Alnatura is a German supermarket chain specializing in organic and natural products. It was identified as a pioneer in Beyond Budgeting practices. Secondary research confirmed Alnatura uses several Beyond Budgeting principles, including focusing on customers, values, transparency, autonomy, and responsibility. Alnatura introduced a Value Creation Calculation in 2003 modeled after a similar system used by dm drogeriemarkt. This calculation aims to show how revenue is distributed across various business functions and performances rather than focusing on costs. While some principles like rewards are not fully aligned with Beyond Budgeting, further primary research is needed to fully evaluate Alnatura's adoption of all the original Beyond Budgeting principles.
Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements.
For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team.
More details:
https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility
Conference link: https://2019.agileindia.org
Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements.
For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team.
More details:
https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility
Conference link: https://2019.agileindia.org
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
thinkBIG 2015: Insights into the challenges and opportunities facing Australian SMEs.
Small and medium-sized enterprises (SMEs) continue to face a myriad of challenges in the current business environment and this is unlikely to change in the near future. Disruptive technologies and innovation are accelerating the need for change and are having a profound impact on many traditional business models and their revenue streams. To compete effectively, businesses must adapt and evolve quickly to respond to what is becoming the new “norm”.
Operationally this is being made easier by digital technologies such as customer relationship management (CRM) systems and other business intelligence (BI) systems that let businesses get a clearer view of who their customers are and how to target them. However, culturally, this requires a significant shift in thinking.
Competition for customers and share of wallet is intensifying and now, more than ever, business owners need to be better connected to customers with a real focus on sales planning as part of their overall business strategy.
Despite official interest rates hitting a historical low, consumer sentiment and spending remain subdued. Business owners are also feeling the pinch from a tightened cash cycle.
RSM Bird Cameron’s latest thinkBIG report found that 74% of SMEs consider their business to be successful. Many SMEs also stated that they expect their business to grow in the next 12 months. However, owners are cautiously optimistic about the medium-term prospects for their business. The red flag here is the readiness and capability of business owners to reposition their business to handle the challenges and take advantage of future opportunities.
RSM Bird Cameron has provided advice and support to Australian SMEs for more than 90 years. Trusted advisors work with business owners through all phases of the business from start-up and expansion to wealth management and succession or exit planning.
2015 marks the 10th year that RSM Bird Cameron has conducted its thinkBIG study where we spoke to close to 500 business owners, from startups to medium-sized businesses and companies that have survived several generations.
thinkBIG measures the pulse of the Australian SME sector, benchmarking business confidence and identifying the attitudes of owners towards wealth creation, retirement and succession planning.
The report has been structured around five areas: business growth and profitability, business planning, exit planning, superannuation planning and future trends.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
Exit Strategy Planning For Investors PowerPoint Presentation SlidesSlideTeam
The firm has no exit strategy at present. This product outlines the exit strategy for the startup firm to help its owners founders liquidate their stake in the business by stop investing more funds in it and start earning substantial profits if business is successful and limit losses, if business is unsuccessful. The Chief Strategy Officer will present it to top level management in an internal meeting. The current scenario of the firm is depicted through its overview, brief description about key people, milestones achieved, shareholding pattern, and firm financial performance is determined by revenues earned, profit generated, and earnings per share, etc. The firm has been through various stages to raise funds and is moving ahead towards its exit stage. It will assess the current funding pattern to raise capital over years, assessing optimal time for preferring suitable exit option, etc. Investors are searching for various exit options. They can choose from several exit strategies such as Initial public offerings, management buyout and strategic acquisition by third party, etc. This template will help firm to decide which exit option is suitable for it with their process, process timeline and their respective market insights with their success rate. It will also provide comparative analysis for various exit options with average time to exit, etc. The firm valuation is assessed through discounted cash flow model which will determine the present value of the firm depending upon the estimation of how much money it will generate in future. The future financial performance will be determined by the projected balance sheet, income statement, cashflow statement, sales projections, etc. https://bit.ly/2AJHAj1
August White Paper 1/2015: Getting a Better Grip on External SpendingAugust Associates
Traditional savings reporting and accounting keep business owners and finance in the dark about external expenditure development. It doesn’t have to be that way.
Leading the entire organization according to priorities of customers. What it is and what it isn’t –
and why it works successfully.
Customer proximity, customer orientation, customer relations management (CRM), each enterprise aligns itself with at least one of these programs. Therefore, many believe that Customer Centricity [CC] is just another word for these. In fact, CC goes far beyond what was mentioned above - a radically different corporate focus on the individual customer. Only in this way the enterprise, by individual customer control according to real customer needs and verifiable customer priorities, reaches a significantly better competitive position and sustainable growth in revenue, profits and (stock market) value.
E-Book in 20 short cuts
* In an increasingly copy-cat economy, the new basis of competition is business model innovation.
* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
* Deploying the CMO to facilitate business model innovation will align brand and business strategy, benefiting the success of both.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
Value creation through M&A - A best practice framework for management and boa...Exemplum
This paper provides management teams and boards with a best practice framework to help them pursue, evaluate, and effect M&A and partnership opportunities. It also includes detailed management and board checklists.
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
thinkBIG 2015: Insights into the challenges and opportunities facing Australian SMEs.
Small and medium-sized enterprises (SMEs) continue to face a myriad of challenges in the current business environment and this is unlikely to change in the near future. Disruptive technologies and innovation are accelerating the need for change and are having a profound impact on many traditional business models and their revenue streams. To compete effectively, businesses must adapt and evolve quickly to respond to what is becoming the new “norm”.
Operationally this is being made easier by digital technologies such as customer relationship management (CRM) systems and other business intelligence (BI) systems that let businesses get a clearer view of who their customers are and how to target them. However, culturally, this requires a significant shift in thinking.
Competition for customers and share of wallet is intensifying and now, more than ever, business owners need to be better connected to customers with a real focus on sales planning as part of their overall business strategy.
Despite official interest rates hitting a historical low, consumer sentiment and spending remain subdued. Business owners are also feeling the pinch from a tightened cash cycle.
RSM Bird Cameron’s latest thinkBIG report found that 74% of SMEs consider their business to be successful. Many SMEs also stated that they expect their business to grow in the next 12 months. However, owners are cautiously optimistic about the medium-term prospects for their business. The red flag here is the readiness and capability of business owners to reposition their business to handle the challenges and take advantage of future opportunities.
RSM Bird Cameron has provided advice and support to Australian SMEs for more than 90 years. Trusted advisors work with business owners through all phases of the business from start-up and expansion to wealth management and succession or exit planning.
2015 marks the 10th year that RSM Bird Cameron has conducted its thinkBIG study where we spoke to close to 500 business owners, from startups to medium-sized businesses and companies that have survived several generations.
thinkBIG measures the pulse of the Australian SME sector, benchmarking business confidence and identifying the attitudes of owners towards wealth creation, retirement and succession planning.
The report has been structured around five areas: business growth and profitability, business planning, exit planning, superannuation planning and future trends.
Five strategies to acquire new ideal clients in a tough economyGUY FLEMMING
It is our sense that there has never been a better time to be in professional services. While budgets are tight and clients and prospects scrutinize every project for value, there have never been more buyers of professional services who are this open to new providers.
Exit Strategy Planning For Investors PowerPoint Presentation SlidesSlideTeam
The firm has no exit strategy at present. This product outlines the exit strategy for the startup firm to help its owners founders liquidate their stake in the business by stop investing more funds in it and start earning substantial profits if business is successful and limit losses, if business is unsuccessful. The Chief Strategy Officer will present it to top level management in an internal meeting. The current scenario of the firm is depicted through its overview, brief description about key people, milestones achieved, shareholding pattern, and firm financial performance is determined by revenues earned, profit generated, and earnings per share, etc. The firm has been through various stages to raise funds and is moving ahead towards its exit stage. It will assess the current funding pattern to raise capital over years, assessing optimal time for preferring suitable exit option, etc. Investors are searching for various exit options. They can choose from several exit strategies such as Initial public offerings, management buyout and strategic acquisition by third party, etc. This template will help firm to decide which exit option is suitable for it with their process, process timeline and their respective market insights with their success rate. It will also provide comparative analysis for various exit options with average time to exit, etc. The firm valuation is assessed through discounted cash flow model which will determine the present value of the firm depending upon the estimation of how much money it will generate in future. The future financial performance will be determined by the projected balance sheet, income statement, cashflow statement, sales projections, etc. https://bit.ly/2AJHAj1
August White Paper 1/2015: Getting a Better Grip on External SpendingAugust Associates
Traditional savings reporting and accounting keep business owners and finance in the dark about external expenditure development. It doesn’t have to be that way.
Leading the entire organization according to priorities of customers. What it is and what it isn’t –
and why it works successfully.
Customer proximity, customer orientation, customer relations management (CRM), each enterprise aligns itself with at least one of these programs. Therefore, many believe that Customer Centricity [CC] is just another word for these. In fact, CC goes far beyond what was mentioned above - a radically different corporate focus on the individual customer. Only in this way the enterprise, by individual customer control according to real customer needs and verifiable customer priorities, reaches a significantly better competitive position and sustainable growth in revenue, profits and (stock market) value.
E-Book in 20 short cuts
* In an increasingly copy-cat economy, the new basis of competition is business model innovation.
* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
* Deploying the CMO to facilitate business model innovation will align brand and business strategy, benefiting the success of both.
This presentation has been designed in order
to better understand the added-value of implementing Category Managementinside an organization and the prerequisite to do it in an efficient way,
in terms of knowledge, tools and data .
Growing Revenue with Near-Zero Investment - GROWTH INNOVATIONInnomantra
Growing Revenue with Near-Zero Investment - GROWTH INNOVATION
In a tough business environment when demand
in the core market gets challenged, businesses should look at tapping adjacencies that leverage the organizations' foundational assets. Not only are these moves less risky, but they also do not call for many upfront investments.
Brand Awareness and Marketing Campaign for Nilkamalijtsrd
This paper is commissioned to examine the “BRAND AWARNESS and MARKETING CAMPAIGN FOR NILKAMAL.†This paper has various aspects of Marketing function and operation by applying theoretical knowledge and concepts to the best. The main research problem was to acknowledge about the brand awareness among the customers and to find out the preferences of the products and satisfaction level regarding the same. Hence, the methodology was used during the research was collection of data through primary and secondary both and the basic instrument in order to study about the subject was questionnaire. The major findings was that customers are aware about the brand and are preferring the products of the organization. The brand positioning is also good in the minds of the customers. But the frequency of purchasing of the product is not up to the mark. The organization should focus on the distribution channel, which will increase the awareness among the customers. Organization should also focus on the advertisement of their various products which can rapidly increase the sales of the organization. Therefore, the top management of the company should take marketing campaign into concern. Hence this will increase brand awareness. Mohd Uzair | Dr. Rajesh Singh ""Brand Awareness & Marketing Campaign for Nilkamal"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-3 , April 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23120.pdf
Paper URL: https://www.ijtsrd.com/management/marketing/23120/brand-awareness-and-marketing-campaign-for-nilkamal/mohd-uzair
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
More from International Center for Outperformance (11)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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).
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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VAT Registration Outlined In UAE: Benefits and Requirements
Beyond Budgeting Case Study: Alnatura
1. Outperformance
International Center for
Alnatura.
The German Whole
Foods Market.
Page 1
2. Beyond Budgeting Case Study
Alnatura
Introduction to the Case Stuy
Alnatura was in December 2008 by as identified as a Beyond Budgeting pioneer (and also as Management
Innovator / Management 2.0 organization). The following research describes both confirmed as also pending
and unconfirmed Beyond Budgeting principles. Further the introduction of the Value Creation Calculation of
Alnatura is described.
Table of Contents
Short company overview...................................................................................................................................3
Beyond-Budgeting-Principles confirmed by secondary resources....................................................................4
Alnatura's Value Creation Calculation ..............................................................................................................5
Beyond-Budgeting-Principles not complete in accordance with Beyond Budgeting.........................................6
Beyond-Budgeting-Principles to be evaluated within further primary research.................................................6
References.......................................................................................................................................................7
Version 1.1: June 2009
(Version 1.0: December 2008)
Page 2
3. Short company overview
Alnatura is Germany's market leading biological and natural product
supermarket chain. Founded by Dr. Goetz E. Rehn in 1984, Alnatura
comprises 47 branches in mainly Southwest Germany, has a turnover
of about 304 million € (2008) and 1200 (2008) employees. Alnatura
products comprise the self-created brand “Alnatura”, to which currently
belong more than 870 products
that are not only sold within the own branch network, but also by
about 1200 retail partners e.g. like dm drogeriemarkt. Dr. Goetz E.
Rehn was awarded in 2005 by Ernst & Young Germany as
“Entrepreneur of the year” and is today professor at the University of
Alanus near Bonn. Further Alnatura was awarded in 2005 also as the
winner of the “Sustainable medium-sized business 2004”.
After 2000 Alnatura transformed with the experience of dm
drogeriemarkt's Value Creation Calculation and dialog-based leadership
style. Very interestingly is to note, that since this transformation
Alnatura increased its employer image, because new applicants apply
due to the high autonomy and entrepreneurship they can experience.
E.g. job descriptions state that Alnatura offers: “Work with a meaning.
The possibility to develop your fun on the job and your abilities. Short decision ways and direct
communication.”
Page 3
4. Beyond-Budgeting-Principles confirmed by secondary resources
Alnatura matches to our research the following Beyond-Budgeting-Principles by using secondary research
(s. resources)
• Customers (both internally and externally)
• Values (these include the three core values of holistically thinking and acting, customer-focused
action and self-responsibility)
• Transparency (derived through the Value Creation Calculation)
• Autonomy (each branch decides on resource allocation, external services, branch marketing and
products, but assortment, the placement of goods, prices and central marketing are obligated by
internal central policies to the branches to ensure the same customer experience in each branch,
further branch employees were over strained with marketing activities)
• Responsibility
• Organization (in 2002 each branch or central department (the “cells”) decided on own products
and services within the Value Creation Calculation project)
• Targets and Controls (no fixed company wide goals, relative comparisons by branch cells)
• Coordination
• Resources
Furthermore Alnatura introduced the same Value Creation Calculation of dm drogeriemarkt in 2003, uses dm
drogeriemarkt's dialog-based leadership style, puts both customers and employees first, takes humans as
trustable persons in accordance with Theory Y and its values are based upon the anthropology of Rudolf
Steiner like dm drogeriemarkt. Further in accordance with the dm drogeriemarkt's knowledge sharing
marketplaces, branch managers at Alnatura seek advice by their peer branch managers. Also like dm
drogeriemarkt Alnatura's aim is not to make profits. These show only according to Rehm if the organization
was economically successful at the end of a period.
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5. Alnatura's Value Creation Calculation
The Value Creation Calculation project was started in 2002 and introduced in 2003. In 2002 each branch and
central department was invited by the project group both to set their own products and services as also to
price them. This process took over a year and caused at the beginning only additional work and no benefits,
because the Value Creation Calculation cannot itself as an instrument replace traditional financial accounting
and internal cost calculations.
In mid-year 2003 the Value Creation Calculation was introduced to all employees by the metaphor of a
chocolate bar by two leaders: “”Imagine this chocolate bar as the complete turnover of your branch.” said
they, broke the first two bars and explained: “Then these 8 bars are the sum of your advance performance,
which you buy from other companies.” Bar by bar, piece for piece they broke the chocolate bar until the own
performance of the branch in the form of several left bars. But these also divided moreover in
“performances”: for employee renumeration, taxes, reserves and for investments, the profit. The expression
“costs” was never mentioned until the chocolate bar completely was separated into “performances”.”
The single value reports at Alnatura are derived from the central data warehouse in Excel sheets. In general
all branch cell information can be accessed by all employees. Information regarding central service cell like
IT or people management can only be accessed by branch managers and relevant cell staff. In practice the
Value Creation Calculation is mostly used by leaders e.g. to compare relatively different branch cell KPIs, but
not by sales persons or cashiers.
As already stated at firstly the Value Creation Calculation at Alnatura only led to additional work without any
benefits. But this changed dramatically. With the use of the Value Creation Calculation unnecessary internal
and external services were made clear. E.g. an external detective to cover theft issues was fired because the
Value Creation Calculation made clear that the expenses for the detective were higher than the theft wares
according to the inventory. Further the employees used to inventory to identify often stolen goods and to
develop own measures to prevent theft of them.
Also the attitudes towards “cost management” have changed with the Value Creation Calculation. A former
area manager nowadays uses the Value Creation Calculation not to cut costs, but to find ways to improve
the products that the customers buys again.
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6. With the realization of the Value Creation Calculation it was discussed by the steering committee of Alnatura
about possible risks when freely available information is passed to competitors. In accordance with Theory Y
Alnatura trusts its employees and until now no case occurred where information left the organization.
Beyond-Budgeting-Principles not complete in accordance with Beyond
Budgeting
The reward system of Alnatura in not completely in accordance with the Beyond-Budgeting-Principle
Rewards. Notable is, that the bonuses are not linked to predefined fixed performance contracts, but are
based on actual performance afterwards and mechanisms are in place to prevent short term thinking and
foster long-term investments.
The bonus itself is only paid to branch managers and depends on the relation of actual branch turnover and
employee renumeration. To avoid short term thinking each branch is obligated to host several employees
with specific advanced trainings and to hire only permanent staff (and therefore to avoid Germany's famous
400 € jobs).
Beyond-Budgeting-Principles to be evaluated within further primary research
Due to the fact, that Alnatura is closely linked to German Beyond-Budgeting-Pioneer dm drogeriemarkt with
reference to the Value Creation Calculation (which is capable of supporting all original 12 principles), the
personal contact to dm drogeriemarkt's long-year founder and CEO Goetz Werner, the same leadership
philosophy of the dialog-based leadership style and the same company philosophy of Rudolf Steiner, it is
assumed that all other original Beyond-Budgeting-Principles are also met, but this has to evaluated within a
primary research project we are currently executing.
Pending principles are
• Planning
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7. References
• Irle, Matthias: “Zahlen, bitte!”, in BrandEins, 09/2008 (main reference)
• Alnatura Homepage: www.alnatura.de , accessed 7th June 2009 (all sub pages and listed pod casts
and articles up to 7th December 2008)
• German Wikipedia: http://de.wikipedia.org/wiki/Alnatura, accessed 7th December 2008
• Pictures: Alnatura: http://www.alnatura.de/de/pressebilder
License
This paper except the logos and except the pictures is licensed under a Creative Commons BY-SA License.
Credit: quot;International Center for Outperformance (www.intco.org): Alnaturaquot; within the reference list
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