Lacking a set standard, the finance function tends to avoid assigning value to its brands, and companies tend to focus instead on qualitative assessments, such as brand awareness, customer engagement and perception of quality. While these metrics can inform growth expectations, they do not assess the true value that the company might have created by growing its brands.
Each year, Tenet Partners analyzes the data in
the CoreBrand Index (CBI) to determine the US
economy’s Top 100 Most Powerful Brands based on
high awareness and positive brand perceptions. 2015
marks the eighth year of the report. The report is
unique because it is based on a single, data-driven
score that assesses each brand’s familiarity and
favorability. We call this BrandPower. Powerful Brands build and nurture their brands and in turn, their create and make it
competitive – by making investments in
innovation, R&D and strategic partnerships
to drive customer-centric experiences
2019 The annual report on the world's most valuable and strongest apparel brands.
Nike continues to dominate as the world’s most valuable apparel brand, with a brand value of US$32.4billion
+ Zara and Adidas move up the ranks as H&M’s brand value decrease pushes it down to 4th place
+ Uniqlo is the fastest-growing apparel brand in the top 10, up a whopping 48% year on year
+ Rolex is the strongest brand in the sector, posting an elite AAA+ brand strength rating
+ Luxury brands account for 7 out of the top 10 strongest apparel brands, showing importance of brand strength in the segment
Brand valuation refers to the process of determining how much a brand is worth in terms of the financial value perceived or money that a third party is ready to pay for.
Each year, Tenet Partners analyzes the data in
the CoreBrand Index (CBI) to determine the US
economy’s Top 100 Most Powerful Brands based on
high awareness and positive brand perceptions. 2015
marks the eighth year of the report. The report is
unique because it is based on a single, data-driven
score that assesses each brand’s familiarity and
favorability. We call this BrandPower. Powerful Brands build and nurture their brands and in turn, their create and make it
competitive – by making investments in
innovation, R&D and strategic partnerships
to drive customer-centric experiences
2019 The annual report on the world's most valuable and strongest apparel brands.
Nike continues to dominate as the world’s most valuable apparel brand, with a brand value of US$32.4billion
+ Zara and Adidas move up the ranks as H&M’s brand value decrease pushes it down to 4th place
+ Uniqlo is the fastest-growing apparel brand in the top 10, up a whopping 48% year on year
+ Rolex is the strongest brand in the sector, posting an elite AAA+ brand strength rating
+ Luxury brands account for 7 out of the top 10 strongest apparel brands, showing importance of brand strength in the segment
Brand valuation refers to the process of determining how much a brand is worth in terms of the financial value perceived or money that a third party is ready to pay for.
Artigo, em inglês, escrito pelo executivo global de Marketing, Bracey Wilson, sobre o tema que mais tem chamado a atenção de CEOs e profissionais de Marketing: Métricas em Marketing.
Marketing Analytics: A Smarter Way for Auto and Home Insurers to Gain Competi...Cognizant
For personal lines carriers, defensive marketing strategies are no longer enough to win and retain customers. Given the industry's questionable returns from past marketing efforts, insurance companies will have to invest wisely and work smarter to take advantage of today's advanced marketing analytics capabilities.
Mergers & Acquisitions: What Winners Do to Beat the OddsL.E.K. Consulting
Activity in M&A often comes in bursts. As of the second quarter of 2013, the scent is in the air. Company management is flush with cash, bolstered by buoyant share prices, and face slow prospects for organic growth.
But capturing value by creating a whole that is greater than the sum of its parts is risky. Recently, L.E.K. Consulting analyzed the performance of more than 2,500 M&As between 1993 and 2010 – a period that included two boom and bust economic cycles. L.E.K. found that nearly 60% of companies destroyed shareholder value after the deal closed.
In this new Executive Insights, L.E.K. shares how management can overcome common pitfalls to beat the long odds of creating value through mergers and acquisitions. From identifying the right target to synergy valuation to post-merger integration, winners have shown that with the right approach, value through M&A can be found and captured.
Tax reform actually changes everything. We've never had a moment in which so much cash will be sitting on corporate balance sheets. The most strategic-minded executives will see this opportunity as a watershed moment to reevaluate how they allocate cash.
Management presentation from Thermal Energy International's 2018 Annual General Meeting of Shareholders. Provides highlights of recent growth initiatives and the growth strategy going forward
Staffing Industry Insights - Summer 2018Duff & Phelps
Read Duff & Phelps staffing industry report for summer 2018 for notable staffing transactions. Staffing industry continues to benefit from a positive operating environment across most industry sectors this summer.
1. Background
2. Return on Investment for Lead Generation
3. Lead Generation Survey Research
4. Effective Lead Generation Strategies
5. Outsourcing Online Lead Generation
6. Lead Generation Essentials
7. Finding Quality Lead Suppliers
8. AchievingYour Best ROI
Pitch Deck To Raise Funding From Mezzanine Debt PowerPoint Presentation SlidesSlideTeam
This complete presentation has PPT slides on wide range of topics highlighting the core areas of your business needs. It has professionally designed templates with relevant visuals and subject driven content. This presentation deck has total of fourty one slides. Get access to the customizable templates. Our designers have created editable templates for your convenience. You can edit the colour, text and font size as per your need. You can add or delete the content if required. You are just a click to away to have this ready-made presentation. Click the download button now. https://bit.ly/3aqxL7G
Implementing real-time systems and managing the organisational change that arises as a result are capabilities that the IT department is best placed to provide. As this article reveals a number of organisations see real-time business as an important enabler for digital transformation. In those companies, the IT department should be leading the real-time charge. Learn more about real time business from this article.
Using analytics to mine large datasets for insights, commonly known as Big Data, is already transforming industries ranging from consumer goods to transportation. Certainly, the healthcare sector has the raw information to join this group. For example, Kaiser Permanente, a California-based health network, has an estimated 27 to 44 million gigabytes of potentially useful patient information. Expectations are that the U.S. healthcare sector will soon have a zettabyte of these data.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
Artigo, em inglês, escrito pelo executivo global de Marketing, Bracey Wilson, sobre o tema que mais tem chamado a atenção de CEOs e profissionais de Marketing: Métricas em Marketing.
Marketing Analytics: A Smarter Way for Auto and Home Insurers to Gain Competi...Cognizant
For personal lines carriers, defensive marketing strategies are no longer enough to win and retain customers. Given the industry's questionable returns from past marketing efforts, insurance companies will have to invest wisely and work smarter to take advantage of today's advanced marketing analytics capabilities.
Mergers & Acquisitions: What Winners Do to Beat the OddsL.E.K. Consulting
Activity in M&A often comes in bursts. As of the second quarter of 2013, the scent is in the air. Company management is flush with cash, bolstered by buoyant share prices, and face slow prospects for organic growth.
But capturing value by creating a whole that is greater than the sum of its parts is risky. Recently, L.E.K. Consulting analyzed the performance of more than 2,500 M&As between 1993 and 2010 – a period that included two boom and bust economic cycles. L.E.K. found that nearly 60% of companies destroyed shareholder value after the deal closed.
In this new Executive Insights, L.E.K. shares how management can overcome common pitfalls to beat the long odds of creating value through mergers and acquisitions. From identifying the right target to synergy valuation to post-merger integration, winners have shown that with the right approach, value through M&A can be found and captured.
Tax reform actually changes everything. We've never had a moment in which so much cash will be sitting on corporate balance sheets. The most strategic-minded executives will see this opportunity as a watershed moment to reevaluate how they allocate cash.
Management presentation from Thermal Energy International's 2018 Annual General Meeting of Shareholders. Provides highlights of recent growth initiatives and the growth strategy going forward
Staffing Industry Insights - Summer 2018Duff & Phelps
Read Duff & Phelps staffing industry report for summer 2018 for notable staffing transactions. Staffing industry continues to benefit from a positive operating environment across most industry sectors this summer.
1. Background
2. Return on Investment for Lead Generation
3. Lead Generation Survey Research
4. Effective Lead Generation Strategies
5. Outsourcing Online Lead Generation
6. Lead Generation Essentials
7. Finding Quality Lead Suppliers
8. AchievingYour Best ROI
Pitch Deck To Raise Funding From Mezzanine Debt PowerPoint Presentation SlidesSlideTeam
This complete presentation has PPT slides on wide range of topics highlighting the core areas of your business needs. It has professionally designed templates with relevant visuals and subject driven content. This presentation deck has total of fourty one slides. Get access to the customizable templates. Our designers have created editable templates for your convenience. You can edit the colour, text and font size as per your need. You can add or delete the content if required. You are just a click to away to have this ready-made presentation. Click the download button now. https://bit.ly/3aqxL7G
Implementing real-time systems and managing the organisational change that arises as a result are capabilities that the IT department is best placed to provide. As this article reveals a number of organisations see real-time business as an important enabler for digital transformation. In those companies, the IT department should be leading the real-time charge. Learn more about real time business from this article.
Using analytics to mine large datasets for insights, commonly known as Big Data, is already transforming industries ranging from consumer goods to transportation. Certainly, the healthcare sector has the raw information to join this group. For example, Kaiser Permanente, a California-based health network, has an estimated 27 to 44 million gigabytes of potentially useful patient information. Expectations are that the U.S. healthcare sector will soon have a zettabyte of these data.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
A recent survey by The Economist Intelligence
Unit (EIU), sponsored by SAP, reveals that west
European marketers are already collecting a large
quantity of contextual information about their
customers and prospects.
Engaging Content Providers in Development EffortsMariana Salgado
This is the presentation we used for a workshop in Mykonos, Greece. The goal of the workshop was to get ideas from other partners of the EUscreenXL project on the development work (interactive tools for the portal). September 2013.
Continuing education has long held a special place in society as the school for adults intent on bridging the skills gap. That is a reputation it deserves—according to the US Department of Education, US adult learners are older (average age, 31), are more likely to have full-time jobs and are more likely to come from the 30 million students who dropped out of school earlier in their lives.
A survey conducted by the Economist Intelligence Unit (EIU), sponsored by SAP, gathered the views of 331 executives from around the world on how complex their organisations are, how complexity hurts them and the most successful tactics for reducing it.
Disen̂ar acceso al patrimonio audiovisual. El caso de la zanahoria. Mariana Salgado
En este trabajo se presenta el diseño de una aplicación para promover el patrimonio audiovisual digital en el aula llamada The Carrot (La zanahoria). El propósito de esa herramienta interactiva es que el patrimonio cultural en línea sea accesible y claro para alumnos de diferentes niveles educativos. Respecto de ese trabajo, planteamos dos preguntas de investigación: ¿Por qué es necesario desarrollar herramientas para contextualizar el patrimonio audiovisual? y ¿Cómo diseñamos y desarrollamos esas herramientas? Las respuestas preliminares a esas preguntas surgieron de nuestra experiencia en el proceso de diseño, el cual nos permitió comprender mejor cómo funciona la herramienta en el contexto del aula. Luego, relacionamos esas respuestas con el proyecto de humanidades digitales, EUscreenXL. Las primeras conclusiones indican que las herramientas para contextualizar el patrimonio audiovisual pueden promover la relación de los alumnos con el patrimonio cultural, desarrollar su literacidad mediática, y acompañar a las didácticas contemporáneas. Esas herramientas deben desarrollarse con un equipo interdisciplinario de expertos en plataformas distintas y utilizando software libre.
To identify and use prepositions in French to describe objects in relation to one another.
Use preposition in French to tell location, position and time.
global biggest Toy brands by country and marketshare:Lego is not only the most valuable toy brand, but it is the most powerful brand from any sector. It scores highly on a wide variety of measures on Brand Finance’s Brand Strength
Index (BSI). The rest of the toy industry is struggling as slow economic recovery affects sales and electronic toys and iPads increasing dominate children’s attention. The Mattel corporate brand in particular has suffered as its value fell 29% to US$213 million. Mattel’s flagship toy, Barbie, which once held 25% of the US market for dolls
and accessories, now enjoys just a 19.6% share. Barbie’s fall in popularity is reflected in its brand value, which has dropped 24% to US$476 million, just over a tenth of Lego’s brand value.
The Brand in the Boardroom by Joanna Seddon NOEMÍ MEDINA
How much is your brand worth? How is it valued? How can you make it more valuable? These are questions tackled by our latest Red Paper, The Brand in the Boardroom. Written by Joanna Seddon, President of Global Brand Consulting at OgilvyRED, this paper looks into the history of Brand Valuation as a backdrop for showcasing a new methodology which can arm marketers with a strong financial rationale for their recommendations and budget requests, increasing both the influence and effectiveness of brand marketing.
The vision of Brand Valuation set forth in this paper can make a better case for investment in brand even as it links brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
A distinguishing symbol, mark, logo, name, word, sentence or a combination of these items that companies use to distinguish their product from others in the market. Once a brand has created positive sentiment among its target audience, the firm is said to have built brand equity. Some examples of firms with brand equity - possessing very recognizable brands of products - are Microsoft, Coca-Cola, Ferrari, Sony, The Gap and Nokia.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Top 100 global engineering and construction brands Sumit Roy
Amongst the developed nations, the biggest growth is expected in the United States, whereas growth prospects in Europe remain rather bleakWestern European construction market is expected to be 5% smaller in 2025 than it was at its peak in 2007. Swiss ABB is this year’s biggest loser, falling 16% to US$4.5 billion, and the European housing bubble has undercut investors’ incentive to fund housing construction projects.
Larsen & Toubro is the biggest riser this year on the back of significant investment by India’s Modi government in all its core sectors. Its brand value rose by 36% this year to US$3.2 billion
Key engineering and construction brands, including Holcim and Lafarge have already started leveraging these megatrends by disposing of assets in Europe and investing more in Asia and other growth markets. 2014 saw collective brand values across the sector rise by 4% and enterprise values rise by 10%, with four of the five fastest rising brands being Chinese.
The pressure is on marketing to quantify the benefits of the huge spend including brand) it incurs. It\'s not particularly difficult, although it is a fair amount of work. This presentation shows you how! Let me know if you need help!
NEED OF BRAND VALUATION: A brand can be valued anytime and for many reasons, that includes- Brand strategy, Financial Reporting, Mergers and acquisitions, value reporting, licensing, legal transaction, accounting, strategic planning, management information, taxation planning and compliance, liquidation.
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.