This case study was developed and published in 2002 after our successful SAP implementation. Cavalier was a public company at the time falling under all SEC disclosure rules associated with publication of financial and performance data.
The document proposes JobLotz, an online marketplace that would connect contractors and DIYers with material suppliers. Currently, contractors must make multiple calls, faxes, emails to get quotes for material orders, leading to inefficient processes. Similarly, suppliers must use random methods like cold calls and mailers to find potential jobs. JobLotz aims to streamline this process by allowing contractors to post job lots for suppliers to bid on blindly. The contractor would then award the job. By attracting suppliers, JobLotz would become the industry marketplace. The $250 billion US domestic building material supply industry is ripe for innovation and online representation. JobLotz addresses a large portion of the market and is well-positioned for growth
The document summarizes the record financial results of USG Corporation in 1999. It discusses how the power of their strategies and brand produced record sales, profits, and stock performance. It also outlines their five strategic initiatives - building for profitable growth, leading in innovation, expanding distribution, serving customers best, and building their brands - and how these strategies will drive continued success.
Steven Carlino is a sales engineer with over 30 years of experience in energy services sales and management. He has a proven track record of growing revenue and profitability through customer retention and relationship building. Carlino's expertise includes contract negotiations, sales management, and developing new business opportunities in industries such as oil/gas, utilities, and petrochemical. He currently works as a sales engineer for Indeck Keystone Energy, focusing on the Texas and Gulf Coast markets.
Cavalier Homes implemented an ERP system from SAP to improve efficiency after realizing its operations were inefficient and costs were out of control. The implementation proved challenging as it involved standardizing parts and integrating disparate systems from acquisitions. While the SAP system helped reduce costs by $1,600 per home and inventory by half after being implemented in some plants, the project was suspended due to large losses in the declining manufactured home industry. However, Cavalier believes the system will be critical to survive if and when the market recovers.
This document provides an overview of Reliance Steel & Aluminum Co.'s presentation at the KeyBanc Capital Markets Basic Materials and Packaging Conference on September 11, 2008. It discusses Reliance's company profile, recent acquisitions including PNA Group, growth strategy through acquisitions, financial results, and key investment highlights. The document contains forward-looking statements and non-GAAP financial measures with required reconciliations.
United States Gypsum Company faced challenges in 2001 including excess capacity, slowing demand, and asbestos litigation but remained profitable. Despite a difficult market, the company increased market share, exceeded cost reduction goals, and continued preparations for the future. Looking ahead, the company plans to further optimize operations, strengthen customer relationships, and resolve asbestos issues to continue building long-term value.
This document provides an overview of Reliance Steel & Aluminum Co. It begins with forward-looking statements and non-GAAP measures. It then summarizes the company's profile, including its founding in 1939, $7.3 billion in 2007 revenues, acquisition of PNA Group, and role in the metals supply chain. Recent accomplishments and the acquisition of PNA Group are discussed. Financial highlights from 2008 Q3 are also presented.
This document is Mohawk Industries' 2002 Annual Report. Some key highlights include:
- Mohawk is the leading manufacturer and marketer of floorcovering in the US, but has less than 25% market share, indicating room for growth.
- In 2002, Mohawk saw record financial results with net sales of $4.5 billion (up 31% from 2001), net earnings of $284 million (up 24% from 2001), and earnings per share of $4.39.
- Mohawk has strategically grown over the years through acquisitions, transforming from a small carpet manufacturer to a leading floorcovering producer offering various product types.
- Mohawk's CEO discusses initiatives in 2002 like
The document proposes JobLotz, an online marketplace that would connect contractors and DIYers with material suppliers. Currently, contractors must make multiple calls, faxes, emails to get quotes for material orders, leading to inefficient processes. Similarly, suppliers must use random methods like cold calls and mailers to find potential jobs. JobLotz aims to streamline this process by allowing contractors to post job lots for suppliers to bid on blindly. The contractor would then award the job. By attracting suppliers, JobLotz would become the industry marketplace. The $250 billion US domestic building material supply industry is ripe for innovation and online representation. JobLotz addresses a large portion of the market and is well-positioned for growth
The document summarizes the record financial results of USG Corporation in 1999. It discusses how the power of their strategies and brand produced record sales, profits, and stock performance. It also outlines their five strategic initiatives - building for profitable growth, leading in innovation, expanding distribution, serving customers best, and building their brands - and how these strategies will drive continued success.
Steven Carlino is a sales engineer with over 30 years of experience in energy services sales and management. He has a proven track record of growing revenue and profitability through customer retention and relationship building. Carlino's expertise includes contract negotiations, sales management, and developing new business opportunities in industries such as oil/gas, utilities, and petrochemical. He currently works as a sales engineer for Indeck Keystone Energy, focusing on the Texas and Gulf Coast markets.
Cavalier Homes implemented an ERP system from SAP to improve efficiency after realizing its operations were inefficient and costs were out of control. The implementation proved challenging as it involved standardizing parts and integrating disparate systems from acquisitions. While the SAP system helped reduce costs by $1,600 per home and inventory by half after being implemented in some plants, the project was suspended due to large losses in the declining manufactured home industry. However, Cavalier believes the system will be critical to survive if and when the market recovers.
This document provides an overview of Reliance Steel & Aluminum Co.'s presentation at the KeyBanc Capital Markets Basic Materials and Packaging Conference on September 11, 2008. It discusses Reliance's company profile, recent acquisitions including PNA Group, growth strategy through acquisitions, financial results, and key investment highlights. The document contains forward-looking statements and non-GAAP financial measures with required reconciliations.
United States Gypsum Company faced challenges in 2001 including excess capacity, slowing demand, and asbestos litigation but remained profitable. Despite a difficult market, the company increased market share, exceeded cost reduction goals, and continued preparations for the future. Looking ahead, the company plans to further optimize operations, strengthen customer relationships, and resolve asbestos issues to continue building long-term value.
This document provides an overview of Reliance Steel & Aluminum Co. It begins with forward-looking statements and non-GAAP measures. It then summarizes the company's profile, including its founding in 1939, $7.3 billion in 2007 revenues, acquisition of PNA Group, and role in the metals supply chain. Recent accomplishments and the acquisition of PNA Group are discussed. Financial highlights from 2008 Q3 are also presented.
This document is Mohawk Industries' 2002 Annual Report. Some key highlights include:
- Mohawk is the leading manufacturer and marketer of floorcovering in the US, but has less than 25% market share, indicating room for growth.
- In 2002, Mohawk saw record financial results with net sales of $4.5 billion (up 31% from 2001), net earnings of $284 million (up 24% from 2001), and earnings per share of $4.39.
- Mohawk has strategically grown over the years through acquisitions, transforming from a small carpet manufacturer to a leading floorcovering producer offering various product types.
- Mohawk's CEO discusses initiatives in 2002 like
This document is Mohawk Industries' 2002 Annual Report. Some key highlights include:
- Mohawk is the leading manufacturer and marketer of floorcovering in the US, but has less than 25% market share, indicating room for growth.
- In 2002, Mohawk saw record financial results with net sales of $4.5 billion (up 31% from 2001), net earnings of $284 million (up 24% from 2001), and earnings per share of $4.39.
- Mohawk has strategically grown over the years through acquisitions, transforming from a small carpet manufacturer to a leading floorcovering producer offering various product types.
- Mohawk's CEO discusses initiatives in 2002 like
This document provides an overview of 5 types of M&A deals: overcapacity, geographic roll-up, product or market expansion, R&D, and industry convergence. It describes the strategic objective and value hypothesis for each type. It then provides examples and analyses of specific deals that fall under each category, such as Daimler-Chrysler (overcapacity), Marionnaud (geographic roll-up), and Diageo/Ketel One and Diageo/Seagrams (product expansion).
Calpine Corporation is a leading North American power company that owns and operates natural gas-fired power plants. In 2003, Calpine generated 82.4 million megawatt hours of electricity, a 13.3% increase over 2002. Calpine has the largest fleet of natural gas power plants in North America, which are more fuel efficient and emit fewer pollutants than other power companies. Calpine is looking to expand internationally and is also selling turbine components and services worldwide.
Calpine Corporation is a leading North American power company that owns and operates natural gas-fired power plants. In 2003, Calpine generated 82.4 million megawatt hours of electricity, a 13.3% increase over 2002. Calpine has the largest fleet of natural gas power plants in North America, which are more fuel efficient and emit fewer pollutants than other power companies. Calpine is also expanding operations internationally, including a plant in the UK and a contract to build a plant in Mexico.
The document outlines a case study for a company called Canty International that has developed a new wall covering product called Decoline. It discusses conducting market research to understand pricing in the industry and identifying target markets. It then analyzes alternatives and recommends a value-based pricing strategy to ensure balance between sales, profits and customer satisfaction. Key elements include developing sales campaigns, attending trade shows, advertising in industry publications and implementing an online marketing plan with forecasts.
This document is the 2006 annual report for Mohawk Industries, a leading global flooring manufacturer. It discusses Mohawk's financial performance in 2006, noting that while the housing market slowdown presented challenges, Mohawk still saw sales and earnings growth through acquisitions and price increases. The report outlines Mohawk's business segments and growth strategies, including expanding product categories, markets, and geographic reach. It expresses optimism about Mohawk's long-term prospects given projected growth in households and flooring demand.
Mohawk Industries is a leading global flooring manufacturer that produces carpet, rugs, ceramic tile, wood, stone, laminate, and other flooring products. In 2006, Mohawk saw sales growth of 19% to $7.9 billion despite challenges in the housing market, due to its recent acquisition of Unilin and price increases. Earnings per share grew 17% compared to 2005. Mohawk invested $166 million in capital expenditures to increase production capacity and enhance customer service. Going forward, Mohawk aims to continue expanding its product categories, customer markets, and global presence through strategic investments and organizational changes.
The document discusses the performance of several divisions of Ecolab in 2002. It summarizes that Institutional recorded strong performance driven by gains with independent restaurants and corporate accounts. Kay achieved outstanding growth across all segments by gaining new accounts and market share. GCS Service further solidified its position as a nationwide provider of commercial kitchen repair. Pest Elimination saw growth in several markets through customized programs. Professional Products increased its healthcare business but growth was offset by phasing out less profitable lines. Textile Care created efficiencies and marked a return to growth after focusing on its core laundry business.
This document provides an overview of selected projects and experiences in various areas including strategy, sales and marketing, operations, product strategy, and contract negotiations. Some example projects listed include developing strategic plans for IT and outsourcing services, leading business due diligence for M&A deals, restructuring a customer service division, and negotiating complex agreements for joint ventures and outsourcing deals. The document serves to demonstrate the author's expertise across multiple functions, industries, and geographies.
This annual report summarizes the company's fiscal year 2004 performance and goals for fiscal year 2005. In fiscal year 2004, the company achieved 17% revenue growth to $24.5 billion by opening new stores and increasing comparable store sales by 7.1%. Earnings from continuing operations increased 29% through higher revenue and operating income. For fiscal year 2005, the company aims to grow revenue 11-13% by opening new stores and earn comparable sales gains, while increasing diluted EPS 15-20%. The company is also transforming its business through a customer centricity initiative to improve customer service and engagement.
The document provides a resume for David Slater. It outlines his objective of seeking a position in supply chain, materials, operations management, technical sales, or sales management. It then details over 30 years of relevant professional experience in industrial sales and management roles, including positions at Custom Built Manufacturing, Tiffco Industrial Supply, DGI Supply, Industrial Distribution Group, and Clark Supply. It also lists his education and professional development. The resume emphasizes his skills in supply chain management, cost reduction, and developing business.
The document provides a resume for David Slater. It outlines his objective of seeking a position in purchasing, supply chain, operations management, or sales/marketing. It then details over 30 years of relevant experience in industrial sales and management roles, along with qualifications and achievements. Specific employers and roles are listed, with highlights of accomplishments like cost savings achieved. Contact information and personal details are also provided.
Winn-Dixie is transforming its business through a multi-year remodel program, neighborhood marketing initiatives, and revamped private label brands. The company stabilized financially through bankruptcy and now aims to rebuild trust through a fresh approach. Key elements include remodeling nearly half of stores by 2010 to increase sales, tailoring merchandising and promotions to local neighborhoods, and redesigning private label brands to offer better quality and value. Winn-Dixie communicates these changes internally to employees and externally through circulars, store signage, and branded delivery trucks.
Winn-Dixie is executing a strategic plan to rebuild trust in its brand through fresh thinking. The plan involves stabilizing the business financially, remodeling stores to improve the customer experience, tailoring neighborhood marketing strategies, revamping its private label brands, and communicating its transformation internally and externally. The multi-year effort aims to position Winn-Dixie for future growth by modernizing stores, increasing sales of profitable products, and aligning with local communities.
This document provides an analysis and recommendation for Cera Sanitaryware Ltd stock. It introduces Cera as the third largest sanitary ware company in India with a 20% market share. The document recommends buying Cera stock within the 180-190 range, with a first profit booking at Rs 430 and a second holding for further updates. It highlights Cera's strong brand, marketing network, and attractive valuation as key investment highlights.
Glacial Energy is a licensed supplier of natural gas and electricity in deregulated US markets, offering competitive pricing, renewable energy options, and customized plans to meet individual customer needs. They have a large sales presence in over 20 states and aim to provide world-class customer service at a lower cost through streamlined operations. The document outlines Glacial Energy's products, services, and benefits they claim customers can receive by switching their energy supply.
Caterpillar Abdel Rahman Salah 20122088.pptxARahmanSalah
Caterpillar is a global leader in construction and mining equipment. It has a large portfolio of products and services and a broad global customer base served by over 99,000 employees. While it faces competition from companies like Komatsu and Volvo, Caterpillar has strengths in its brand, R&D capabilities, and global dealer network. It aims to continue innovating solutions that enhance customer productivity and value.
Samsung Canada faced challenges in redefining its brand as a premium consumer brand in Canada. It conducted a SWOT analysis and considered increasing its promotional budget. However, the document recommends that Samsung focus on improving its customer service by enhancing its helpline, reducing wait times, providing temporary replacement products during repairs, and informing customers about repair timelines. This focus on excellent customer satisfaction and service will help Samsung build brand loyalty and redefine itself as a premium brand through positive word-of-mouth without changing its product lines, prices, or distribution strategies.
The document discusses concepts related to activity-based costing, target costing, just-in-time inventory systems, and total quality management. It explains that activity-based costing establishes relationships between overhead costs and activities, while activity-based management focuses on managing activities to reduce costs. Target costing aims to develop products that satisfy customer needs at a price-determined target cost. Just-in-time systems receive and produce materials just in time to minimize inventory carrying costs. Total quality management emphasizes preventing defects and reducing costs of quality.
The document discusses concepts related to quality management and the value chain. It defines the four components of the cost of quality as prevention costs, appraisal costs, internal failure costs, and external failure costs. The goal of quality management is to minimize all four cost categories and achieve zero defects. Total quality management aims to shift costs from internal and external failure categories to prevention and appraisal over time through continuous improvement. An example shows how measuring and reporting quality costs as a percentage of sales can help identify opportunities to reduce costs and improve quality.
Stealthsync is expanding its manufacturing expertiseJay Wilson
Birmingham, AL (January 15, 2019) – Stealthsync LLC
(https://www.stealthsync.com), a software and business consulting firm,
announced today the arrival of a new team member who will greatly improve the
firm’s expertise in manufacturing.
This document is Mohawk Industries' 2002 Annual Report. Some key highlights include:
- Mohawk is the leading manufacturer and marketer of floorcovering in the US, but has less than 25% market share, indicating room for growth.
- In 2002, Mohawk saw record financial results with net sales of $4.5 billion (up 31% from 2001), net earnings of $284 million (up 24% from 2001), and earnings per share of $4.39.
- Mohawk has strategically grown over the years through acquisitions, transforming from a small carpet manufacturer to a leading floorcovering producer offering various product types.
- Mohawk's CEO discusses initiatives in 2002 like
This document provides an overview of 5 types of M&A deals: overcapacity, geographic roll-up, product or market expansion, R&D, and industry convergence. It describes the strategic objective and value hypothesis for each type. It then provides examples and analyses of specific deals that fall under each category, such as Daimler-Chrysler (overcapacity), Marionnaud (geographic roll-up), and Diageo/Ketel One and Diageo/Seagrams (product expansion).
Calpine Corporation is a leading North American power company that owns and operates natural gas-fired power plants. In 2003, Calpine generated 82.4 million megawatt hours of electricity, a 13.3% increase over 2002. Calpine has the largest fleet of natural gas power plants in North America, which are more fuel efficient and emit fewer pollutants than other power companies. Calpine is looking to expand internationally and is also selling turbine components and services worldwide.
Calpine Corporation is a leading North American power company that owns and operates natural gas-fired power plants. In 2003, Calpine generated 82.4 million megawatt hours of electricity, a 13.3% increase over 2002. Calpine has the largest fleet of natural gas power plants in North America, which are more fuel efficient and emit fewer pollutants than other power companies. Calpine is also expanding operations internationally, including a plant in the UK and a contract to build a plant in Mexico.
The document outlines a case study for a company called Canty International that has developed a new wall covering product called Decoline. It discusses conducting market research to understand pricing in the industry and identifying target markets. It then analyzes alternatives and recommends a value-based pricing strategy to ensure balance between sales, profits and customer satisfaction. Key elements include developing sales campaigns, attending trade shows, advertising in industry publications and implementing an online marketing plan with forecasts.
This document is the 2006 annual report for Mohawk Industries, a leading global flooring manufacturer. It discusses Mohawk's financial performance in 2006, noting that while the housing market slowdown presented challenges, Mohawk still saw sales and earnings growth through acquisitions and price increases. The report outlines Mohawk's business segments and growth strategies, including expanding product categories, markets, and geographic reach. It expresses optimism about Mohawk's long-term prospects given projected growth in households and flooring demand.
Mohawk Industries is a leading global flooring manufacturer that produces carpet, rugs, ceramic tile, wood, stone, laminate, and other flooring products. In 2006, Mohawk saw sales growth of 19% to $7.9 billion despite challenges in the housing market, due to its recent acquisition of Unilin and price increases. Earnings per share grew 17% compared to 2005. Mohawk invested $166 million in capital expenditures to increase production capacity and enhance customer service. Going forward, Mohawk aims to continue expanding its product categories, customer markets, and global presence through strategic investments and organizational changes.
The document discusses the performance of several divisions of Ecolab in 2002. It summarizes that Institutional recorded strong performance driven by gains with independent restaurants and corporate accounts. Kay achieved outstanding growth across all segments by gaining new accounts and market share. GCS Service further solidified its position as a nationwide provider of commercial kitchen repair. Pest Elimination saw growth in several markets through customized programs. Professional Products increased its healthcare business but growth was offset by phasing out less profitable lines. Textile Care created efficiencies and marked a return to growth after focusing on its core laundry business.
This document provides an overview of selected projects and experiences in various areas including strategy, sales and marketing, operations, product strategy, and contract negotiations. Some example projects listed include developing strategic plans for IT and outsourcing services, leading business due diligence for M&A deals, restructuring a customer service division, and negotiating complex agreements for joint ventures and outsourcing deals. The document serves to demonstrate the author's expertise across multiple functions, industries, and geographies.
This annual report summarizes the company's fiscal year 2004 performance and goals for fiscal year 2005. In fiscal year 2004, the company achieved 17% revenue growth to $24.5 billion by opening new stores and increasing comparable store sales by 7.1%. Earnings from continuing operations increased 29% through higher revenue and operating income. For fiscal year 2005, the company aims to grow revenue 11-13% by opening new stores and earn comparable sales gains, while increasing diluted EPS 15-20%. The company is also transforming its business through a customer centricity initiative to improve customer service and engagement.
The document provides a resume for David Slater. It outlines his objective of seeking a position in supply chain, materials, operations management, technical sales, or sales management. It then details over 30 years of relevant professional experience in industrial sales and management roles, including positions at Custom Built Manufacturing, Tiffco Industrial Supply, DGI Supply, Industrial Distribution Group, and Clark Supply. It also lists his education and professional development. The resume emphasizes his skills in supply chain management, cost reduction, and developing business.
The document provides a resume for David Slater. It outlines his objective of seeking a position in purchasing, supply chain, operations management, or sales/marketing. It then details over 30 years of relevant experience in industrial sales and management roles, along with qualifications and achievements. Specific employers and roles are listed, with highlights of accomplishments like cost savings achieved. Contact information and personal details are also provided.
Winn-Dixie is transforming its business through a multi-year remodel program, neighborhood marketing initiatives, and revamped private label brands. The company stabilized financially through bankruptcy and now aims to rebuild trust through a fresh approach. Key elements include remodeling nearly half of stores by 2010 to increase sales, tailoring merchandising and promotions to local neighborhoods, and redesigning private label brands to offer better quality and value. Winn-Dixie communicates these changes internally to employees and externally through circulars, store signage, and branded delivery trucks.
Winn-Dixie is executing a strategic plan to rebuild trust in its brand through fresh thinking. The plan involves stabilizing the business financially, remodeling stores to improve the customer experience, tailoring neighborhood marketing strategies, revamping its private label brands, and communicating its transformation internally and externally. The multi-year effort aims to position Winn-Dixie for future growth by modernizing stores, increasing sales of profitable products, and aligning with local communities.
This document provides an analysis and recommendation for Cera Sanitaryware Ltd stock. It introduces Cera as the third largest sanitary ware company in India with a 20% market share. The document recommends buying Cera stock within the 180-190 range, with a first profit booking at Rs 430 and a second holding for further updates. It highlights Cera's strong brand, marketing network, and attractive valuation as key investment highlights.
Glacial Energy is a licensed supplier of natural gas and electricity in deregulated US markets, offering competitive pricing, renewable energy options, and customized plans to meet individual customer needs. They have a large sales presence in over 20 states and aim to provide world-class customer service at a lower cost through streamlined operations. The document outlines Glacial Energy's products, services, and benefits they claim customers can receive by switching their energy supply.
Caterpillar Abdel Rahman Salah 20122088.pptxARahmanSalah
Caterpillar is a global leader in construction and mining equipment. It has a large portfolio of products and services and a broad global customer base served by over 99,000 employees. While it faces competition from companies like Komatsu and Volvo, Caterpillar has strengths in its brand, R&D capabilities, and global dealer network. It aims to continue innovating solutions that enhance customer productivity and value.
Samsung Canada faced challenges in redefining its brand as a premium consumer brand in Canada. It conducted a SWOT analysis and considered increasing its promotional budget. However, the document recommends that Samsung focus on improving its customer service by enhancing its helpline, reducing wait times, providing temporary replacement products during repairs, and informing customers about repair timelines. This focus on excellent customer satisfaction and service will help Samsung build brand loyalty and redefine itself as a premium brand through positive word-of-mouth without changing its product lines, prices, or distribution strategies.
The document discusses concepts related to activity-based costing, target costing, just-in-time inventory systems, and total quality management. It explains that activity-based costing establishes relationships between overhead costs and activities, while activity-based management focuses on managing activities to reduce costs. Target costing aims to develop products that satisfy customer needs at a price-determined target cost. Just-in-time systems receive and produce materials just in time to minimize inventory carrying costs. Total quality management emphasizes preventing defects and reducing costs of quality.
The document discusses concepts related to quality management and the value chain. It defines the four components of the cost of quality as prevention costs, appraisal costs, internal failure costs, and external failure costs. The goal of quality management is to minimize all four cost categories and achieve zero defects. Total quality management aims to shift costs from internal and external failure categories to prevention and appraisal over time through continuous improvement. An example shows how measuring and reporting quality costs as a percentage of sales can help identify opportunities to reduce costs and improve quality.
Stealthsync is expanding its manufacturing expertiseJay Wilson
Birmingham, AL (January 15, 2019) – Stealthsync LLC
(https://www.stealthsync.com), a software and business consulting firm,
announced today the arrival of a new team member who will greatly improve the
firm’s expertise in manufacturing.
Our client hired us to assist in design and implementation of House Caucus campaign operations during the 2012 campaign cycle. Leadership and staff were exceptional to work with as collectively, we combined strategic analysis with disciplined district level implementations that resulted in winning 19 of 21 targeted races.
MX-Sync is a software that synchronizes data between a local SQL database and external databases/applications like SharePoint, Salesforce, and Exchange. It uses different DLL files to connect to and sync each application or service. MX-Sync runs on a schedule and calls stored procedures or DLL files each sync cycle to export data from the SQL database out and import data into the SQL database from the external data sources. It can sync to both local and remote/hosted versions of Exchange and other web databases.
RDP agreement enhances communications platform Jay Wilson
“For the past two months we’ve been undergoing a transition in our communications systems to allow users of our platform to scale communications to an unprecedented level,” said Wilson. “Our private sector clients are thrilled with the capability and now through this agreement with Aristotle we can likewise provide data which the client previously did not have in its own system.”
Rosebay Development Partners (RDP) helped a grassroots organization called the Pike Road Patriots campaign for a ballot initiative to establish a school system in the town of Pike Road, Alabama. RDP's digital platform provided over 1.6 million advertising impressions and ensured residents saw information about the initiative an average of 18.8 times. On October 11th, the initiative passed with 52% of registered voters turning out and 55% voting in favor. This was RDP's second victory on a ballot initiative in 2011, following an earlier win in Pearl, Mississippi allowing alcohol sales.
A ballot initiative in Pearl, Mississippi to allow alcohol sales by the glass passed after failing almost a dozen times previously. The initiative, titled "Pearl Forward Now", was engineered and campaigned for by Rosebay Development Partners (RDP). Through identifying supporters and communicating the two-step petition and voting process, RDP was able to boost voter turnout to 22% and pass the initiative by a margin of 62-38%. This victory makes Pearl competitive with neighboring towns and should generate new revenue for the city.
Rosebay Development Partners (RDP) had another perfect election cycle in 2010, with clients winning by an average of 79-21%. RDP specializes in fundraising and communications strategies that produce record-breaking results. RDP's time management approach allows political candidates to be highly successful while also maintaining a proper work-life balance. Since the 2010 election, RDP clients have received media attention for their victories and potential for future leadership roles.
The Citizen Legislator: Solving the Time Management CrunchJay Wilson
The document discusses the challenges of balancing personal, business, and campaign responsibilities for political candidates. It emphasizes the importance of advanced planning, having a well-designed daily schedule that allocates time for family, work, fundraising, and communications. It also stresses delegating tasks like managing digital media and donor relationships to a dedicated campaign team in order to achieve balance and maximize fundraising efforts.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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2. FUELING MARKET SHARE
GROWTH BY ENHANCING
PRODUCT VALUE
SUMMARY
AT A GLANCE: mySAP ENGINEERING AND
TM
CONSTRUCTION AT CAVALIER HOMES Cavalier Homes is a leader in the manufactured homes industry.
The company engages in the production, sale, finance, and
Strategic Goals:
insurance of manufactured homes. Its homes are completely
• Increase market share, particularly in the high
pre-built at the factory and deployed at individual sites, ready
value segment
for occupancy.
• Become the lowest cost producer for all value points
served by achieving economies of scale across diverse
Cavalier Homes was founded in 1984 as a manufactured home
operations
builder in Alabama. Over the subsequent thirteen years, the
• Enhance revenue opportunities in existing customer
company realized a high rate of growth, driven by acquisitions
base
and increased demand for its core products. Cavalier Homes is
• Improve efficiency of service operations
publicly traded on the New York Stock Exchange under the
symbol “CAV,” and in 2001 had revenues of more than $360
Approach:
million and about 2500 employees. The company builds homes
Cavalier Homes analyzed the full cost of each finished under eleven brand names at fourteen manufacturing facilities.
model sold and conducted customer focus groups to priori-
Homes are sold through a network of over 800 dealers in the
tize requirements. The company thereby developed simplified
South Central and South Atlantic regions of the United States.
product offerings that provide greater value and decreased
manufacturing costs by rationalizing raw material parts and
Cavalier Homes operates in a highly competitive industry.
streamlining operations. This approach was enabled by
mySAP™ Engineering and Construction (mySAP™ E&C) The company must compete on price, quality, and service to win
solution capabilities in sales and distribution, service customers. Cavalier Homes competes with others in the manu-
management, materials management, production planning,
factured home industry as well as with companies that provide
procurement, and accounting.
substitute offerings such as apartments and condominiums.
Results achieved over the period 4Q99 to 1Q02
The manufactured housing industry is influenced by many of
include:
the same economic factors that affect the housing market as a
• Reduced number of home models sold from over 800
whole. In particular, the industry is cyclical. During much of
to 140 and achieved prices of $4000+ lower than the
the 1990s, the manufactured home industry saw substantial
competition in key segments
growth, which was driven by favorable lending arrangements
• Improved market share from 4.6% to 7.6%; increased
and a proliferation of retail outlets. This led to many new
home shipments by 15% while industry shipments
entrants into the home manufacturing business, an increase in
declined by 21%
production capacity, and an expansion of wholesale shipments.
• Lowered raw material inventory levels from $4.2 to
Ultimately, these trends led to the slower retail turnover, higher
$2.1 million and improved turns from 1.0 to 4.7 per
month at a key manufacturing facility; reduced dealer retail inventory levels, and increased price competition that are
inventory by 10.4% to $171 million
• Lowered production hours per home by 20% and
reduced production and administrative workforce by
40%
• Positioned the company for more efficient collaboration
with suppliers
3. characteristic of business cycle downturns. Moreover, the enabled the company to offer homes that satisfied consumers,
industry had also been affected by an increase in dealer failures, were priced lower, and thus sold well. In order to execute order-
a reduction in consumer credit, and an increased repossession to-delivery, procurement, and other processes in its new
of homes that, in due course, reentered distribution channels. business model – and manage the associated data for decision-
The net result was that the number of industry home ship- making purposes – Cavalier Homes selected mySAP™ E&C as
ments declined by 44% from 1998 to 2001. the solution which had the most robust capabilities to meet its
needs.
In the mid-1990s, as the market continued to grow, Cavalier
Homes realized that its business operations were costly relative “The SAP solution gives us the ability to view costs all the way
to the competition, preventing the company from adapting through the value chain,” said Jay Wilson, chief information
quickly to emerging consumer demands. The company’s officer, Cavalier Homes. “That information, combined with
growth through acquisitions and a decentralized management after-sale data, has enabled us to simplify our product offering.
structure had left each manufacturing facility operating inde- We have been able to make configuration changes to reduce the
pendently. Each plant designed floor plans, procured raw mate- number of raw material parts, lower service costs, and improve
rials, manufactured and sold homes on its own and did not cash flow. We are producing products that have far superior
coordinate with other areas of the company. Each facility had standards and options than before – and our customers pay less
independent processes and information systems, and business than they would to competitors whose products offer less.”
decisions at the corporate level could not be made easily.
OBJECTIVES
To compete effectively, Cavalier Homes realized it must achieve In the late 1990s, Cavalier Homes foresaw that it could have
lower operating costs and the ability to better satisfy demand. future difficulties in achieving market share growth and sustain-
Addressing these requirements became more critical as the ing a competitive cost structure. The company was unable to
industry experienced a downturn in the late 1990s. The com- adapt production processes cost-effectively according to chang-
pany charted a course that started with understanding ing customer demand, due to a lack of standardization of busi-
customer needs and creating high-value products that would ness processes and raw material parts across the company.
most effectively serve consumer demand. Through this Cavalier Homes’ market share began declining gradually in 1996.
approach, Cavalier Homes was able to reduce the number of The company was designing and producing homes quickly, but
standard items and options in its homes and eliminate the cost largely on an ad hoc basis as demand for specific floor plans sur-
and complexity of maintaining a high number of raw materials faced from retailers and end-consumers. This business approach
across its brands. across its brands led to a proliferation of more than 800 unique
home models and more than 12,000 raw material parts. The
While the product development cycle became more deliberate company’s balance sheet assets and retail distribution channel
and lengthened from a few days (during which ad hoc require- inventory levels were growing, and operating costs for both
ments had been met) to several months, the new approach manufacturing and service were not in line with competitive
4. requirements. Moreover, the company had no perpetual inven- IMPLEMENTATION
tory process implemented: Therefore, a lack of visibility into In 1998, Cavalier Homes initiated a detailed evaluation of its
operations and poor accuracy of data inhibited Cavalier Homes’ current operations to determine how to best satisfy customer
ability to operate cost-effectively. needs, reduce costs across its diverse operations, and grow
market share. Even though Cavalier Homes wished to retain
Given the market share decline, increasing operating expenses, its many brands, the company recognized that process
and emerging downturn in the manufactured homes market, standardization, data-based decision making, and reduced
Cavalier Homes’ objective was both to reduce costs and improve variation of home models and raw materials would be key to
the value that the company provided to customers. The com- realizing its goals. In the fall of 1998, the company selected
pany sought to increase the value of its home models by reduc- SAP® R/3® (which was subsequently licensed as mySAP E&C)
ing the variety in its product offerings. That is, through an to enable standardization of business practices, provide visibility
understanding of the demands that were most common to all into operations, and enable a clear view of performance
customers for floor plans, cabinets, fixtures, drapes, and so metrics. The plan called for a phased, sequential rollout to
forth, Cavalier Homes could reduce overall costs by settling on each manufacturing facility.
the most valued – and generally the highest quality – standards
and options. In 1999, implementation at the first two manufacturing plants
began, and these initial efforts highlighted the need for cus-
In this way, the company could simplify its operations, stan- tomer input regarding finished home model configurations.
dardize processes across brands to the extent appropriate, and Cavalier Homes thus created a more deliberate product devel-
minimize its raw materials inventory. Moreover, this approach opment process, soliciting customer input through focus
would enable Cavalier Homes to collect meaningful data that groups to understand the most valued home attributes.
would support continual improvements in its efforts to reduce Customer input, coupled with data from the mySAP E&C
manufacturing and service costs while effectively serving its sales and distribution database, enabled the company to
customer base. The company’s goal was to be well positioned determine which were the most popular floor plans. The SAP
for the next cyclical upturn and achieve a measure of profitable variant configuration capability was used to further analyze
growth as long as current business conditions continued. the bills of material (BOM) covering these home configura-
tions. Using this information, the company limited the home
models and options offered to those that were expected to be
in the greatest demand. Cavalier Homes was thereby able to
reduce the number of raw material parts from more than
12,000 to less than 1,800 and reduce the associated cost of these
raw materials.
5. The company also streamlined business processes for order traversed by these vehicles. Cavalier Homes also lowered the
fulfillment, manufacturing, and procurement. Use of average service cost from $1,150 to $250 per home for one
mySAP E&C production planning capabilities has been model in the initial implementation covering this service cost
central to improving execution of these processes. Each house reduction approach. Also, the company is using the data in
has an associated BOM with as many as six levels: One level is BOMs to compare and analyze the efficiency of its manufactur-
assigned to rooms in the house and other levels are assigned to ing facilities. The company is identifying differences in raw
specific subassemblies such as the roof, kitchen cabinets, and material usage and engineering specifications in order to work
electrical system. The materials and quantities required for toward even more standardized products and processes and to
building the portions of the house are entered into the BOM further reduce the cost of its homes. The company is using data
from the diagrams drawn by the engineering divisions for each in mySAP E&C for many other purposes, including reducing
model. When a sales order is entered, the SAP variant configu- order backlogs and evaluating profitability at the customer
ration capability is used to select materials according to the level.
specifications in the BOM and the options selected in the order.
This approach has enabled a reduction in the time required to By early 2002, the implementation of mySAP E&C had been
determine the cost of a home from about two days to a few completed for all of the company’s financial operations and
minutes. Moreover, this system enables visibility into material at four key manufacturing plants, representing 60% of the
requirements for scheduled orders, facilitates procurement company’s production capacity. Upon completion of the
planning, and ensures greater inventory accuracy through mySAP E&C implementation at the remaining ten manufac-
relief of materials in the system following production turing facilities, Cavalier Homes will have a solid foundation
(backflushing). As a result of more precise operational data, for further business process enhancements.
Cavalier Homes has reduced its financial closing cycle time
from seven to two days. In the future, Cavalier Homes expects to implement collabora-
tive processes with its suppliers. This initiative will provide it
As the implementation progressed, Cavalier Homes created with opportunities to further reduce raw material parts costs
databases that enable ongoing process analysis and lead to and offer better value to its customers. Also, the company
expects to install mySAP™ Customer Relationship Management
continual performance improvements. For example, the com-
(mySAP™ CRM). This will allow the company to market new
pany used data from the mySAP E&C service management
capability to analyze post-sales service operations in a key home service, financial, and insurance products to its installed
region. The company reduced administrative cost of service base of home owners. Such an initiative will increase high
operations by $2.2 million in this region by consolidating margin service and financial product sales, and will better
service warehouses from four to one, reducing the number position Cavalier Homes as a full service provider of
of service vehicles deployed by 42%, and reducing the mileage manufactured homes.