1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve solutions for existing customers, and restructure operations.
3) The plan outlines focusing on the small business segment, identifying high-potential industries, changing sales channels, marketing, products, and company structure to support the new strategy and capture growth opportunities.
Bite Size - October 2012 Quarterly M&A activity in the food and beverage sectorGrant Thornton
No 58%
opportunities in the sector.
Maybe/too early to say 25%
Looking ahead to 2013, the key questions are how
long consumer caution will last, whether input costs
Q3: How do you see your company's growth prospects
over the next 12 months?
stabilise, whether retailers continue to demand lower
prices and whether the economy pulls out of recession.
Positive 31%
For those businesses that can innovate, consolidate
Flat 42%
supply chains, invest in brands and operate efficiently
Negative 27%
the prospects remain good. For others the challenges
will continue to be severe.
The document provides an overview of the restaurant and foodservice industry in 2012. It finds that in 2011, sales continued to grow with December 2011 sales up 8.4% year-over-year. However, 40% of restaurant companies were found to be in "fiscal danger." The trends of de-leveraging, conserving cash, and store closures were expected to continue into 2012. Key segments like quick-service restaurants saw 5% revenue growth driven by international operations, while casual dining struggled with traffic declines.
Groupon has experienced rapid subscriber, customer, and revenue growth since launching in late 2008. By the first quarter of 2011, Groupon had over 83 million subscribers and $655 million in quarterly revenue, up significantly from prior periods. However, costs have also grown rapidly, accounting for over 100% of revenue in Q1 2011. Key metrics like the average deal price, revenue per merchant, and marketing costs per merchant have fluctuated over time. Most of Groupon's 7,000+ employees are international and work in sales roles.
This document is The Home Depot's 2007 Annual Report. It provides a summary of the company's financial performance for 2007, including net sales, net earnings, earnings per share, total assets, liabilities, and store count. It discusses investments made in areas like associate engagement, product excitement, availability, shopping environment, and serving professional customers. It also summarizes international performance, the company strategy of focusing on retail operations, and capital allocation plans. The report is addressed to shareholders, associates, customers, suppliers and communities.
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
Group 1 presented on Tata Tea and its acquisition of Tetley Tea. Key points include:
- Tata Tea was formed in 1964 and acquired Tetley in 2000 after initially losing a bid in 1995.
- Tetley was a pioneer in tea bags and specialized in fruit and herbal teas. It had a strong presence outside of India.
- A SWOT analysis found Tata Tea's strengths were its large size and brand loyalty, while weaknesses included technology and cost control.
- Valuing Tetley used approaches like income, market, and cost. The income approach examined metrics like price and volume premiums.
- Brand valuation looked at financial performance, brand strength, and the role of brands in purchasing
The document summarizes the financial results of Inscape for the second quarter of fiscal year 2013, ending October 31, 2012. Key points include:
- Inscape reported a modest profit for the quarter, compared to a net loss in the same quarter last year, despite a 16.7% drop in sales. This was due to favorable product mix, lower commodity prices, and production efficiencies.
- For the six-month period, Inscape reported a net income compared to a net loss last year. Sales were 4.6% lower but profit increased due to higher gross profit and lower selling, general and administrative expenses.
- Inscape remains debt-free with $8 million in cash and $
Axfood reported stable earnings for the third quarter of 2012, with net sales increasing 3.5% to SEK 9,044 million. The operating margin was 4.1%, down slightly from 4.2% in the previous year. All of Axfood's business units saw positive results, with Hemköp reporting sales growth of 7.2% and Willys achieving its best third quarter result ever with a 1.4% increase in operating profit. Axfood aims to achieve an operating profit for 2012 at the same level as 2011 through continued sales growth, high levels of private label products, efficiency improvements, and investments in store renewals.
Bite Size - October 2012 Quarterly M&A activity in the food and beverage sectorGrant Thornton
No 58%
opportunities in the sector.
Maybe/too early to say 25%
Looking ahead to 2013, the key questions are how
long consumer caution will last, whether input costs
Q3: How do you see your company's growth prospects
over the next 12 months?
stabilise, whether retailers continue to demand lower
prices and whether the economy pulls out of recession.
Positive 31%
For those businesses that can innovate, consolidate
Flat 42%
supply chains, invest in brands and operate efficiently
Negative 27%
the prospects remain good. For others the challenges
will continue to be severe.
The document provides an overview of the restaurant and foodservice industry in 2012. It finds that in 2011, sales continued to grow with December 2011 sales up 8.4% year-over-year. However, 40% of restaurant companies were found to be in "fiscal danger." The trends of de-leveraging, conserving cash, and store closures were expected to continue into 2012. Key segments like quick-service restaurants saw 5% revenue growth driven by international operations, while casual dining struggled with traffic declines.
Groupon has experienced rapid subscriber, customer, and revenue growth since launching in late 2008. By the first quarter of 2011, Groupon had over 83 million subscribers and $655 million in quarterly revenue, up significantly from prior periods. However, costs have also grown rapidly, accounting for over 100% of revenue in Q1 2011. Key metrics like the average deal price, revenue per merchant, and marketing costs per merchant have fluctuated over time. Most of Groupon's 7,000+ employees are international and work in sales roles.
This document is The Home Depot's 2007 Annual Report. It provides a summary of the company's financial performance for 2007, including net sales, net earnings, earnings per share, total assets, liabilities, and store count. It discusses investments made in areas like associate engagement, product excitement, availability, shopping environment, and serving professional customers. It also summarizes international performance, the company strategy of focusing on retail operations, and capital allocation plans. The report is addressed to shareholders, associates, customers, suppliers and communities.
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
Group 1 presented on Tata Tea and its acquisition of Tetley Tea. Key points include:
- Tata Tea was formed in 1964 and acquired Tetley in 2000 after initially losing a bid in 1995.
- Tetley was a pioneer in tea bags and specialized in fruit and herbal teas. It had a strong presence outside of India.
- A SWOT analysis found Tata Tea's strengths were its large size and brand loyalty, while weaknesses included technology and cost control.
- Valuing Tetley used approaches like income, market, and cost. The income approach examined metrics like price and volume premiums.
- Brand valuation looked at financial performance, brand strength, and the role of brands in purchasing
The document summarizes the financial results of Inscape for the second quarter of fiscal year 2013, ending October 31, 2012. Key points include:
- Inscape reported a modest profit for the quarter, compared to a net loss in the same quarter last year, despite a 16.7% drop in sales. This was due to favorable product mix, lower commodity prices, and production efficiencies.
- For the six-month period, Inscape reported a net income compared to a net loss last year. Sales were 4.6% lower but profit increased due to higher gross profit and lower selling, general and administrative expenses.
- Inscape remains debt-free with $8 million in cash and $
Axfood reported stable earnings for the third quarter of 2012, with net sales increasing 3.5% to SEK 9,044 million. The operating margin was 4.1%, down slightly from 4.2% in the previous year. All of Axfood's business units saw positive results, with Hemköp reporting sales growth of 7.2% and Willys achieving its best third quarter result ever with a 1.4% increase in operating profit. Axfood aims to achieve an operating profit for 2012 at the same level as 2011 through continued sales growth, high levels of private label products, efficiency improvements, and investments in store renewals.
The document provides a summary of The Home Depot's annual report for fiscal year 2006. It discusses the company's performance highlights for 2006 including net sales of $90.8 billion and net earnings of $5.8 billion. It also lists the company's priorities going forward which include improving customer service, driving product innovation and value, improving product availability, enhancing the store environment, and serving professional contractors. Finally, it provides an overview of the company's community involvement efforts in 2006 which included responding to natural disasters and contributing to affordable housing projects.
The GoodWorks “Engagement Platform” is a web-based enterprise social network that
inspires spontaneous collaboration, empowers action, and stimulates innovation.
This document discusses key considerations for analyzing churn in cloud computing businesses. It begins with a refresher on important SaaS metrics like customer acquisition cost, average revenue per user, and churn. It emphasizes the value of analyzing cohorts of customers over time to understand trends in retention and behavior. The document also shows how even small differences in monthly churn rates can significantly impact long-term customer retention. Finally, it discusses the importance of accurately modeling churn, whether through expected lifetime calculations or recognizing that churn often follows a geometric rather than linear curve.
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.
- Net sales and sales volumes increased in Q1 2012 compared to Q4 2011 due to higher sales volumes. Operating profit was MSEK 142, a 6% operating margin.
- Price cuts were halted and price increases were announced for sack and kraft papers. Wood costs decreased.
- Operating profit increased in packaging and speciality paper due to higher sales volumes and lower costs. It decreased slightly in packaging boards due to lower prices. Profit improved in market pulp due to higher volumes and lower fixed costs compensating for lower prices.
- Cash flow from operations was positive due to higher operating surplus and improved working capital.
Assessing the Reality of Your Company Sales ForecastJerry Vieira
This document discusses forecasting marketing and sales for 2012. It covers topics like validating corporate trends, comparing top-down versus bottom-up forecasting, predicting new product success, assessing marketing strategies, and evaluating marketing expenses. The presentation recommends bottom-up forecasting by aggregating salesperson account portfolios and predicting new product adoption using innovation guidelines. It also provides criteria for assessing large deal opportunities and stresses that sales discipline may provide a higher ROI than tactical marketing expenditures.
Each month we will be updating our website with the latest market information for each of our featured communities. On the 14th of each month, our Hilton Head Island communities will be updated. On the 28th of each month, our Bluffton and Mainland communities wil be updated.
This document summarizes an agenda for an SEM campaign management presentation. The agenda includes discussing SEM workflow and time allocation, match type strategies, and SEM industry metrics and trends. It also outlines how to set business goals and key performance indicators (KPIs) for optimization, and how to implement multi-KPI optimization, especially for tail keywords that have fewer data points, by factoring in leading indicator metrics.
The interim report summarizes Billerud's financial performance for the first three quarters of 2011. Key highlights include strong earnings with an operating profit of MSEK 296 and margin of 13%. Cash flow from operating activities was very strong at MSK 531. All three business areas - Packaging & Speciality Paper, Packaging Boards, and Market Pulp - saw increases in operating profit compared to the previous quarter. However, order situations weakened for packaging paper and boards due to seasonal reductions in customer stock levels and growing uncertainty in demand. Billerud received two major packaging design awards. Overall results were above target operating margin of 12% despite price pressures and weaker demand outlook for the remainder of the year.
1) The document discusses Magazine Luiza's 4Q12 and full year 2012 operational and financial performance. 2) Highlights include consolidated gross revenue growth of 15.2% in 4Q12 and 19.1% in 2012, and same store sales growth of 11.9% in 4Q12 and 12.5% in 2012. 3) The integration of acquired stores in the Northeast and Baú was completed successfully in 2012. Expectations are discussed for continued growth and productivity improvements in 2013.
The document summarizes a simulation analysis conducted by Team 5 on a new product development. It outlines their initial objectives, strategy, changes made during the simulation, competition analysis, and one firm's success factors. Graphs show forecasts of indicative variables, price vs. sales, and sales vs. profits over 8 periods. The team's advertising campaign is also summarized. Key learnings from the simulation include the importance of understanding the market prior to decisions, how the initial strategy impacts future outcomes, and how data analysis informs both present and future decisions.
This document outlines the key elements of a customer relationship management (CRM) program for micro, small, and medium enterprises. It discusses strategies for business development, marketing, and operations. Some specific tactics mentioned include developing branding, creating content, sharing sales and product information, using internet marketing methods like websites, email, search engine, and social media marketing, and collecting and analyzing customer data. The goal is to help businesses strengthen relationships with customers, prospects, and partners through effective communication and coordination across different business functions.
This month reveals a new look to the 1428 Market Report. A new look doesn't mean less information. Updated data on the Hilton Head Real Estate market as well as the Bluffton Real Estate Market, including Sea Pines Plantation, Palmetto Dunes, Moss Creek, and many more.
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.
Each month we do the market research necessary to put the best real estate information in your hands. On the 14th of each month we will update our Hilton Head Island communities, while on the 28th, the Bluffton and Mainland communties will be updated.
- Brazil Pharma reported its 3Q11 results on November 16, 2011.
- Key highlights included 716 total points of sale, gross revenue growth of 22.4% year-over-year, and same-store sales growth of 10.3%. Adjusted EBITDA grew 57.5% year-over-year to R$21.1 million in 3Q11.
- Brazil Pharma also announced the acquisition of Big Ben, Brazil's 8th largest drugstore chain, for R$453.6 million. The acquisition added 220 own stores and expanded Brazil Pharma's presence in northern Brazil.
owens & minor F181C306-CD84-4711-A74D-75E5BFE97AA3_2008_ARfinance33
Teamwork is essential for Owens & Minor's success. The company relies on its 5,300 employees working together to (1) continuously innovate and provide new supply chain management solutions to help healthcare providers lower costs and improve efficiency, (2) maintain high customer satisfaction by accurately and quickly fulfilling orders, and (3) live the company's mission, vision, and values through community service.
Best Buy successfully met many challenges in fiscal 2003, including executive succession, a slowdown in consumer spending, and increased competition in certain product categories. Employees helped deliver record profits through initiatives like opening new stores, cutting costs, boosting productivity, and increasing market share in digital products. Looking ahead, Best Buy aims to increase revenue and earnings through strategies like opening more stores, improving operating margins, gaining a larger share of customers' entertainment spending, and developing employee leadership.
Peak Energy Services Trust is an energy services company operating in western Canada and the United States. It provides drilling, production, oil sands, and water technology services. Peak has grown through 26 acquisitions since 1996 and expanded its U.S. operations. It has a diversified asset base of rental equipment and a strong balance sheet with $30 million in working capital and $194 million in tangible assets. Peak is pursuing growth in the recovering oil and gas industry.
The document outlines a strategy to improve revenue growth at GSG through two main approaches. The first is to target the untapped small business segment by focusing on specific industry verticals and developing new channels. The second is to pursue organic growth through value-added product offerings to existing customer segments and inorganic growth through acquisitions. Key issues include redefining markets and business processes to address a slowdown in the US market and reduction in IT spending.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve products to meet changing needs, and provide solutions over generic products.
3) The implementation plan focuses on identifying profitable small business segments, developing industry-specific solutions, repackaging products, and aligning sales and marketing teams to target segments.
This document outlines a strategic restructuring plan for GSG to return to double digit growth. It identifies focusing on small and mid-sized business customers and solutions-oriented products as the key strategies. The plan involves prioritizing industries like business services, manufacturing, and financial services for sales efforts. The goal is to increase revenue growth, market share, employee and customer satisfaction through organizational changes and entering low competition, high growth markets.
The document provides a summary of The Home Depot's annual report for fiscal year 2006. It discusses the company's performance highlights for 2006 including net sales of $90.8 billion and net earnings of $5.8 billion. It also lists the company's priorities going forward which include improving customer service, driving product innovation and value, improving product availability, enhancing the store environment, and serving professional contractors. Finally, it provides an overview of the company's community involvement efforts in 2006 which included responding to natural disasters and contributing to affordable housing projects.
The GoodWorks “Engagement Platform” is a web-based enterprise social network that
inspires spontaneous collaboration, empowers action, and stimulates innovation.
This document discusses key considerations for analyzing churn in cloud computing businesses. It begins with a refresher on important SaaS metrics like customer acquisition cost, average revenue per user, and churn. It emphasizes the value of analyzing cohorts of customers over time to understand trends in retention and behavior. The document also shows how even small differences in monthly churn rates can significantly impact long-term customer retention. Finally, it discusses the importance of accurately modeling churn, whether through expected lifetime calculations or recognizing that churn often follows a geometric rather than linear curve.
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.
- Net sales and sales volumes increased in Q1 2012 compared to Q4 2011 due to higher sales volumes. Operating profit was MSEK 142, a 6% operating margin.
- Price cuts were halted and price increases were announced for sack and kraft papers. Wood costs decreased.
- Operating profit increased in packaging and speciality paper due to higher sales volumes and lower costs. It decreased slightly in packaging boards due to lower prices. Profit improved in market pulp due to higher volumes and lower fixed costs compensating for lower prices.
- Cash flow from operations was positive due to higher operating surplus and improved working capital.
Assessing the Reality of Your Company Sales ForecastJerry Vieira
This document discusses forecasting marketing and sales for 2012. It covers topics like validating corporate trends, comparing top-down versus bottom-up forecasting, predicting new product success, assessing marketing strategies, and evaluating marketing expenses. The presentation recommends bottom-up forecasting by aggregating salesperson account portfolios and predicting new product adoption using innovation guidelines. It also provides criteria for assessing large deal opportunities and stresses that sales discipline may provide a higher ROI than tactical marketing expenditures.
Each month we will be updating our website with the latest market information for each of our featured communities. On the 14th of each month, our Hilton Head Island communities will be updated. On the 28th of each month, our Bluffton and Mainland communities wil be updated.
This document summarizes an agenda for an SEM campaign management presentation. The agenda includes discussing SEM workflow and time allocation, match type strategies, and SEM industry metrics and trends. It also outlines how to set business goals and key performance indicators (KPIs) for optimization, and how to implement multi-KPI optimization, especially for tail keywords that have fewer data points, by factoring in leading indicator metrics.
The interim report summarizes Billerud's financial performance for the first three quarters of 2011. Key highlights include strong earnings with an operating profit of MSEK 296 and margin of 13%. Cash flow from operating activities was very strong at MSK 531. All three business areas - Packaging & Speciality Paper, Packaging Boards, and Market Pulp - saw increases in operating profit compared to the previous quarter. However, order situations weakened for packaging paper and boards due to seasonal reductions in customer stock levels and growing uncertainty in demand. Billerud received two major packaging design awards. Overall results were above target operating margin of 12% despite price pressures and weaker demand outlook for the remainder of the year.
1) The document discusses Magazine Luiza's 4Q12 and full year 2012 operational and financial performance. 2) Highlights include consolidated gross revenue growth of 15.2% in 4Q12 and 19.1% in 2012, and same store sales growth of 11.9% in 4Q12 and 12.5% in 2012. 3) The integration of acquired stores in the Northeast and Baú was completed successfully in 2012. Expectations are discussed for continued growth and productivity improvements in 2013.
The document summarizes a simulation analysis conducted by Team 5 on a new product development. It outlines their initial objectives, strategy, changes made during the simulation, competition analysis, and one firm's success factors. Graphs show forecasts of indicative variables, price vs. sales, and sales vs. profits over 8 periods. The team's advertising campaign is also summarized. Key learnings from the simulation include the importance of understanding the market prior to decisions, how the initial strategy impacts future outcomes, and how data analysis informs both present and future decisions.
This document outlines the key elements of a customer relationship management (CRM) program for micro, small, and medium enterprises. It discusses strategies for business development, marketing, and operations. Some specific tactics mentioned include developing branding, creating content, sharing sales and product information, using internet marketing methods like websites, email, search engine, and social media marketing, and collecting and analyzing customer data. The goal is to help businesses strengthen relationships with customers, prospects, and partners through effective communication and coordination across different business functions.
This month reveals a new look to the 1428 Market Report. A new look doesn't mean less information. Updated data on the Hilton Head Real Estate market as well as the Bluffton Real Estate Market, including Sea Pines Plantation, Palmetto Dunes, Moss Creek, and many more.
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.
Each month we do the market research necessary to put the best real estate information in your hands. On the 14th of each month we will update our Hilton Head Island communities, while on the 28th, the Bluffton and Mainland communties will be updated.
- Brazil Pharma reported its 3Q11 results on November 16, 2011.
- Key highlights included 716 total points of sale, gross revenue growth of 22.4% year-over-year, and same-store sales growth of 10.3%. Adjusted EBITDA grew 57.5% year-over-year to R$21.1 million in 3Q11.
- Brazil Pharma also announced the acquisition of Big Ben, Brazil's 8th largest drugstore chain, for R$453.6 million. The acquisition added 220 own stores and expanded Brazil Pharma's presence in northern Brazil.
owens & minor F181C306-CD84-4711-A74D-75E5BFE97AA3_2008_ARfinance33
Teamwork is essential for Owens & Minor's success. The company relies on its 5,300 employees working together to (1) continuously innovate and provide new supply chain management solutions to help healthcare providers lower costs and improve efficiency, (2) maintain high customer satisfaction by accurately and quickly fulfilling orders, and (3) live the company's mission, vision, and values through community service.
Best Buy successfully met many challenges in fiscal 2003, including executive succession, a slowdown in consumer spending, and increased competition in certain product categories. Employees helped deliver record profits through initiatives like opening new stores, cutting costs, boosting productivity, and increasing market share in digital products. Looking ahead, Best Buy aims to increase revenue and earnings through strategies like opening more stores, improving operating margins, gaining a larger share of customers' entertainment spending, and developing employee leadership.
Peak Energy Services Trust is an energy services company operating in western Canada and the United States. It provides drilling, production, oil sands, and water technology services. Peak has grown through 26 acquisitions since 1996 and expanded its U.S. operations. It has a diversified asset base of rental equipment and a strong balance sheet with $30 million in working capital and $194 million in tangible assets. Peak is pursuing growth in the recovering oil and gas industry.
The document outlines a strategy to improve revenue growth at GSG through two main approaches. The first is to target the untapped small business segment by focusing on specific industry verticals and developing new channels. The second is to pursue organic growth through value-added product offerings to existing customer segments and inorganic growth through acquisitions. Key issues include redefining markets and business processes to address a slowdown in the US market and reduction in IT spending.
1) GSG aims to improve revenue growth by targeting new customer segments like small businesses and expanding existing markets through value-added product offerings.
2) Key issues include slow revenue growth, saturated enterprise segment, lack of expertise in small business segment. The strategy is to target small businesses, improve products to meet changing needs, and provide solutions over generic products.
3) The implementation plan focuses on identifying profitable small business segments, developing industry-specific solutions, repackaging products, and aligning sales and marketing teams to target segments.
This document outlines a strategic restructuring plan for GSG to return to double digit growth. It identifies focusing on small and mid-sized business customers and solutions-oriented products as the key strategies. The plan involves prioritizing industries like business services, manufacturing, and financial services for sales efforts. The goal is to increase revenue growth, market share, employee and customer satisfaction through organizational changes and entering low competition, high growth markets.
The document discusses issues facing VYP Business Challenges, including a new documentary project that is over budget called "Banks, Friend or Foe", and provides recommendations to continue production of the documentary without cuts in the short term while implementing an enterprise resource planning system for budgets in the medium term to address long term problems.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
Steenland Chocolate is considering two approaches to their investment - "Harvesting" or "Planting". Harvesting focuses on optimizing the current capacity over 3 years, while Planting leverages core capabilities to explore new markets and products over 5 years. Both approaches provide benefits to exiting and future investors. The document outlines the marketing, operations, human resources, and financial aspects of implementing each approach. It concludes with investors having an option in 2008 to divest profitably or continue investing to expand through the "Planting" strategy.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
Marvel Entertainment Inc. presents on the company's current business model, lines of business, and opportunities for future growth. The core of Marvel is its intellectual property portfolio of characters. Currently, Marvel generates most of its revenue and high margins through licensing these characters. Management sees opportunities to expand internationally, through partnerships like Hasbro for toys and Marvel Studios for films, and by leveraging the online community. Marvel also has free cash flows that could be used to acquire other companies or pay dividends.
Small businesses and international expansion, specifically in Canada, are key growth drivers for Best Buy. Best Buy Canada has grown significantly through its dual brand strategy of Future Shop and Best Buy stores, nearly doubling its market share. Best Buy aims to further differentiate the brands and optimize its business model in Canada. Key priorities include deploying Best Buy for Business to more stores, building training capacity for consultants, and refining offerings to meet small business customer needs.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
The document discusses how connecting with business networks allows companies to achieve key objectives like increasing revenue and reducing costs. It notes that networked enterprises are 50% more likely to be market leaders and gain advantages from collaborating more easily. The benefits described for buyers include average savings of 16% on sourcing projects through networks and benefits for sellers include faster payment, lower customer service costs, increased sales, and higher customer satisfaction. The document encourages companies to assess their readiness and partner with Ariba to participate in the networked economy.
Positioning Yourself to Win in The Networked EconomySAP Ariba
Die Zusammenarbeit mit Geschäftspartnern ist heute wichtiger denn je, um die
Produktivität in einem hart umkämpften Wettbewerbsfeld zu steigern. Die offene
Kommunikation mit Kunden, Lieferanten und Mitarbeitern erlaubt es, bisher ungenutzte
Potenziale zu nutzen und Herausforderungen schneller und effektiver zu bewältigen.
Handelsnetzwerke haben die Tür für diese neue Dimension der Zusammenarbeit weit
geöffnet und sind ein wichtiger Technologiebaustein, um im heutigen
Wettbewerbsumfeld zu bestehen. Erfahren Sie in diesem Vortrag von Ariba, dem
Anbieter des führenden Handelsnetzwerk weltweit, wie wir das Kaufen, Verkaufen,
Bezahlen und die Verwaltung Ihres Working Capitals noch einfacher machen.
Alex Saric, EMEA Marketing Director – Ariba Deutschland GmbH
2013 Ariba Commerce Summit Frankfurt
1. CustomerSat is an enterprise feedback management tool that allows companies to collect customer feedback in real time, take immediate action on issues, and improve the customer experience.
2. In a case study, Honeywell used CustomerSat to identify and fix customer satisfaction issues, saving the company millions and reducing cancellations by 40% within 6 months.
3. CustomerSat can gather feedback from customers, partners, employees and more, provide analytics and reporting, and route issues to the appropriate teams to take action.
This document discusses Best Buy's services business as a key driver for growth. It notes that services represent a $50 billion market opportunity in the US. Best Buy plans to expand its Geek Squad and home theater installation services by adding more agents, mobile technicians, and service centers. The goal is to optimize service capabilities and serve more customers across a range of service offerings and business sizes. Complexity in the services business is increasing over time.
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
This document discusses 10 new business models for the current decade. It describes a Localized Low-Cost Business Model that is suitable for standardized products and services with minimum specifications that can be locally produced and globally branded. It focuses on cost efficient procurement, marketing, and quality management. The document also outlines a One-Off Experience Business Model for social media companies to offer unique experiences through partnerships with offline event organizers and retailers. Finally, it proposes a Beyond Advertising Business Model for traditional media companies to shift from advertising to facilitating trusted customer relationships and on-demand interactions between customers, commercial partners, and public partners.
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Masco Corporation's 2007 annual report discusses the company's financial results for 2007. Key points include:
- Net sales declined 7% to $11.8 billion in 2007 compared to $12.7 billion in 2006.
- Income from continuing operations was $397 million or $1.06 per share, down from $478 million or $1.20 per share in 2006.
- The company returned over $1 billion to shareholders through share repurchases and dividends.
- Cash flow from operations was approximately $980 million.
This document brings together a set
of latest data points and publicly
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IoT & AR Services Industry. We are
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This document contains a presentation by Best Buy Co., Inc. to the William Blair Growth Stock Conference on June 18, 2008. The presentation discusses Best Buy's history of revenue and earnings growth, fiscal year 2009 guidance, opportunities for international growth through new ventures and categories, and strategies for expanding in markets like Canada, China, and Europe through a new joint venture with Carphone Warehouse. The presentation outlines Best Buy's vision of achieving significant market share globally in the consumer electronics retail industry.
This document discusses business models and how to innovate them. It provides a business model framework with four sections: operations, value, customer, and financial. Examples like Netflix and Dell are analyzed. The document suggests assessing your own business model by answering 10 questions. Scoring your answers indicates how "ugly" your baby (business model) is. Overall, the document aims to show that innovation is not just for technologists and provides a model for innovating your existing business model.
This document discusses how organizations can increase value and profit through reducing costs. It proposes that organizations first focus on creating and sustaining value through their products, services, and culture. This value creation will increase customer loyalty and revenue. The document then discusses ways for organizations to proactively reduce costs such as minimizing repetitive activities, effective vendor management, ensuring proper market analysis to meet customer needs, and investing in employee education. It also stresses the importance of developing future leaders and maintaining good relationships.
Companies spend nearly 15-20% of annual revenue on trade promotions, totaling $700 billion worldwide. However, only 30% of promotions are profitable. TPO uses modeling to identify optimal prices and discounts to maximize sales lift and ROI. It helps high power brands maintain relationships and low power brands gain negotiating power. An effective process includes modeling past performance, budget planning, execution, analysis, and incorporating lessons into future planning.
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Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities.
Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
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Positioning Yourself to Win in The Networked Economy
ADIT D
1. Strategy to improve revenue growth at GSG
Prepared by RSM Consultants
Radeshkumar Baboelal
Sunil Patil
Manuel Pineros
Gurkeerat Singh Virk
2. For revenue growth, target new segments and expand existing 2
market through value addition to product offerings
Acquisitions enhance Newly acquired companies work in
product and service conjunction with partners and ISVs
portfolio to provide better service
New
Repackage and modify GSG Improved relations with
Partners
and ISVs
Partners and
ISVs
products to meet changing partners and ISVs
customer needs Small businesses provide an
Develop sales strategy
Repositioning to directly cater to untapped source of future
through small businesses growth.
marketing
170.00
378.39 31%
69%
Small & medium Segment
Enterprise
US SB Market spending ($ billion)
Re v e nue (in $ millio n)
Better products and
customer services lead to
customer delight
$14,000.00
$12,000.00
$10,000.00
$8,000.00
$6,000.00
$4,000.00
$2,000.00
$0.00
New brand image, satisfied
2005 Q4 2006 2007 2008 2009
Time line
customer and higher revenue
Happy customers = Higher revenues growth leads to growth in
shareholder value
3. Low revenue growth due to industry slowdown and strategy issues. 3
Turnaround will require re-defining markets and business processes
Problems Solutions
• Slowdown in the US market due to Internet • Improve revenue generation from the US
bubble burst, growth emerging from overseas market, sustain growth momentum in overseas
markets markets
• Reduction in IT spending by the enterprise • Identify gaps in the market and provide
segment due to saturation solutions to consolidate market leadership
• Customer requirements for solution and • Integrate customer feedback to provide
servicing support are not addressed adequately solutions relevant to the business. Move from
by product driven strategy product focus to more solution support
• Sales approach focused on “license pushing”, • More responsibility sharing with channel
lack of support for channel partners partners, combined with system of incentives
• Industry expertise limited to few verticals, • Optimize customer support through partner
limited partner support relationship management
• Lack of identification and development of new • Segment and penetrate the small business
market segments market with a spillover on mid size markets
Focus on growth through solution oriented sales and by targeting small businesses
Key Issues
4. Organic growth through value added product offerings to existing 4
customer segments and inorganic growth through development of
small business segment
Based on strengths of GSG, two distinct dimensions are identified as
providing maximum growth potential opportunities
Growth dimension 2:
Provide value added
products
Enterprise
Mid-market
Growth dimension 1:
Target untapped small Small business
business segment
The mid-market segment is best
The mid-market segment is best
addressed through mix of best practice
addressed through mix of best practice
strategies employed for both enterprise
strategies employed for both enterprise
and small business market segments
and small business market segments
Revenue growth will determine shareholder value growth
Key Issues
5. Exploiting small business segment will require focus on specific 5
industry verticals and development of new channels
Small business segment has attractive potential:
- High aggregate demand
Enterprise Small business (SB) segment accounts for 31% of
total US business IT expenditure
US SB segment spent $170 billion on IT in 2004
US SB segment is expected to spend more than $215
Mid-market
billion on IT products, services and personnel by 2008
- Not targeted by other players in the market
Small business
The challenges in the segment are
Too wide spread due to Lack of expertise in selling to
extremely large number of this segment, traditionally the
businesses domain of channel partners
• Identify high potential industry verticals for • Demarcation of firms to be targeted by GSG sales
effective targeting representatives and channel partners
• Develop channels to promote products directly to • Promote products directly to small business
small business segment to increase distribution segment to decrease leakage of margins to
reach channel partners
Targeting specific industry verticals leads to focused approach and expertise development
Demarcation of size of firms to target, prevents direct involvement in selling to small firms and avoids conflict with
channel partners
Small business
Key Issues
segment
6. Six high potential industry verticals identified for phased targeting in
6
small business segment to cope with segment complexity and
develop expertise
Estimated average
Estimated average
No. of businesses No. of employees Estimated IT spend IT spend per
Industry categories no. of employees
(thousands) (millions) (billion $USD) business firm
per business firm
(USD)
Agriculture and resources 967 3.2 1.1 3.3 1138
Manufacturing 483 8 7.3 16.6 15114
Construction 1040 3.6 1.8 3.5 1731
Transportation 460 3.3 3 7.2 6522
Telecom and utilities 69 2.4 3.3 34.8 47826
Distribution (Wholesale) 612 2.5 5.1 4.1 8333
Distri (Retail) 1119 4.9 5.9 4.4 5273
Financial services (Finance & Insurance) 566 2.5 6.9 4.4 12191
Financial services (Real estate, etc) 460 0.8 1.5 1.7 3261
Business services 1538 6.3 7.6 4.1 4941
Food and accomodation 414 3.5 3.3 8.5 7971
Other services 737 3.5 1.8 4.7 2442
Government 39 0.8 0.5 20.5 12821
Education 69 1.4 0.6 20.3 8696
Healthcare 428 4.3 3.8 10.0 8879
Total small business segment 9000 51 53.5 5.7 5944
• High potential industry verticals identified based on average IT spend and average size of firms
• Targeting specific industry verticals dilutes risk of unfocused sales approach
• Phased development of products to target specific industry verticals is recommended to build industry expertise
• GSG sales representatives solely responsible for small businesses with more than 10 employees or with an annual
turnover of more than 10million USD
Industry focused approach in small business segment mitigates risks emanating from, (a) large number of firms and
(b) diversity of industries and functions
Small business
Key Issues
segment
7. Change sales channel strategy to take products directly to small 7
business customers
GSG has to improve visibility and increase channels through which prospective customers can procure products
directly, minimizing leakage of margins to channel partners
Considering size and spread of small business market and heavy trade margins for channel partners, there is
incentive to promote products directly to small business customers
Develop new sales channels to target small business customers. Support these channels through promotional
campaigns and customer incentives
Clear definition of roles of various channels and partners to safeguard against future conflict of interests
Sales channels
Promotional campaigns Customer Incentives
- Use advertising to Websites: Create sites capable of - Offer higher discounts on
increase awareness of selling software products, direct orders from website
GSG’s redefined approach providing support and receiving or by phone, than through
and new channel strategy customer feedback channel partners
- Leverage brand equity in Independent Software Vendors - Offer discounts on buying
enterprise segments to sell (ISV’s): Increase sales network more than one product per
products in small business transaction
through new contracts with
segment
industry specific ISV’s
- Links on other websites
and non-competing Phone: Provide sales and support
companies Google, Yahoo, through 1-800 phone numbers
MSN, etc Retail: Undertake contracts with
retailers like CompUsa, Best Buy,
Media Mart, Circuit City, etc.
Contributes to more visibility in eyes of shareholders, affecting increase in market cap
Small business Sales
Key Issues
segment channels
8. Change marketing strategy for existing market segments, move 8
towards providing solutions and value added product offerings
Enterprise segment Focus on providing Set-up dedicated
is the source of the enterprise account teams with
Enterprise
largest chunk of customers with expertise along
revenues, in spite of value addition in industry verticals to
low growth terms of superior service enterprise
potential customer service customers
Mid-market
Small business
The challenges in the segment are
Saturated market segment Lack of integration and
with undifferentiated customization of products to
products match customer
requirements
• Value added services are critical to • Simplicity in integrating GSG products with
differentiate product offerings customer business environment is crucial to
generate dependencies
• Acquire or set up joint ventures with smaller
companies to enhance servicing capabilities • Leverage existing strengths in enterprise
industry verticals such as financial services, to
• Identify gaps in market for future product penetrate other segments of the enterprise
development industry
Focus on moving away from product oriented approach to add value to differentiate product offers
Small business Sales Enterprise
Key Issues
segment channels segment
9. Leverage market leadership to further penetrate business solutions 9
segment, while restructuring existing market standard products
• Evaluate threats from industry entrants to maintain product
leadership position in generic products and identify opportunities in
solutions market
• Research customer needs to identify trends and develop
functionality accordingly
Generic products Solution suites
• Develop stripped versions of products, • Develop industry specific solution suites to
coupled with optional modules in order to target small business segment meeting
meet price/functionality requirements of overall company requirements
divers customer segments • Provide out-of-the-box solutions to reduce
• Evaluate existing product portfolio to implementation and integration costs
identify complementarities and create • Bundling allows to sell at reduced prices to
product bundles small customers
Enhanced features, redesigned product structure and customer driven development secure current market
participation and allow penetration of the small business segment
Small business Sales Enterprise
Key Issues Products
segment channels segment
10. Realign company structure to expand market coverage and capture 10
growing business solutions market
GSG Partners
• Create matrix structure with industry verticals • Align with industry specific partners that
and product horizontals to match customer target small and midsize businesses
needs and solutions provided
• Partners complement GSG’s market coverage
• Acquire specialized services firms to increase by targeting businesses with under 10
in-house industry specific knowledge employees
• Create a Professional Services group within • Create an incentives program to improve
the organization to develop and support partner relations
relationship alignment by industry segment - Incentives for prioritizing GSG products
- Reward partners for customer support
Develop new business solutions through joint ventures with partners to drive value of product offering, improve
partners knowledge of GSG products and build long-term relationships
Small business Sales Enterprise Company
Key Issues
segment channels segment Structure
11. Increased industry specific knowledge and matrix based support 11
structure help resolve customer and partner problems reducing time
and effort required to deliver solutions
• Develop new Professional Services (PS)
teams with industry specific knowledge to GSG
implement and integrate business solutions
PS Enterprise
Enterprise
• Divide PS teams along customer segments
complementing sales efforts PS Medium
• PS teams work hand in hand with and Small
account teams. Business
• PS specialized in customer segments coupled with Mid-market
attain increased knowledge reducing acquired
resolution time
businesses
• Specialized partners that have knowledge and
experience in specific industries
Partners
Small business
PS specialized along
industry verticals
Acquisition of industry specific service companies contributes resources, business knowledge, and sales and
marketing network
Small business Sales Enterprise Company
Key Issues Support
segment channels segment Structure
12. Capturing only 1% of the $215bn small segment IT market in 4 years12
leads to an annual revenue growth rate of 16% …
7000 7000
6000 6000
5000 5000
4000 4000
3000 Small and 3000
Consumer
2000 Mid-Market 2000 PP
UDS
1000 Enterprise 1000 BSS
BIS
0 0
FY2004 FY2009 FY2004 FY2009
Projected Revenue Growth Projected Revenue Growth
by Customer Segments ($MM) by Product Group ($MM)
Revenue growth from untapped market segments will reduce dependency on enterprise segment and reshuffle
contribution from product groups
New added value provided to clients via customized solutions helps GSG neutralize threats from potential
competitors, secure market leadership and increase capital investment in product development
Small business Sales Enterprise Company
Key Issues Support Financials
segment channels segment Structure
13. … A more aggressive strategy will allow GSG to capture a market 13
share of 4%, resulting in CAGR of 37%
Comparitive Growth With Respect to market share in Small
segment
$14,000
$12,000
US Revenue in $m
$10,000
CAGR 37%
$8,000
$6,000
$4,000
$2,000
$0
1 2 3 4 5
Time Frame (in years)
Current Situation 1% Market Share 4% Market Share
Estimated net cash flow based on annual net investment of $500
millions and 20% profit margins
Total revenue represents projected growth in products
$3,000
and solutions segments, across all customer segments.
$2,500
US $ millions
$2,000
$1,500
$1,000
$500
$0
2005 Q4 2006 2007 2008 2009
Time
Investment Profits Net Cash Flow
Steady revenue growth will positively impact stock price.
Small business Sales Enterprise Company
Key Issues Support Financials
segment channels segment Structure
14. The new strategy requires detailed implementation - GSG needs a 14
schedule that allows a progressive penetration of new segments
2006 2007 2008
2005 - Q4
1st half 2nd half 1st half 2nd half 1st half 2nd half
Identify profitable small and medium
business market segments
CUSTOMER Target Financial, Manufacturing and Telecom industry segments
SEGMENTS
Target Government, Education and Healthcare industry segments
Target small businesses with less than 10 employees through partners
Analyze product portfolio, identify redundancies
Develop prepackaged industry specific suites and keep updating the packages
PRODUCTS
Repackage and bundle products, create stripped down versions to target small and medium businesses
Sales and marketing team focus on industry and market segments and provide feedback to products management about customer and
industry needs
SALES,
Set-up Professional Services Group
MARKETING
AND SUPPORT
Professional Services Enterprise (PSE) teams support industry specific customers
Professional Services Small and Medium (PSSM) teams support industry specific customers
Identify potential acquisition targets to
gain access to new markets
PARTNERS Acquire services companies
AND
CHANNELS Identify new channel partners and ISVs to
improve sales
Create alliances with new channel partners and ISVs
COMPANY
Educate employees about shift in focus from product to solutions
CULTURE
Small business Sales Enterprise Company
Key Issues Support Financials Schedule
segment channels segment Structure
15. Success of the proposed strategy is dependent on careful 15
consideration of a few critical issues
Threats Solutions
• Sales channel partners may not provide • Introduce a system of regular feedback from
expected support end customers and share it with channel
partners
• Implement another system of two way feedback
with channel partners to prevent problems
• Acquisition and subsequent integration of other • Acquisitions should focus on complementing
companies may take longer than expected market knowledge and skill set instead of size
and revenue
• Competitors may copy strategy to target the • High visibility advertising campaign to build
small and medium businesses brand awareness and incentive programs to
foster customer loyalty can pre-empt
competitive pressure
• Diversity in small business firms within an • Thorough research should be undertaken to
industry vertical may result in products not develop products addressing wide range of
aligned to customer expectations requirements within target industry verticals
• Possible internal resistance against move • Top management within organization has to
towards a solutions focused strategy due to reach consensus and act strongly to implement
strong product driven culture business strategy requirements
Small business Sales Enterprise Company Threat
Key Issues Support Financials Schedule
segment channels segment Structure Analysis