Retail Company Branding
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This document discusses strategies for optimizing staffing and productivity at retail stores to balance profitability and customer experience. It recommends: 1) Establishing consistent staffing models and productivity measures for all areas to meet customer demand and brand standards. 2) Classifying labor costs as either "fixed" (constant expenses) or "variable" (changing based on sales volume) to accurately schedule the right number of employees. 3) Creating employee guidelines that identify fixed and variable labor needs by position to plan staffing levels for different periods.
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kundan cv (1)
This document contains the resume of Kundan Lal, who is currently a Store Manager at Max Retail LLC in the UAE. He has over 10 years of experience in fashion retail sales and operations management in India. Some of his key responsibilities as Store Manager include managing a large store and team, establishing policies and procedures, analyzing store performance, ensuring staff competency, and achieving sales targets. Prior to his current role, Kundan Lal held positions such as Assistant Buyer and Assistant Concept Manager at Lifestyle International in India, where he gained experience in areas like merchandise planning, sales analysis, and customer service. He is pursuing an MBA in Retail and Marketing.
doge_resume (5)
Danny Oge has over 24 years of experience in facilities management and leading teams. As Director of Operations, he engages with employees to improve communication between departments and ensures customer needs are met. Oge has a proven track record of remaining proactive by staying up to date on technology and thinking critically. His areas of expertise include inventory control, cost control, training, food service, customer service, and operations management. Currently he is the Food Service Manager at Tom Thumb-Albertsons in South Lake, TX, where he maintains inventory, ensures positive customer experiences, and arranges employee training. Previously he held management roles at Four Chicks and a Bull and Tom Thumb, consistently achieving sales goals and improving customer satisfaction.
Company name
This business plan outlines a company's mission statement, team, and market summary. The mission statement should concisely direct the company's long-term growth. The team section lists the CEO and management, their past accomplishments, and experience in the field. Finally, the market summary examines the past, present, and future of the target market, including changes that provide an opportunity for the company's success.
Merchandising specialist
This job posting is for a Merchandising Specialist position. The specialist will execute company strategies and best practices to meet standards and provide excellent customer experiences. Key responsibilities include driving sales, ensuring proper product placement and presentation, performing leadership duties, and supporting the team. Successful candidates will have relevant experience, strong merchandising skills, business comprehension, and the ability to prioritize tasks.
Shamsuddin Ansari_Resume
Samsuddin Ali Akbar Ansari is seeking a position in operations management, retailing, marketing, or sales with over 8 years of experience in retail operations and profit center management. He is currently an Assistant Store Manager at Avenue Supermarts Ltd (D'Mart) where he is responsible for achieving sales targets, cost control, and ensuring high customer satisfaction. Prior to his current role, he worked his way up from Floor Officer to Department Manager at D'Mart by successfully managing teams, sales, inventory, and resolving customer issues.
Anil_profile_Hypermanager
Anil Kumar has over 9 years of experience in retail operations management, including roles at Reliance Retail, Auchan Hypermarket, and Spencer's Retail. He is currently a Senior Manager of Operations at Spencer's Retail, where he is responsible for ensuring process adherence, layout compliance, and improving audit scores. Anil holds an MBA and seeks to contribute his managerial skills to further an organization's growth.
Jennifer Torres Resume
Jennifer Torres is seeking a career opportunity utilizing her management, supervision, and administrative skills. She has over 15 years of experience in retail sales, administration, and management. Her most recent role was as an Administrative Assistant Store Manager for Lowe's, where she oversaw financials, inventory, hiring and training, and customer service. She is proficient in various software programs and holds certifications in hazardous materials and forklift operation.
Deepak Kapoor
Deepak Kapoor is a 31-year-old male seeking a career that allows growth and knowledge expansion. He has over 15 years of experience in retail management, including as an Area Manager and Assistant Operations Manager. His experience includes store operations, visual merchandising, customer service, staff hiring and training, and achieving sales targets. He has a bachelor's degree with over 66% and technical skills in MS Office and retail software.
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kundan cv (1)
This document contains the resume of Kundan Lal, who is currently a Store Manager at Max Retail LLC in the UAE. He has over 10 years of experience in fashion retail sales and operations management in India. Some of his key responsibilities as Store Manager include managing a large store and team, establishing policies and procedures, analyzing store performance, ensuring staff competency, and achieving sales targets. Prior to his current role, Kundan Lal held positions such as Assistant Buyer and Assistant Concept Manager at Lifestyle International in India, where he gained experience in areas like merchandise planning, sales analysis, and customer service. He is pursuing an MBA in Retail and Marketing.
doge_resume (5)
Danny Oge has over 24 years of experience in facilities management and leading teams. As Director of Operations, he engages with employees to improve communication between departments and ensures customer needs are met. Oge has a proven track record of remaining proactive by staying up to date on technology and thinking critically. His areas of expertise include inventory control, cost control, training, food service, customer service, and operations management. Currently he is the Food Service Manager at Tom Thumb-Albertsons in South Lake, TX, where he maintains inventory, ensures positive customer experiences, and arranges employee training. Previously he held management roles at Four Chicks and a Bull and Tom Thumb, consistently achieving sales goals and improving customer satisfaction.
Company name
This business plan outlines a company's mission statement, team, and market summary. The mission statement should concisely direct the company's long-term growth. The team section lists the CEO and management, their past accomplishments, and experience in the field. Finally, the market summary examines the past, present, and future of the target market, including changes that provide an opportunity for the company's success.
Merchandising specialist
This job posting is for a Merchandising Specialist position. The specialist will execute company strategies and best practices to meet standards and provide excellent customer experiences. Key responsibilities include driving sales, ensuring proper product placement and presentation, performing leadership duties, and supporting the team. Successful candidates will have relevant experience, strong merchandising skills, business comprehension, and the ability to prioritize tasks.
Shamsuddin Ansari_Resume
Samsuddin Ali Akbar Ansari is seeking a position in operations management, retailing, marketing, or sales with over 8 years of experience in retail operations and profit center management. He is currently an Assistant Store Manager at Avenue Supermarts Ltd (D'Mart) where he is responsible for achieving sales targets, cost control, and ensuring high customer satisfaction. Prior to his current role, he worked his way up from Floor Officer to Department Manager at D'Mart by successfully managing teams, sales, inventory, and resolving customer issues.
Anil_profile_Hypermanager
Anil Kumar has over 9 years of experience in retail operations management, including roles at Reliance Retail, Auchan Hypermarket, and Spencer's Retail. He is currently a Senior Manager of Operations at Spencer's Retail, where he is responsible for ensuring process adherence, layout compliance, and improving audit scores. Anil holds an MBA and seeks to contribute his managerial skills to further an organization's growth.
Jennifer Torres Resume
Jennifer Torres is seeking a career opportunity utilizing her management, supervision, and administrative skills. She has over 15 years of experience in retail sales, administration, and management. Her most recent role was as an Administrative Assistant Store Manager for Lowe's, where she oversaw financials, inventory, hiring and training, and customer service. She is proficient in various software programs and holds certifications in hazardous materials and forklift operation.
Deepak Kapoor
Deepak Kapoor is a 31-year-old male seeking a career that allows growth and knowledge expansion. He has over 15 years of experience in retail management, including as an Area Manager and Assistant Operations Manager. His experience includes store operations, visual merchandising, customer service, staff hiring and training, and achieving sales targets. He has a bachelor's degree with over 66% and technical skills in MS Office and retail software.
Lilit Resume
Lilit Pepeyan is seeking a new opportunity to utilize her communication and organizational skills. She has over 10 years of experience in logistics management and retail leadership at Nordstrom, where she received awards for her logistics results. Pepeyan also has experience in sales, customer service, and restaurant management. She has strong skills in goal setting, team leadership, budgeting, and Microsoft Office programs. Pepeyan holds a photography degree from Brooks Institute and references are available upon request.
Asim resume
Asim Pasha has over 15 years of experience in retail management. His resume summarizes his work history, including 8 months as Store Manager for Pantaloons Fashion & Retail Ltd, 5 years as Assistant Store Manager/Store Manager for Max, and 4 years as Department Manager for Centre Point in Kuwait. He provides details on his responsibilities in roles managing stores, departments, staff, customer service, budgets, stock, and more. Pasha also lists his education as a BBA and skills in Microsoft Office, communication, and multiple languages.
TAJMUL SHARIEFF
Tajmul Sharieff is applying for vacant positions utilizing over 15 years of experience in customer service, retail management, and project management. He worked as a shop supervisor for Giordano Fashion LLC in the UAE from 2000 to 2014, where he was responsible for achieving sales goals, maintaining store presentation standards, and ensuring excellent customer service. Prior to that, he worked in outdoor sales and as a cutting master for Links Man's Wear in India from 1999 to 2000, where he took customer orders, cut garments for stitching, and managed the overall shop operations. Sharieff is a motivated, reliable team player seeking to emphasize excellence in client relationships and sales.
Shamil's Final CV
Shamil Azeez is an Indian national seeking a leadership position. He has over 10 years of experience in retail management, most recently as Store Manager for SplashGulf LLC in Dubai from 2015-2015. Prior to that he held various roles such as Warehouse Assistant, Customer Service Assistant, and Department/Sales Manager for IPas International from 2011-2014. He has a Bachelor's degree in Commerce from University of Calicut and an MBA in International Business from University of Gloucestershire.
Executive resume 2.3(5)
John Marshall has over 30 years of experience working with consumers and clients in retail. He has held various roles such as Sales Associate at Kohl's and Macy's where he managed sales floors, trained employees, and provided outstanding customer service. Most recently, he worked as a Stock Clerk at Shoppers Food/Pharmacy where he managed inventory and assisted customers. He aims to mentor new employees and managers.
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Harpalsingh Adiyal is a result-oriented professional with over 15 years of experience in training delivery, content development, and project management. He is seeking a position that utilizes his skills in successfully managing training operations.
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This document is a resume for Mahtab-ud-Din summarizing his professional experience and qualifications. He has over 9 years of experience in sales, marketing, operations, and distribution for FMCG and FMCH industries. His most recent role was as a Senior Territory Sales Executive at GSK Consumer Healthcare Pakistan from 2014 to 2016 where he was responsible for business development, marketing strategies, sales target achievement, and customer management. He holds a Bachelor's degree in Commerce from the University of Punjab in Pakistan.
Rameez Resume Updated
Rameez Ahmad Mughal is seeking a position that allows him to utilize his analytical, research, interpersonal, and communication skills. He has over 5 years of experience in retail management in India and Saudi Arabia, including roles as Assistant Store Manager, Loss Prevention Manager, Floor Manager, and Store Manager. He has a Post Graduate Certificate in Retail Management and a Bachelor's degree in Arts. His professional skills include leading teams, meeting deadlines, taking initiative, and strong communication abilities.
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This document is a resume for Venus Serrano, who has over 10 years of experience in customer service and management positions for automotive retailers. She currently works as a General Store Manager for O'Reilly Auto Parts, where her responsibilities include managing personnel, overseeing daily operations, and ensuring goals for sales and inventory are met. Prior to her current role, she held other management and customer service roles at O'Reilly Auto Parts and AutoZone, demonstrating strong performance in areas like customer satisfaction, process improvement, and staff training.
GRISHMA MISTRY CV
This document is a personal profile that summarizes an individual's experience in retail management over the past 5 years. They are currently a deputy manager at Wallis with over 3 million in annual sales and 17 staff. Key skills include store management, sales, customer service, and team leadership. Prior experience includes roles as a senior supervisor and branch manager at Coast, and supervisor at Turkish luxury stores. Educational background includes a Master's in Textiles and Clothing and Bachelor's degree.
jitenkumar
This document is a resume for Jitenkumar Pratap Rathod summarizing his professional experience in retail sales management roles over 14 years in India and the United Arab Emirates. It outlines his responsibilities and achievements as a Store Manager and Assistant Manager for various retailers, including managing sales, inventory, visual merchandising, customer service, and staff training. The resume emphasizes Rathod's strong record of achieving sales targets and developing high-performing retail teams.
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The document discusses the five tasks of strategic management which are to craft a strategy, set objectives, develop a vision and mission, implement and execute the strategy, and evaluate and make corrections. It explains that developing a vision and mission is the first task and involves thinking strategically about the future makeup and position of the company. A mission statement focuses on current activities while a strategic vision concerns the future path. Setting objectives, the second task, converts the vision into specific performance targets. Examples of financial and strategic objectives are also provided.
Khalid CV
Khalid is seeking managerial positions and has over 10 years of experience as an Area Sales Manager at Lilliput Kidswear Ltd, a leading kidswear brand in India. His responsibilities include overseeing day-to-day store operations, ensuring sales targets are met, inventory management, and implementing marketing strategies. He has a background in retail management and is proficient in Microsoft Office, ERP systems, and computer skills.
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Elizabeth Mantione has over 10 years of experience in retail management, customer service, and insurance. She has a proven track record of increasing sales, ensuring department functionality, and developing strategies to help customers. Most recently, she worked at Lowe's Home Improvement as a Plumbing Pro, where she assisted customers, maintained vendor relationships, and trained staff.
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Amit Resume
This document is a resume for Amit Arora. It summarizes his professional experience, including over 9 years in retail operations, merchandising, and business planning roles. His most recent role was as a Concessionaire Business Planning manager for Max Life Style Pvt. Ltd from 2012 to present, where he handled 16 stores and leading brands. Prior to that he held store manager and floor supervisor roles for other retailers from 2006 to 2012. The resume lists his responsibilities and achievements in each role.
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This document provides a summary of Paul Hilton's professional experience and qualifications. It outlines his extensive experience in warehouse management roles over 25 years, including as a Warehouse Manager, Assistant Warehouse Manager, and Warehouse Operative. It details his responsibilities in these roles and accomplishments, such as implementing efficiency improvements. His skills include warehouse management, team leadership, customer service, and systems experience. He provides referees to contact for references.
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Mostafa Hassan Elnagar has over 7 years of experience in retail operations and management, including roles in purchasing, sales, and product management. He holds a degree in Islamic Archaeology from Cairo University and has worked for companies like Alsafy for Import, Export and Commercial and Pins co. for commercial Agencies, where he helped achieve sales targets, managed procurement and inventory, negotiated with suppliers, and developed product strategies.
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Lilit Resume
Lilit Pepeyan is seeking a new opportunity to utilize her communication and organizational skills. She has over 10 years of experience in logistics management and retail leadership at Nordstrom, where she received awards for her logistics results. Pepeyan also has experience in sales, customer service, and restaurant management. She has strong skills in goal setting, team leadership, budgeting, and Microsoft Office programs. Pepeyan holds a photography degree from Brooks Institute and references are available upon request.
Asim resume
Asim Pasha has over 15 years of experience in retail management. His resume summarizes his work history, including 8 months as Store Manager for Pantaloons Fashion & Retail Ltd, 5 years as Assistant Store Manager/Store Manager for Max, and 4 years as Department Manager for Centre Point in Kuwait. He provides details on his responsibilities in roles managing stores, departments, staff, customer service, budgets, stock, and more. Pasha also lists his education as a BBA and skills in Microsoft Office, communication, and multiple languages.
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Tajmul Sharieff is applying for vacant positions utilizing over 15 years of experience in customer service, retail management, and project management. He worked as a shop supervisor for Giordano Fashion LLC in the UAE from 2000 to 2014, where he was responsible for achieving sales goals, maintaining store presentation standards, and ensuring excellent customer service. Prior to that, he worked in outdoor sales and as a cutting master for Links Man's Wear in India from 1999 to 2000, where he took customer orders, cut garments for stitching, and managed the overall shop operations. Sharieff is a motivated, reliable team player seeking to emphasize excellence in client relationships and sales.
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Shamil Azeez is an Indian national seeking a leadership position. He has over 10 years of experience in retail management, most recently as Store Manager for SplashGulf LLC in Dubai from 2015-2015. Prior to that he held various roles such as Warehouse Assistant, Customer Service Assistant, and Department/Sales Manager for IPas International from 2011-2014. He has a Bachelor's degree in Commerce from University of Calicut and an MBA in International Business from University of Gloucestershire.
Executive resume 2.3(5)
John Marshall has over 30 years of experience working with consumers and clients in retail. He has held various roles such as Sales Associate at Kohl's and Macy's where he managed sales floors, trained employees, and provided outstanding customer service. Most recently, he worked as a Stock Clerk at Shoppers Food/Pharmacy where he managed inventory and assisted customers. He aims to mentor new employees and managers.
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This document is a resume for Mahtab-ud-Din summarizing his professional experience and qualifications. He has over 9 years of experience in sales, marketing, operations, and distribution for FMCG and FMCH industries. His most recent role was as a Senior Territory Sales Executive at GSK Consumer Healthcare Pakistan from 2014 to 2016 where he was responsible for business development, marketing strategies, sales target achievement, and customer management. He holds a Bachelor's degree in Commerce from the University of Punjab in Pakistan.
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Rameez Ahmad Mughal is seeking a position that allows him to utilize his analytical, research, interpersonal, and communication skills. He has over 5 years of experience in retail management in India and Saudi Arabia, including roles as Assistant Store Manager, Loss Prevention Manager, Floor Manager, and Store Manager. He has a Post Graduate Certificate in Retail Management and a Bachelor's degree in Arts. His professional skills include leading teams, meeting deadlines, taking initiative, and strong communication abilities.
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This document is a personal profile that summarizes an individual's experience in retail management over the past 5 years. They are currently a deputy manager at Wallis with over 3 million in annual sales and 17 staff. Key skills include store management, sales, customer service, and team leadership. Prior experience includes roles as a senior supervisor and branch manager at Coast, and supervisor at Turkish luxury stores. Educational background includes a Master's in Textiles and Clothing and Bachelor's degree.
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This document is a resume for Jitenkumar Pratap Rathod summarizing his professional experience in retail sales management roles over 14 years in India and the United Arab Emirates. It outlines his responsibilities and achievements as a Store Manager and Assistant Manager for various retailers, including managing sales, inventory, visual merchandising, customer service, and staff training. The resume emphasizes Rathod's strong record of achieving sales targets and developing high-performing retail teams.
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Developing Mission Vision And Lt Os
The document discusses the five tasks of strategic management which are to craft a strategy, set objectives, develop a vision and mission, implement and execute the strategy, and evaluate and make corrections. It explains that developing a vision and mission is the first task and involves thinking strategically about the future makeup and position of the company. A mission statement focuses on current activities while a strategic vision concerns the future path. Setting objectives, the second task, converts the vision into specific performance targets. Examples of financial and strategic objectives are also provided.
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Khalid is seeking managerial positions and has over 10 years of experience as an Area Sales Manager at Lilliput Kidswear Ltd, a leading kidswear brand in India. His responsibilities include overseeing day-to-day store operations, ensuring sales targets are met, inventory management, and implementing marketing strategies. He has a background in retail management and is proficient in Microsoft Office, ERP systems, and computer skills.
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Elizabeth Mantione has over 10 years of experience in retail management, customer service, and insurance. She has a proven track record of increasing sales, ensuring department functionality, and developing strategies to help customers. Most recently, she worked at Lowe's Home Improvement as a Plumbing Pro, where she assisted customers, maintained vendor relationships, and trained staff.
Resume_Rahul Sharma Dt 06091215
Rahul Prashant Sharma is a senior level professional with over 24 years of experience in costing operations, budgeting, and financial reporting. He currently works as the Chief Manager of Costing Operations at Escorts Ltd in Faridabad, Haryana. Previously he has held managerial roles leading the accounting and costing functions at several manufacturing companies. He has expertise in areas like cost accounting, budgeting, pricing, financial reporting, and process improvement. Rahul aims to maximize profitability and business growth through analytical skills and leadership abilities.
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This document is a resume for Amit Arora. It summarizes his professional experience, including over 9 years in retail operations, merchandising, and business planning roles. His most recent role was as a Concessionaire Business Planning manager for Max Life Style Pvt. Ltd from 2012 to present, where he handled 16 stores and leading brands. Prior to that he held store manager and floor supervisor roles for other retailers from 2006 to 2012. The resume lists his responsibilities and achievements in each role.
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The document discusses the employment cycle, which involves planning current and future workforce needs through processes like job design, recruitment, selection, and HR planning. It also addresses HR planning considerations like changing employee and employer expectations around retirement age, work-life balance, and education levels. The bare minimum education for employment is changing as well according to the document.
DTP Portfolio
This document provides information about Sally Parker-Boyd, an established London-based provider of business graphics services since 2000. It specializes in presentation production, template creation, and training. The company prides itself on its flexible approach and ability to tailor its process to client needs to ensure high quality results even under tight deadlines and confidential conditions. The team is described as young, dynamic, experienced and client-focused, and passionate about maximizing the impact of client presentations. An end-to-end solution is provided for presentation needs.
Lesson 5 developing the right marketing mix and plan
The document discusses developing an effective marketing mix and plan. It covers the four Ps of marketing: product, price, place, and promotion. For product, it emphasizes defining your product or service and building your brand through your name, logo, reputation, and brand personality. For price, it discusses strategies like value, prestige, cost-plus, and penetration pricing. For place, it stresses choosing a location convenient for customers. And for promotion, it outlines advertising, publicity, and integrating marketing communications across different platforms.
Employee Empowerment
Employee and employer empowerment can benefit both parties. Empowered employees are more motivated and productive, leading to lower turnover rates and training costs for companies. Satisfied employees are better able to satisfy customers, which increases sales and profits. Empowerment involves treating employees well, listening to their input, and giving them flexibility and incentives to achieve business goals.
Craig M HSI
The document provides guidance on managing a successful hospitality business through focusing on people, processes, partnerships, and leadership and organizational culture. It emphasizes the importance of consciously evaluating whether these elements are helping or hindering the business. Key aspects of success include understanding values, training, reputation, and productivity impacts of processes; ensuring partnerships help rather than hinder; and cultivating leadership characteristics like humility, learning, communication, and inspiration.
Marketing 101 chapter2 building customer satisfaction
The document discusses building customer satisfaction through quality, service, and value. It discusses determining customer value and satisfaction, as well as customer delivered value. It also discusses ways to achieve highly satisfied customers through customer focus, tracking expectations and satisfaction, and improving processes. The key is developing strong customer relationships through retention strategies like reducing customer defection rates.
Implementing a successful customer relations strategy.pptx main
This training presentation discusses developing an effective customer experience strategy. It emphasizes understanding the customer journey and putting customers at the center of all business strategies. Key points include:
- Developing a customer-centric culture and understanding customer needs, behaviors and goals.
- Implementing strategies across all customer touchpoints to provide a memorable experience.
- Using customer feedback to continuously improve and establish long-term customer relationships.
- Reviewing internal processes to ensure great customer experiences are a priority for all departments.
Strategies for Managing Sales Teams: How to find, select and compensate these...
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Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business SherpaValue Equation
This document describes a Value Equation methodology that a marketing agency uses to help clients understand what matters most to consumers and how to optimize marketing investments. Through workshops and consumer insights research, the agency defines a brand's unique value dimensions and aligns marketing activities, communications, and R&D investments accordingly. Examples are provided of how Value Equation has helped cereal, Walmart private label, and Cheerios brands improve marketing strategy and increase customer loyalty.
Customer value propositions
This document summarizes an article that discusses the importance of customer value propositions in business markets. It outlines three types of value propositions and provides strategies for substantiating, demonstrating, and documenting customer value in order to persuade customers and improve business performance. These include using a value word equation to assess the benefits of an offering compared to alternatives, value case histories showing savings reference customers achieved, and value calculators to demonstrate potential savings. Documenting actual cost savings achieved allows suppliers to refine value models and enhance their credibility and knowledge. Developing compelling value propositions should be a fundamental part of business strategy according to best practices.
Aligning Brand Strategy to Customer Experience
Since the economic downturn, many retailers cut staffing levels to bare minimum in order to weather the storm. As the economy turnaround continues and consumer spending starts to increase, there is a renewed opportunity to enhance brand image with both old and new customers. Execution is as important as ever. Quality service levels are required to convert foot traffic to sales while perfect field execution must be achieved to implement corporate strategies to capitalize on the investment of targeted marketing campaigns.
Customer centricity creating value for your customers and value for your orga...
This document discusses how organizations can become truly customer-centric by focusing on customer needs and goals. It emphasizes that customer satisfaction requires understanding customers, aligning business strategy with customer goals, and ensuring the customer remains central to organizational culture, processes, and behaviors. To drive real change, organizations must assess how to integrate customer focus into their DNA and address challenges through strategic planning, operational changes, and customer feedback analysis. Becoming customer-centric is difficult but can enhance outcomes when the entire organization prioritizes customer satisfaction.
Beyond Sales: The New KPI's Of Marketing ROI
In Marketing, the job starts and ends with the goal of creating customers. However, in a world gone social where mobile, big data and 24x7 availability of technology rule the roost, brands need a new method for measuring their marketing return on investment (ROI).
Revenue and sales are at the core, but for marketers to truly measure their impact they also need to consider things like customer retention, satisfaction and employee engagement in their evaluation.
Welcome to a new world of marketing, where new KPI's drive the initiatives of the marketing organization.
Customer Experience audit
The Experience Audit is one of my favorite tools because it is a completely new perspective in which to look at your customer strategy. In doing the work, you will be better prepared to have more meaningful conversations with your internal teams.
The Experience Audit ask you to look at existing customer behaviors and outcomes because behavior is the end all, be all, of profitable business. Behavior is the proof that your product is meeting needs, that you are delivering meaningful value. Behavior doesn’t lie. It doesn’t say things are worse than they are and it doesn’t sugar coat because they really like the person, but hate the product.
You can have significant financial impact if you focus your efforts on shifting more of your customers toward the attributes and behaviors of your most profitable and naturally satisfied customers. You can create sustainable, measurable results while at the same time reducing the sometimes overwhelming effort involved.
Experienceaudit
This document provides guidance on conducting an experience audit to improve a company's customer experience program. It finds that while 89% of customers think they are paying for a great experience and 80% of CEOs think they are delivering it, in reality customer experience is getting worse according to measures. The audit involves identifying a company's ideal, most profitable customers and those that drain resources to understand what behaviors could be shifted to make the latter more like the former. This focuses efforts on customers that bring the greatest value and aligns with a company's strengths. The audit provides clarity on customer promises, needs, and opportunities to improve strategy and maximize returns.
Experience Audit
The Experience Audit is one of my favorite tools because it is a completely new perspective in which to look at your customer strategy. By completing the audit you will be better prepared to have more meaningful conversations with your internal teams.
The Experience Audit ask you to look at existing customer behaviors and outcomes because behavior is the end all, be all, of profitable business. Behavior is the proof that your product is meeting needs, that you are delivering meaningful value. Behavior doesn’t lie. It doesn’t say things are worse than they are and it doesn’t sugar coat because they really like the person, but hate the product.
You can have significant financial impact if you focus your efforts on shifting more of your customers toward the attributes and behaviors of your most profitable and naturally satisfied customers. You can create sustainable, measurable results while at the same time reducing the sometimes overwhelming effort involved.
CO2 Presentation - The Largest Profit Levers
Take a deep dive with master bookkeeper Dan Gordon, as he explains what tools to use, business organization strategies that include systems, procedures checklists, and more. Learn the tricks of accounting automation that will help you move the profit needle for your company.
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How to profit from customer experience - an introduction to Lexden
How to profit from customer experience - an introduction to Lexden
Lesson 5 developing the right marketing mix and plan
Lesson 5 developing the right marketing mix and plan
Marketing 101 chapter2 building customer satisfaction
Marketing 101 chapter2 building customer satisfaction
Implementing a successful customer relations strategy.pptx main
Implementing a successful customer relations strategy.pptx main
Strategies for Managing Sales Teams: How to find, select and compensate these...
Strategies for Managing Sales Teams: How to find, select and compensate these...
Customer centricity creating value for your customers and value for your orga...
Customer centricity creating value for your customers and value for your orga...
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100 Case Studies on Strategy & Transformation.pdf
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
Project Management for MBA (in French)
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
4 Stages of Disruption
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
Customer-centric Culture
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
[Whitepaper] Business Transformation Success Factors
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 5 Dimensions of Employee Engagement Scorecard
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https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] Digital Transformation: Workforce Digitization
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https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
[Whitepaper] Strategic Human Resources: Evolution of Competition
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https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
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More Information:
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Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.[Whitepaper] Strategy Classics: Value Disciplines Model
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https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
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[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
[Whitepaper] Transportation Cost Reduction in Supply Chain Management
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https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
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https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
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More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
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https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
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Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
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Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
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- 2. STANDARDS Sets appropriate productivity standards – consistent w/Brand Attributes Enhances employee productivity Maximizes use of resources Maximizes Brand recognition Balances quality & quantity Enhances customer satisfaction Increase Brand Loyalty – Repeat Business
- 3. HOW TO STAFF A STORE? Determine a consistent staffing model for the The Retail Company Brand that establishes Ideal productivity measures for all functional areas to optimize the balance between desired profitability and delivering the brand service promise!
- 4. STRATEGIC PLAN Brand Equity Increase the value of our brands and generate profits by means of loyalty and customer transformation that assures premium prices for our products.
- 5. COMPETITION Competition among brands will be based more and more on the experience you create, and the depth of the experience will depend on how well you develop the intangibles.
- 6. CUSTOMER PERCEPTION Customers may not always remember specifics on the products or services we offered….. They will always remember - how we made them feel!
- 7. WHAT ARE ASSOCIATES? In the service Industry labor is both a key to driving revenue growth and One of the largest cost items in the operating budget.
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- 9. PAYROLL COSTS If you break down your payroll into “fixed” and “variable” cost labor, you may find that the largest portion of your payroll is fixed, i.e., a constant expense of the business that does not change based on sales, number of employees or other variables. The fixed cost portion of payroll is not just management salaries that must be paid regardless of sales volume.
- 10. VARIABLE COST The employees who are added to the fixed schedule as business increases are your “variable cost employees”. It is having too many or too few variable staff that either can negatively impact profits or the customer’s experience and ultimately the Brand’s image!
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- 12. Living the Brand Passive Understand Believe Deliver “I understand the brand” “I believe in trying to deliver the brand” “I know what it takes to deliver the brand” Informed “I understand how I can contribute” Engaged “I understand I need to contribute” “I believe there are tools to help me deliver the brand” “I believe I make a difference when I contribute” “I know how to use tools from the company to deliver the brand” “I take proactive steps to make a difference when I deliver the brand” Active “I understand my role to deliver the brand” “I am accountable for delivering the brand” “I deliver the brand … and make a difference … every day, every customer” Advocate “I understand how to impact the brand and the company” “I am passionate about the brand, and the company” “I am the Brand”