This document discusses strategies for Associated Manufacturing Marketing Group (AMMG) to stand out in a crowded marketplace. It proposes that AMMG position itself as a strategic partner offering holistic solutions, rather than just products. The strategies outlined include developing collaborative partnerships, implementing an e-marketing plan, and measuring success based on metrics like increased revenue and market growth through innovation. The overall aim is for AMMG to deliver superior customer experiences and build long-term relationships.
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Presentation made to 2009 ASAP Global Alliance Summit in Fort Lauderdale. Describes a joint venture of 5 metalworking competitors to seek new markets and business. Explores elements of innovation in business model in manufacturing. For PPT contact directly.
Enterprise Transformation Services. Die Enterprise Transformation Services Group von HCL hilft unseren zukunftsorientierten Kunden, ihre Unternehmensstrategie und ihre IT-Strategie besser aufeinander abzustimmen. Im Rahmen eines umfassenden Konzepts unter Berücksichtigung von Geschäftsprozessen, Technologie, Anwendungen und Unternehmensdaten bieten wir End-to-End-Dienstleistungen, die die unternehmensweite Business-Transformation unterstützen.
Mit einem starken Team von über 5.500 Consultants erbringt HCL Serviceleistungen in diversen Schlüsselbereichen, z.B. IT Consulting und Governance, Middleware- und SOA-Leistungen, Enterprise Content Management & Portale, unabhängige Verifizierung & Validierung, Unternehmens-Informationsdienst und Mainframe- und Midrange-Serviceleistungen. Dabei wurden wir mehrfach als Klassenbester ausgezeichnet.
In enger Zusammenarbeit mit HCL kann der Kunde die Punkte in seinem Unternehmen identifizieren, an denen Veränderungen realisiert werden können. HCL verwaltet die Transformationsprozesse und implementiert die entsprechenden Technologielösungen, die Mehrwert für Ihr Unternehmen bringen. Dazu setzt HCL gekonnt seine herausragenden Fähigkeiten im Bereich Design, Qualitätssysteme und Prozesse ein, gekoppelt mit einer starken Präsenz in Schlüsselsegmenten wie Finanzdienstleistungen, Hi-Tech, Produktion, Einzelhandel, Life Sciences und Gesundheitswesen sowie Medien & Entertainment. So kann HCL eine große Vielfalt an End-to-End-Lösungen anbieten, die allen im Zuge einer Unternehmenstransformation auftretenden Herausforderungen gerecht werden.
Often, a variety of individuals within an organization are responsible for establishing contracts with myriad Service Delivery Organizations. Without a top-down service level management approach, the end result is often unacceptable timelines for service delivery. This presentation will demonstrate the importance of starting with the business to define SLAs and creating Underpinning Agreements that support those SLAs.
Presentation To Association Of Strategic Alliance Professionals Feb 12 2009Mike Bowes
Presentation made to 2009 ASAP Global Alliance Summit in Fort Lauderdale. Describes a joint venture of 5 metalworking competitors to seek new markets and business. Explores elements of innovation in business model in manufacturing. For PPT contact directly.
Enterprise Transformation Services. Die Enterprise Transformation Services Group von HCL hilft unseren zukunftsorientierten Kunden, ihre Unternehmensstrategie und ihre IT-Strategie besser aufeinander abzustimmen. Im Rahmen eines umfassenden Konzepts unter Berücksichtigung von Geschäftsprozessen, Technologie, Anwendungen und Unternehmensdaten bieten wir End-to-End-Dienstleistungen, die die unternehmensweite Business-Transformation unterstützen.
Mit einem starken Team von über 5.500 Consultants erbringt HCL Serviceleistungen in diversen Schlüsselbereichen, z.B. IT Consulting und Governance, Middleware- und SOA-Leistungen, Enterprise Content Management & Portale, unabhängige Verifizierung & Validierung, Unternehmens-Informationsdienst und Mainframe- und Midrange-Serviceleistungen. Dabei wurden wir mehrfach als Klassenbester ausgezeichnet.
In enger Zusammenarbeit mit HCL kann der Kunde die Punkte in seinem Unternehmen identifizieren, an denen Veränderungen realisiert werden können. HCL verwaltet die Transformationsprozesse und implementiert die entsprechenden Technologielösungen, die Mehrwert für Ihr Unternehmen bringen. Dazu setzt HCL gekonnt seine herausragenden Fähigkeiten im Bereich Design, Qualitätssysteme und Prozesse ein, gekoppelt mit einer starken Präsenz in Schlüsselsegmenten wie Finanzdienstleistungen, Hi-Tech, Produktion, Einzelhandel, Life Sciences und Gesundheitswesen sowie Medien & Entertainment. So kann HCL eine große Vielfalt an End-to-End-Lösungen anbieten, die allen im Zuge einer Unternehmenstransformation auftretenden Herausforderungen gerecht werden.
Often, a variety of individuals within an organization are responsible for establishing contracts with myriad Service Delivery Organizations. Without a top-down service level management approach, the end result is often unacceptable timelines for service delivery. This presentation will demonstrate the importance of starting with the business to define SLAs and creating Underpinning Agreements that support those SLAs.
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Automotive IQ, a division of IQPC, is the number one choice for information exchange in the automotive industry. Our comprehensive events provide an unbiased, focused forum where you can discuss and learn about the issues most important to you. We put a range of industry challenges under the spotlight in our events and articles to examine how to solve these issues in the context of todays business climate.
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Application of PLM (Product Lifecycle Management) methodologies to facilitate Lean Manufacturing and Engineering. Particular use of PLM for Lean Product Development and enterprise Value Streams Management
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
Description of the Coaching Development Model for Baseball Canada covering coaches in the Introduction to Competition context (primarily ages 9 to 14). It includes the requirements for participation at 2009 Nationals
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Personal Brand Statement:
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1. Standing Out in the Crowd
Associated Manufacturing Marketing Group - Mike Bowes ” August 1, 2008
2. The Associated Manufacturing Team
Sunny Corner
Enterprises
Hachey
Johnson
Construction
Enterprises
- Fabrication
All-Tech
A Landry
Mechanical
Fabrication
& Hydraulic
3. Our Services:
Custom fabrications (build to print and design service)
On-site installations and maintenance services
Custom CNC machining, waterjet, thermal coating
Gear box overhauls, hydraulics and related
Full mechanical assembly, including electrical and installation
Contract manufacturing
Large metalworking projects, including pressure vessels and piping systems
Material Handling Systems, including conveyors & compacting systems
Construction services for heavy industry.
Project management expertise
Equipment Refurbishment and Repair
8. With trust & patience,
We’ll learn about
collaborating effectively
9. AMMG Strategic Partnership
STRATEGIC ASSETS BROADER SERVICE OFFERING
Specific, dedicated business development
agency Shared Services
Partnership offers significant Better Business Process Management
Wider
savings to our customers Customer Capabilities
Experience Supplier Development
Faster time to market Long-term
partnership offering
a new export-based
service model
TRACK RECORD & QUALITY GLOBAL DELIVERY
Proven Ready to
Experience Export
Access to port, rail and road
Build on track record & experience
portfolios of members Proximity to Eastern US and Atlantic
ISO 9000:2000, CWB, U-stamp Lean certified
, Export experience
Supported by full range of services
10. Benefits of working as strategic partners
Offering a holistic view across sectors and creating a shared learning approach
COST RISK
“ Reduction in existing cost through “ Develop delivery and transition
sharing process
“ Automation of processes “ Governance support
Consolidate Improve
into & Mentoring
Processes
Teams
Long-term
partnership offering
a new export-based
service model
FLEXIBILITY QUALITY
Cross Train Stabilise
“ Quick ramp up and ramp down Resources Systems “Standardized processes
“ Modularised support “ High quality resources
Continuous cycle of process improvement, system stabilisation, cross training & consolidation of
support teams to drive our proGRess
11. Moving Forward in the Winds of Change
Supplier Development Day
Mike Bowes
Associated Manufacturing
Restigouche
January 28, 2008
12. We are prepared
• To LEAD
• To SHARE
• To COLLABORATE
• To SUPPORT
• To BUILD a team
13. STRENGTHS
Resiliency
Adaptability
Forward Thinking
Culture of Entrepreneurship
Motivated, experienced Workforce
Favourable Investment Climate
Government support
14.
15. Plan, Review, Revise
Don’t just Problem Solve
‚Problem solving often functions
as a way of maintaining the
status quo rather than
enabling fundamental change‛
16. Inductive Problem-Solving to Innovate
• Apply all 4 Dimensions of Inductive P-S
– Social (Find, Collaborate, Close Networks,
Extended Networks, Dialogue)
– Analytical (Interpret, Envision, Apply, Creat,
Context)
– Information (Source, Assess, Organize, Aggregate,
Communicate)
– Learning (Sense, Reflect, Develop, Improve,
Extend)
17. ‚The definition of insanity is doing the same thing over
and over again and expecting different results
each time.‛ Albert Einstein
18. Communication will be key
Partners informed
All Stakeholders involved
Open Sourcing
Communicate details
All share in opportunities
Brainstorming
Quarterly business reviews
Be the Best
19. Steps Underway
•approve market plan
•Supplier Development strategy
•culture of Kaizen internally
•Single Contact Point on major Projects
•E-Marketing Strategy
•new Brand, Tools & Resources
20. Strategic
Marketing and Benefits Roadmap
Strategic
“Be the Best Marketing and
Benefits Roadmap
“ Measureable Benefits
“ E-Commerce strategy
“ Target market segments and geographic priorities
“ Network development
“ Collaborative innovation framework
“ Partnership Governance
“ Supplier Development
“ Commercial model
22. Be the Best Elements
“ Supplier Development
“ Process standardization
“ Process improvements
“ Value added services
“ Share best demonstrated practices
“ Able to compete on global stage
“ Certifications ” Lean, ISO, ASME
Be the Best
23. 2008 marketplace
● Must be there
Global
● Emerging markets
market
● Technology transfers
USA Economy weaker ” BUT opportunities because of weaker US$
Emerging energy markets
Continue to be the most important market
● Large capital projects
Canada ● More integrated supply chains
● Mining and energy industries booming
Volatile times & high uncertainty ” with this comes opportunity
24. business model framework
INFRASTRUCTURE OFFER CUSTOMER
PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST FINANCE REVENUE
STRUCTURE STREAMS
a business model describes the value an organization offers
to various customers and portrays the capabilities and
partners required for creating, marketing, and delivering this
value and relationship capital with the goal of generating
profitable and sustainable revenue streams
[Osterwalder (2004) The Business Model Ontology]
26. Our Message………
Not just a supplier…. A STRATEGIC PARTNER
Not just products…. SOLUTIONS
27. what value proposition do you offer,
to which customer segments? (model)
OFFER CUSTOMER
VALUE CUSTOMER
PROPOSITION SEGMENTS
Strategic partners Major project owners
Solutions not products Equipment OEMs
28. what value proposition do you offer, to
which customer segments? (example)
OFFER CUSTOMER
Design to Conveyor users
installation Large industry
Mining
Build to print Equipment
OEMs
Full Service
Maintenance Local Mines
Agreements
30. how do you reach your customers? (model)
OFFER CUSTOMER
COMMUNICATION &
VALUE CUSTOMER
DISTRIBUTION
PROPOSITION SEGMENTS
CHANNELS
Strategic Partner Networking Project Owners
Solutions E-Marketing OEMs
… … …
31. how does AMMG reach our customers?
OFFER CUSTOMER
Networking
Full service Trade Shows, Major Project
strategic partner Missions Owners
One-on-one visits
Solutions not E-Marketing
OEMs
Products Networking
33. how do you build relationships with your
customers? (model)
OFFER CUSTOMER
VALUE CUSTOMER CUSTOMER
PROPOSITION RELATIONSHIP SEGMENTS
value proposition 1 mechanism 1 target customer 1
value proposition 2 mechanism 2 target customer 2
… … …
34. how do we build relationships
with our customers? (example)
OFFER CUSTOMER
Design support /
supplier chain
Solutions not just Progress and team
products Equipment OEM
reports
Full service
Installation and
support
35. how do we earn our money with
this business model?
36. how do you earn your money with
this business model? (model)
OFFER FINANCE
VALUE CUSTOMER
REVENUE STREAMS
PROPOSITION SEGMENTS
value proposition 1 revenue stream 1 target customer 1
value proposition 2 revenue stream 2 target customer 2
… … …
37. how do we earn our money with
this business model? (example)
OFFER FINANCE
Product
development fees
Full service
Production costs OEM
support
Product support
fees
Opportunity Revenue from OEM AMMG
38. Next Steps
180 Day Plan Execute Measure
Business Continuous Service
Value
Strategy Strategic Improvement
Business
Review Marketing and
outcome Benefits Roadmap
alignment
Adopt & Consolidate
Infrastructure
Adapt & Converge
Transform & Extend
Assessment • Transformation plan to
Business true partnership Business
Outcome Outcome
• Measurable benefits Measurement
Alignment Service Level
• E-Marketing strategy
Assessment
• Target market segments
and geographic priorities
• Network development
Operational
Assessment • Collaborative
innovation framework
• Governance
New Markets, Partners
Sharing of • Supplier Development & Customers
Sources
Best Practices • Commercial model
• Reduce Cost Time
• Increase Revenue through market growth
• Collaborative innovation
New Cycle
39. Strategic
Marketing and Benefits Roadmap
Strategic
“Be the Best Marketing and
Benefits Roadmap
“ Measurable benefits
“ E-marketing strategy
“ Target market segments and geographic priorities
“ Network development
“ Collaborative innovation framework
“ Partnership Governance
“ Supplier Development
“ Commercial model
40. how do we measure the success of our
business model?
41. Wide Market Strategy
“ Serving a wide spectrum of the market by selling
differentiated products to different segments in
the market ” all based on our current core
competencies.
“ Requirements: (a) Employ different combinations of
price, product, promotion, and distribution
strategies in different segments (b) Top
management commitment to embrace wide market (c)
Strong financial position.
42. Major Projects - Atlantic
Eider Rock Refinery
VBNC Commercial Nickel
Point Lepreau II
VBNC Underground
IOC ” Labrador
Lower Churchill
PCS Picadilly
Offshore NL -Hebron +
++++++++
43. Market Segments
Mining
Construction, Development, O & M
Renewable Energy
Biofuels, Windpower, Hydro
Equipment Manufacturers
Mining, Pressure Vessel, Hydraulics, Specialty
Material Handling
Design, Fabrication, Installation, Piping, Conveyors
Energy and Industrial
Niches for Power Gen, Nuclear, Infrastructure
44. There’s hardly an old abandoned mine that is
not being considered for redevelopment
45. Market Entry Strategy
1. Licensing from OEM
2. Technology Transfer
3. Partnership with EPCM groups
4. Canadian subs to reach parents
5. Leverage existing Customers
46. Blue Ocean to Reconstruct Market Boundaries
Head-to-Head Strategy Blue Ocean Strategy
“ Focus on rivals within “ Looks across alternative
industry industries
“ Focuses on competitive “ Looks across strategic group
position within strategic within industry
group “ Redefines the industry buyer
“ Focuses on better serving group
the buyer group