AFFLINK, a global leader in supply chain optimization for more than 35 years, provides innovative process and procurement solutions to help drive efficiencies throughout your business operations.
Häfele introduces their new range of digital door viewers that offer advanced technology for security and convenience. Their digital door viewers, the Cygnus and Cosmos models, allow users to see visitors from a distance with a clear image and wide viewing angle. While the Cygnus is compact and battery-powered, the Cosmos can also save images and record videos of visitors for security. The document provides product details, specifications and comparison of the two models.
Mapa mental hongos, bacterias y levaduras by: franco lizarazoFranco Lizarazo
El documento es un informe elaborado por Franco Lizarazo de la Escuela 49 en Porlamar, Venezuela el 17 de enero de 2016. Agradece a alguien sin especificar por qué. Proporciona su nombre, cédula de identidad y la institución a la que pertenece.
Häfele introduces their new range of digital door viewers that offer advanced technology for security and convenience. Their digital door viewers, the Cygnus and Cosmos models, allow users to see visitors from a distance with a clear image and wide viewing angle. While the Cygnus is compact and battery-powered, the Cosmos model adds photo and video capture capabilities along with memory card storage. Both digital viewers can easily replace traditional door viewers for improved safety and visibility.
Diapositivas Tema 02. Estructura Y MorfologíA Bacterianasdarwin velez
El documento describe la estructura y morfología bacteriana. Explica que las bacterias pueden tener forma de cocos o bacilos y enumera algunos ejemplos como los estreptococos y estafilococos. Describe las principales estructuras bacterianas como el citoplasma, membrana citoplásmica, pared celular, cápsula, flagelos y pili. Explica la tinción de Gram y las diferencias estructurales entre bacterias Gram positivas y Gram negativas.
The document discusses potential uses of social media within Tata Steel to improve communication, knowledge sharing, collaboration, and branding. It suggests using instant messaging for internal communication, blogs for sharing information, wikis for learning and knowledge management, and cloud-based documents for collaboration. Social media could also be leveraged for recruitment, environmental campaigns, and providing a platform to consistently generate quality content to build the company brand. It notes some risks like defamation that would need to be addressed in a social media policy.
Häfele introduces their new range of digital door viewers that offer advanced technology for security and convenience. Their digital door viewers, the Cygnus and Cosmos models, allow users to see visitors from a distance with a clear image and wide viewing angle. While the Cygnus is compact and battery-powered, the Cosmos can also save images and record videos of visitors for security. The document provides product details, specifications and comparison of the two models.
Mapa mental hongos, bacterias y levaduras by: franco lizarazoFranco Lizarazo
El documento es un informe elaborado por Franco Lizarazo de la Escuela 49 en Porlamar, Venezuela el 17 de enero de 2016. Agradece a alguien sin especificar por qué. Proporciona su nombre, cédula de identidad y la institución a la que pertenece.
Häfele introduces their new range of digital door viewers that offer advanced technology for security and convenience. Their digital door viewers, the Cygnus and Cosmos models, allow users to see visitors from a distance with a clear image and wide viewing angle. While the Cygnus is compact and battery-powered, the Cosmos model adds photo and video capture capabilities along with memory card storage. Both digital viewers can easily replace traditional door viewers for improved safety and visibility.
Diapositivas Tema 02. Estructura Y MorfologíA Bacterianasdarwin velez
El documento describe la estructura y morfología bacteriana. Explica que las bacterias pueden tener forma de cocos o bacilos y enumera algunos ejemplos como los estreptococos y estafilococos. Describe las principales estructuras bacterianas como el citoplasma, membrana citoplásmica, pared celular, cápsula, flagelos y pili. Explica la tinción de Gram y las diferencias estructurales entre bacterias Gram positivas y Gram negativas.
The document discusses potential uses of social media within Tata Steel to improve communication, knowledge sharing, collaboration, and branding. It suggests using instant messaging for internal communication, blogs for sharing information, wikis for learning and knowledge management, and cloud-based documents for collaboration. Social media could also be leveraged for recruitment, environmental campaigns, and providing a platform to consistently generate quality content to build the company brand. It notes some risks like defamation that would need to be addressed in a social media policy.
Innovation for the Future, Željko VujinovićIBMSERBIA
The document discusses IBM's focus on innovation to drive future growth. It highlights IBM's investments in research and development through its 10 research labs and 42 innovation centers. IBM has acquired 116 companies since 2000 and continues to lead in areas like patents, the breadth of its portfolio, brand value, and financial results. The document promotes IBM's vision of building a smarter planet by using technology to instrument, interconnect and intelligently analyze data across various industries. IBM aims to solve industry problems through its smarter planet principles and deliver value to clients.
How do you go from being a useful employee to being
indispensable? Somebody who does a good job for a company is
valued. They are part of the bricks and mortar of a company. But
are they indispensable? The reason for the existence of most
companies is to produce the maximum possible profit for their
shareholders. At its most basic level, profit is, of course, revenue
minus expense. Hence, the only ways to increase profit is to
generate more revenue, or reduce expenses; either or both of
which will improve profits.
Circuit City Stores, Inc. reported on its efforts in fiscal 2006 to upgrade, evolve, and innovate its core retail business. It formally introduced parallel work to upgrade current business processes and systems, evolve the core business to grow revenues through fundamental changes, and innovate to generate new businesses. Efforts included improving promotional effectiveness, testing new store formats focused on home entertainment and digital services, and strengthening senior leadership. Looking ahead, Circuit City will build on this foundation with continued focus on people, processes, and innovative strategies to differentiate its offerings.
This annual report provides an overview of SYNNEX Corporation, a leading business process services company. Some key details include:
- SYNNEX provides IT distribution, supply chain management, contract assembly, and business process outsourcing services globally.
- In fiscal year 2007, SYNNEX achieved record revenue of $7 billion and income from continuing operations of $63.1 million, up from $51.4 million in 2006.
- SYNNEX looks to continue growing its business in fiscal year 2008 by leveraging its efficient operating model and expanding its value-added service offerings.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
The document summarizes a sales benchmarking initiative offered by The Alexander Group to compare a client's sales metrics and practices to industry peers. The initiative provides a gap analysis across areas like sales coverage, costs, productivity, and compensation. It delivers an in-person readout session to present findings and recommendations to improve sales execution and results based on industry best practices. Participation also includes a complimentary pass to The Alexander Group's Chief Sales Executive Forum event.
This document is a newsletter published by Sikich, an accounting and consulting firm. The main article discusses how business owners should not wait for the economy to improve and instead take action now to achieve growth. It suggests reviewing employee performance and productivity, investing in business management solutions, and working with tax experts to uncover savings. A sidebar lists Sikich's services and another article discusses using former employees and connections to drive growth.
d2o is a leading provider of real-time performance management solutions for the hospitality industry. Their Performance Management Intelligence suite helps hotels discover untapped profits by providing a collaborative view of revenues, labor costs, and food and beverage costs. The suite gives departments visibility and accountability for managing costs to achieve goals. d2o has over 4,000 customers in 400 hotel groups worldwide and claims up to ten times return on investment, backing their work with a money-back guarantee.
d2o is the leading provider of real-time performance management solutions for the hospitality industry. Our Performance Management Intelligence (PMI) Series is an integrated suite of performance navigation solutions that guide hotels and resorts to discover untapped profit by dynamically managing resources and eliminating waste. We empower operations to collaborate, share information and manage future outcomes. The result is the lowest possible F&B and labor costs, reduced waste and higher profit. PMI solution functionality includes robust enterprise and department-level budgeting and forecasting, as well as food cost control, employee scheduling and labor productivity management. Founded in Norway in 2000, d2o has offices in Europe and the United States serving its expanding global customer base of over 400 leading hotel chains, independents, and management companies. For more information, go to www.d2o.biz.
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.
This document provides an annual report for Dell Computer Corporation for the 1996 fiscal year. It summarizes the company's strong financial performance, with record revenues of $5.3 billion and net income increasing 82% to $272 million. It attributes this success to Dell's direct sales model and focus on customer satisfaction, relationships, and tailored service. The report also outlines Dell's priorities and investments in areas like new products, geographic expansion, infrastructure, and personnel.
Sikich Leading Edge Magazine, Spring 2012 Sikich LLP
The Leading Edge Magazine is a quarterly publication from Sikich that offers advice and information to help you manage your business. The Spring 2012 issue cover story is on Entrepreneurs Vs. Established: What the Two Can Learn From Each Other.
How To Benefit From A Sustainable Business Mindset The Vector Group
Develop and effectively act on a sustainable business mindset to maximize value from your sustainable business efforts, wherever you are on your sustainability journey.
Gregory Scott is a C-Suite executive with over 35 years of experience in senior finance roles. He has a track record of transforming struggling organizations through cost reduction, profitability increases, and turnarounds. Scott links strategic decisions to operational impacts and creates exceptional value beyond financial measures alone. He has experience in 39 industries and a philosophy of customer-focus, people-first leadership, and technology-enabled processes.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core businesses, and regenerate growth through new contracts and technology.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core strengths, and regenerate the business to drive growth and improve returns.
circuit city stores 2008 Annual Report and Form 10-Kfinance22
- Circuit City is a leading specialty retailer of consumer electronics, home office products, and entertainment software. It operates stores in the US and Canada.
- In fiscal 2008, Circuit City implemented numerous changes that negatively impacted financial performance as part of a turnaround effort. The goal is to rebuild customer service and selling culture.
- Going forward, Circuit City will focus on growth strategies including winning in home entertainment, growing its services business, leveraging multi-channel retailing, and improving its real estate position.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
1) Charter Communications is a leading broadband cable company and the third largest cable operator in the US. Their goal is to be the first choice for entertainment and communications services in the markets they serve.
2) In 2005, Charter focused on profitable growth by strengthening their management team and financial flexibility. They invested in growing their telephone, bundled product offerings, and marketing to attract new customers.
3) Going forward, Charter's four strategic priorities are improving the customer experience, targeted marketing, focusing on high-return investments, and improving their balance sheet. They expect these strategies to deliver higher revenue and growth in earnings.
Innovation for the Future, Željko VujinovićIBMSERBIA
The document discusses IBM's focus on innovation to drive future growth. It highlights IBM's investments in research and development through its 10 research labs and 42 innovation centers. IBM has acquired 116 companies since 2000 and continues to lead in areas like patents, the breadth of its portfolio, brand value, and financial results. The document promotes IBM's vision of building a smarter planet by using technology to instrument, interconnect and intelligently analyze data across various industries. IBM aims to solve industry problems through its smarter planet principles and deliver value to clients.
How do you go from being a useful employee to being
indispensable? Somebody who does a good job for a company is
valued. They are part of the bricks and mortar of a company. But
are they indispensable? The reason for the existence of most
companies is to produce the maximum possible profit for their
shareholders. At its most basic level, profit is, of course, revenue
minus expense. Hence, the only ways to increase profit is to
generate more revenue, or reduce expenses; either or both of
which will improve profits.
Circuit City Stores, Inc. reported on its efforts in fiscal 2006 to upgrade, evolve, and innovate its core retail business. It formally introduced parallel work to upgrade current business processes and systems, evolve the core business to grow revenues through fundamental changes, and innovate to generate new businesses. Efforts included improving promotional effectiveness, testing new store formats focused on home entertainment and digital services, and strengthening senior leadership. Looking ahead, Circuit City will build on this foundation with continued focus on people, processes, and innovative strategies to differentiate its offerings.
This annual report provides an overview of SYNNEX Corporation, a leading business process services company. Some key details include:
- SYNNEX provides IT distribution, supply chain management, contract assembly, and business process outsourcing services globally.
- In fiscal year 2007, SYNNEX achieved record revenue of $7 billion and income from continuing operations of $63.1 million, up from $51.4 million in 2006.
- SYNNEX looks to continue growing its business in fiscal year 2008 by leveraging its efficient operating model and expanding its value-added service offerings.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
The document summarizes a sales benchmarking initiative offered by The Alexander Group to compare a client's sales metrics and practices to industry peers. The initiative provides a gap analysis across areas like sales coverage, costs, productivity, and compensation. It delivers an in-person readout session to present findings and recommendations to improve sales execution and results based on industry best practices. Participation also includes a complimentary pass to The Alexander Group's Chief Sales Executive Forum event.
This document is a newsletter published by Sikich, an accounting and consulting firm. The main article discusses how business owners should not wait for the economy to improve and instead take action now to achieve growth. It suggests reviewing employee performance and productivity, investing in business management solutions, and working with tax experts to uncover savings. A sidebar lists Sikich's services and another article discusses using former employees and connections to drive growth.
d2o is a leading provider of real-time performance management solutions for the hospitality industry. Their Performance Management Intelligence suite helps hotels discover untapped profits by providing a collaborative view of revenues, labor costs, and food and beverage costs. The suite gives departments visibility and accountability for managing costs to achieve goals. d2o has over 4,000 customers in 400 hotel groups worldwide and claims up to ten times return on investment, backing their work with a money-back guarantee.
d2o is the leading provider of real-time performance management solutions for the hospitality industry. Our Performance Management Intelligence (PMI) Series is an integrated suite of performance navigation solutions that guide hotels and resorts to discover untapped profit by dynamically managing resources and eliminating waste. We empower operations to collaborate, share information and manage future outcomes. The result is the lowest possible F&B and labor costs, reduced waste and higher profit. PMI solution functionality includes robust enterprise and department-level budgeting and forecasting, as well as food cost control, employee scheduling and labor productivity management. Founded in Norway in 2000, d2o has offices in Europe and the United States serving its expanding global customer base of over 400 leading hotel chains, independents, and management companies. For more information, go to www.d2o.biz.
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.
This document provides an annual report for Dell Computer Corporation for the 1996 fiscal year. It summarizes the company's strong financial performance, with record revenues of $5.3 billion and net income increasing 82% to $272 million. It attributes this success to Dell's direct sales model and focus on customer satisfaction, relationships, and tailored service. The report also outlines Dell's priorities and investments in areas like new products, geographic expansion, infrastructure, and personnel.
Sikich Leading Edge Magazine, Spring 2012 Sikich LLP
The Leading Edge Magazine is a quarterly publication from Sikich that offers advice and information to help you manage your business. The Spring 2012 issue cover story is on Entrepreneurs Vs. Established: What the Two Can Learn From Each Other.
How To Benefit From A Sustainable Business Mindset The Vector Group
Develop and effectively act on a sustainable business mindset to maximize value from your sustainable business efforts, wherever you are on your sustainability journey.
Gregory Scott is a C-Suite executive with over 35 years of experience in senior finance roles. He has a track record of transforming struggling organizations through cost reduction, profitability increases, and turnarounds. Scott links strategic decisions to operational impacts and creates exceptional value beyond financial measures alone. He has experience in 39 industries and a philosophy of customer-focus, people-first leadership, and technology-enabled processes.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core businesses, and regenerate growth through new contracts and technology.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core strengths, and regenerate the business to drive growth and improve returns.
circuit city stores 2008 Annual Report and Form 10-Kfinance22
- Circuit City is a leading specialty retailer of consumer electronics, home office products, and entertainment software. It operates stores in the US and Canada.
- In fiscal 2008, Circuit City implemented numerous changes that negatively impacted financial performance as part of a turnaround effort. The goal is to rebuild customer service and selling culture.
- Going forward, Circuit City will focus on growth strategies including winning in home entertainment, growing its services business, leveraging multi-channel retailing, and improving its real estate position.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
1) Charter Communications is a leading broadband cable company and the third largest cable operator in the US. Their goal is to be the first choice for entertainment and communications services in the markets they serve.
2) In 2005, Charter focused on profitable growth by strengthening their management team and financial flexibility. They invested in growing their telephone, bundled product offerings, and marketing to attract new customers.
3) Going forward, Charter's four strategic priorities are improving the customer experience, targeted marketing, focusing on high-return investments, and improving their balance sheet. They expect these strategies to deliver higher revenue and growth in earnings.
2. Reputation Built on a Solid Foundation
Celebrating 35 years as
2012 a global leader in supply
chain optimization
2008 Acquired by
The Blackstone
Group
2000 Name
changed
to AFFLINK
Purchased by
1998 Performance
Food Group
1977 Founded as
Affiliated Paper
Company
1970 1980 1990 2000 2010 2020
A Smarter Way of Doing Business
3. The Company We Keep
• Envied member of The Blackstone Group –
̶ Provides capital to acquire new businesses
̶ Family companies open doors for new Global Accounts
A Smarter Way of Doing Business
4. Driven by Our Vision
To be the preeminent provider
of business solutions,
delivering quantifiable results,
so that connectivity with AFFLINK
is essential to the long-term success
of its stakeholders.
A Smarter Way of Doing Business
5. Guided by our Core Values
Accountability Commitment Innovation
►Record growth ►Advisory Board ►Technology
Accountability
►Sales Team
Commitment
►Steering Committee
Innovation
►Business Services
►Dashboards ►Industry Shows
Sincerity Fun
►Charity Involvement ►New Latitudes
Sincerity
►Community Support
Fun
►Summit
►Associate Fun
A Smarter Way of Doing Business
6. We Are Where You Are
C A N A D A
J A P A N
A L A S K A
M E X I C O
H A W A I I
P R
A Smarter Way of Doing Business
7. Focused on Two Key Components
• Member driven organization focused on facilitating…
Growth
• In addition to increasing top-line revenue, AFFLINK is
committed to improving the overall health of your business
• Maximize profits through complete Membership optimization
Differentiation
• Providing the programs and tools you need to reign superior
to your competition
• Comprehensive offering of business solutions to give you
the ultimate competitive advantage in your marketplace
A Smarter Way of Doing Business
8. What to Take Away
• AFFLINK is more than a buying group; we are a sales
and marketing organization focused on driving quantifiable
growth and delivering differentiation to our Membership.
A Smarter Way of Doing Business
9. Companies Around the World Agree
“
We save more money in administrative costs than top down, be
Taking time to understand its customers from the could ever
saved in product costs achieved bymore than $100,000 in the
AFFLINK saved Zodiac Aerospace buying offline from multiple
vendors. Why would we place upwards of $125,000 in year two.
first year of our contract, and orders over the phone, create
purchase orders, and go backis indeed a way of purchasing,
It’s easy to see why AFFLINK to the old smarter way of doing
””
business.
when AFFLINK's online process saves us 75% on administrative
—Mike Hollinger, Zodiac Aerospace
costs alone? —Warren Doty, Lanier Health Products
A Smarter Way of Doing Business
Editor's Notes
About AFFLINK Celebrating our 35th anniversary as the leading sales and marketing organization in the industry Operating companyof Performance Food Services, formerly Performance Food Group Recently listed as one of Fortune’s “Fastest Growing” and “Most Admired” Companies
Cities populate automatically. One Click animation for world map fade in with country highlighting.AFFLINK CoverageOver 300 Distributor Members: Representing every market segment and totaling $7 billion in aggregated annual sales.Over 200 Preferred Suppliers: World-class manufacturersfocused on driving innovation through best-in-class distributors in every product channel. GLOBAL CAPABILITIES (through R3)