AlixPartners is a global turnaround and performance improvement firm with over 30 years of experience. The document provides an overview of AlixPartners, including its footprint, history, clients served, focus areas, and business model. A survey conducted by AlixPartners on nearshoring and offshoring plans is also summarized, finding that Mexico remains the top choice for relocating manufacturing operations closer to the US market.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
The document provides an overview of accounts payables market maturity and trends. It discusses the evolutionary path of financial shared services, from early consolidation to global business services. Major trends include a shift towards more integrated global delivery models and the use of robotics and automation. The accounts payables market is analyzed in terms of maturity levels and benchmark figures. Key enablers for successful accounts payables transformations are identified as agreeing on maturity levels and governance, aligning stakeholders, and planning projects realistically.
Genpact belongs to the information technology sector in India, which has grown to contribute 7.5% to India's GDP by 2012. The IT sector generates 2.5 million direct jobs in India. Genpact began in 1997 as a business unit of General Electric, and has since grown to design, transform, and run intelligent business operations for clients in 25 countries around the world through its expertise in business processes, industries, and technology.
Life Sciences Index presents Andrew Cox from IIAPS at Pharma Integrates 2013Christopher Watt
Identifying and Defending Critical Assets: Is Pharma Different from Other Industries?
A Presentation at Pharma Integrates 2013 by Andrew Cox of IIAPS.
Pharma Integrates is an event for Senior management in the pharmaceutical industry created and run by Life Sciences Index.
What is the future of corporate reporting? AEP's Sandy Nessing, managing director of Sustainability, spoke to an MBA class at The Ohio State University's Fisher School of Business on Feb. 29, 2012, about AEP's experience, why sustainability is a growth platform as well as a risk management strategy and what the trends are in corporate reporting.
This document provides an overview of Genpact and the business process outsourcing (BPO) industry in India. It discusses why India is an attractive location for BPO, highlighting factors like labor costs and skilled workforce. It outlines Genpact's history, starting as a subsidiary of GE and growing to be a large global BPO firm. The document also examines considerations for client firms in outsourcing, the vendor-client relationship, potential risks, and issues Genpact faced becoming independent from GE.
Getting RPA Right in 2021 discusses the challenges of scaling RPA programs and provides recommendations. It notes that while RPA adoption is accelerating, most organizations struggle to automate more than 10 processes. The document recommends starting with a clear vision and business drivers. It also emphasizes the importance of people and resources like a Center of Excellence to execute the program at an enterprise level. Having the right implementation capabilities is key to success in the initial wave of automations.
TMA London 2014 turnaround in a recovering economyKeith Steven
The document discusses the state of the recovering UK economy and implications for turnaround and restructuring work. It notes that some sectors are busier than others and that alternative lenders are playing a larger role in business financing. While a full-fledged boom in insolvency work may not occur this time, opportunities remain for turnaround specialists in advisory work and helping manage company rescues and restructurings.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
The document provides an overview of accounts payables market maturity and trends. It discusses the evolutionary path of financial shared services, from early consolidation to global business services. Major trends include a shift towards more integrated global delivery models and the use of robotics and automation. The accounts payables market is analyzed in terms of maturity levels and benchmark figures. Key enablers for successful accounts payables transformations are identified as agreeing on maturity levels and governance, aligning stakeholders, and planning projects realistically.
Genpact belongs to the information technology sector in India, which has grown to contribute 7.5% to India's GDP by 2012. The IT sector generates 2.5 million direct jobs in India. Genpact began in 1997 as a business unit of General Electric, and has since grown to design, transform, and run intelligent business operations for clients in 25 countries around the world through its expertise in business processes, industries, and technology.
Life Sciences Index presents Andrew Cox from IIAPS at Pharma Integrates 2013Christopher Watt
Identifying and Defending Critical Assets: Is Pharma Different from Other Industries?
A Presentation at Pharma Integrates 2013 by Andrew Cox of IIAPS.
Pharma Integrates is an event for Senior management in the pharmaceutical industry created and run by Life Sciences Index.
What is the future of corporate reporting? AEP's Sandy Nessing, managing director of Sustainability, spoke to an MBA class at The Ohio State University's Fisher School of Business on Feb. 29, 2012, about AEP's experience, why sustainability is a growth platform as well as a risk management strategy and what the trends are in corporate reporting.
This document provides an overview of Genpact and the business process outsourcing (BPO) industry in India. It discusses why India is an attractive location for BPO, highlighting factors like labor costs and skilled workforce. It outlines Genpact's history, starting as a subsidiary of GE and growing to be a large global BPO firm. The document also examines considerations for client firms in outsourcing, the vendor-client relationship, potential risks, and issues Genpact faced becoming independent from GE.
Getting RPA Right in 2021 discusses the challenges of scaling RPA programs and provides recommendations. It notes that while RPA adoption is accelerating, most organizations struggle to automate more than 10 processes. The document recommends starting with a clear vision and business drivers. It also emphasizes the importance of people and resources like a Center of Excellence to execute the program at an enterprise level. Having the right implementation capabilities is key to success in the initial wave of automations.
TMA London 2014 turnaround in a recovering economyKeith Steven
The document discusses the state of the recovering UK economy and implications for turnaround and restructuring work. It notes that some sectors are busier than others and that alternative lenders are playing a larger role in business financing. While a full-fledged boom in insolvency work may not occur this time, opportunities remain for turnaround specialists in advisory work and helping manage company rescues and restructurings.
Role of CFO in the Economic Turnaround - Change in RBI Policies for Non Perfo...Resurgent India
Under the new regime kicked off from Apr 1, 2014 Reserve Bank of India (RBI) has proposed that lenders can finance 50 per cent of the outstanding loan value.
O documento descreve uma pesquisa sobre o uso de tecnologias da informação e comunicação (TICs) em uma escola. Os principais achados da pesquisa foram: (1) textos impressos e digitais são os recursos mais utilizados, seguidos por apresentações multimídia e páginas da web; (2) ainda há professores restritos ao uso de algumas tecnologias como e-mail; (3) é importante que professores incentivem o uso de TICs para aprimorar o aprendizado.
Este documento define la diferencial de una función y = f(x) como el producto de la derivada de la función por un pequeño incremento de la variable independiente x. Explica que la diferencial dy representa el cambio en y cuando x cambia una pequeña cantidad dx. También presenta ejemplos numéricos y gráficos para ilustrar el concepto de diferencial y su interpretación geométrica como la pendiente de la tangente a la curva en el punto considerado.
Las TIC's tienen una gran importancia en la educación. Han evolucionado rápidamente y tienen un gran impacto en la enseñanza y el aprendizaje, exigiendo nuevas habilidades y permitiendo nuevos procesos y entornos de enseñanza. También demandan un nuevo sistema educativo que haga un uso exhaustivo de las TIC's y formación en su uso. Las TIC's pueden usarse como objeto, medio o apoyo para el aprendizaje.
Aristóteles fue un filósofo, científico y lógico de la Antigua Grecia que tuvo una gran influencia en Occidente por más de 2000 años. Nació en 384 a.C. en Estagira, Grecia y murió en 322 a.C. en Calcis, Grecia. Fue educado en la Academia de Atenas y propuso teorías sobre la naturaleza, la biología, la lógica y la felicidad humana que prevalecieron por siglos.
The document analyzes the front cover, contents page, and double page spread of a pop music magazine.
The front cover analysis discusses the masthead, main image of Lana Del Rey, and main headline. The contents page summary looks at the layout, sections, masthead, and a medium shot of Duffy.
The double page spread summary examines the main image of Nicki Minaj, headline about her "Gospel" style, house style with pink coloring, and columns used for the article layout.
Bem vindos ao Projecto FuturEscolas, um Projecto do qual se
espera grande aceitação e dedicação. O Projecto foi elaborado
com a máxima objectividade e transparência, de modo a ser
compreendido por crianças e adultos, alunos e professores.
Paralelamente, a Futuramb encontra-se à disposição de todos
os interessados, bastando o seu contacto!
Saikomal Chanagam is seeking a challenging position utilizing over 3 years of experience in Oracle E-Business Suite applications including Oracle Financials R12 GL, AP, FA modules. He has experience performing critical setups in GL, AP, FA and E-Business Tax and has worked on Oracle EBS R12 Financials Support projects for clients like Marsh & McLennan and Cisco Systems. He is certified in Oracle General Ledger R12 Essentials and has strong skills in automation, data loading, and resolving client issues.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
This document provides an introduction to signals and defines key concepts. It begins by defining a signal as a function that represents the variation of a physical quantity with respect to time or distance. An example of measuring temperature every minute for 12 hours is provided to illustrate this. The temperature measurements are displayed in a table and graph to show how they vary over time. Important distinctions are made between signals that vary and direct values that remain constant. Transducers are described as devices that convert non-electrical signals to electrical signals or vice versa.
Turnaround Management Journal: Issue 2 2011 Paperback – Large Print, October 18, 2011
by Dr. Christoph Lymbersky (Author, Introduction), Marc Wagner (Author), Management Laboratory Press (Cover Design), Dr. Stephanie A. Parson (Contributor), John M. Collard CITM (Contributor), Mark Blayney (Contributor), Marcia Xenitelis (Contributor), Clive Simpkins (Contributor), Henrik von Scheel (Contributor), Torben Rick (Contributor), Lee Hiller (Contributor), Jem Thomas (Contributor), Ebi Akpeti (Contributor), Tony Ridley (Contributor), Dr. Mike Teng (Contributor)
Contents:
Introducing the International Turnaround Management Standard by Dr. Christoph Lymbersky The Importance of Post-Merger Integration by Dr. Mike Teng Value Creation Model: Built To Sell by John M. Collard Managing People And The Process Of Change by Mark Blayney Are Your Communication Strategies Really Engaging Employees? by Marcia Xenitelis Strategies Behind Crisis Management by Dr. Stephanie A Parson Crisis Management - or Managing a Crisis by Clive Simpkins Never Waste a Crisis - A Real Leadership Opportunity by Henrik von Scheel Member Interview with Marc Wagner 12 Reasons Why People Resist Change by Torben Rick Crisis Management - Expert Strategies For Turnarounds and Liquidations by Lee Hiller Crisis Management and Business Continuity by Ebi Akpeti BP Crisis Management: Being a Good CEO Doesn‘t Make You a Good Spokesperson by Jem Thomas Toyota Recall Crisis by Alice Increase Performance Through employee Engagement by Torben Rick World Class Corporate Crisis and Communications Teams by Tony Ridley
Keyword clustering is important to understand search behavior, identify profitable keywords, and group keywords into logical clusters. K-means clustering is an unsupervised learning technique that partitions keywords into 'k' clusters based on distance from cluster centers. Text is converted to numeric data using document term matrices before clustering. Keyword augmentation standardizes terms, removes stopwords and punctuation. Choosing the number 'k' of clusters can be done manually by guessing or using the elbow method to find a flattening point in the cost plot. Clusters are then named and tagged based on their theme.
Acute diarrhea in children Its management and complications.RITURAJANMBBS
This document discusses acute diarrhea. It defines diarrhea and classifies it based on duration as acute, persistent, or chronic. The major causes are bacteria like E. coli, Salmonella, Shigella, viruses like rotavirus and norovirus, and parasites like Giardia. Rotavirus is the most common cause in children under 2 years. Clinical features include watery stools, vomiting, fever and dehydration. The document provides details on the pathogenesis and clinical presentation of major diarrhea-causing pathogens like cholera, E. coli, and Shigella.
1. The document describes Jeunesse's Financial Rewards Plan, which provides six ways for distributors to earn income, including retail profits, bonuses on product packages, team commissions, matching bonuses, and customer acquisition incentives.
2. Distributors can earn retail profits of 20-45% on product sales and bonuses from $25 to $250 are paid for selling certain product packages. Team commissions can earn up to $26,260 per week.
3. Additional income comes from matching bonuses on team commissions of up to seven levels deep, and customer acquisition incentives of 5-10% for having 5-10 retail customers or preferred customers.
ScottMadden Finance Shared Services Benchmark Highlights 2020ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the Finance Shared Services Benchmarking Study. This study covers both trends and benchmarks, and is focused on the shared services delivery model. Topics covered include the delivery model, staffing and performance, technology, and scope of services. For more information, please visit www.scottmadden.com.
Accenture’s 2014 High Performance Finance Research shows that CFOs are concentrating on cost-effectively serving a worldwide consumer base while reducing operational spend.
For more information view us on www.accenture.com/ConsumerGoods
Role of CFO in the Economic Turnaround - Change in RBI Policies for Non Perfo...Resurgent India
Under the new regime kicked off from Apr 1, 2014 Reserve Bank of India (RBI) has proposed that lenders can finance 50 per cent of the outstanding loan value.
O documento descreve uma pesquisa sobre o uso de tecnologias da informação e comunicação (TICs) em uma escola. Os principais achados da pesquisa foram: (1) textos impressos e digitais são os recursos mais utilizados, seguidos por apresentações multimídia e páginas da web; (2) ainda há professores restritos ao uso de algumas tecnologias como e-mail; (3) é importante que professores incentivem o uso de TICs para aprimorar o aprendizado.
Este documento define la diferencial de una función y = f(x) como el producto de la derivada de la función por un pequeño incremento de la variable independiente x. Explica que la diferencial dy representa el cambio en y cuando x cambia una pequeña cantidad dx. También presenta ejemplos numéricos y gráficos para ilustrar el concepto de diferencial y su interpretación geométrica como la pendiente de la tangente a la curva en el punto considerado.
Las TIC's tienen una gran importancia en la educación. Han evolucionado rápidamente y tienen un gran impacto en la enseñanza y el aprendizaje, exigiendo nuevas habilidades y permitiendo nuevos procesos y entornos de enseñanza. También demandan un nuevo sistema educativo que haga un uso exhaustivo de las TIC's y formación en su uso. Las TIC's pueden usarse como objeto, medio o apoyo para el aprendizaje.
Aristóteles fue un filósofo, científico y lógico de la Antigua Grecia que tuvo una gran influencia en Occidente por más de 2000 años. Nació en 384 a.C. en Estagira, Grecia y murió en 322 a.C. en Calcis, Grecia. Fue educado en la Academia de Atenas y propuso teorías sobre la naturaleza, la biología, la lógica y la felicidad humana que prevalecieron por siglos.
The document analyzes the front cover, contents page, and double page spread of a pop music magazine.
The front cover analysis discusses the masthead, main image of Lana Del Rey, and main headline. The contents page summary looks at the layout, sections, masthead, and a medium shot of Duffy.
The double page spread summary examines the main image of Nicki Minaj, headline about her "Gospel" style, house style with pink coloring, and columns used for the article layout.
Bem vindos ao Projecto FuturEscolas, um Projecto do qual se
espera grande aceitação e dedicação. O Projecto foi elaborado
com a máxima objectividade e transparência, de modo a ser
compreendido por crianças e adultos, alunos e professores.
Paralelamente, a Futuramb encontra-se à disposição de todos
os interessados, bastando o seu contacto!
Saikomal Chanagam is seeking a challenging position utilizing over 3 years of experience in Oracle E-Business Suite applications including Oracle Financials R12 GL, AP, FA modules. He has experience performing critical setups in GL, AP, FA and E-Business Tax and has worked on Oracle EBS R12 Financials Support projects for clients like Marsh & McLennan and Cisco Systems. He is certified in Oracle General Ledger R12 Essentials and has strong skills in automation, data loading, and resolving client issues.
The Regional Development Updates (RDU) is the regular quarterly publication of RDC XII and NEDA XII containing development updates, news, reports and other relevant information on various activities of the Council, Local Government Units, Regional Line Agencies, State Universities and Colleges and Private Sector in the region.
This document provides an introduction to signals and defines key concepts. It begins by defining a signal as a function that represents the variation of a physical quantity with respect to time or distance. An example of measuring temperature every minute for 12 hours is provided to illustrate this. The temperature measurements are displayed in a table and graph to show how they vary over time. Important distinctions are made between signals that vary and direct values that remain constant. Transducers are described as devices that convert non-electrical signals to electrical signals or vice versa.
Turnaround Management Journal: Issue 2 2011 Paperback – Large Print, October 18, 2011
by Dr. Christoph Lymbersky (Author, Introduction), Marc Wagner (Author), Management Laboratory Press (Cover Design), Dr. Stephanie A. Parson (Contributor), John M. Collard CITM (Contributor), Mark Blayney (Contributor), Marcia Xenitelis (Contributor), Clive Simpkins (Contributor), Henrik von Scheel (Contributor), Torben Rick (Contributor), Lee Hiller (Contributor), Jem Thomas (Contributor), Ebi Akpeti (Contributor), Tony Ridley (Contributor), Dr. Mike Teng (Contributor)
Contents:
Introducing the International Turnaround Management Standard by Dr. Christoph Lymbersky The Importance of Post-Merger Integration by Dr. Mike Teng Value Creation Model: Built To Sell by John M. Collard Managing People And The Process Of Change by Mark Blayney Are Your Communication Strategies Really Engaging Employees? by Marcia Xenitelis Strategies Behind Crisis Management by Dr. Stephanie A Parson Crisis Management - or Managing a Crisis by Clive Simpkins Never Waste a Crisis - A Real Leadership Opportunity by Henrik von Scheel Member Interview with Marc Wagner 12 Reasons Why People Resist Change by Torben Rick Crisis Management - Expert Strategies For Turnarounds and Liquidations by Lee Hiller Crisis Management and Business Continuity by Ebi Akpeti BP Crisis Management: Being a Good CEO Doesn‘t Make You a Good Spokesperson by Jem Thomas Toyota Recall Crisis by Alice Increase Performance Through employee Engagement by Torben Rick World Class Corporate Crisis and Communications Teams by Tony Ridley
Keyword clustering is important to understand search behavior, identify profitable keywords, and group keywords into logical clusters. K-means clustering is an unsupervised learning technique that partitions keywords into 'k' clusters based on distance from cluster centers. Text is converted to numeric data using document term matrices before clustering. Keyword augmentation standardizes terms, removes stopwords and punctuation. Choosing the number 'k' of clusters can be done manually by guessing or using the elbow method to find a flattening point in the cost plot. Clusters are then named and tagged based on their theme.
Acute diarrhea in children Its management and complications.RITURAJANMBBS
This document discusses acute diarrhea. It defines diarrhea and classifies it based on duration as acute, persistent, or chronic. The major causes are bacteria like E. coli, Salmonella, Shigella, viruses like rotavirus and norovirus, and parasites like Giardia. Rotavirus is the most common cause in children under 2 years. Clinical features include watery stools, vomiting, fever and dehydration. The document provides details on the pathogenesis and clinical presentation of major diarrhea-causing pathogens like cholera, E. coli, and Shigella.
1. The document describes Jeunesse's Financial Rewards Plan, which provides six ways for distributors to earn income, including retail profits, bonuses on product packages, team commissions, matching bonuses, and customer acquisition incentives.
2. Distributors can earn retail profits of 20-45% on product sales and bonuses from $25 to $250 are paid for selling certain product packages. Team commissions can earn up to $26,260 per week.
3. Additional income comes from matching bonuses on team commissions of up to seven levels deep, and customer acquisition incentives of 5-10% for having 5-10 retail customers or preferred customers.
ScottMadden Finance Shared Services Benchmark Highlights 2020ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the Finance Shared Services Benchmarking Study. This study covers both trends and benchmarks, and is focused on the shared services delivery model. Topics covered include the delivery model, staffing and performance, technology, and scope of services. For more information, please visit www.scottmadden.com.
Accenture’s 2014 High Performance Finance Research shows that CFOs are concentrating on cost-effectively serving a worldwide consumer base while reducing operational spend.
For more information view us on www.accenture.com/ConsumerGoods
ARC's Adrian Gonzalex 3PL Customer Relationships @ ARC Industry Forum 2010ARC Advisory Group
ARC's Adrian Gonzalex 3PL Customer Relationships @ ARC Industry Forum 2010
Maximizing the Value of Performance-based Outsourcing: 3PL-Customer Relationships
Introduce you to the key concepts and benefits of
Performance-based Outsourcing—aka Vested Outsourcing.
Provide you with insights and “words of wisdom” from 3PLs
and customers currently engaged in “PBO-like” relationships.
Engage in thoughtful discussions about how to improve the
status quo, overcome the challenges that exist, and
maximize the value of outsourced logistics relationships.
International banking support philip kotev, bank of america - 25 january 2012Jessica Roch
Nearly two-thirds of companies surveyed do international business by buying from, selling to, or having operations in foreign markets. The top reasons for going global are to access new customers and markets. While most revenue still comes domestically, companies expect international revenue to increase in the next three years. However, logistics and differing local regulations pose significant challenges to international operations.
- The document discusses excellence in asset management, focusing on the author's experience in water, rail, and energy regulation.
- It outlines the progression of asset management from early definitions to a model with six maturity stages, with excellence being fully integrated continuous improvement.
- Sectors have progressed but unevenly, with most competent but lacking full excellence and buy-in at top levels. Challenges include changing demands, technology, climate change, and efficiency while funding investment.
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
A combined solution to compliance and risk management for sustainability repo...Ardea International
The UK has introduced new regulations for business on how to report. Integration of risk and strategy is key. Diagnostics to help define material social and environmental risk will save costs. Compliance with legal obligations will also be key.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
ARC's Sid Snitkin's ALM Presentation from ARC's 2008 Industry ForumARC Advisory Group
This document discusses Asset Lifecycle Management (ALM) and the benefits of an ALM community/service. It notes that ARC has covered ALM as a research area for over a decade. It then outlines ARC's proposed ALM community/service, which would include topic-specific communities, online support like blogs and meetings, community-driven research, and ARC forums. The service aims to augment rather than duplicate other groups' efforts.
Cxo Advisor customer value proposition 2013 updateExo Futures
This document provides an overview of CXO Advisor, a company that advises, innovates, and drives change for clients. It aims to save clients 20-30% of IT costs over 3-5 years. CXO Advisor has expertise in advising clients, driving innovation through platforms like Outsystems, and facilitating change such as liberating legacy systems and implementing business process as a service. The document discusses CXO Advisor's approach and principles, which involve benchmarking performance, prioritizing projects, and aligning IT with business strategy and objectives.
MBA 620 TransGlobal Airlines Information Location, SiAbramMartino96
MBA 620 TransGlobal Airlines Information
Location, Size, and Age of the Firm
• Name: TransGlobal Airlines
• Home Country: USA
• HQ Location: Miami, FL
• Size: 40,000 employees
• Age: began operations in 1951
Customer Segment and Target Market
• Class: global airliner with dominant U.S. presence
• Market: global
• Destinations: 242 destinations serving 52 countries across six continents
• Market segment: first class, luxury, business class, and economy
• Global market share: 18% (ranked 2nd, American is number one at 18.6%)
• U.S. market share: 18.3% (ranked 2nd, Southwest first at 19.1%)
• Retention: 80% return customers
• New customer growth: 27% annually (prior to COVID)
• Passenger kilometers: 278 billion (American is number one at 287 billion)
Major Competitors
All international and domestic U.S. airlines
Company Leadership
Publicly held with a board, president, VP admin, CEO, CFO, COO, VP sales, division VPs, subsidiaries
Current Financials
• Annual gross revenues: $20.683 billion
• Annual net income: $2.099 billion
• Adjusted earnings per share of $3.22, a 28% increase year-over-year
• Delivery of 88 new aircraft during the year
• Number of aircraft in fleet, end of period: 1,062
• Average age of aircraft: 13 years
• Domestic revenue grew 7.7% in the last quarter on 1.6% higher passenger unit revenue (PRASM)
and 6% higher capacity. Domestic premium product revenue grew 11% and corporate revenue
grew 6%, driven by strength in business and leisure demand through the holiday period.
Revenue and margin improved in all domestic hubs, with revenue up 10% in coastal hubs and
6% in core hubs.
• Atlantic revenue grew 0.8% in the last quarter on 2.4% higher capacity and a 1.6% decline in
PRASM, driven almost entirely by foreign exchange rates.
• Latin revenue grew 6.7% on a 6.3% increase in unit revenue and 0.4% higher capacity. This
revenue improvement was driven by continued double-digit unit revenue growth in Brazil and
Mexico.
• Pacific revenue was down 0.5% vs. the prior year on a 4.4% decline in unit revenue primarily due
to continued softness in China. This was a 3.2 point improvement vs. the September quarter on
improved trends in Japan.
Strategic Plans and Goals
The board of directors has recently approved a comprehensive plan identified as TransGlobal 2030. The
plan is the result of eight months of data collection, customer focus groups, leadership retreats, and
employee input.
The TransGlobal 2030 vision is to lead the industry in three critically important areas: safety, excitement,
and stewardship (SES). This SES vision has been translated into a collection of guiding principles and goal
statements:
• SES Principles
o We will always treat our customers with respect.
o We will value our employees and business partners.
o We will innovate to provide our customers with the most forward-thinking and exciting
travel e ...
FDSeminar Controlling Christian Pauwels - BimacFDMagazine
This survey examined the evolving roles and responsibilities of controllers. It received 157 responses from controllers (76%) and CFOs (24%). Key findings include:
- Reporting and decision support are controllers' major activities, while transactional activities are minor. CFOs focus on reporting and projects.
- Skills like strategy, performance measurement, and analytics will become more important. Budgeting and reporting will decline.
- Processes need improvement in areas like automation, centralization, and strategy deployment.
- Controllers are shifting from reactive to more proactive management information.
- Soft skills like communication and problem-solving are increasingly important. Hard skills in strategy and analytics are growing.
- Matrix reporting structures
This document summarizes a presentation on using Oracle Hyperion EPM tools to improve financial processes. It discusses common issues with the financial close cycle such as unreliable spreadsheets and disconnected departments. It then outlines best practices of world-class finance departments, including continuous planning, clear goals and metrics. Finally, it describes several Oracle Hyperion EPM tools - Hyperion Planning for budgeting, Essbase for multi-dimensional analysis, Financial Management for reporting, and Financial Close Management to automate the close process. The presentation aims to demonstrate how these tools can help address typical problems and achieve efficiencies of leading organizations.
The survey found that nearly two-thirds of asset managers plan to increase their appetite for cross-border product launches over the next five years. Luxembourg is currently and expected to remain the top domicile for distribution. Managers cited understanding regulations and building brand awareness as their biggest challenges to launching new products. Nearly half expect to increase their percentage of direct sales in the next five years.
This document provides a framework for digital planning and business strategy. It outlines a process for companies to plan digital strategies and tactics periodically. The framework involves gathering internal and external inputs, determining organizational direction, and developing functional strategies. Inputs come from analyzing the competitive landscape, market conditions, customer data, and organizational metrics. Management provides strategic direction and oversight. Functional teams then create specific, measurable strategies and roadmaps aligned with corporate goals.
Benchmarking the Accounting & Finance Function: 2014 ReportRobert Half
In this new economy, a properly configured accounting and finance staff is fundamental to any business strategy. Leaner teams must efficiently align vital projects with business goals. Robert Half’s Benchmarking the Accounting and Finance Function: 2014 report provides performance benchmark metrics on staffing, financial systems, outsourcing and more. How does your company measure up to its peers?
The document summarizes findings from a global CFO study on the evolving role of finance. It finds that over 70% of CFOs see themselves in an advisory role, and around 60% believe major changes are needed in finance organizations to keep up with industry changes. It also highlights the benefits of achieving both finance efficiency through standards and providing business insight, finding the highest rewards come from excelling in both areas.
Similar to AlixPartners_2011_Near_Shoring_Survey_Media_v19 (20)
3. • Globally ~ 900 professionals in 14 offices (USA,
Europe, Asia)
• U.S.: ~ 675 professionals in 6 offices
• Europe: ~ 185 professionals in 6 offices
• Asia: ~ 40 professionals in 2 offices
• Founded in 1981 by Jay Alix
• Created the turnaround “industry”
• One of the most awarded turnaround and
performance improvement firms in history
• Over a decade of performance improvement
programs in non-turnaround situations
• Since 2003 in Europe, since 2006 in Asia
• Primary focus on mid-cap companies
• Serve clients in a broad range of industries
• Strong background in Manufacturing,
Distribution, Industrials, Consumer Goods,
Retail & Wholesale, Construction & Engineering
and Heavy Equipment
• Turnaround and Restructuring Services (TRS),
Enterprise Improvement (EI), Financial Advisory
Services (FAS)
• Optimization of P&L (e.g. cost reduction),
Balance Sheet (financial restructuring) and Cash
Flow (e.g. working capital optimization)
With Over 30 years of Advisory Experience, AlixPartners Is the
Leading Global Turnaround and Performance Improvement Firm
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FootprintHistory
ClientsFocus
www.alixpartners.com
4. We Help Our Clients To Solve Urgent, High Impact Situations Where
Fundamental Change Is Key and Goals are Aggressive
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Typical Role of AlixPartners
Operational Improvement Functional Improvement Financial & Operational
Restructuring
Interim Management (if necessary)
QuickStrikeTM & Performance Improvement
Program
Common Characteristics:
• High impact bottom-line results required
• Urgency/Need for flawless execution
• Fundamental change on agenda
Typical Situations / Clients
“Round Two” Realignments
and Company/Division
Turnarounds
Both Healthy and
Underperforming Companies
with Aggressive Goals
Ambitious Private Equity
Owners, Hedge Funds and
Executive Teams
www.alixpartners.com
5. Our Business Model is Unique - Geared Toward High-Impact
Execution and Long-term Sustainability
AlixPartners is Differentiated in
3 Key Dimensions
Typical Team Structure for AlixPartners
Typical Team Structure
General Management Consultants
Senior Partners
Partners
Experienced Project Leaders
Project Leaders
Senior Consultants
Consultants
Junior Consultants
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1. Small Senior Teams
‒ Experienced consultants, with practical, real-
world experience – 15-20 years on average
‒ Not just career consultants – our average
consultant has senior industry management
experience
‒ Focused on successful execution even
during initial plan creation
‒ Tight partnership with internal resources
2. Aligned Incentives
‒ Success is definitive and measurable -
results driven to the bottom line
‒ Components of compensation can be based
on results
3. Commitment to Results
‒ Best-in-Class implementers
‒ Organization learns how to "get things done“
and is involved every step of the way
‒ We deliver results - not reports
Managing Director
Director
Vice President
Associate
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