CASE STUDY
Design house partnerships at Concept Design
Services 7
‘I can’t believe how much we have changed in a relatively
short time. From being an inward-looking manufacturer, we
became a customer-focused “design and make” operation.
Now we are an integrated service provider. Most of our new
business comes from the partnerships we have formed with
design houses. In effect, we design products jointly with spe-
cialist design houses that have a well-known brand, and offer
them a complete service of manufacturing and distribution.
In many ways we are now a “business-to-business” com-
pany rather than a “business-to-consumer” company.’ ( Jim
Thompson, CEO, Concept Design Services (CDS))
CDS had become one of Europe’s most profitable home-
ware businesses. Originally founded in the 1960s, the com-
pany had moved from making industrial mouldings, mainly
in the Aerospace sector, and some cheap ‘homeware’ items
such as buckets and dustpans, sold under the ‘Focus’ brand
name, to making very high quality (expensive) stylish home-
wares with a high ‘design value’.
The move into ‘Concept’ products
The move into higher margin homeware had been mas-
terminded by Linda Fleet, CDS’s Marketing Director, who
had previously worked for a large retail chain of paint and
wallpaper retailers. ‘ Experience in the decorative products
industry had taught me the importance of fashion and prod-
uct development, even in mundane products such as paint.
Premium-priced colours and new textures would become
popular for one or two years, supported by appropriate
promotion and features in lifestyle magazines. The manu-
facturers and retailers who created and supported these
products were dramatically more profitable than those who
simply provided standard ranges. Instinctively, I felt that
this must also apply to homeware. We decided to develop
a whole coordinated range of such items, and to open up a
new distribution network for them to serve up-market stores,
kitchen equipment and specialty retailers. Within a year of
launching our first new range of kitchen homeware under
the ‘Concept’ brand name, we had over 3,000 retail out-
lets signed up, provided with point-of-sale display facilities.
Press coverage generated an enormous interest which was
re inforced by the product placement on several TV cookery
and ‘life style’ programmes. We soon developed an entirely
new market and within two years ‘concept’ products were
providing over 75 per cent of our revenue and 90 per cent
of our profits. The price realization of Concept products is
many times higher than for the Focus range. To keep ahead
we launched new ranges at regular intervals.’
CHAPTER 1 OPERATIONS MANAGEMENT 31
❯ What do operations managers do?
● Responsibilities can be classed in four categories – direct, design, deliver, and develop.
● Direct includes understanding relevant performance objectives and setting an operations
stra.
The document discusses three key learning objectives:
1) It defines what a service product is, noting it consists of a core product and supplementary services that augment the core product.
2) It describes how to design a service concept by looking at the core product, supplementary services, and delivery processes holistically.
3) It introduces the "Flower of Service" model which categorizes supplementary services as either facilitating (needed for delivery or use of core product) or enhancing (adding extra value). Facilitating services include information, order-taking, billing, and payment.
The term "merchandise mix" is essentially the product assortment a retail store offers. It refers to the breadth and depth of the products a given retail store carries on a regular basis. It's not always easy to find a good balance among the products a store could choose to offer, so it's worth considering carefully.
This document discusses several key challenges in services marketing. It identifies intangibility, inseparability, and heterogeneity as inherent characteristics of services that make them difficult to standardize and control quality. Other challenges include managing customer expectations, defining and measuring quality, designing effective customer organizations, and positioning services in the marketplace against competitors. Overall, the document outlines the complex nature of services and highlights areas services marketers must address, such as customization, training employees, and emphasizing quality to overcome issues related to intangibility and heterogeneity.
This document discusses competitor analysis and competitive strategy. It defines competitor analysis as assessing the strengths and weaknesses of competing firms that offer substitute products. The analysis identifies threats, opportunities, and strategic uncertainties posed by competitors. Competitors are identified and grouped according to how they compete for customers or their competitive strategies. The document also discusses market structure concepts like market leaders, challengers, followers, and nichers. Market leader strategies focus on expanding demand, defending market share, and gaining more share.
The document discusses several key considerations for retailers in setting prices, including customer price sensitivity, competition, costs, and legal/ethical issues. It explains that value is perceived benefits divided by price, so retailers can increase sales by raising benefits or lowering prices. It also discusses factors like competition, economic conditions, price adjustments, and strategies like everyday low pricing, odd pricing, and using gross margin return on investment to evaluate product profitability.
Managing brands over geographic boundariesAqib Syed
As a business, you need to be where your customers are coming from, and you’ll want to research where your customers live to make sure that your business is well-placed.
There are three critical components that can help to successfully fill a new geographic market
Know your customer before you go
Clearly define a strategy and plan
Don’t underestimate the value of digital
As a business, you need to be where your customers are coming from, and you’ll want to research where your customers live to make sure that your business is well-placed.
There are three critical components that can help to successfully fill a new geographic market
Know your customer before you go
Clearly define a strategy and plan
Don’t underestimate the value of digital
Offering a unique service which was not not earlier offered into the market is called new service and the process of designing such new service is called New Service Development.
The document discusses three key learning objectives:
1) It defines what a service product is, noting it consists of a core product and supplementary services that augment the core product.
2) It describes how to design a service concept by looking at the core product, supplementary services, and delivery processes holistically.
3) It introduces the "Flower of Service" model which categorizes supplementary services as either facilitating (needed for delivery or use of core product) or enhancing (adding extra value). Facilitating services include information, order-taking, billing, and payment.
The term "merchandise mix" is essentially the product assortment a retail store offers. It refers to the breadth and depth of the products a given retail store carries on a regular basis. It's not always easy to find a good balance among the products a store could choose to offer, so it's worth considering carefully.
This document discusses several key challenges in services marketing. It identifies intangibility, inseparability, and heterogeneity as inherent characteristics of services that make them difficult to standardize and control quality. Other challenges include managing customer expectations, defining and measuring quality, designing effective customer organizations, and positioning services in the marketplace against competitors. Overall, the document outlines the complex nature of services and highlights areas services marketers must address, such as customization, training employees, and emphasizing quality to overcome issues related to intangibility and heterogeneity.
This document discusses competitor analysis and competitive strategy. It defines competitor analysis as assessing the strengths and weaknesses of competing firms that offer substitute products. The analysis identifies threats, opportunities, and strategic uncertainties posed by competitors. Competitors are identified and grouped according to how they compete for customers or their competitive strategies. The document also discusses market structure concepts like market leaders, challengers, followers, and nichers. Market leader strategies focus on expanding demand, defending market share, and gaining more share.
The document discusses several key considerations for retailers in setting prices, including customer price sensitivity, competition, costs, and legal/ethical issues. It explains that value is perceived benefits divided by price, so retailers can increase sales by raising benefits or lowering prices. It also discusses factors like competition, economic conditions, price adjustments, and strategies like everyday low pricing, odd pricing, and using gross margin return on investment to evaluate product profitability.
Managing brands over geographic boundariesAqib Syed
As a business, you need to be where your customers are coming from, and you’ll want to research where your customers live to make sure that your business is well-placed.
There are three critical components that can help to successfully fill a new geographic market
Know your customer before you go
Clearly define a strategy and plan
Don’t underestimate the value of digital
As a business, you need to be where your customers are coming from, and you’ll want to research where your customers live to make sure that your business is well-placed.
There are three critical components that can help to successfully fill a new geographic market
Know your customer before you go
Clearly define a strategy and plan
Don’t underestimate the value of digital
Offering a unique service which was not not earlier offered into the market is called new service and the process of designing such new service is called New Service Development.
This document discusses various options for entering foreign markets, including exporting, licensing, franchising, joint ventures, contract manufacturing, mergers and acquisitions, and fully owned manufacturing facilities. It provides details on each option, describing how they work, their advantages and disadvantages. Overall, the document serves as an overview of common market entry strategies for international business.
Solution manual for operations management processes and supply chains 10th ed...Aamir Ali
This document contains 11 discussion questions about operations management concepts. The questions cover topics like identifying core processes, competitive priorities for companies like Amazon and FedEx, designing hospital emergency room operations, and calculating productivity metrics. Sample responses are provided that analyze strategic plans, environmental factors, core competencies, and key capabilities for different organizations.
This document discusses inventory management concepts including defining inventory, the reasons for holding inventory, and the objectives of effective inventory management. It describes different types of inventories like raw materials, work in progress, and finished goods. The key functions of inventory are outlined as well as inventory counting systems. Important inventory management terms are defined including economic order quantity, reorder point, and safety stock. Mathematical models for determining optimal order quantities are presented, including the economic order quantity and economic production quantity models.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
Channel management refers to how a product reaches end users, either directly or through intermediaries. Key components of channel management include manufacturers, wholesalers, distributors, retailers, and consumers. Relationships between suppliers and resellers are complex, with mutual interests but also inherent conflicts. Suppliers must consider control over distribution versus allocating additional resources. Effective channel management requires understanding choices regarding direct and indirect distribution channels, factors impacting supplier-reseller relationships, and balancing control with resource allocation.
This document discusses the importance of conducting competitor analysis for SEO purposes. It provides tips for analyzing a competitor's backlinks, page authority, domain authority, keyword relevance, and other online marketing strategies. The key aspects to analyze include the competitors' capabilities, strategies, objectives, and assumptions. Competitor analysis helps determine why some sites outrank others, identify opportunities to improve rankings, and predict the returns of future marketing investments. It is recommended to outsource competitor analysis to a company like Outsource2india that can conduct a thorough quantitative and qualitative analysis.
This document discusses balancing demand and capacity in the service industry. It provides frameworks and concepts for measuring capacity, analyzing demand patterns, and developing strategies to match demand and capacity over time. Key points include defining capacity, identifying causes of demand variations, analyzing demand segments, and alternative strategies to manage demand such as adjusting prices, promotions, product features, and capacity levels. The goal is to operate at an optimum capacity that balances productivity and service quality.
Selecting the distribution strategies [recovered]Sandeep Shrestha
The document discusses various considerations for selecting distribution channel strategies, including objectives, market, product, channel, and organizational factors. It also outlines different pricing methods based on cost, competition, and demand. Promotional strategies can be push or pull oriented and target interpersonal versus mass communication. The promotional mix should align with the product life cycle and competitive environment. E-commerce enables direct marketing without intermediaries.
The document discusses strategies for managing capacity and demand for services. It explains that capacity is constrained by limitations on time, labor, equipment and facilities, while demand varies in predictable and unpredictable ways. It presents strategies for shifting demand or flexing capacity to better match supply and demand, such as changing prices or hours of operations. Waiting line management strategies are also discussed, such as using signage, reservations, or customer differentiation to improve the waiting experience.
Customers act as co-producer in service industry and their level of participation can effect service delivery. Self service technologies have changed the way customers were being served.
Pricing Analytics: Creating Linear & Power Demand CurvesMichael Lamont
An introduction to the two most common types of demand curves (linear and power), which can be used to estimate the price for a product or service that maximizes profit margins. Includes hands-on real-world examples using Excel.
This document discusses the relationship between logistics and marketing. It begins by providing an overview of supply chain management and the key logistics activities involved in transportation, warehousing, and information flows. It then explains how logistics interfaces with the four Ps of marketing: product, price, promotion, and place (distribution). Specifically, it notes that logistics managers should be involved in product design decisions since physical characteristics impact costs, and that pricing, promotion strategies, and distribution channels all affect demand patterns and inventory requirements planned by logistics.
The document discusses product development and new product development. It covers the key stages in developing new products including idea generation, screening, concept development, business analysis, prototyping, and commercialization. It then provides an example of KFC introducing a new product - chocolate brownies. The summary includes pricing the brownies at Rs. 99 after accounting for costs and margins, targeting customers interested in desserts, and using promotion and word-of-mouth to market the new product.
NAMING NEW PRODUCTS & BRAND EXTENSIONSNaziya Aisha
This document discusses brand extension as a growth strategy for businesses. It defines brand extension as using an established brand name to introduce new products. There are two main categories of brand extension: line extensions, which extend an existing brand into new sizes or flavors within the same product category, and category extensions, which extend the brand into an unrelated product category. The document also outlines some key advantages and disadvantages of pursuing a brand extension strategy.
The document discusses service marketing and internal marketing. It defines services as activities that are intangible and involve interactions between customers and providers. The service marketing triangle illustrates the internal, external, and interactive aspects of marketing services - external marketing involves communicating with customers, internal marketing involves training and motivating employees, and interactive marketing involves delivering the service. The objectives of internal marketing are to develop employee awareness of their roles, motivate employees to be customer-oriented, and obtain personnel committed to serving customers.
Selecting The Right Supply Chain For Your ProductAnupam Sharma
The document discusses the differences between functional and innovative products and how they impact supply chain practices. It notes that functional products have predictable demand and longer life cycles, allowing for forecasting, while innovative products have unpredictable demand, many variants, and shorter life cycles. The document advises determining if a product is functional or innovative in order to design the appropriate supply chain practices, focusing on efficiency for functional products and responsiveness for innovative products.
How to balance demand & capacity. What are the building blocks or Demand & Capacity? Productive Capacity in a service context. Ways to manage capacity. Demand patterns vary by segment. Ways to manage demand. Use of marketing mix elements. Waiting lines & Queuing systems. Customers Perceptions about the waiting line.
Reference: Lovelock
The document discusses service blueprints, which are maps that precisely portray how a service process is built. Service blueprints are useful for developing and designing new services. The document provides an example of a hotel service blueprint that maps out the customer actions and physical evidence involved in parking at a hotel, checking in, going to a room, ordering room service, sleeping, showering, checking out, and leaving. It also outlines the onstage contact, backstage contact, and support processes involved at each step.
The document defines and explains the key elements of a service blueprint:
1) It captures the steps and sequences in a service process from the customer's perspective.
2) A service blueprint shows the service delivery process and specifies the physical evidence, staff actions, and support systems needed to deliver the service across different channels.
3) The key elements are customer actions, front stage actions visible to customers, back stage actions invisible to customers, and supporting processes.
Concept Design Services (CDS) started as a business-to-business company but transformed into a business-to-consumer company. Within one year of this transition, CDS had signed up over 3,000 retail outlets to sell its consumer products. CDS had two supply service plans: to plan and schedule production to maintain inventory availability, and to distribute products from warehouses to customers. This strategy helped increase CDS's sales and was a key reason for the company's success.
This document discusses various options for entering foreign markets, including exporting, licensing, franchising, joint ventures, contract manufacturing, mergers and acquisitions, and fully owned manufacturing facilities. It provides details on each option, describing how they work, their advantages and disadvantages. Overall, the document serves as an overview of common market entry strategies for international business.
Solution manual for operations management processes and supply chains 10th ed...Aamir Ali
This document contains 11 discussion questions about operations management concepts. The questions cover topics like identifying core processes, competitive priorities for companies like Amazon and FedEx, designing hospital emergency room operations, and calculating productivity metrics. Sample responses are provided that analyze strategic plans, environmental factors, core competencies, and key capabilities for different organizations.
This document discusses inventory management concepts including defining inventory, the reasons for holding inventory, and the objectives of effective inventory management. It describes different types of inventories like raw materials, work in progress, and finished goods. The key functions of inventory are outlined as well as inventory counting systems. Important inventory management terms are defined including economic order quantity, reorder point, and safety stock. Mathematical models for determining optimal order quantities are presented, including the economic order quantity and economic production quantity models.
This document discusses achieving strategic fit between a company's competitive strategy and its supply chain strategy. It outlines three key steps: 1) Understanding customer needs and how they impact supply chain uncertainty. 2) Understanding the company's supply chain capabilities and how to balance responsiveness and efficiency. 3) Aligning the supply chain strategy to best meet customer needs given the company's supply chain capabilities. Strategic fit is achieved when a company's supply chain strategy supports its competitive strategy to satisfy customer priorities. The document also discusses factors like product life cycles and competitive changes that require evolving the supply chain strategy over time.
Channel management refers to how a product reaches end users, either directly or through intermediaries. Key components of channel management include manufacturers, wholesalers, distributors, retailers, and consumers. Relationships between suppliers and resellers are complex, with mutual interests but also inherent conflicts. Suppliers must consider control over distribution versus allocating additional resources. Effective channel management requires understanding choices regarding direct and indirect distribution channels, factors impacting supplier-reseller relationships, and balancing control with resource allocation.
This document discusses the importance of conducting competitor analysis for SEO purposes. It provides tips for analyzing a competitor's backlinks, page authority, domain authority, keyword relevance, and other online marketing strategies. The key aspects to analyze include the competitors' capabilities, strategies, objectives, and assumptions. Competitor analysis helps determine why some sites outrank others, identify opportunities to improve rankings, and predict the returns of future marketing investments. It is recommended to outsource competitor analysis to a company like Outsource2india that can conduct a thorough quantitative and qualitative analysis.
This document discusses balancing demand and capacity in the service industry. It provides frameworks and concepts for measuring capacity, analyzing demand patterns, and developing strategies to match demand and capacity over time. Key points include defining capacity, identifying causes of demand variations, analyzing demand segments, and alternative strategies to manage demand such as adjusting prices, promotions, product features, and capacity levels. The goal is to operate at an optimum capacity that balances productivity and service quality.
Selecting the distribution strategies [recovered]Sandeep Shrestha
The document discusses various considerations for selecting distribution channel strategies, including objectives, market, product, channel, and organizational factors. It also outlines different pricing methods based on cost, competition, and demand. Promotional strategies can be push or pull oriented and target interpersonal versus mass communication. The promotional mix should align with the product life cycle and competitive environment. E-commerce enables direct marketing without intermediaries.
The document discusses strategies for managing capacity and demand for services. It explains that capacity is constrained by limitations on time, labor, equipment and facilities, while demand varies in predictable and unpredictable ways. It presents strategies for shifting demand or flexing capacity to better match supply and demand, such as changing prices or hours of operations. Waiting line management strategies are also discussed, such as using signage, reservations, or customer differentiation to improve the waiting experience.
Customers act as co-producer in service industry and their level of participation can effect service delivery. Self service technologies have changed the way customers were being served.
Pricing Analytics: Creating Linear & Power Demand CurvesMichael Lamont
An introduction to the two most common types of demand curves (linear and power), which can be used to estimate the price for a product or service that maximizes profit margins. Includes hands-on real-world examples using Excel.
This document discusses the relationship between logistics and marketing. It begins by providing an overview of supply chain management and the key logistics activities involved in transportation, warehousing, and information flows. It then explains how logistics interfaces with the four Ps of marketing: product, price, promotion, and place (distribution). Specifically, it notes that logistics managers should be involved in product design decisions since physical characteristics impact costs, and that pricing, promotion strategies, and distribution channels all affect demand patterns and inventory requirements planned by logistics.
The document discusses product development and new product development. It covers the key stages in developing new products including idea generation, screening, concept development, business analysis, prototyping, and commercialization. It then provides an example of KFC introducing a new product - chocolate brownies. The summary includes pricing the brownies at Rs. 99 after accounting for costs and margins, targeting customers interested in desserts, and using promotion and word-of-mouth to market the new product.
NAMING NEW PRODUCTS & BRAND EXTENSIONSNaziya Aisha
This document discusses brand extension as a growth strategy for businesses. It defines brand extension as using an established brand name to introduce new products. There are two main categories of brand extension: line extensions, which extend an existing brand into new sizes or flavors within the same product category, and category extensions, which extend the brand into an unrelated product category. The document also outlines some key advantages and disadvantages of pursuing a brand extension strategy.
The document discusses service marketing and internal marketing. It defines services as activities that are intangible and involve interactions between customers and providers. The service marketing triangle illustrates the internal, external, and interactive aspects of marketing services - external marketing involves communicating with customers, internal marketing involves training and motivating employees, and interactive marketing involves delivering the service. The objectives of internal marketing are to develop employee awareness of their roles, motivate employees to be customer-oriented, and obtain personnel committed to serving customers.
Selecting The Right Supply Chain For Your ProductAnupam Sharma
The document discusses the differences between functional and innovative products and how they impact supply chain practices. It notes that functional products have predictable demand and longer life cycles, allowing for forecasting, while innovative products have unpredictable demand, many variants, and shorter life cycles. The document advises determining if a product is functional or innovative in order to design the appropriate supply chain practices, focusing on efficiency for functional products and responsiveness for innovative products.
How to balance demand & capacity. What are the building blocks or Demand & Capacity? Productive Capacity in a service context. Ways to manage capacity. Demand patterns vary by segment. Ways to manage demand. Use of marketing mix elements. Waiting lines & Queuing systems. Customers Perceptions about the waiting line.
Reference: Lovelock
The document discusses service blueprints, which are maps that precisely portray how a service process is built. Service blueprints are useful for developing and designing new services. The document provides an example of a hotel service blueprint that maps out the customer actions and physical evidence involved in parking at a hotel, checking in, going to a room, ordering room service, sleeping, showering, checking out, and leaving. It also outlines the onstage contact, backstage contact, and support processes involved at each step.
The document defines and explains the key elements of a service blueprint:
1) It captures the steps and sequences in a service process from the customer's perspective.
2) A service blueprint shows the service delivery process and specifies the physical evidence, staff actions, and support systems needed to deliver the service across different channels.
3) The key elements are customer actions, front stage actions visible to customers, back stage actions invisible to customers, and supporting processes.
Concept Design Services (CDS) started as a business-to-business company but transformed into a business-to-consumer company. Within one year of this transition, CDS had signed up over 3,000 retail outlets to sell its consumer products. CDS had two supply service plans: to plan and schedule production to maintain inventory availability, and to distribute products from warehouses to customers. This strategy helped increase CDS's sales and was a key reason for the company's success.
Stimulo is a product design agency that helps companies design and develop more competitive products through their Stimulo 360 methodology. This methodology involves identifying market opportunities, developing valuable and feasible concepts, and delivering stimulating products while guiding clients through the entire production and implementation process. Stimulo has experience designing successful products for over 10 years and takes a business-oriented approach to design.
KDM P.O.P. Solutions Group provides speed-to-market solutions for the point-of-purchase industry from its 155,000 square foot production facility in Cincinnati, Ohio. It has over 250 dedicated employees and offers sustainable printing, packaging, and shipping solutions. KDM has expertise in custom display design and fabrication, volume purchasing and plastic distribution, and flexible manufacturing including various printing methods, plastic fabrication, finishing, kitting, and distribution.
Bbp 2. roland van dierdonck vlerick leuven gent management schooljaakvlasveld
This document discusses the concept of servitization, which is the process of adding services to complement traditional product offerings. It provides examples of companies that have adopted servitization strategies, such as a paint company that offered advice and installation services in addition to paint products. The document also discusses why companies adopt servitization, how it can help with differentiation, and how companies can develop servitization strategies including setting up customer information systems, organizing service delivery, and empowering employees.
The document discusses the concept of "service thinking" and how it can help companies, even small and medium-sized enterprises (SMEs), increase profits and customer value. It provides the example of R&D Leverage Europe, a UK-based mould maker that was able to significantly boost revenue by developing a deep understanding of its customers' businesses and value chains. By collaborating directly with brand owners, R&D Leverage helped shorten product development times and establish itself as the preferred supplier. The document argues that any company can achieve similar results through service thinking, which involves focusing on how to make customers more successful rather than just fulfilling orders.
Want to know more about what we do at Display By Design? Well now you can with this simple presentation! You will find details on the services that we can offer including everything we can do in our factory's.
marcus evans Industrial Design & Innovation Summit 2012: Interview with: Valerio Cometti
Product Design that Stands the Test of Time: Interview with: Valerio Cometti, Founder, Valerio Cometti+V12 Design, a sponsor company at the marcus evans Industrial Design & Innovation Summit 2012, on successful product design
Delivering a Service Design Fashion course at INSEEC Msc Fashon Marketing in Paris. In collaboration with Lauren Currie @Redjotter @wearesnook , Maurizio Serena, director of the course and commonground @cmngrd
VCG Catapult - Professional Services Design SupportVCG Catapult
This document summarizes the design support services provided by VCG Catapult, including branding, marketing materials, proposals, and project design for professional services companies. VCG has offices worldwide and experience working with major professional brands. They provide flexible design support to supplement in-house teams with experienced designers, on-brand work, and competitive hourly rates.
ABOUT US
Our Company was established in 05 May, 2005. adkey first specialized in general corporate signage. From this position we were early to recognized as a Neon Sion Bangladesh the opportunity for digital imaging, and its specific application to large format printing for both internal and external applications.
OUR MISSION
As a leading marketing agency, our mission is to provide valuable and timely indoor and outdoor advertising solutions and marketing support which help our clients grow their businesses and realize their corporate goals.
OUR VISION
Our vision is to lead in creation and delivering innovative solutions and service that enable our clients to share their vision and achieve their sales and marketing objectives. recognized as a Neon Sion Bangladesh Company.
Adkey Limited is a Bangladeshi printing company that has been in business for over 12 years. The company provides various digital printing services including large format printing, signage, boards, and more. It prides itself on customer service and quality control. Adkey works with many large Bangladeshi companies and handles government projects. It aims to understand each client's unique needs and provide innovative printing solutions.
Adkey Limited is a Bangladeshi printing company that has been in business for over 12 years. It provides various digital printing services including large format printing, signage, boards, and more. The company handles all aspects of production in-house including design, pre-press, printing, finishing, and distribution. It aims to maintain complete control over projects and ensure customer satisfaction. Adkey has a large client portfolio including many prominent Bangladeshi companies.
This document summarizes a presentation about designing products for logistics efficiency. It discusses how design significantly impacts a company's ability to deliver products on time. Key aspects of design for logistics (DFL) include reducing product variability, designing products for multi-applications to minimize variety, and using a time-to-market design strategy with focused resources. The document provides an example of a consumer electronics company that designed an excellent product that was a failure due to logistical inefficiencies, and recommends developing design architectures that incorporate logistics considerations.
This document discusses Industry 4.0 and its impacts on enterprise management. Key points include:
- Industry 4.0 refers to the increasing connectivity and use of smart technologies in industry.
- It will result in higher productivity but the loss of some less skilled jobs as new smart workforces emerge.
- Many traditional management theories will no longer apply as decision-making becomes less certain and trade-off balancing is needed.
- The use of predictive analytics and new simulation tools will help organizations deal with increased complexity and uncertainty.
CIFA is a company driven by innovation.
Innovation is in our DNA. Because we know our products will help build houses, hospitals, schools and infrastructures, buildings that guarantee quality of life – buildings that last. Places where people grow, heal and learn.
M&S is trialing off-site construction methods to explore potential cost benefits and help maintain its goal of zero waste from construction. Off-site construction involves prefabricating building elements or entire structures at a factory. M&S believes off-site methods could be used for most of its store fit-outs, including walls, bakeries, cafes, and more. The potential benefits include reduced costs, faster completion, less waste, and improved quality. M&S will learn through trials if off-site construction can deliver on its promise of these benefits.
The SAIL Volume 1 MARCH 2016_spread_IADeborah Sill
This issue of the SAIL newsletter highlights several projects and initiatives at BRACE, including:
1) The completion of a sculpture installation project at the new Ronald McDonald House in Kansas City, which was completed safely and on time through the use of specialized scaffolding.
2) The launch of a new Specialty Services division within BRACE Industrial Group to provide refractory and heat tracing services.
3) The rollout of a new CRM tool called Prophet to help employees better manage sales opportunities and client relationships across the company.
This document provides information about Konica Minolta, a company that offers innovative print and content management solutions. It highlights Konica Minolta's values of being customer-centric, innovative, and committed to sustainability. The company has a long history of pioneering new technologies and solutions to improve efficiency and reduce environmental impact. Konica Minolta offers a range of integrated solutions including multifunction printers, professional printing solutions, and content services to help customers work smarter and reduce costs.
Through engagement and discussion with digital industrial leaders, Wilbury Stratton has summarised how the following three concept-to-shelf processes define the talent required by the organisation, and therefore the most effective resourcing strategy.
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. The Questioned Documents Unit (QDU) provides forensic support to federal, state and local law enforcement agencies by conducting examinations on evidence collected during their investigation as well as expert testimony concerning information contained in the reports. The Cryptanalysis and Racketeering Records Unit (CRRU) supports law enforcement by assisting in the analysis of cryptic communications such as codes found in letters, notes and diaries (FBI.gov).
After an individual is arrested, I will obtain fingerprints and photographs of the subject and complete a number of forms that are used to start a criminal file on the subject. I will use the Buccal Collection DNA test kit provided by the FBI on my subject. Once completed properly and submitted to the FBI, the kit will be sent to the Federal DNA Database Unit (FDDU). The FDDU will take the DNA test kit and upload it into NDIS creating a DNA profile for my subject. The subject’s DNA profile will be searched against unknown forensic profiles from crime scenes across the country. If my subject’s DNA matches with another crime from another state he can be charged for that crimes as well. In my opinion this is the most important service the FBI has. This allows all agencies to communicate and share information based off of DNA evidence. The flaw is that they need the criminal to be apprehended and processed in order for the DNA to be in the system.
In Knoxville Tennessee, FBI Emergency Response agents train how to excavate a body at the Body Farm. The agents pair up in teams with forensic anthropologists to learn how to best identify and excavate human remains to preserve the clues and pieces of evidence that decaying bodies may leave behind. The weeklong training gives agents step by step instructions while surprising the agents with twists and surprises during their excavations. This was very interesting to me because it helps put things into perspective. Teaches them to put the victim first, which will motivate them to slow down, be methodical with their techniques and be very thorough because it only can be done once.
respond to this discussion question 150 words
.
. What is it about the fundamental nature and structure of the Olym.docxmadlynplamondon
. What is it about the fundamental nature and structure of the Olympics that helps explain why the conflict arose and escalated?
b. Was the form of aggression displayed by the attackers hostile aggression or instrumental aggression? Explain your reasoning. (Note: you
must
make a decision between these alternatives and defend your decision.)
.
-Learning objectives for presentation-Brief background o.docxmadlynplamondon
Madeleine Leininger developed the transcultural nursing theory to address the need for culturally competent care (Leininger, 2002). Her theory focuses on how culture impacts health, wellness, and nursing care. It emphasizes understanding a patient's cultural values, beliefs and practices to provide sensitive and respectful care.
-You will need to play a phone game Angry Birds (any version) to mak.docxmadlynplamondon
-You will need to play a phone game Angry Birds (any version) to make observation.
-Make an observation on how you must launch the birds in order to knock over the items.
-Pay attention to how the path of the birds (the projectiles) changes as you change the launch angle and how far back you pull the birds at launch.
-You will also need to complete the calculations in assignment.
Assignment file below...
.
. EDU 571 Week 5 Discussion 1 -
"Data Collection" Please respond to the following:
· Using your planned evaluation project, assume that the client paying for the evaluation has requested that you primarily use audio/visual interview and observation techniques. The client envisions using clips in the evaluation report and in marketing campaigns. Discuss the appropriateness, advantages, and disadvantages of using digital capabilities to capture sound, video, and photographs of the interviewees, focus groups, and observations. Provide reasons for opposing or supporting the request (partially or completely).
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·
EDU 571 Week 5 Discussion 2 -
"Benefits of Meta-Evaluation" Please respond to the following:
· Your client told you that a meta-evaluation should not be included in the plan or budget. Explain two (2) reasons for including a meta-evaluation in the evaluation plan. Recommend two (2) ways to reduce the costs.
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EDU 571 Week 3 Target of Program Evaluation Plan, Part 1 -
Target of Program Evaluation Plan, Part 1
Assignment 1 is the first part of a five-part project to plan the various elements of a program evaluation for education. Select a program target from your school district, workplace, (e.g., business training program) or your university (where you are a student). For you to gain the most from the assignment, you should select a program that you are interested in, would like to see evaluated, and are able to obtain information about. (Possible programs include: student assessment, teacher assessment, pay for student achievement, new teacher or employee training, online classrooms, anti-bullying, gender equity for girls in math and science, school to work, retention of at-risk students, and schools of choice (charter schools), etc.). As you develop the entire plan, gather information, and receive feedback from your professor (or others), you should revise and refine each part of the project. Think of your professor as your project evaluator and supervisor who will help guide you so that you produce an outstanding, well-developed evaluation plan for the stakeholders.
Write a 1000 words paper in which you:
1. Describe three (3) elements of a worthy object for program evaluation - its type, the department administrating it, and target population.
2. Describe the program's history, primary purpose(s), and / or expected outcomes.
3. Explain three (3) reasons for selecting the program (e.g., program's value or lack of it, issues surrounding it, age, relevance, cost, impact on students, etc.).
4. Discuss three (3) advantages of evaluating the program at this time.
5. Discuss two (2) major constraints in conducting an evaluation on this program and a method of addressing them.
6. Use at least three (3) peer-reviewed academic resources in this assignment. Note: Wikipedia and many Websites do not qualify as academic resources. Peer-reviewed academic resources refer to articles and scholarly journals that are reviewe.
. What were the causes of World War II Explain how and why the Unit.docxmadlynplamondon
. What were the causes of World War II? Explain how and why the United States got involved in the war. Discuss the U.S. home front. How did women and minorities respond to the war? Explain the war in North Africa and Europe. Discuss the Allied invasion of Normandy on June 6, 1944. What was Adolf Hitler’s “final solution,” and what were the consequences of the Holocaust? How did the Allies end the war in Europe? Discuss the war in the Pacific. What proved to be an effective U.S. strategy in the Pacific? Analyze Harry Truman’s controversial decision to drop the atomic bombs on Japan. What were the consequences of World War II?
.
. Complete the prewriting for the progress reportPrewriting p.docxmadlynplamondon
. Complete the prewriting for the progress report:
Prewriting prepares you to write and helps you organize your ideas.
You may print the lesson and jot notes for yourself on the paper, or you may write notes on your own.
You do not have to submit prewriting for any points, but don't skip this important step!
2. Complete a draft of the progress report:
Remember to use the memo format style in typing this progress report.
This report should be two or more pages when you are completed.
The draft will be much shorter than your final report.
Follow a logical structure: introduction, what is finished, what is underway, what is left to do, and a conclusion.
Use specifics such as dates, proper names, numbers, costs, etc.
Include one or more visuals may such as pictures, graphs, charts, tables, etc.
.
-in Filomena by Roberta Fernandez the author refers to the Mexican r.docxmadlynplamondon
-in Filomena by Roberta Fernandez the author refers to the Mexican rituals for the day of the dead how is this celebration portrayed in the story?
-in "La doctora Barr" how does Mary Helen Ponce describe the traditional way Mexican-American women prepared for a childbirth in their community?
-how does Nilda feel about Sophies's presence in her home?
-how is bilingualism used in the story "Filomena"? Support your opinions with examples from the story
-describe the incident with the vanilla ice cream . Why was it so upsetting for Nilda?
.
-Write about a violent religious event in history.(Ex. Muslim ex.docxmadlynplamondon
-Write about a violent religious event in history.
(Ex. Muslim extremist acts in history, or the Christian crusades, etc.)
-Write about belief/reasoning/justification those certain people believe their actions have and affects of...
-(Identity)They're view of the world and themselves. Is it rationale or is it a problem. Why?
5-pages minimum
4-scholarly sources min. 2 of 4 book sources Need Dec. 2nd by 9pm.
.
-This project is an opportunity to demonstrate the ability to analyz.docxmadlynplamondon
-This project is an opportunity to demonstrate the ability to analyze and write about music with clarity and purpose. Assume the role of a reviewer/critic who is applying for a job writing a music column for a progressive weblog catering to readers who on average have at least a bachelor's degree and are concerned with issues of justice and equality
-The CD reviewed is one that will allow reflection about how music can provide people the opportunity to imagine the lives and experiences of others different from oneself. Questions to guide reflection while listening should include:
1. Who are the peoples performing the music or who is the music about?
2.What type of life is presented through the music's lyrics and musical sound?
3.What themes or issues are presented by the music?
4. How do the various musical selections relate to each other?
5.What can be learned about people by listening to this CD?
6.Why should other people listen to this music?
-A list of CDs is available for this assignment. CDs may be downloaded for a fee from a preferred site.
-The review will need to include:
1.CD title, artist, genre, release date, etc
2.Background information about the artist or artists for those who may not be familiar.
-The review should be between 800 and 1000 words.
-Conventions of good writing (e.g., correct grammar, spelling, appropriate use of quotations, unctuation) should be observed throughout this project. Moreover, it is important to consider the audience and write in a style that is appropriate. Quotations or information from a primary or secondary source should be cited correctly using APA, Turabian, or MLA.
.
-7 Three men are trapped in a cave with no hope of rescue and no foo.docxmadlynplamondon
Judge A belongs to the legal positivist school of thought. He bases his decision solely on statutory law and case precedents interpreting the law, without considering other factors.
Judge B belongs to the natural law school of thought. He believes the laws of nature apply in extraordinary situations where people are cut off from civilization, rather than man-made laws.
Judge C belongs to the sociological jurisprudence school of thought. She bases her decision on a scientific survey of the community's beliefs, rather than just statutory law or precedent.
-1. Are the three main elements of compensation systems—internal.docxmadlynplamondon
-1.
Are the three main elements of compensation systems—internal consistency, market competitiveness, and recognizing employee contributions—equally important, or do you believe that they differ in importance? If different, which do you believe is most important? Least important? Give your rationale.
use 1 online reference and
Martocchio, J. (2017). Strategic Compensation: A human resource management approach (9th ed.). Upper Saddle River, NJ: Pearson.
.
- What are the key differences between national health service (.docxmadlynplamondon
- What are the key differences between national health service (NHS) and national health insurance (NHI) systems?
- How do NHI and NHS systems compare with the health care system in the United States?
- How do most countries with similar levels per capita income differ from and resemble the United States with respect to provider payments, coordination of care, workforce and information technology, and health system performance?
Cite at least 2 peer reviewed journal/article. Write in APA format
.
--Describe and analyze the ways in which Alfons Heck’s participation.docxmadlynplamondon
Alfons Heck participated in the Hitler Youth and Nazi culture as a child, which helped shape his sense of purpose and identity. In his memoir "A Child of Hitler", written many decades later, Heck reflects on his experiences and how the acts of writing and reflection allowed him to craft a new identity in the present. Students are asked to analyze how Heck's participation in the Hitler Youth influenced his identity, and how writing his memoir also impacted his identity later in life, in a 2-4 page paper with citations.
------ Watch an online speechpresentation of 20 minutes or lo.docxmadlynplamondon
------
Watch an online speech/presentation of 20 minutes or longer.
( please cite the presentation you would use)
Write a speech analysis essay of
2-3 pages
I: List the speaker, date, location, & topic, and describe the audience. Describe each of these elements and analyze the effect that each of these elements had on the speaker and/or speech.
II: Describe and analyze the effectiveness of each part of the speaker's introduction (attention getter, revelation of topic, statement of credibility, statement of central idea, preview of main points).
III: Summarize each of the speaker's main points. What pattern of organization did the speaker utilize? Was this effective? Why or why not?
IV: Describe and analyze the effectiveness of the evidence/supporting material that the speaker used.
V: Describe and analyze the effectiveness of the speaker's language.
VI: Describe and analyze the effectiveness of the speaker's delivery.
VII: Describe and analyze the effectiveness of each part of the speaker's conclusion.
.
) Florida National UniversityNursing DepartmentBSN.docxmadlynplamondon
)
Florida National University
Nursing Department
BSN Program
NUR 4636-Community Health Nursing
Prof. Eddie Cruz, RN MSN
Please choose one infectious disease or communicable disease and present a 1,000 words essay including the follow;
Name of the disease including agents that cause Infectious/Communicable Disease, the mode of contamination or how it is spread.
The modes of prevention applying the three levels of prevention with at least one example of each one.
Prevalence and control of the condition according to the Center for Disease Control and Prevention (CDC) including morbidity and mortality.
Implications of the disease in the community and the role of the community health nurse in the control and prevention of the disease.
The essay must be presented in a Word Document, APA format, Arial 12 font attached to the forum in the tab of the Discussion Question title “Infections/Communicable disease essay” and in the assignment tab under the exercise title “SafeAssign infectious/communicable disease”. A minimum of 3 references no older than 5 years must be used. If you use any reference from any website make sure they are reliable sites such as CDC, NIH, Institute of Medicine, etc.
There is a rubric attached to the assignment for your guidance.
Below please see the definitions of infectious disease and communicable disease. They are similar but differ in some characteristics.
Infectious diseases
are disorders caused by organisms — such as bacteria, viruses, fungi or parasites. Many organisms live in and on our bodies. They're normally harmless or even helpful. But under certain conditions, some organisms may cause
disease
. Some
infectious diseases
can be passed from person to person.
Communicable
, or infectious
diseases
, are caused by microorganisms such as bacteria, viruses, parasites and fungi that can be spread, directly or indirectly, from one person to another. Some are transmitted through bites from insects while others are caused by ingesting contaminated food or water.
.
- Please answer question 2 at the end of the case.- cita.docxmadlynplamondon
- Please answer
question 2
at the end of the case.
- citations and references in
IEEE
style
( at least two)
- your answer should be in regards to the case
+
regarding the question itself.
Do it twice ( two different copies)
.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
CASE STUDY Design house partnerships at Concept Design S.docx
1. CASE STUDY
Design house partnerships at Concept Design
Services 7
‘I can’t believe how much we have changed in a relatively
short time. From being an inward-looking manufacturer, we
became a customer-focused “design and make” operation.
Now we are an integrated service provider. Most of our new
business comes from the partnerships we have formed with
design houses. In effect, we design products jointly with spe-
cialist design houses that have a well-known brand, and offer
them a complete service of manufacturing and distribution.
In many ways we are now a “business-to-business” com-
pany rather than a “business-to-consumer” company.’ ( Jim
Thompson, CEO, Concept Design Services (CDS))
CDS had become one of Europe’s most profitable home-
ware businesses. Originally founded in the 1960s, the com-
pany had moved from making industrial mouldings, mainly
in the Aerospace sector, and some cheap ‘homeware’ items
such as buckets and dustpans, sold under the ‘Focus’ brand
name, to making very high quality (expensive) stylish home-
wares with a high ‘design value’.
The move into ‘Concept’ products
The move into higher margin homeware had been mas-
terminded by Linda Fleet, CDS’s Marketing Director, who
had previously worked for a large retail chain of paint and
wallpaper retailers. ‘ Experience in the decorative products
industry had taught me the importance of fashion and prod-
uct development, even in mundane products such as paint.
Premium-priced colours and new textures would become
2. popular for one or two years, supported by appropriate
promotion and features in lifestyle magazines. The manu-
facturers and retailers who created and supported these
products were dramatically more profitable than those who
simply provided standard ranges. Instinctively, I felt that
this must also apply to homeware. We decided to develop
a whole coordinated range of such items, and to open up a
new distribution network for them to serve up-market stores,
kitchen equipment and specialty retailers. Within a year of
launching our first new range of kitchen homeware under
the ‘Concept’ brand name, we had over 3,000 retail out-
lets signed up, provided with point-of-sale display facilities.
Press coverage generated an enormous interest which was
re inforced by the product placement on several TV cookery
and ‘life style’ programmes. We soon developed an entirely
new market and within two years ‘concept’ products were
providing over 75 per cent of our revenue and 90 per cent
of our profits. The price realization of Concept products is
many times higher than for the Focus range. To keep ahead
we launched new ranges at regular intervals.’
CHAPTER 1 OPERATIONS MANAGEMENT 31
❯ What do operations managers do?
● Responsibilities can be classed in four categories – direct,
design, deliver, and develop.
● Direct includes understanding relevant performance
objectives and setting an operations
strategy.
● Design includes the design of the operation and its
processes and the design of its services
3. and products.
● Delivery includes the planning and controlling of the
activities of the operation.
● Develop includes the improvement of the operation over
time.
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M01_SLAC6208_07_SE_C01.indd 31 13/04/13 4:56 PM
4. The move to the design house partnerships
‘Over the last four years, we have been designing, manufactur-
ing and distributing products for some of the more prestigious
design houses. This sort of business is likely to grow, especially
in
Europe where the design houses appreciate our ability to offer a
full service. We can design products in conjunction with their
own
design staff and offer them a level of manufacturing expertise
they can’t get elsewhere. More significantly, we can offer a
distri-
bution service which is tailored to their needs. From the
custom-
er’s point of view the distribution arrangements appear to
belong
to the design house itself. In fact they are based exclusively on
our
own call centre, warehouse and distribution resources.’
The most successful collaboration was with Villessi, the
Italian designers. Generally it was CDS’s design expertise
which was attractive to ‘design house’ partners. Not only did
CDS employ professionally respected designers, they had
also acquired a reputation for being able to translate dif-
ficult technical designs into manufacturable and saleable
products. Design house partnerships usually involved rela-
tively long lead times but produced unique products with
very high margins, nearly always carrying the design house’s
brand. ‘This type of relationship plays to our strengths. Our
design expertise gains us entry to the partnership but we are
soon valued equally for our marketing, distribution and man-
ufacturing competence.’ (Linda Fleet, Marketing Director)
Manufacturing operations
5. All manufacturing was carried out in a facility located 20 km
from head office. Its moulding area housed large injection-
moulding machines, most with robotic material handling
capabilities. Products and components passed to the packing
hall, where they were assembled and inspected. The newer,
more complex, products often had to move from moulding to
assembly and then back again for further moulding. All prod-
ucts followed the same broad process route but with more
products needing several progressive moulding and assembly
stages, there was an increase in ‘process flow re-cycling’ which
was adding complexity. One idea was to devote a separate cell
to the newer and more complex products until they had ‘bed-
ded in’. This cell could also be used for testing new moulds.
However, it would need investment in extra capacity that
would not always be fully utilized. After manufacture, products
were packed and stored in the adjacent distribution centre.
‘When we moved into making the higher-margin ‘Concept’
products, we disposed of most of our older, small injection-
moulding machines. Having all larger machines allowed us
to use large multi-cavity moulds. This increased productivity
by allowing us to produce several products, or components,
each machine cycle. It also allowed us to use high-quality
and complex moulds which, although cumbersome and more
difficult to change over, gave a very high quality product. For
example, with the same labour we could make three items
per minute on the old machines, and 18 items per minute on
the modern ones using multi moulds. That’s a 600 per cent
increase in productivity. We also achieved high dimensional
accuracy, excellent surface finish, and extreme consistency of
colour. We could do this because of our expertise derived from
years making aerospace products. Also, by standardizing on
single large machines, any mould could fit any machine. This
was an ideal situation from a planning perspective, as we
were often asked to make small runs of Concept products at
6. short notice.’ (Grant Williams, CDS Operations Manager)
Increasing volume and a desire to reduce cost had
resulted in CDS subcontracting much of its Focus products
to other (usually smaller) moulding companies. ‘We would
never do it with any complex or design house partner products,
but it should allow us to reduce the cost of making basic prod-
ucts while releasing capacity for higher margin ones. However,
there have been quite a few ‘teething problems’. Co-ordinating
the production schedules is currently a problem, as is agreeing
quality standards. To some extent it’s our own fault. We didn’t
realize that subcontracting was a skill in its own right. And
although we have got over some of the problems, we still do not
have a satisfactory relationship with all of our subcontractors.’
(Grant Williams, CDS Operations Manager)
Planning and distribution services
The distribution services department of the company was
regarded as being at the heart of the company’s customer
service drive. Its purpose was to integrate the efforts of
design, manufacturing and sales by planning the flow of
products from production, through the distribution cen-
tre, to the customer. Sandra White, the Planning Manager,
reported to Linda Fleet and was responsible for the sched-
uling of all manufacturing and distribution, and for main-
taining inventory levels for all the warehoused items.
‘We try to stick to a preferred production sequence for each
machine and mould so as to minimize set-up times by starting
on
a light colour, and progressing through a sequence to the
darkest.
We can change colours in 15 minutes, but because our moulds
are large and technically complex, mould changes can take up to
three hours. Good scheduling is important to maintain high
plant
utilization. With a higher variety of complex products, batch
7. sizes
have reduced and it has brought down average utilization. Often
we can’t stick to schedules. Short-term changes are inevitable in
a
fashion market. Certainly better forecasts would help . . . but
even
our own promotions are sometimes organized at such short
notice
that we often get caught with stockouts. New products in
particu-
lar are difficult to forecast, especially when they are ‘fashion’
items
and/or seasonal. Also, I have to schedule production time for
new
product mould trials; we normally allow 24 hours for the testing
of
each new mould received, and this has to be done on production
machines. Even if we have urgent orders, the needs of the
design-
ers always have priority.’ (Sandra White)
Customer orders for Concept and design house partner-
ship products were taken by the company’s sales call centre
located next to the warehouse. The individual orders would
then be dispatched using the company’s own fleet of medium
and small distribution vehicles for UK orders, but using car-
riers for the Continental European market. A standard deliv-
ery timetable was used and an ‘express delivery’ service was
offered for those customers prepared to pay a small delivery
32 PART ONE INTRODUCTION
M01_SLAC6208_07_SE_C01.indd 32 13/04/13 4:56 PM
8. premium. However, a recent study had shown that almost 40
per cent of express deliveries were initiated by the company
rather than customers. Typically this would be to fulfil deliv-
eries of orders containing products out of stock at the time
of ordering. The express delivery service was not required
for Focus products because almost all deliveries were to
five large customers. The size of each order was usually very
large, with deliveries to customers’ own distribution depots.
However, although the organization of Focus delivery was
relatively straightforward, the consequences of failure were
large. Missing a delivery meant upsetting a large customer.
Challenges for CDS
Although the company was financially successful and very
well regarded in the homeware industry, there were a num-
ber of issues and challenges that it knew it would have to
address. The first was the role of the design department and
its influence over new product development.
New product development had become particularly
important to CDS, especially since they had formed alliances
with design houses. This had led to substantial growth in both
the size and the influence of the design department, which
reported to Linda Fleet. ‘Building up and retaining design
expertise will be the key to our future. Most of our growth
is going to come from the business which will be brought in
through the creativity and flair of our designers. Those who can
combine creativity with an understanding of our partners’ busi-
ness and design needs can now bring in substantial contracts.
The existing business is important of course, but growth will
come directly from these people’s capabilities.’ (Linda Fleet)
But not everyone was so sanguine about the rise of the
design department.‘ It is undeniable that relationships between
the designers and other parts of the company have been under
strain recently. I suppose it is, to some extent, inevitable. After
9. all, they really do need the freedom to design as they wish. I
can understand it when they get frustrated at some of the con-
straints which we have to work under in the manufacturing or
distribution parts of the business. They also should be able to
expect a professional level of service from us. Yet the truth is
that they make most of the problems themselves. They some-
times don’t seem to understand the consequences or implica-
tions of their design decisions or the promises they make to
the design houses. More seriously they don’t really understand
that we could actually help them do their job better if they
co-operated a bit more. In fact, I now see some of our design
house partners’ designers more than I do our own designers.
The Villessi designers are always in my factory and we have
developed some really good relationships.’ (Grant Williams)
The second major issue concerned sales forecasting, and
again there were two different views. Grant Williams was
convinced that forecasts should be improved. ‘Every Friday
morning we devise a schedule of production and distribution
for the following week. Yet, usually before Tuesday morning,
it has had to be significantly changed because of unexpected
orders coming in from our customers’ weekend sales. This
causes tremendous disruption to both manufacturing and dis-
tribution operations. If sales could be forecast more accurately
we would achieve far high utilization, better customer service,
and I believe, significant cost savings.’
However, Linda Fleet saw things differently. ‘Look, I do
understand Grant’s frustration, but after all, this is a fashion
business. By definition it is impossible to forecast accurately.
In
terms of month-by-month sales volumes we are in fact pretty
accurate, but trying to make a forecast for every week and
every product is almost impossible to do accurately. Sorry,
that’s
10. just the nature of the business we’re in. In fact, although Grant
complains about our lack of forecast accuracy, he always does a
great job in responding to unexpected customer demand.’
Jim Thompson, the Managing Director, summed up
his view of the current situation. ‘Particularly significant
has been our alliances with the Italian and German design
houses. In effect we are positioning ourselves as a complete
service partner to the designers. We have a world-class design
capability together with manufacturing, order processing,
order-taking and distribution services. These abilities allow us
to develop genuinely equal partnerships which integrate us
into the whole industry’s activities.’
Linda Fleet also saw an increasing role for collaborative
arrangements. ‘It may be that we are seeing a fundamental
change in how we do business within our industry. We have
always seen ourselves as primarily a company that satisfies con-
sumer desires through the medium of providing good service to
retailers. The new partnership arrangements put us more into
the “business-to-business” sector. I don’t have any problem
with
this in principle, but I’m a little anxious as to how much it gets
us
into areas of business beyond our core expertise.’
The final issue which was being debated within the com-
pany was longer term, and particularly important. ‘The two
big changes we have made in this company have both hap-
pened because we exploited a strength we already had within
the company. Moving into Concept products was only possi-
ble because we brought our high-tech precision expertise that
we had developed in the aerospace sector into the homeware
sector where none of our new competitors could match our
manufacturing excellence. Then, when we moved into design
house partnerships we did so because we had a set of design-
11. ers who could command respect from the world-class design
houses with whom we formed partnerships. So what is the
next move for us? Do we expand globally? We are strong in
Europe but nowhere else in the world. Do we extend our design
scope into other markets, such as furniture? If so, that would
take us into areas where we have no manufacturing expertise.
We are great at plastic injection moulding, but if we tried any
other manufacturing processes, we would be no better than,
and probably worse than, other firms with more experience. So
what’s the future for us?’ ( Jim Thompson, CEO CDS)
QUESTIONS
1 Why is operations management important in CDS?
2 Draw a four Vs profile for the company’s products and
services.
3 What would you recommend to the company if they
asked you to advise them in improving their operations?
CHAPTER 1 OPERATIONS MANAGEMENT 33
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