The Bolloré Group is a family-owned conglomerate founded in 1822 that operates across three main sectors: transportation and logistics, communications, and electricity storage solutions. Within transportation and logistics, the group operates port concessions, rail concessions in Africa, and provides freight forwarding, customs, and logistics services globally through its Bolloré Transport & Logistics division. The group has a global presence with over 36,000 employees across 105 countries.
Tetra Pak is the world's largest producer of aseptic carton packaging. The document analyzes Tetra Pak's key customer Pontero, an Italian milk company that is losing market share. It finds that Pontero is struggling due to less effective distribution, sales drops, and ignoring new market trends like enriched milk. The document evaluates solutions like abandoning, reintroducing, or improving enriched milk and recommends an aggressive marketing plan to improve Pontero's operations, along with developing enriched milk under a separate brand. It suggests Tetra Pak establish an independent marketing department to better support customers' strategies and avoid potential issues in the future.
Gati Ltd is a leading domestic express cargo company in India established in 1989. It offers multi-modal logistics solutions through road, rail, air and sea connectivity across India. The company focuses on integrated logistics and tailors its services to meet customer needs. It has a pan-India distribution network and provides door-to-door delivery. Gati has experienced rapid growth over the last 8 years and aims to expand its international operations further.
This document provides an overview of GATI-KWE, a joint venture between Indian logistics company GATI and Japanese logistics company KWE. It summarizes GATI-KWE's services including express distribution, supply chain solutions, cold chain logistics, and freight forwarding. It also outlines the company's infrastructure, network reach, technology capabilities, and key clients. The document positions GATI-KWE as a leader in integrated logistics and express distribution across India and globally.
In this presentation I have covered 4Ps of Marketing Mix of TATA
1 Product
2 Price
3 Promotion
4 Place
#4psoftata, #7psoftata, #adsensetata, #tatamarketing, #tatapresentation, #tataprice, #tataproducts, #tataprocess, #tataphysicalevidenc, #tatapeople
Best Buy is an American electronics retailer headquartered in Minnesota. It operates over 1,000 stores across the US and has over $50 billion in annual revenue. However, its market share has declined due to increased competition from Amazon, Walmart, and Apple. Best Buy is working to adapt by closing some stores, focusing more on online sales and services, and improving the customer experience. It faces challenges from showrooming and must find ways to remain competitive against other retailers.
Tetra Pak is the world's largest producer of aseptic carton packaging. The document analyzes Tetra Pak's key customer Pontero, an Italian milk company that is losing market share. It finds that Pontero is struggling due to less effective distribution, sales drops, and ignoring new market trends like enriched milk. The document evaluates solutions like abandoning, reintroducing, or improving enriched milk and recommends an aggressive marketing plan to improve Pontero's operations, along with developing enriched milk under a separate brand. It suggests Tetra Pak establish an independent marketing department to better support customers' strategies and avoid potential issues in the future.
Gati Ltd is a leading domestic express cargo company in India established in 1989. It offers multi-modal logistics solutions through road, rail, air and sea connectivity across India. The company focuses on integrated logistics and tailors its services to meet customer needs. It has a pan-India distribution network and provides door-to-door delivery. Gati has experienced rapid growth over the last 8 years and aims to expand its international operations further.
This document provides an overview of GATI-KWE, a joint venture between Indian logistics company GATI and Japanese logistics company KWE. It summarizes GATI-KWE's services including express distribution, supply chain solutions, cold chain logistics, and freight forwarding. It also outlines the company's infrastructure, network reach, technology capabilities, and key clients. The document positions GATI-KWE as a leader in integrated logistics and express distribution across India and globally.
In this presentation I have covered 4Ps of Marketing Mix of TATA
1 Product
2 Price
3 Promotion
4 Place
#4psoftata, #7psoftata, #adsensetata, #tatamarketing, #tatapresentation, #tataprice, #tataproducts, #tataprocess, #tataphysicalevidenc, #tatapeople
Best Buy is an American electronics retailer headquartered in Minnesota. It operates over 1,000 stores across the US and has over $50 billion in annual revenue. However, its market share has declined due to increased competition from Amazon, Walmart, and Apple. Best Buy is working to adapt by closing some stores, focusing more on online sales and services, and improving the customer experience. It faces challenges from showrooming and must find ways to remain competitive against other retailers.
L'oreal Presentation from the Supply Chain Insights Global Summit 2018Lora Cecere
Presentation by L'Oreal on the future of Supply Chain at the Supply Chain Insights Global Summit 2018. L'Oreal is a Supply Chains to Admire award winner for the period of 2016-2019.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Les acteurs de la Grande Distribution Internationale : Le cas de CarrefourRostant MAGHEN NEGOU
STRATÉGIES INTERNATIONALES
Les acteurs de la Grande Distribution Internationale : Le cas de Carrefour
Présentation, Activités, Marchés, Organisation, Modèle d’affaires, Stratégie d’internationalisation...
M2 MDEC – MAGHEN NEGOU Rostant
Kuehne + Nagel is a global logistics company headquartered in Switzerland with over 850 locations worldwide. The document summarizes Kuehne + Nagel's operations in Luxembourg, including its airfreight hub at Luxembourg Airport, eight contract logistics warehouses totaling over 63,000 square meters, and plans to expand with a new 40,000 square meter warehouse. Kuehne + Nagel positions Luxembourg as a strategic location at the heart of Europe to provide customers integrated logistics solutions on a global scale.
This document provides an overview of Total Quality Management at DHL Express. It discusses DHL's history and expansion globally since 1969. It outlines DHL's mission, vision and goals, which focus on customer success, respect, and positive contribution. The document then describes DHL's quality assurance programs and process improvement methodology. It lists DHL's seven corporate values and quality policy. Finally, it discusses DHL's future plans and concludes that DHL's focus on ethics, employees, innovation and quality service have led to their success.
ERP and other advances in technology have caused a revolution in businesses. Cadbury, a market leader in the chocolate industry, adopted SAP-ERP and used MIS wonderfully to have it stand where it does today.
Carrefour is the second largest retailer in the world. It was founded in 1959 in France and has expanded worldwide. The document provides details about Carrefour's founders, key executives, store numbers globally, and gives overviews of Carrefour's history, products, and focus on customer needs through offerings like organic and gluten-free products.
Projet fictif réalisé dans le cadre du cours "Stratégies de distribution" du MSc2 Fashion Marketing, Design & Brand Strategies à l'INSEEC.
Aucun plagiat ne sera toléré.
The house of Louis Vuitton is a leader in the fashion industry due to its devotion to traditional craftsmanship paired with innovative avant-garde. Louis Vuitton now excels in the production of ready to wear, shoes, watches and jewelry in addition to the traditional luggage, bags and accessories. Louis Vuitton owns 17 production workshops, an international logistics center, and exclusive shops worldwide.
Louis Vuitton had to change their manufacturing process to keep up with their customer’s needs and expectations and to maintain and compete for market share. Louis Vuitton’s supply chain process was very inefficient and slow. After several changes they created a modern and efficient supply chain. The supply chain changes resulted in an increased availability of their products in their stores around the world, a new and improved distribution center and store strategy.
Keywords: Luxury, Supply Chain, Innovation, Fashion
DHL is a global leader in the logistics and supply chain management industry. It was founded in San Francisco in 1969 by three entrepreneurs. DHL operates across four divisions: express, global freight forwarding, supply chain, and global mail. It has over 200 countries and territories. DHL aims to continuously improve its services and adapt to changing customer needs locally and globally. It follows ISO standards to build trust. Timely and efficient logistics is important as time equals money for both manufacturing and retail organizations. Inventory management techniques help companies manage stock levels and include warehouse management systems, RFID, barcoding and ERP systems. Factors driving changes in logistics include social and environmental concerns, technology innovations, and rising fuel costs.
Strategic analysis of unilever (USLP 2012-2013)Roukaya Issaoui
This paper provide a brief analysis of the competitive environment of Unilever then a strategic analysis of Unilever and it’s position in each industry.
FedEx was founded in 1971 by Frederick W. Smith in Little Rock, Arkansas. It grew through acquisitions like Tower Group International in 2000 and Kinko's in 2004. FedEx uses a hub-and-spoke system to efficiently distribute packages globally. Key to its success is a highly controlled distribution network, online tracking, and focus on customer service and employee satisfaction.
Imagine a Supply Chain That Can Maximize ProfitabilityLora Cecere
Colgate-Palmolive is a global consumer products company with $17 billion in annual sales. It operates in over 80 countries and sells products in 225 countries. The company faces challenges from increasing SKU proliferation that drives manufacturing complexity. Its global supply chain works with commercial partners to manage complexity through end-to-end process improvements, SKU reductions, material simplification, and capacity gains at plants. These efforts help Colgate-Palmolive maximize profitability and deliver consistent savings that fund business growth.
Blue Dart Express Delivery Services: Competition and StrategyVishrut Shukla
Group No. 13 analyzed the express delivery service industry in India. Blue Dart Express is the market leader with over 40% market share in air cargo. It has an extensive network across India and provides fast and reliable service. While Blue Dart has sustained competitive advantages through its brand, network, and alliance with DHL, competition is increasing from players like Gati and DTDC who are improving technology and expanding networks. To maintain leadership, Blue Dart should focus on customer service, expanding reach, adopting new technologies, and partnering with e-commerce companies.
In this joint presentation, Trevor Jones and Anthony Olomolaiye detailed the collaborative relationship built between DHL Supply Chain and Coventry University. Details included activities undertaken in the past twelve months and examples of student and graduate PM successes.
Walmart's value chain involves vendors supplying products to Walmart distribution centers, which are then shipped to stores within 48 hours. Products are placed on shelves for customers to purchase at low prices. Walmart is able to negotiate low prices from vendors due to high sales volumes, allowing it to pass savings to customers. Over 75% of Walmart's sales go toward cost of goods sold, with nearly 18% spent on operating activities and 7% as operating profit.
Carrefour is a French multinational retailer that opened its first store in 1960. It grew to become the largest retailer in Europe and Latin America, and the second largest retailer worldwide by 2007, operating over 12,500 stores in over 30 countries. However, Carrefour has also experienced failures in some markets like the US and UK where it withdrew in the 1980s. While it has strengths like its large store network and more than 50% of sales coming from France, it also faces weaknesses such as a weak position in Asian and Middle Eastern countries. Carrefour aims to continue expanding through joint ventures and acquisitions while reducing costs and improving sales performance.
Keolis Group is a leading public transport operator present in 15 countries. It operates transport networks and develops mobility solutions adapted to local needs and changing commuting patterns. Some key facts about Keolis include that it is the world leader in automated metro and light rail networks, has a presence in major markets like Europe, North America, Australia, and carries over 3 billion passengers annually across its operations globally.
L'oreal Presentation from the Supply Chain Insights Global Summit 2018Lora Cecere
Presentation by L'Oreal on the future of Supply Chain at the Supply Chain Insights Global Summit 2018. L'Oreal is a Supply Chains to Admire award winner for the period of 2016-2019.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Les acteurs de la Grande Distribution Internationale : Le cas de CarrefourRostant MAGHEN NEGOU
STRATÉGIES INTERNATIONALES
Les acteurs de la Grande Distribution Internationale : Le cas de Carrefour
Présentation, Activités, Marchés, Organisation, Modèle d’affaires, Stratégie d’internationalisation...
M2 MDEC – MAGHEN NEGOU Rostant
Kuehne + Nagel is a global logistics company headquartered in Switzerland with over 850 locations worldwide. The document summarizes Kuehne + Nagel's operations in Luxembourg, including its airfreight hub at Luxembourg Airport, eight contract logistics warehouses totaling over 63,000 square meters, and plans to expand with a new 40,000 square meter warehouse. Kuehne + Nagel positions Luxembourg as a strategic location at the heart of Europe to provide customers integrated logistics solutions on a global scale.
This document provides an overview of Total Quality Management at DHL Express. It discusses DHL's history and expansion globally since 1969. It outlines DHL's mission, vision and goals, which focus on customer success, respect, and positive contribution. The document then describes DHL's quality assurance programs and process improvement methodology. It lists DHL's seven corporate values and quality policy. Finally, it discusses DHL's future plans and concludes that DHL's focus on ethics, employees, innovation and quality service have led to their success.
ERP and other advances in technology have caused a revolution in businesses. Cadbury, a market leader in the chocolate industry, adopted SAP-ERP and used MIS wonderfully to have it stand where it does today.
Carrefour is the second largest retailer in the world. It was founded in 1959 in France and has expanded worldwide. The document provides details about Carrefour's founders, key executives, store numbers globally, and gives overviews of Carrefour's history, products, and focus on customer needs through offerings like organic and gluten-free products.
Projet fictif réalisé dans le cadre du cours "Stratégies de distribution" du MSc2 Fashion Marketing, Design & Brand Strategies à l'INSEEC.
Aucun plagiat ne sera toléré.
The house of Louis Vuitton is a leader in the fashion industry due to its devotion to traditional craftsmanship paired with innovative avant-garde. Louis Vuitton now excels in the production of ready to wear, shoes, watches and jewelry in addition to the traditional luggage, bags and accessories. Louis Vuitton owns 17 production workshops, an international logistics center, and exclusive shops worldwide.
Louis Vuitton had to change their manufacturing process to keep up with their customer’s needs and expectations and to maintain and compete for market share. Louis Vuitton’s supply chain process was very inefficient and slow. After several changes they created a modern and efficient supply chain. The supply chain changes resulted in an increased availability of their products in their stores around the world, a new and improved distribution center and store strategy.
Keywords: Luxury, Supply Chain, Innovation, Fashion
DHL is a global leader in the logistics and supply chain management industry. It was founded in San Francisco in 1969 by three entrepreneurs. DHL operates across four divisions: express, global freight forwarding, supply chain, and global mail. It has over 200 countries and territories. DHL aims to continuously improve its services and adapt to changing customer needs locally and globally. It follows ISO standards to build trust. Timely and efficient logistics is important as time equals money for both manufacturing and retail organizations. Inventory management techniques help companies manage stock levels and include warehouse management systems, RFID, barcoding and ERP systems. Factors driving changes in logistics include social and environmental concerns, technology innovations, and rising fuel costs.
Strategic analysis of unilever (USLP 2012-2013)Roukaya Issaoui
This paper provide a brief analysis of the competitive environment of Unilever then a strategic analysis of Unilever and it’s position in each industry.
FedEx was founded in 1971 by Frederick W. Smith in Little Rock, Arkansas. It grew through acquisitions like Tower Group International in 2000 and Kinko's in 2004. FedEx uses a hub-and-spoke system to efficiently distribute packages globally. Key to its success is a highly controlled distribution network, online tracking, and focus on customer service and employee satisfaction.
Imagine a Supply Chain That Can Maximize ProfitabilityLora Cecere
Colgate-Palmolive is a global consumer products company with $17 billion in annual sales. It operates in over 80 countries and sells products in 225 countries. The company faces challenges from increasing SKU proliferation that drives manufacturing complexity. Its global supply chain works with commercial partners to manage complexity through end-to-end process improvements, SKU reductions, material simplification, and capacity gains at plants. These efforts help Colgate-Palmolive maximize profitability and deliver consistent savings that fund business growth.
Blue Dart Express Delivery Services: Competition and StrategyVishrut Shukla
Group No. 13 analyzed the express delivery service industry in India. Blue Dart Express is the market leader with over 40% market share in air cargo. It has an extensive network across India and provides fast and reliable service. While Blue Dart has sustained competitive advantages through its brand, network, and alliance with DHL, competition is increasing from players like Gati and DTDC who are improving technology and expanding networks. To maintain leadership, Blue Dart should focus on customer service, expanding reach, adopting new technologies, and partnering with e-commerce companies.
In this joint presentation, Trevor Jones and Anthony Olomolaiye detailed the collaborative relationship built between DHL Supply Chain and Coventry University. Details included activities undertaken in the past twelve months and examples of student and graduate PM successes.
Walmart's value chain involves vendors supplying products to Walmart distribution centers, which are then shipped to stores within 48 hours. Products are placed on shelves for customers to purchase at low prices. Walmart is able to negotiate low prices from vendors due to high sales volumes, allowing it to pass savings to customers. Over 75% of Walmart's sales go toward cost of goods sold, with nearly 18% spent on operating activities and 7% as operating profit.
Carrefour is a French multinational retailer that opened its first store in 1960. It grew to become the largest retailer in Europe and Latin America, and the second largest retailer worldwide by 2007, operating over 12,500 stores in over 30 countries. However, Carrefour has also experienced failures in some markets like the US and UK where it withdrew in the 1980s. While it has strengths like its large store network and more than 50% of sales coming from France, it also faces weaknesses such as a weak position in Asian and Middle Eastern countries. Carrefour aims to continue expanding through joint ventures and acquisitions while reducing costs and improving sales performance.
Keolis Group is a leading public transport operator present in 15 countries. It operates transport networks and develops mobility solutions adapted to local needs and changing commuting patterns. Some key facts about Keolis include that it is the world leader in automated metro and light rail networks, has a presence in major markets like Europe, North America, Australia, and carries over 3 billion passengers annually across its operations globally.
Geodis Wilson is a global freight management and logistics company that provides integrated solutions. It has over 5,700 employees worldwide and serves over 70,000 customers across multiple industries including aviation, marine, oil and gas, retail, automotive, and pharmaceuticals. Geodis Wilson combines core competencies like transportation, warehousing, and customs clearance to deliver customized solutions. Its vision is to be the most innovative leader in global freight management.
CMA CGM is a global container shipping company founded in 1978 in Marseille, France. It operates over 500 vessels with a total capacity of over 2.4 million TEUs and employs over 29,000 staff worldwide. The company is led by President and CEO Jacques Saadé, who established the company and has remained at its head. CMA CGM has 650 offices across 150 countries and its global headquarters is located in Marseille. It is a key member of the Ocean Alliance, the largest vessel sharing agreement between shipping companies, allowing it to offer services between Asia, North America, and Europe.
Port of Antwerp services for Brazil - Presentation @ Belgian Day in Minais Ge...Port of Antwerp
This document provides information about logistics services available through the Port of Antwerp in Belgium. It begins with an agenda outlining insights into the European market, Port of Antwerp's services, and reasons to believe in the port. It then discusses the large European consumer market, Antwerp's excellent maritime connectivity globally and to Brazil, its strategic location as a gateway to the European customs union, and its inland transportation connections. The document highlights value-added logistics services available and the port's expertise, and provides quotes from satisfied customers emphasizing Antwerp's flexibility, cost effectiveness and ability to respond to market demands. Contact information is provided for representatives that can answer further questions.
Keolis Group Annual Report presents Keolis 2014 highlights (new contracts, renewals, locations map) and interviews of Executive Chairman Jean-Pierre Farandou and Chairman of the Supervisory Board Joël Lebreton.
Our annual report presents five Keolis expertises around the world: mass transit, economic performance, customer satisfaction, intermodality and CSR.
The Breton delegation will be happy to welcome you at booth AE22
AMO-EOLHYD
BREIZH’EMR
BRETAGNE POLE NAVAL
IN VIVO
ORANGE MARINE
PORT BREST BRETAGNE
QUIET-OCEANS
RTSYS
BLUE WATER SHIPPING
Ferrovial is a leading global infrastructure company with 65,000 employees operating in 25 countries. It has core businesses in toll roads, construction, airports, and municipal services. Over its 60+ year history, Ferrovial has expanded from railway construction in Spain to taking over management of Heathrow airport in the UK. The company emphasizes innovation, sustainability, and social responsibility.
CMA CGM is a leading global shipping and logistics company founded in 1978. It is now the third largest container shipping group and number one in France. The presentation provides an overview of CMA CGM's operations including its fleet size, key acquisitions and partnerships, financial results, and core business areas of shipping, ports, logistics, and supply chain management. It also outlines CMA CGM's strategic goals and positioning in 2016 to adapt to industry changes through alliances, cost reductions, and service improvements.
The document provides key facts and figures about the four ports that make up the Ports of Flanders: Antwerp, Ghent, Zeebrugge, and Oostende. It summarizes statistics about each port's goods turnover in 2013, number of containers, goods categories, origins and destinations of goods, and notes each port's specializations. The Ports of Flanders together had a total goods turnover of 261 million tons in 2013 and handle a wide variety of goods from locations around the world.
Vial is a logistics hub located in Alava, Basque Country, Spain. It has several competitive advantages for logistics including its strategic location in Southwestern Europe, large logistics infrastructure areas totaling over 9 million square meters, and specialized facilities like the Arasur Multimodal Logistics Platform and Vitoria International Airport. Vial aims to strengthen its position with new infrastructure projects such as an intermodal terminal and industrial air park.
logistics is a part of supply chain management. Logistics is an important part of the supply chain management where the supervisors or the team has to plan, implement and control the efficient and effective flow and storage of goods from the point of creation to the point of consumption.
https://www.linkedin.com/in/nikhil-nkady/
https://www.slideshare.net/NikhilKadam66
Rendez-vous sur le pavillon France Bretagne - Hall Sheikh Saeed 1 & Hall 8 - pour rencontrer les sociétés exposantes du GULFOOD MANUFACTURING 2018 :
A.I.F. INGREDIENTS
ARMOR PROTÉINES
BAlPE CRÊPES MACHINES
EPI INGREDIENTS
FIT
lES VERGERS DE CHÂTEAUBOURG - UNIFRUIT
SECMA CABON
VINPAI
Freight Forwarders Kenya Ltd (FFK) was established in 1973 through the amalgamation of three prominent clearing and forwarding agents. With over 40 years of experience, FFK has developed a network of subsidiaries and agents to offer comprehensive clearing, forwarding, and logistics services. FFK provides customs brokerage, inland transport with over 500 vehicles, warehousing with over 100,000 square meters of space, and project management experience in industries such as mining, oil and gas, infrastructure, and aid and relief. The company has over 1,500 personnel and a regional presence throughout East and Central Africa with over 22 offices.
Norbert Dentressangle founded his own transportation company in 1978 with a goal of becoming a European leader through growth and entrepreneurial spirit. By 1994, the company had expanded to five countries and 800 trucks. Continuing expansion through acquisitions led to operations in over a dozen countries with over 7,000 employees and annual revenue over $1 billion by 2007. Today, Norbert Dentressangle is a global supply chain partner with over 42,000 employees, 10 countries of operations, and annual revenue over $4 billion.
Eurovia is one of the main international players in transport infrastructure and urban development construction, with 43,000 employees across 16 countries. The company has four main business lines: transport infrastructure and urban development, quarries, industrial production, and services. Eurovia aims to use innovation to preserve the environment, ensure user safety, and guarantee the longevity of infrastructure.
Similar to Bollore logistics corporate presentation 2018 (20)
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
Boost Your Instagram Views Instantly Proven Free Strategies.InstBlast Marketing
Supercars use advanced materials and tech for top-speed performance. Join Performance Car Exclusive to experience driving excellence.
https://instblast.com/instagram/free-instagram-views
How to Generate Add to Calendar Link using Cal.etYared Ayalew
Cal.et is a free tool that helps you create “Add to Calendar” links for your events. It supports popular calendar platforms like Google, Apple, Outlook, Yahoo, and Office365. Users can generate short, shareable URLs, customize event details, and even create QR codes for easy access. It’s ideal for embedding event links in emails, websites, and social media, making it easier for participants to save event information directly to their calendars.
AI Best Practices for Marketing HUG June 2024Amanda Farrell
During this presentation, the Nextiny marketing team reviews best practices when adopting generative AI into content creation. Join our HUG community to register for more events https://events.hubspot.com/sarasota/
Embark on style journeys Indian clothing store denver guide.pptxOmnama Fashions
Finding the perfect "Indian Clothing Store Denver" is essential for those seeking vibrant, authentic, and culturally rich attire in the heart of Colorado. Denver, a city known for its diverse culture and eclectic fashion scene, offers a variety of options for those in search of traditional and contemporary Indian clothing. Whether you're preparing for a wedding, festival, or cultural event, or simply wish to incorporate the elegance and beauty of Indian fashion into your wardrobe, discovering the right store can make all the difference.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this humorous and data-heavy Master Class, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
Unlock the secrets to creating a standout trade show booth with our comprehensive guide from Blue Atlas Marketing! This presentation is packed with essential tips and innovative strategies to ensure your booth attracts attention, engages visitors, and drives business success. Whether you're a seasoned exhibitor or a first-timer, these expert insights will help you maximize your impact and make a memorable impression in a crowded exhibition hall. Learn how to:
Design an eye-catching and inviting booth
Incorporate interactive elements that engage visitors
Use effective branding and visuals to reinforce your message
Plan your booth layout for maximum traffic flow
Implement technology to enhance the visitor experience
Create memorable experiences that leave a lasting impression
Transform your trade show presence with these proven tactics and ensure your booth stands out from the competition. Download the PDF now and start planning your next successful exhibit!
We’ve entered a new era in digital. Search and AI are colliding, in more ways than one. And they all have major implications for marketers.
• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Advanced Storytelling Concepts for MarketersEd Shimp
Every marketer knows you’re supposed to tell a story, but do you know how to tell a story? Do you know why you’re supposed to tell a story? Do you even truly know what a story is? While many marketing presentations emphasize the value of mythic storytelling, the nuts and bolts of actually constructing a story are never explored.
The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
There is a common misunderstanding that the so-called “soft skills” of marketing such as language and art are unmeasurable and subjective, but while the objective measures of market research are merely 100 years old, the rules of aesthetics have been perfected over the last 2,500 years.
Great story construction is a skill that requires significant knowledge and practice. This presentation will be a review of the ancient art of story construction.
We will discuss:
• Rhetoric – The art of effective communication
• The Socratic Method – You cannot teach, but you can persuade people to learn
• Plato’s Cave – You sell products, but you market ideas
• Aristotle’s Six Dramatic Elements – The secret recipe for marketing stories
This is for senior marketers who are tasked with creating effective narratives or guiding others in the process. By the end of the session, attendees will have gained the knowledge needed to work storytelling into all phases of the buyer’s journey.
THE STORY COMMUNICATION Credential 2024.pptxhuyenngo62
The Story Communication là công ty quảng cáo truyền thông tích hợp (IMC) được xây dựng trên thế mạnh về Digital & Performance.
#Assemble #Integrity #Transformation #Initiative
3. THE BOLLORÉ GROUP
A FAMILY GROUP WITH A LONG-TERM STRATEGY
Founded in 1822, the Bolloré Group is one of the 500 largest
companies in the world
Vincent Bolloré has been the Group's Director since 1981. He is part
of the 6th generation of the Bolloré family
A listed company, the Bolloré family are the Group's majority
shareholders and controllers
The Bolloré Group has always set itself apart with its pioneering
strategy
The stability of the Group's shareholder structure has allowed it to adopt
an ambitious long-term investment strategy
› 55,000 employees in 155 countries
› Turnover in 2015: €10.824 B (+2%)
› EBITDA in 2015: €1,114 M (+9%)
› Net Income in 2015: €727 M
4. HISTORY OF THE BOLLORE GROUP
1822
Foundation of the "Bolloré Paper
Mills", which specialise in fine papers
Vincent Bolloré takes over the family
business
Development of the plastic film
business line, which then lead the
group towards supercapacitors and
electric batteries.
1981
1986
-
2000
2000
-
2010
Since
2010
Diversification of the Group's activities
through a series of acquisitions in the
transportation and logistics sector
Sale of non-strategic business lines
cigarettes (2001), maritime activities
(2006) and fine paper (2009).
Diversification in the media and
communications sectors: Havas
Digital Terrestrial Television and free
newspapers.
Development of electricity storage
solutions, both mobile and stationary
applications
Increased production capacity for batteries
and supercapacitors.
Investment in Vivendi stock and expansion
of Havas shareholdings
10.8
billion
30 M
TURNOVER
5. THE BOLLORE GROUP'S 3 KEY ACTIVITIES
› Transportation and Logistics Leader in
Africa
› A world leader in logistics and freight
forwarding
› Largest operator of port and rail
concessions in Africa
› Independent leader of heating oil in France
and a major player in petroleum logistics in
France and Europe
TRANSPORTATION
AND LOGISTICS
› World leader in communications
› Direct Matin: second largest free daily
newspaper in France
› Bolloré Telecom, Wifirst: wifi and 4G operator
COMMUNICATION
› Mobile Applications
› Stationary Applications (Bluezone and
Bluestorage)
› Systems and Services
ELECTRICITY
STORAGE AND
SOLUTIONS
BLUEAPPLICATIONS
Carsharing | Electric Cars | Buses & Trams
LMP BATTERIES
AND
SUPERCAPACITORS
14.4% 7.9% 38.7%
SHAREHOLDING
Bluezone | Bluestorage
IER | Polyconseil
6. BOLLORÉ TRANSPORT & LOGISTICS
ALL OF THE GROUP'S TRANSPORTATION AND LOGISTICS ACTIVITIES
2
8. A NEW ORGANISATIONAL STRUCTURE
4 BUSINESS UNITS
A MAJOR PLAYER IN
PETROLEUM DISTRIBUTION AND
LOGISTICS
› Number 1 independent
distributor of domestic
heating oil in France
› A strong presence in
petroleum logistics in
France and Europe
LEADING OPERATOR OF PORT
CONCESSIONS
› Operator of 21 port
concessions around the world
› Number 1 operator of port
concessions in Africa
› Port operator in France
› 95 shipping agencies
GLOBAL PLAYER IN
TRANSPORTATION AND LOGISTICS
› Top 10 in the world
› Global presence in
international shipping and
value-added services
› Business lines: multi-modal
transportation, customs and
regulatory compliance,
logistics, global supply
chains, industrial projects
LEADING OPERATOR OF RAIL
CONCESSIONS IN AFRICA
› Operator of 3 rail concessions
in Africa
› Sitarail: Côte d’Ivoire –
Burkina Faso
› Camrail: Cameroon
› Benirail: Niger – Benin
9. F R E I G H T F O R W A R D I N G , P O R T S A N D
R A I L W A Y S C O N C E S S I O N S A N D O I L
L O G I S T I C S
M€ 31/12 2015 2014
Turnover 8,300 8,400
EBITDA 815 760
Operating income 606 593
Investments 450 360
BOLLORÉ TRANSPORT & LOGISTICS
FINANCIAL KEY FIGURES
195
219
277
316
366
400
442
535
580 593 606
-
100
200
300
400
500
600
700
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
EVOLUTION IN OPERATING INCOME OF BOLLORÉ
TRANSPORT & LOGISTICS ON 10 YEARS
13. BOLLORÉ PORTS
3 MAJOR AREAS OF EXPERTISE
› Container terminals
› Roll on/Roll off terminals
› Dry ports
› Shipyards
PORTS AND TERMINALS
› Bagging
› Bulk
› Rolling
› Heavy packages
› Containers...
CONVENTIONAL
HANDLING
› Handling
› Forwarding
› Warehousing
› Logistics
SHIPPING
WE ARE INVESTING
AND BUILDING
WE ARE DESIGNING WE ARE OPERATING
AND MODERNISING
14. BOLLORÉ PORTS
CLOSE-UP ON SHIPPING
SHIPPING AGENCIES IN
FRANCE, PORTUGAL, SPAIN,
AND AFRICA
99
SHIPPING AGENCIES IN AFRICA AND
IN THE INDIAN OCEAN UNDER THE
AFRITRAMP NAME
75
SHIPPING AGENCIES IN EUROPE
24
15. BOLLORÉ PORTS
LEADING IN MANAGING AND OPERATING CONTAINER TERMINALS
21 PORT
CONCESSIONS
AROUND THE
WORLD
6RORO TERMINALS25DRY PORTS
99 SHIPPING AGENCIES
10,000
EMPLOYEES
2015 VOLUMES
of containers handled
around the world
tons of conventional
handling
ship-owner partnerships
MARKET POSITION
No. 1 port operator in Africa
with 13% market share
4.36
million
30
9
million
16.
17. BOLLORÉ LOGISTICS' EXPERTISE
IN CUSTOMISED END-TO-END SOLUTIONS
› Maritime Freight, Air Freight, Rail, Road
› Door-to-Door
› Express
MULTI-MODAL
TRANSPORTATION
› Customs brokerage
› Consulting and training programmes
› Cargo security and safety
CUSTOMS AND
COMPLIANCE
› Storage and value-added services
› Supply and distribution centres
› Local distribution
› Reverse logistics
LOGISTICS
› Design phase and implementation
› Centralised management of sub-
contractors in LLP (Lead Logistics
Provider) mode.
› Comprehensive flow control
COMPREHENSIVE SUPPLY
CHAIN MANAGEMENT
› Operational planning and methods
› Specialised equipment / Exceptional
transportation
› End-to-end project management
INDUSTRIAL PROJECTS
18. BOLLORÉ LOGISTICS
A MAJOR PLAYER IN INTERNATIONAL TRANSPORTATION AND LOGISTICS
Middle East
12 sites
3 countries
230 staff
Europe
169 sites
21 countries
5,690 staff
2015 VOLUMES
580,000
Tonnes of Air Freight
844,000
TEUs of Maritime
Freight
1,600,000
M2 of Warehouses
TOP 10
GLOBALLY
TOP 5
IN EUROPE
NO. 1
IN FRANCE
NO. 1
IN AFRICA
MARKET POSITION
105 COUNTRIES
601 SITES
21,000 EMPLOYEES
19. 17/0CORPORATE 1
Nokia Alcatel
Huawei
TDK-Epcos
Siemens
HP
12%
HIGH TECH / TELECOM
Sanofi
GE Healthcare
Essilor
Eli Lilly
US AID
8%
HEALTHCARE / AID & RELIEFAEROSPACE / DEFENSE
Air France/KLM
Airbus
Safran
Singapore Airlines
Thales
11%
OIL & GAS / MINING / CHEMICALS
16%
Bechtel
JGC
Technip
Total
Vallourec
Siemens
Emerson
Renault
Schneider Electric
Valeo
23%
INDUSTRIES & MANUFACTURING
Key References in Main Industry Sectors
Bolloré Logistics has developed
specific expertise in a number of
industries which are implemented
by networks of experts in every
continent.
L’Oréal
LVMH
Nestle
Unilever
29%
CONSUMER & RETAIL
20.
21. BOLLORÉ RAILWAYS
A MAJOR PLAYER IN RAILWAY CONSTRUCTION AND OPERATIONS IN AFRICA
ABIDJAN-KAYA
COTONOU-PARAKOU
DOUALA-N'GAOUDÉRÉ
RAILWAY EXPERTISE
RAIL NETWORK OPERATOR
IN CAMEROON (CAMRAIL)
IN IVORY COAST AND BURKINA FASO
(SITARAIL)
IN BENIN AND NIGER (BÉNIRAIL)
› Passenger transport
› Transport of merchandise
› Laying, renewing, and maintaining
tracks
› Rolling stock maintenance
› Specific work and project
management
24. BOLLORÉ ENERGY
NUMBER 1 INDEPENDENT DISTRIBUTOR OF DOMESTIC HEATING OIL IN FRANCE
› Bolloré Energy mainly distributes domestic heating oil, diesel, and off-
road diesel through a network of more than 100 agencies and
secondary depots throughout France, Switzerland, and Germany.
› 15% market share in domestic heating oil distribution in France
DISTRIBUTION
› In France, Switzerland, and Germany, Bolloré Energy has 1.6
million m3 of storage capacity across 27 wholly or partially
owned depots.
LOGISTICS
25. 3.5M
BY THE OIL PRODUCT
DISTRIBUTION BUSINESS
M3
SOLD/YEAR
BOLLORÉ ENERGY
INDUSTRIAL DEPOTS
DISTRIBUTION NETWORK
BOLLORÉ ENERGY / SFDM
INVESTMENT IN JV LOGISTICS
SFDM OIL PIPELINE
AGENCY
SECONDARY DEPOT
SERVICE STATION
400,000 clients
627 km
of pipeline operated
1000 employees
107 agencies
› Leader in independent domestic
heating oil distribution in France
› 75 service stations in France and
Europe
27. 601 sites
105 countries
21,000 staff
1,600,000 sqm
warehousing
A Worldwide Network
Americas
45 sites
8 countries
1,000 staff
Africa
250 sites
46 countries
9,550 staff
Asia-Pacific
136 sites
24 countries
4,700 staff
Middle East
9 sites
5 countries
280 staff
Europe
161 sites
22 countries
5,470 staff
2014 Key Figures
28. 28
Africa
250 Sites
9,550 professionals
46 Countries
6,000: handling and
transport vehicles used
in Africa.
812,000 sqm
warehousing
Algeria
Angola
Benin
Botswana
Burkina Faso
Burundi
Cameroon
Central African
Republic
Chad
Commores
Ivory Coast
Democratic
Republic of
Congo
Djibouti
Egypt
Equatorial
Guinea
Ethiopia
Gabon
Gambia
Ghana
Guinea
Kenya
Liberia
Madagascar
Mal
awi
Mali
Mauritania
Morocco
Mozambique
Namibia
Niger
Nigeria
Reunion Island
Rwanda
Senegal
Sierra Leone
South Africa
South Sudan
Sudan
Tanzania
Tunisia
Togo
Uganda
Zambia
Zimbabwe
Sao Tomé
Cabo Verde
2015 Key Figures
29. 29
Americas
45 sites
8 countries
1,000 staff
49,000 sqm
warehousing 2015 Key Figures
MEXICO
Guadalajara
Jiutepec
Mexico
Monterrey
USA
Atlanta
Boston
Chicago
Cincinnati
Cleveland
Dallas
Denver
Houston
Los Angeles
Miami
New York
Newark
San Francisco
Seattle
Washington
URUGUAY
Montevideo
ARGENTINA
Buenos Aires
Mendoza
BRAZIL
Belo Horizonte
Curitiba
Guarulhos
Paranaguá
Rio De Janeiro
Santos
Sao Paulo
Viracopos
COLOMBIA
Bogota
CANADA
Calgary
Montreal
Toronto
Vancouver
CHILE
Santiago
30. Australia
Brunei
Cambodia
Vietnam
Thailand
Laos
TaiwanHong Kong
China
Japan
Korea
Timor-Leste
Philippines
Indonesia
Myanmar
Singapore
New Caledonia
New Zealand
Malaysia
India
Sri Lanka
Bangladesh
Pakistan
Fiji
30
Asia Pacific
136 sites
24 countries
4,700 staff
260,000 sqm
warehousing 2015 Key Figures
AUSTRALIA
Brisbane
Darwin
Melbourne
Perth
Sydney
BANGLADESH
Dhaka
Chittagong
BRUNEI
Bandar Seri Begawan
CAMBODIA
Phnom Penh
Sihanoukville
CHINA
Beijing
Shanghai
Guangzhou
FIJI
Suva
HONG KONG
HONG KONG
INDIA
Ahmedabad
Bangalore
Chennai
Cochin
Coimbatore
Hyderabad
Kolkata
Mumbai
New Delhi
Tuticorin
INDONESIA
Balikpapan
Jakarta
Medan
Semarang
Surabaya
Ujung Pandang
JAPAN
Fukuoka
Osaka
Tokyo
LAOS
Savannakhet
Vientiane
MALAYSIA
Ipoh
Johor Bahru
Kuala Lumpur
Penang
Port Klang
Subang Jaya
MYANMAR
Yangon
PAKISTAN
Faisalabad
Lahore
Karachi
PHILIPPINES
Cebu
Manila
SINGAPORE
SINGAPORE
SOUTH KOREA
Busan
Seoul
SRI LANKA
Colombo
Katunayake
TAIWAN
Taipei
THAILAND
Bangkok
Chiangmai
Laem Cha Bang
Sattahip
TIMOR-LESTE
Dili
VIETNAM
Da Nang
Hanoi
Ho Chi Minh City
Quang Ngai
NEW CALEDONIA
Nouméa
NEW ZEALAND
Auckland
31. Norway
Poland
Czech Rep.
Romania
Turkey
Switzerland
Italy
France
Spain
United
Kingdom
Germany
The Netherlands
Belgium
Portugal
Austria
Hungary
31
Europe
2014 Key Figures
161 sites
22 countries
5,470 staff
457,000 sqm
warehousing
NORWAY
Oslo
ITALY
Bologna
Milan
Rome
Venice
PORTUGAL
Lisbon
Porto
POLAND
Gdynia
Krakow
Warsaw
ROUMANIA
Bucharest
SPAIN
Algeciras
Alicante
Barcelona
Bilbao
Las Palmas
Madrid
Santa Cruz
de Tenerife
Valencia
Vigo
SWITZERLAND
Geneva
Zurich
TURKEY
Ankara
Bursa
Istanbul
Izmir
Manisa
Mersin
BENELUX
Amsterdam
Antwerp
Brussels
Luxembourg
Oostende
Rotterdam
CZECH REPUBLIC
Prague
Zlin
FRANCE
Paris
FRENCH TERRITORIES
GERMANY
Berlin
Cologne
Düsseldorf
Frankfurt
Fribourg
Hamburg
Munich
Nuremberg
Stuttgart
Villingen
GREAT BRITAIN
Aberdeen
Cambridge
Cardiff
Glasgow
London-Heathrow
Ilford
Liverpool
Manchester
Tilbury
HUNGARY
Budapest
AUSTRIA
Vienna
32. 32
Middle East
2014 Key Figures
9 sites
5 countries
280 staff
22,000 sqm
warehousing
UAE
Dubai
LEBANON
Beirut
JORDAN
AmmanLebanon
Jordan
U.A.E
34. : Single Digital Platform
INSTANT & SEAMLESS COLLABORATION
*This module is currently under development
TRACK & TRACE
OPERATIONS
MANAGEMENT
PARTNERS
MANAGEMENT
REPORTING &
COMMUNICATION TOOLS
End-to-End shipment
tracking
Traceability of multiple
flows by customer
reference
Online documentation
Carbon footprint
Purchase order
management
Bookings management
Online VGM declaration
(SOLAS Requirement)
Management of clients’
product catalogues
Inventory visibility
Proof of Delivery via
smartphone
Carriers’ self-referencing
Online Appointments*
Interfacing (EDI)
Analytical reporting
Secure web portal
Online freight quotation*
Invoice management*
Online payment*
35. Mobility
SCALABLE SOLUTIONS TO MEET YOUR NEEDS – MOBILE APP
DIGITIZATION BY LINK
Transport Order
Build & save transport order model
Easy consolidation of transport orders
POD – Proof of Delivery
QR code reading
On-site POD signature with smartphone App
Automatic upload (picture…)
37. CSR, Ethics and QHSE Policies
STRONG CORPORATE VALUES AND SUSTAINABLE DEVELOPMENT COMMITMENTS
Corporate organization and
international network
Development of
certifications, business lines
certification
QHSE KPIs: reactive and
proactive indicators
Quality of service:
satisfaction survey and KPIs
measured in the TMS
General Code of Business
Conduct
Corporate organization
and international network
Ethics Alert process
Trace Member (Fight
against corruption)
4 cornerstones:
‐ Sharing common values
‐ Developing talents
‐ Producing and innovating in a
sustainable manner
‐ Taking action for local
development
Contribute to the
development of local
economies
ETHICS &
COMPLIANCE
CSR
COMMITMENTS
QHSE
POLICIES
PARIS HUB
December 2015
38. Environmental Customer Solution
MAKING CARBON REDUCTION A DRIVER OF LOGISTICS PERFORMANCE
COST, LEAD TIME
CO2
REDUCTION
PERFORMANCE
SUPPLY CHAIN
+ =
Periodic
Dashboard
REDUCE
Eco-Solutions
2MEASURE
CO2 Calculator
1 TAKE ACTION
Carbon Offset
3
Logistics Network
Flow Management
Transport Methods
Warehousing
Packaging
Integrating all variables
of your supply chain
to suit your targets
High-Precision analysis tools - Dedicated specialists -
Custom-fit processes
39. WHAT MAKES US DIFFERENT?
OUR LONG-STANDING SHAREHOLDER:
THE BOLLORÉ GROUP
Founded in 1822
One of the 500 largest companies in the world
Shared values: innovation, entrepreneurial,
long-term vision, CSR
An integrated transport & logistics structure
INNOVATIVE AND TECHNOLOGY-LED
SUPPLY CHAIN
One expert solution per business line
Unique collaborative platform with external
partners
Smart data and predictive approaches
A STRONG KNOW-HOW IN AFRICA
Global capabilities
Strong expertise in the local markets and
logistics conditions
More than 50 years of continuous presence
CUSTOMER CENTRIC ATTITUDE
Central policies and proximity approach
Organization by client segmentation
CRM with a 360 vision of customer needs
Global process: design, implementation,
execution and performance management