, business, and functional - and provides details on corporate and business-level strategies. Finally, it introduces the Boston Consulting Group (BCG) matrix model for portfolio analysis.
The document discusses various grand strategies that companies can pursue, including expansion, stability, retrenchment, and combination strategies. It provides examples of each type of grand strategy and explains their key characteristics. For instance, a stability strategy aims to maintain the status quo through only incremental growth, while a retrenchment strategy substantially reduces the scope of a company's activities in order to cut expenses and become more financially stable. The document also notes that combination strategies incorporate elements of different strategies, such as stability in some business lines and growth in others.
This document provides an overview of strategic alternatives that organizations can pursue. It discusses corporate strategies like stable growth strategies that focus on continuing current operations, and growth strategies like concentration strategies that aim to grow faster than markets. Concentration strategies involve increasing sales in a single product through actions like market development, product development, and horizontal integration. The document also discusses business unit strategies like overall cost leadership, differentiation, and focus.
The document discusses strategy and strategic planning. It defines strategy as a pattern of decisions and actions that businesses take to achieve goals. There are different types of strategies like functional, business, and corporate strategies. The strategic planning process involves setting goals, analyzing internal/external factors, selecting strategies, implementing strategies, and evaluating strategies. Effective strategic planning focuses on a clear purpose, shared vision, satisfying customers, achievable timelines, and flexibility. Strategic planning should also prepare for potential crises through contingency plans. SWOT analysis identifies internal strengths/weaknesses and external opportunities/threats.
The document discusses Porter's three generic strategies: cost leadership, differentiation, and focus. It provides details on each strategy, including the strengths companies need to successfully implement each one and risks involved. It gives examples of companies like McDonalds, Apple, Medimix, and PepsiCo that have used cost leadership, differentiation, or focus strategies.
The document discusses various corporate level strategies including stability, growth, retrenchment, and combination strategies. It describes stability strategies as maintaining the present course when there is no threat. Growth strategies include expanding market share through internal routes like diversification or external routes like mergers. Retrenchment strategies involve downsizing through divestment, liquidation or turnaround. A combination strategy example provided integrates stability, expansion and retrenchment elements. The document also discusses Porter's generic strategies of cost leadership, differentiation and focus as well as Miles and Snow's prospector, defender and analyzer adaptation models and the product life cycle model.
This document discusses various types of corporate strategies including integration strategies like forward, backward, and vertical integration. It also discusses intensive strategies such as market penetration, market development, and product development. Diversification strategies including concentric, conglomerate, and horizontal diversification are explained. Defensive strategies like retrenchment, divestiture, and liquidation are also outlined. Throughout, the document emphasizes the crucial role of managers in successfully implementing these strategies through developing expertise in managing diversification.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
- A company may require different strategies at different levels, including corporate, competitive, and functional strategies.
- Corporate strategies deal with objectives, resource allocation, and coordinating business unit strategies. Types include stability, growth, retrenchment, and combination strategies.
- Competitive strategies establish competitive advantage against rivals using low cost, differentiation, or focus approaches. Porter's five forces model analyzes industry competitiveness.
- Functional strategies involve coordinating resources like marketing, finance, operations to execute business unit strategies efficiently.
Strategic management involves formulation of goals and initiatives by top management based on resources and the internal/external environment. There are three levels of strategy: corporate focuses on allocation of resources for organizational goals; business deals with competitive advantage through differentiation, cost leadership etc.; functional allocates employees and resources based on skills. In the 21st century, strategic management allows flexibility and adaptation to changes like globalization and technology.
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
The document discusses three generic strategies for businesses: differentiation strategy, focus strategy, and Ansoff's Matrix. The differentiation strategy involves making a product or service unique to add value for customers through continuous innovation, quality, services, design or customer terms. The focus strategy targets a specific market segment through specialization and niche marketing. Ansoff's Matrix analyzes product and market expansion strategies.
This document discusses various strategies and concepts related to corporate level strategy. It begins by defining different categories of business organizations such as sole proprietorships, partnerships, and corporations. It then discusses the nature of corporate level strategy and key issues like directional, portfolio, and parenting strategies. Some strategic choices at the corporate level are also outlined, including business closure, acquisition, and reorganization. Integration and diversification options are presented, including vertical and horizontal integration as well as related and unrelated diversification. The final sections cover internationalization strategies and strategic alliance options.
Unit 3 Chapter 3 Strategic alternativesravalhimani
This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
This document discusses various corporate strategies including directional strategies, portfolio analysis, and parenting strategies. It defines horizontal and vertical growth, concentric and conglomerate diversification, stability strategies, and retrenchment strategies. Key points include:
- Horizontal growth involves expanding into new geographic markets while vertical growth takes over functions of suppliers or distributors.
- Diversification can be related (concentric) or unrelated (conglomerate) into new industries.
- Stability strategies maintain the status quo while retrenchment strategies reduce activities in weak business units.
- Portfolio analysis uses tools like the BCG matrix or GE business screen to evaluate business units.
strategic analysis and choices in a multi business companybishwombar
This document discusses strategic analysis and choice in multi-business companies. It covers key concepts like portfolio approach, synergy approach, parenting approach, and patching approach. The portfolio approach uses tools like the BCG matrix and Industry Attractiveness-Business Strength matrix to evaluate strategic options. The synergy approach leverages core competencies across business units. The parenting approach provides guidance to business units. The patching approach allows for frequent small changes. Rationalizing diversification and integration, as well as behavioral and political factors that influence strategic choices are also examined.
The document discusses various strategic management concepts including strategy formulation, levels of strategy (corporate, business, functional), types of growth strategies (concentration, diversification), retrenchment strategies (turnaround, divestment, liquidation), and combination strategies. It also discusses Porter's Diamond Model of national competitive advantage and factors that influence a nation's competitiveness such as firm strategy/rivalry, factor conditions, demand conditions, and related/supporting industries. Mergers and acquisitions are defined as ways companies can combine, with mergers integrating two companies and acquisitions involving one company purchasing another.
Grand strategies involve long-term plans chosen from available alternatives to overcome weaknesses, build strengths, avoid threats, and seize opportunities. They are classified as stability strategies, which maintain the status quo; expansion/growth strategies, which achieve higher objectives; and retrenchment strategies, which improve performance through contraction. Combination strategies blend elements of stability, growth, and retrenchment. Grand strategies are selected by top managers and used in strategic business planning to analyze internal and external environments.
This document discusses strategic management and strategic alternatives. It defines key terms like strategic business unit (SBU) and strategy. It describes the evolution of strategic planning and discusses portfolio restructuring, strategic options like growth, divestment, and investment. It also covers strategies for declining, mature and emerging markets, as well as competitive strategy, core competencies, competitive advantages, diversification, and knowledge management.
This document discusses different business-level strategies that a firm can pursue to gain a competitive advantage, including cost leadership, differentiation, and focus strategies. It defines each strategy and describes the core competencies, customer needs, and actions required to successfully implement each one. The risks and benefits of each individual strategy as well as integrated strategies are also examined. Overall, the document provides an overview of the key considerations and tradeoffs involved in different business-level strategic approaches.
The document discusses various long-term strategies and objectives that companies can pursue, including concentrated growth, market development, product development, innovation, integration, diversification, turnaround, divestiture, liquidation, and bankruptcy. It also covers strategic tools like the balanced scorecard, generic strategies of cost leadership and differentiation, and combination strategies like joint ventures and strategic alliances.
This document discusses identifying and selecting partners for open innovation and research partnerships. It provides an overview of current approaches and best practices based on a survey of 120 decision-makers. Some key findings include: companies turn first to their existing networks to identify potential partners; over 80% of decision-makers have met future business partners at industry events; technological expertise, scientific excellence, and experience with collaborative projects are important factors in selecting partners; and mapping a company's innovation ecosystem is an important first step to scoping out potential partners. The document advocates exploring internal talent and networks, as well as external industry clusters and groups, to both identify new partners and benchmark/select the best fit for projects.
EY Human Capital Conference 2012: Trends in performance-based remunerationEY
This presentation considers regulatory trends in performance-based remuneration as well as trends in executive compensation, both short-term incentives (STI) and long-term incentives (LTI).
The document discusses Porter's three generic strategies: cost leadership, differentiation, and focus. It provides details on each strategy, including the strengths companies need to successfully implement each one and risks involved. It gives examples of companies like McDonalds, Apple, Medimix, and PepsiCo that have used cost leadership, differentiation, or focus strategies.
The document discusses various corporate level strategies including stability, growth, retrenchment, and combination strategies. It describes stability strategies as maintaining the present course when there is no threat. Growth strategies include expanding market share through internal routes like diversification or external routes like mergers. Retrenchment strategies involve downsizing through divestment, liquidation or turnaround. A combination strategy example provided integrates stability, expansion and retrenchment elements. The document also discusses Porter's generic strategies of cost leadership, differentiation and focus as well as Miles and Snow's prospector, defender and analyzer adaptation models and the product life cycle model.
This document discusses various types of corporate strategies including integration strategies like forward, backward, and vertical integration. It also discusses intensive strategies such as market penetration, market development, and product development. Diversification strategies including concentric, conglomerate, and horizontal diversification are explained. Defensive strategies like retrenchment, divestiture, and liquidation are also outlined. Throughout, the document emphasizes the crucial role of managers in successfully implementing these strategies through developing expertise in managing diversification.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
- A company may require different strategies at different levels, including corporate, competitive, and functional strategies.
- Corporate strategies deal with objectives, resource allocation, and coordinating business unit strategies. Types include stability, growth, retrenchment, and combination strategies.
- Competitive strategies establish competitive advantage against rivals using low cost, differentiation, or focus approaches. Porter's five forces model analyzes industry competitiveness.
- Functional strategies involve coordinating resources like marketing, finance, operations to execute business unit strategies efficiently.
Strategic management involves formulation of goals and initiatives by top management based on resources and the internal/external environment. There are three levels of strategy: corporate focuses on allocation of resources for organizational goals; business deals with competitive advantage through differentiation, cost leadership etc.; functional allocates employees and resources based on skills. In the 21st century, strategic management allows flexibility and adaptation to changes like globalization and technology.
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
The document discusses three generic strategies for businesses: differentiation strategy, focus strategy, and Ansoff's Matrix. The differentiation strategy involves making a product or service unique to add value for customers through continuous innovation, quality, services, design or customer terms. The focus strategy targets a specific market segment through specialization and niche marketing. Ansoff's Matrix analyzes product and market expansion strategies.
This document discusses various strategies and concepts related to corporate level strategy. It begins by defining different categories of business organizations such as sole proprietorships, partnerships, and corporations. It then discusses the nature of corporate level strategy and key issues like directional, portfolio, and parenting strategies. Some strategic choices at the corporate level are also outlined, including business closure, acquisition, and reorganization. Integration and diversification options are presented, including vertical and horizontal integration as well as related and unrelated diversification. The final sections cover internationalization strategies and strategic alliance options.
Unit 3 Chapter 3 Strategic alternativesravalhimani
This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
This document discusses various corporate strategies including directional strategies, portfolio analysis, and parenting strategies. It defines horizontal and vertical growth, concentric and conglomerate diversification, stability strategies, and retrenchment strategies. Key points include:
- Horizontal growth involves expanding into new geographic markets while vertical growth takes over functions of suppliers or distributors.
- Diversification can be related (concentric) or unrelated (conglomerate) into new industries.
- Stability strategies maintain the status quo while retrenchment strategies reduce activities in weak business units.
- Portfolio analysis uses tools like the BCG matrix or GE business screen to evaluate business units.
strategic analysis and choices in a multi business companybishwombar
This document discusses strategic analysis and choice in multi-business companies. It covers key concepts like portfolio approach, synergy approach, parenting approach, and patching approach. The portfolio approach uses tools like the BCG matrix and Industry Attractiveness-Business Strength matrix to evaluate strategic options. The synergy approach leverages core competencies across business units. The parenting approach provides guidance to business units. The patching approach allows for frequent small changes. Rationalizing diversification and integration, as well as behavioral and political factors that influence strategic choices are also examined.
The document discusses various strategic management concepts including strategy formulation, levels of strategy (corporate, business, functional), types of growth strategies (concentration, diversification), retrenchment strategies (turnaround, divestment, liquidation), and combination strategies. It also discusses Porter's Diamond Model of national competitive advantage and factors that influence a nation's competitiveness such as firm strategy/rivalry, factor conditions, demand conditions, and related/supporting industries. Mergers and acquisitions are defined as ways companies can combine, with mergers integrating two companies and acquisitions involving one company purchasing another.
Grand strategies involve long-term plans chosen from available alternatives to overcome weaknesses, build strengths, avoid threats, and seize opportunities. They are classified as stability strategies, which maintain the status quo; expansion/growth strategies, which achieve higher objectives; and retrenchment strategies, which improve performance through contraction. Combination strategies blend elements of stability, growth, and retrenchment. Grand strategies are selected by top managers and used in strategic business planning to analyze internal and external environments.
This document discusses strategic management and strategic alternatives. It defines key terms like strategic business unit (SBU) and strategy. It describes the evolution of strategic planning and discusses portfolio restructuring, strategic options like growth, divestment, and investment. It also covers strategies for declining, mature and emerging markets, as well as competitive strategy, core competencies, competitive advantages, diversification, and knowledge management.
This document discusses different business-level strategies that a firm can pursue to gain a competitive advantage, including cost leadership, differentiation, and focus strategies. It defines each strategy and describes the core competencies, customer needs, and actions required to successfully implement each one. The risks and benefits of each individual strategy as well as integrated strategies are also examined. Overall, the document provides an overview of the key considerations and tradeoffs involved in different business-level strategic approaches.
The document discusses various long-term strategies and objectives that companies can pursue, including concentrated growth, market development, product development, innovation, integration, diversification, turnaround, divestiture, liquidation, and bankruptcy. It also covers strategic tools like the balanced scorecard, generic strategies of cost leadership and differentiation, and combination strategies like joint ventures and strategic alliances.
This document discusses identifying and selecting partners for open innovation and research partnerships. It provides an overview of current approaches and best practices based on a survey of 120 decision-makers. Some key findings include: companies turn first to their existing networks to identify potential partners; over 80% of decision-makers have met future business partners at industry events; technological expertise, scientific excellence, and experience with collaborative projects are important factors in selecting partners; and mapping a company's innovation ecosystem is an important first step to scoping out potential partners. The document advocates exploring internal talent and networks, as well as external industry clusters and groups, to both identify new partners and benchmark/select the best fit for projects.
EY Human Capital Conference 2012: Trends in performance-based remunerationEY
This presentation considers regulatory trends in performance-based remuneration as well as trends in executive compensation, both short-term incentives (STI) and long-term incentives (LTI).
- Provide you with skills to aid your team in making business decisions
- Marketing Strategy 101
- Determine the role your CMO should play
- Evaluate the effectiveness of your CMO
The document contains sample key performance indicators (KPIs) created from test data as part of Tennessee State University's data warehousing business intelligence initiative. The KPIs illustrate enrollment and graduation metrics for the university including new freshmen acceptance by college for Fall 2010, total university graduation by year from 2001-2010, and graduation by college for academic years 2007-2011.
Pfizer considers sustainability in its decision making across economic, environmental, and social dimensions. Economically, Pfizer uses audits and key performance indicators to measure sustainability. Environmentally, it aims to reduce greenhouse gas emissions by 20% by 2020 from a 2012 baseline. Socially, its programs encourage aging well and provide global health fellowships. Pfizer works to balance its business needs with responsible stewardship.
eGain Digital Day 2016 - Keynote 1: Digital Customer Experience—Big Trends an...Mark Fenna
The presentation discussed big trends, CEO thinking, and best practices related to digital customer experience. It highlighted demand-side trends like time-starved and privacy-protective customers. On the supply-side, it noted that digital business is blurring the digital and physical worlds through smart connected things. The presentation suggested customer engagement will accelerate as more things generate data and enable faster "business moments" of automated interactions. It closed by envisioning emerging technologies like ambient user experiences and autonomous agents that interact with customers.
GSK Case Study - Training challenges, approach and tools usedAssima
Geoff Segar from GSK shares their training challenges and how they approached and overcame them with cloning technology from Assima in this insightful case study.
This document discusses key performance indicators (KPIs) for restaurants. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document cautions that when building a KPI system, one should not create too many KPIs and KPIs should be linked to strategy and provide answers to important questions. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Performance metrics are an essential element of the management review process.
Quality metrics may include elements such as customer satisfaction, supplier performance, manufacturing defects, complaints, cycle times and many other internal or external processes.
This presentation provides a framework for establishing right quality indicators for evaluating the performance of the quality system.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
McDonald's global supply chain strategy focuses on building long-term relationships with suppliers through handshake agreements and strict quality guidelines. McDonald's uses a quality leadership board and compliance inspections to enforce standards. The company also practices 100% outsourcing, working closely with expert suppliers and monitoring their performance. McDonald's sustainability vision aims for profitability through high-quality, uninterrupted supply while improving ethical, environmental, and economic outcomes globally.
McDonald's is the largest fast food retailer globally with over 30,000 locations across 121 countries. It aims to be the best quick service restaurant experience worldwide through strategies like being the best employer, delivering excellent customer service, and achieving profitable growth. McDonald's Pakistan operates 21 restaurants across major cities since opening its first location in 1998. It focuses on recruitment, training, performance reviews, incentives, and benefits to attract and develop employees according to its values of quality, service, cleanliness and value. Safety is also emphasized through various precautions and programs.
Paul Morgan has over 20 years of experience in business operations management and leadership positions. He has a track record of exceptional performance, promotions, and exceeding financial and organizational targets. Morgan is an innovative problem solver with strong communication, multitasking, and project management skills. His current role is as the Branch Manager for Karcher North America where he leads a team, manages multiple locations, and has consistently been a top performer in equipment sales and revenue.
Rajesh Panicker is a sales and marketing professional with over 17 years of experience in the FMCG industry. He is currently the Director of Sales and Marketing at Nakshatra Trading Limited, where he is responsible for managing sales, marketing, and acquiring new client relationships. Prior to his current role, Panicker held leadership roles in sales and marketing at Trinity Stones Trading L.L.C. and Parle Agro Ltd. He is seeking a new challenging role at an organization with high standards of quality.
Werner Krings is a highly experienced senior business analyst and project manager with expertise in marketing strategy, business development, and global project management. He has over 20 years of experience working with large consulting firms like KPMG and PricewaterhouseCoopers, developing business intelligence, managing international projects, and exceeding client goals. Currently he works as a senior business analyst generating new B2B leads and sales opportunities through customized marketing programs.
Javier "Al" Tisnes has over 25 years of experience in operations, business development, project management, compliance, and analytics. He is currently an Internal Auditor and Compliance Officer at AutoFinance USA, LLC where he conducts audits, identifies compliance issues, and provides data analysis. Prior to this, he held several director and manager roles where he led teams, grew business, developed strategies, and exceeded goals and KPIs for companies in industries such as auto finance, customer service, and gaming. He has a Bachelor of Science degree in Management Information Systems from Florida State University.
Hani El Jamal is a Lebanese and Canadian national seeking a general management or international business development position. He has over 20 years of experience in strategic leadership roles, including his current role as General Manager of Ultrapak Manufacturing Company in Saudi Arabia where he oversees a team of 100 people and manages annual sales of SAR 300 million. Prior to this, he held regional sales management roles at Tetra Pak and brand management roles at other companies in Saudi Arabia and Lebanon.
V G Gopalakrishnan is an experienced CFO and finance executive with over 29 years of experience in industries such as petrochemicals, cement, infrastructure, apparel, and ITES. He has a proven track record of establishing partnerships across functions to deliver strong results. Currently he is the Vice President of Finance for Sutherland Global Services' Asia-Pacific and EMEA regions, overseeing financial accounting, reporting, compliance and payroll. He has extensive experience leading large finance teams and implementing ERP systems.
V G Gopalakrishnan is an experienced CFO and finance executive with over 29 years of experience in industries such as petrochemicals, cement, infrastructure, apparel, and ITES. He has a proven track record of establishing partnerships across functions to deliver strong results. Currently he is the Vice President of Finance for Sutherland Global Services' Asia-Pacific and EMEA regions, overseeing financial accounting, reporting, compliance and payroll. He has extensive experience leading large finance teams and implementing ERP systems.
Michael Kipp is a global executive with over 25 years of experience in roles such as CEO, CFO, and President across multiple industries. He has consistently improved financial performance and driven sustainable value through periods of significant upheaval and change. Kipp brings focused leadership, strategic vision, and a commitment to operational excellence.
Clement Arnowalt is a management professional with 18 years of experience in operations management, projects, finance, accounts, and production in the Middle East and East Africa. He has expertise in project management, hotel operations, budgeting, procurement, and reducing operating costs. His career includes positions as the Director/Owner Representative for Beach Residence Ltd., Country Manager for Kingsway International, and Finance & HR Manager for Zams International FZCO. He holds an MBA and certifications in Six Sigma Green Belt, Project Management, and Corporate Governance.
- Sirigudi Raghunath Rao has over 20 years of experience in retail operations, business development, sales, marketing, and management. He is currently seeking new opportunities.
- He has a proven track record of expanding businesses, improving profits, and leading teams. Past roles include managing retail operations, business planning, visual merchandising, inventory, and more.
- Rao possesses strong communication, relationship building, and motivational skills. He is adept at strategic planning, operations management, and handling high-pressure situations.
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1. Marcelo Rey Fortes
Experienced Business Executive
23 years managing the core business of a leading retail international company.
email: marcelo.reyfortes@gmail.com
Cell phone: +54911 4179 7563
LinkedIn: Linkedin profile
Skipe: mreyfortes
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OBJECTIVES
Very motivated and interested in continuing my career in a leader international company developing
myself in the core business management, assuming greater responsibilities and new professional
challenges, developing competitive business strategies and plans optimizing the brand penetration in the
Latin America markets or other countries;
Contribute to the management adding value with my professional experience, support to the company,
improving performance, optimizing profitability and achieving goals, learning new experiences and
growing professionally and personally.
1
BACKGROUND
SUMMARY
Experienced Business Executive in the Retail industry with diverse management background in Finance,
Operations, Real Estate Development, Asset Management and Franchising, with over 20 years of
experience, 10 years in Latin American markets
Specialties:
Strategic Business Plan, Financial Planning & Analysis, Investment Project, Sales Building & Competitive
strategy, Management and Execution, Negotiations, Real Estate Development Management, Training.
Reporting and Presentations.
In charge of a strategic area in Arcos Dorados [NYSE: ARCO], world’s largest McDonalds franchisee,
operator of more than 2000 restaurants in 20 Latin American Countries, with company sales exceeding
USD 4B in 2013, responsible for overall management of project portfolio prioritization & execution of
Development initiatives.
Development and execution of the Arcos Dorados Development CAPEX Plan for Latin America, comprising
all the Development initiatives for Brazil (60% of portfolio initiatives), Mexico (20%), Chile, Colombia,
Uruguay, Argentina, Puerto Rico, etc. Average annual budget CAPEX of US 200M.
Mainly Development processes diagnostic and optimization in order to obtain efficiency and quality,
implementing new business processes, SOX, FCPA, OFAC, translating strategy into concrete tactical
actions, validating business cases, estimating execution capacity, and issuing follow-up reports to Board.
Analisis of post implementation metrics (KPI of approved projects). Formal executive summaries to senior
management to provide recommendations and status updates on strategic and operational, regional and
global initiatives. Approval authority on Development CapEx
Passionate about people development and training.
Links:
NYSE: ARCO: http://money.cnn.com/quote/quote.html?symb=ARCO
Arcos Dorados: http://www.arcosdorados.com/
McD University: https://www.youtube.com/watch?v=K0jMxDs9ksI
http://www.mcdonaldsuniversity.com.br/historico.php?language=eng#8611853385809809
2. 2
EXPERIENCE:
Corporate Asset Manager Latin America
McDonald’s Corporation – Arcos Dorados Holding
06-2009 to 05-2014
Startegic Vision planning process;
Financial planning & analysis;
Leading all Development activities and strategically driving the Development Team [120+] toward
profitable market share growth and optimizing brand penetration in LatAm.
Responsible for monitoring the overall financial and related business performance;
Responsible for Leading the process of Economic and Financial Analysis of Investment Projects,
ensuring the required return for shareholders.
Investments, sales and profitability projections, site profitability analysis, P&L analysis, Cash
Flows, IRR. US GAAP.
Responsible for budgeting and forecasting processes of the 20 countries making up the region.
Long term projections and scenario planning.
Optimizing the portfolio of 2000 McDonald's stores , distributed in 20 countries in Latin America
and the Caribbean markets;
Reporting and Presentations to the LatAm Board of Directors, carrying out surveys and strategic
reports for the management. Team work with Business Shared Services Reporting corporate. KPI.
Business Analysis; Business valuation and build up of the business case to be presented to the
CEO, COO and CFO.
Responsible for reviewing quarterly and monthly results.
Franchisees: responsible for giving Development process support [Real Estate, Construction,
Asset Management, etc], advising and training to Franchisees, Licensees, JVPs, in Latin America
and Caribbean markets, in order to develop and optimize the Franchisee business and meeting
Development objectives. Vision plans, business review, action plans, competition,
reinvestments, new business segments, etc. Monitor compliance of agreements [intercompany
rents, initial franchisee fee, royalty, advertising and promotion, etc].
Responsible for Establishing and verifying the Development Corporate Policies and Procedures ,
including SOX, FCPA, OFAC, Rules of Business Conduct, etc. Team work with corporate Internal
Audit.
Active involvement in the company’s IPO in the NYSE and several SEC Reports
Strategic alliances, Developers and Shopping Centers.
Corporate Real Estate Development Manager Latin America
McDonald’s Corporation – Arcos Dorados Holding
08-2007 to 05-2014
Corporate Development start-up [2007]
Startegic Vision planning process;
Expansion planning;
responsible for overseeing all aspects of Real Estate in LatAm Region.
In charge of maximizing the return on investment in development, developing business
opportunities, trade negotiations and conditions on purchases, rents, developing strategic
alliances with Developers, Shopping Centers, etc.
expanding and developing McDonald's business in Latin America and the Caribbean.
Development Plan execution
Capital Expenditures management [USD 200M yearly]
New McDonald’s Store Openings process [130+ yearly]:
Market planning, trade area study and classification, pipeline management, site selection,
volume estimation. Negotiation, legal standards. Approval process, signings, policies,
procedures, design guide, construction. Openings. Post opening review, support, asset
management. Reports, KPI.
Portfolio Reinvestment and Optimization Process:
Reimage refresh, rebuild, relocation, capacity, closing, new business segments, renewal, tenure,
occupancy cost, lease Vs purchase, sales and lease back, excess properties,
3. other properties, [offices, storages, training centers, etc],
KPI.
Investments, sales and profitability projections, site profitability analysis, P&L analysis, Cash
3
Flows, IRR.
New business opportunities
Strategic alliances, brokers,
Project management. Managing all Construction issues including new restaurant construction,
remodeling and site maintenance. Planning, budgeting, contracting and execution of works for
branch expansion and remodeling or retrofitting of building infrastructure of the Company.
Property Management, Facilities Management.
Outside Rent, CAM, M&R.
Professor of Development
McDonald’s University Latin America
08-2007 to 05-2014
I was a McDonald’s University LatAm [Brazil] professor, responsible for the LatAm Development Team
training: Finance, Real Estate, Advanced Development, Asset Management, Facility Management, etc.
Courses given as Facilitator:
Real Estate Training, McDonald’s University, Brazil, carried out on 10/22/2013
Advanced Development Training, McDonald’s University, Brazil, carried out on 03/19/2012
Orientation to Restaurant Development, Virtual Class, carried out on 05/02/2011
Development Course Latin America, Sao Paulo, Brazil, carried out on 10/25/2010
Development Course Latin America, Sao Paulo, Brazil, carried out on 03/15/2010
Development Course Latin America, Mexico 08/24/2009
Development Course Latin America, Buenos Aires 04/06/2009
Latin America Real Estate Course - McDonald's University – Brazil 11/10/2008
55 participants from all countries, including the President and Vice-President of Arcos Dorados,
McD Corporate Officers, Presidents and Divisional Director of Development, Operations, etc, We
discussed several topics, such as Site Profitability, Market Research, Investment Approval
Package, Vision Plan and practical work
Development Manager South Cone Latin America
McDonald’s Corporation – Arcos Dorados Holding
2004 to 2007
Startegic Vision planning process;
Financial planning & analysis, Expansion planning;
Development Plan execution;
Leading all Development activities, in charge of maximizing the return on investment in
development, developing business opportunities, trade negotiations and conditions on purchases,
rents, developing strategic alliances with Developers, Shopping Centers, etc.
Capital Expenditures management.
New McDonald’s Store Openings process:
Market planning, trade area study and classification, pipeline management, site selection,
volume estimation. Negotiation, legal standards. Approval process, signings, policies,
procedures, design guide, construction. Openings. Post opening review, support, asset
management. Reports, KPI.
Portfolio Reinvestment and Optimization Process :
Reimage refresh, rebuild, relocation, capacity, closing, new business segments, renewal, tenure,
occupancy cost, lease Vs purchase, sales and lease back, excess properties,
other properties, [offices, storages, training centers, etc],
KPI.
Investments, sales and profitability projections, site profitability analysis, P&L analysis, Cash
Flows, IRR.
New business opportunities
Strategic alliances, brokers,
4. Project management. Managing all Construction issues including new restaurant construction,
remodeling and site maintenance. Planning, budgeting, contracting and execution of works for
branch expansion and remodeling or retrofitting of building infrastructure of the Company.
4
Development Manager Argentina
McDonald’s Corporation – Arcos Dorados Holding
2003 to 2004
Startegic Vision planning process; Expansion planning;
Development Plan execution; Leading all Development activities.
New McDonald’s Store Openings process:
Market planning, trade area study and classification, site selection, Negotiation, legal standards.
Approval process, signings, construction. Openings. Post opening review. Reports, KPI.
Portfolio Reinvestment and Optimization Process : Reimage, rebuild, relocation, closing, KPI.
Investments, sales and profit projections, site profit analysis, P&L analysis, Cash Flows, IRR.
Project management.
Planning, budgeting, contracting and execution of works for branch expansion and remodeling or
retrofitting of building infrastructure of the Company.
Real Estate Manager Argentina
McDonald’s Corporation – Arcos Dorados Holding
1999 to 2003
Startegic Vision planning process; Expansion planning;
Development Plan execution; Leading all Development activities.
New McDonald’s Store Openings process:
Market planning, trade area study and classification, site selection, Negotiation, legal standards.
Approval process, signings, construction. Openings. Post opening review. Reports, KPI.
Investments, sales and profit projections, site profit analysis, P&L analysis, Cash Flows, IRR.
Real Estate Representative – Argentina
McDonald’s Corporation – Arcos Dorados Holding
1994 to 1999
Development Plan execution; Leading all Development activities.
New McDonald’s Store Openings process:
Market planning, trade area study and classification, site selection, Negotiation, legal standards.
Approval process, signings, construction. Openings. Post opening review. Reports, KPI.
Investments, sales and profitability projections, site profitability analysis, P&L analysis, Cash
Flows, IRR.
Operation Manager - Argentina
McDonald’s Corporation – Arcos Dorados Holding
1991 to 1994
Responsible for manage a McD Store Operations. Leading all Operations activities.
Comprehensive management of operations fast food restaurants, leading working groups of more
than 150 people to offer customers the best casual dining, providing excellent service, maximize
sales, minimize operating costs, optimize profitability. Ensure brand promise of quality, service
and cleanliness. Meet high quality standards, winning to the competitors. Marketing activities,
sales efforts, trade area study, advertising and promotions.
I was also responsible for collateral areas to the business such as Human Resources,
Administration, Revenue, Banking, Payments to Suppliers etc, among other things which required
me to coordinate the activities of external suppliers such as accounting and law firms.
5. _______________________________________________________________________________________
5
EDUCATION
School: Date:
Postgraduate Studies:
• Master in Financial Administration - UBA Buenos Aires University 2010 - 2011
• Management Administration - ITBA Buenos Aires Tech. Inst. 2006 - 2007
Education:
Bachelor in Business Administration UNC Cordoba Nat. University 1985 - 1990
Courses taken:
• Finance for Leaders – McDonald’s University – Brazil 05/21/2012
• Latin America Real Estate Course - McDonald's University - Brazil 10/11/2008
• Certification "FCPA - Foreign Corrupt Practices Act" - McD Corp. Integrity 06/28/2006
• Certification "SOX - Sarbanes Oxley Section 404 - McD Corp. 04/10/2006
• Certification Standards of Business Conduct - Integrity McD Corp. 09/19/2005
• International Real Estate Procedures - McD Corp. 09/30/2005
• Coaching - Personal Styles Carl Jung - Insights Discovery - Von der Heide 06/14/2005
• Managing the Organization - McDonald's University - 03/06/2000
• Coaching Seminar - Quinteros & Assoc - 03/05/2001
• Team Building Leadership - Team Work - 08/29/2000
• Myers Briggs Personal Styles - Lazzati and Assoc - 08/05/2000
• Effective Communication - Arthur Andersen - 02/28/2000
• The 7 Habits of Highly Effective People - Covey - 09/10/1998
• Real Estate Course - McDonald's University - 02/24/1996
• Management Course - McDonald's - 03/16/2001
• Effective Leadership - Arthur Andersen - 11/18/1997
• Building Workshop - McDonald's - 1994
• Equipment Course - McDonald's - 1994
• Operations Course - McDonald's - 1991
Skills:
• Skilled at Windows Office 2013: Excel, Powerpoint, Word, Project, Lotus Notes, Access.
• Several McDonald’s softwares
• REP Module user and developer (Real Estate Plan), based on Warehouse. Others [ALQUI, OASSIS]
• Oracle Discoverer and Oracle Hyperion user.
• PMO user, a Geographic Information System [GIS], combining market socio-economic information with
sales information and Company results.
• SIT – Sales Incremental Tool
_______________________________________________________________________________________
LENGUAGE SKILLS
Language:
Proficiency (Basic/Proficient/Native)
• English Proficient
• Spanish Native
• Portuguese Proficient
_______________________________________________________________________________________
AWARD / RECOGNITIONS
Description:
Year:
Passion for Internal Customer award [Operations employees survey] 2004
Excellence in The Management of Rent Reduction 2002
6. _______________________________________________________________________________________
COMMUNITY SERVICE / PROFESSIONAL ACTIVITIES
Description:
American Chamber of Commerce – Real Estate Committee member
International Council of Shopping Center member
Country Club, Administration Committee member
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6
STRENGTH AND WEAKNESSES
Strength:
I believe people would say about me that I am:
Responsible, Self confident, Trustworthy, Serious, Stable, Determined, Proactive, Hardworking, Honest,
Committed to the Company, Goal oriented, Good Team Leader, I can motivate people easily
I am a team player, I have good communication with the people I work with, Good at solving problems.
Weaknesses:
I would like to have everything under control all the time.
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RELOCATION PREFERENCES
Flexible. Willing to relocate for the right opportunity.
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