Given rising interest rates, lingering inflation concerns, global tensions, financial instability in China, and a looming commercial real estate downturn in the U.S., the prospects for economic growth are significantly jeopardized. Consequently, foodservice CEOs find themselves under immense pressure to enhance sales and sustain margins.
To find your own best way through, remember: “The better the question, the better the answer.”
Here are some of the questions the best C-suite executives we know are asking of themselves and their organizations.
Restaurant CEO priorities are evolving, and it makes sense given how quickly the consumer and competitive landscape are shifting.
Here, we round up ten learnings every CEO should review often to stay ahead.
Much opportunity remains ahead for the foodservice industry.
Restaurant Second Opinion Aaron Allen & Associates.pdfAaron Allen
We’ve recently been asked a lot to work as an objective third party to validate new models, speed of operations, new initiatives (from changes in positioning to new prototypes to what geographies to launch into), long-term strategic plans, and brand portfolios.
The value of a professional second opinion cannot be overstated. And no matter what, you will get a second opinion. If you don’t get a second opinion from an expert, you’ll get it from the market (and from critics).
Expert, objective third-party validation can not only reduce the risk of any new initiatives but also contribute innovative ways for growth.
Many of my friends from industry have asked for my opinion on the economic crisis and its impact on business. My answer to them is that the real problem is that companies simply do not internalise the proper actions to take in order to respond to such a situation.
And rarely is it more critical than in retail business strategy, and the far-reaching implications surrounding the phenomena often known as ‘wallet share’ or ‘share of wallet’.
‘Share of wallet’ is in essence an holistic term capturing the aspect of a retailer’s desire to understand and manage consumer spending, how much they have, and how frequent and recent this occurs. This clearly introduces the aspects of service, proposition, customer loyalty, and internal & external change as strategy components for serious consideration by the senior management team.
This paper seeks to explore these aspects of a Retail business strategy, giving insight and advice for a stronger business strategy in ‘Changing Times’.
Aaron Allen Advantages of Doing Due Diligence.pdfAaron Allen
There is an art to executing successful M&A and the biggest advantage is in being thoroughly prepared to demonstrate exactly why a given deal makes strategic and financial sense — or why it doesn’t. Thorough due diligence can challenge the investment thesis and the assumptions on which it is built. These are some of the reasons why you should conduct commercial and operational due diligence when buying a restaurant chain. It may seem like a big investment, but the ROI makes it worth it.
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Strategic Objective
February 16, 2017
Valero Energy
Outline
Examine the current strategic objectives of Valero Energy.
Determine the current structure of Valero Energy.
Discuss how expanding to a global market may affect work functions.
Recommend structural alternatives that may facilitate the new global strategy. How do these options differ? What are their strengths and weaknesses?
Determine the key components of a change management strategy for the restructuring.
Recommend next steps for an action plan.
Mission, Vision & Values
Mission Statement
Vision Statement
Values
Valero’s Mission Statement: “Commitment to Excellence is a governing principle. We set the highest standards in all aspects of our business to ensure our efforts will continue to provide quality products to meet demand, as well as leadership in community service ("Mission Statement", n.d.).
Valero’s Vision Statement: “As we fulfill our vision to be a world-class competitor in the global energy business, we will do so in the safest way while continuing to nurture vibrant communities around our facilities and demonstrating improved environmental performance ("Vision Statement", 2015).
Values are essential for the success of any company. As a result, by incorporating the statements mentioned, all different areas of the business are exposed to illustrate Valero’s promises to everyone, from employees, to clients and stakeholders as well.
3
current strategic objectives of Valero energy
Strategic Objectives
Strategic Objectives: Valero’s strategic objective is to focus on how to tackle challenges and seize opportunities to provide for long-term earnings growth. Valero Energy firmly believes it is approaching the future from a position of strength. In addition, Valero Energy’s strategic objective is to continue to grow their core business by executing organic growth projects that optimize their refining and logistics operations in the energy business ("Being The Best", 2015).
4
current structure of Valero energy
Current Structure
Valero Energy’s Current Structure: Safety and dependable operations are aspects in driving company profitability. As a result, Valero Energy adopted a formal management structure to standardize operations, its Commitment to Excellence Management System (CTEMS), with the goal of becoming best-in-industry in all areas. In addition, Valero Energy’s employees are the heart of its success, and there is a purpose the company is an employer of choice in the fuels manufacturing and marketing industry. Valero Energy has a number of branded wholesale sites more than 7,500 wholesale markets. Valero Energy markets products in 44 U.S. states, six eastern Canadian provinces, United Kingdom, Ireland and the Caribbean region ("Focus On Excellence", 2014).
5
Valero in the global market
Global market
Areas where located
Challenges/ Benefits
Valero energy is a global energy plant found around the world. Valero Energy was fou.
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Living businesses continuously adapt to changing customer needs and market conditions to achieve hyper-relevance and sustained growth. Research found these companies understand evolving digital customer needs, pivot growth strategies beyond the core, and fund new growth by optimizing costs. To become a living business requires developing five capabilities: targeting new opportunities, designing for customers, building engagement, scaling with partners, and rewiring culture. Companies that excel in these areas are more likely to outperform peers and achieve above average revenue and profit growth. The document provides details on each capability and pathways for companies to transform.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Restaurant CEO priorities are evolving, and it makes sense given how quickly the consumer and competitive landscape are shifting.
Here, we round up ten learnings every CEO should review often to stay ahead.
Much opportunity remains ahead for the foodservice industry.
Restaurant Second Opinion Aaron Allen & Associates.pdfAaron Allen
We’ve recently been asked a lot to work as an objective third party to validate new models, speed of operations, new initiatives (from changes in positioning to new prototypes to what geographies to launch into), long-term strategic plans, and brand portfolios.
The value of a professional second opinion cannot be overstated. And no matter what, you will get a second opinion. If you don’t get a second opinion from an expert, you’ll get it from the market (and from critics).
Expert, objective third-party validation can not only reduce the risk of any new initiatives but also contribute innovative ways for growth.
Many of my friends from industry have asked for my opinion on the economic crisis and its impact on business. My answer to them is that the real problem is that companies simply do not internalise the proper actions to take in order to respond to such a situation.
And rarely is it more critical than in retail business strategy, and the far-reaching implications surrounding the phenomena often known as ‘wallet share’ or ‘share of wallet’.
‘Share of wallet’ is in essence an holistic term capturing the aspect of a retailer’s desire to understand and manage consumer spending, how much they have, and how frequent and recent this occurs. This clearly introduces the aspects of service, proposition, customer loyalty, and internal & external change as strategy components for serious consideration by the senior management team.
This paper seeks to explore these aspects of a Retail business strategy, giving insight and advice for a stronger business strategy in ‘Changing Times’.
Aaron Allen Advantages of Doing Due Diligence.pdfAaron Allen
There is an art to executing successful M&A and the biggest advantage is in being thoroughly prepared to demonstrate exactly why a given deal makes strategic and financial sense — or why it doesn’t. Thorough due diligence can challenge the investment thesis and the assumptions on which it is built. These are some of the reasons why you should conduct commercial and operational due diligence when buying a restaurant chain. It may seem like a big investment, but the ROI makes it worth it.
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Strategic Objective
February 16, 2017
Valero Energy
Outline
Examine the current strategic objectives of Valero Energy.
Determine the current structure of Valero Energy.
Discuss how expanding to a global market may affect work functions.
Recommend structural alternatives that may facilitate the new global strategy. How do these options differ? What are their strengths and weaknesses?
Determine the key components of a change management strategy for the restructuring.
Recommend next steps for an action plan.
Mission, Vision & Values
Mission Statement
Vision Statement
Values
Valero’s Mission Statement: “Commitment to Excellence is a governing principle. We set the highest standards in all aspects of our business to ensure our efforts will continue to provide quality products to meet demand, as well as leadership in community service ("Mission Statement", n.d.).
Valero’s Vision Statement: “As we fulfill our vision to be a world-class competitor in the global energy business, we will do so in the safest way while continuing to nurture vibrant communities around our facilities and demonstrating improved environmental performance ("Vision Statement", 2015).
Values are essential for the success of any company. As a result, by incorporating the statements mentioned, all different areas of the business are exposed to illustrate Valero’s promises to everyone, from employees, to clients and stakeholders as well.
3
current strategic objectives of Valero energy
Strategic Objectives
Strategic Objectives: Valero’s strategic objective is to focus on how to tackle challenges and seize opportunities to provide for long-term earnings growth. Valero Energy firmly believes it is approaching the future from a position of strength. In addition, Valero Energy’s strategic objective is to continue to grow their core business by executing organic growth projects that optimize their refining and logistics operations in the energy business ("Being The Best", 2015).
4
current structure of Valero energy
Current Structure
Valero Energy’s Current Structure: Safety and dependable operations are aspects in driving company profitability. As a result, Valero Energy adopted a formal management structure to standardize operations, its Commitment to Excellence Management System (CTEMS), with the goal of becoming best-in-industry in all areas. In addition, Valero Energy’s employees are the heart of its success, and there is a purpose the company is an employer of choice in the fuels manufacturing and marketing industry. Valero Energy has a number of branded wholesale sites more than 7,500 wholesale markets. Valero Energy markets products in 44 U.S. states, six eastern Canadian provinces, United Kingdom, Ireland and the Caribbean region ("Focus On Excellence", 2014).
5
Valero in the global market
Global market
Areas where located
Challenges/ Benefits
Valero energy is a global energy plant found around the world. Valero Energy was fou.
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Living businesses continuously adapt to changing customer needs and market conditions to achieve hyper-relevance and sustained growth. Research found these companies understand evolving digital customer needs, pivot growth strategies beyond the core, and fund new growth by optimizing costs. To become a living business requires developing five capabilities: targeting new opportunities, designing for customers, building engagement, scaling with partners, and rewiring culture. Companies that excel in these areas are more likely to outperform peers and achieve above average revenue and profit growth. The document provides details on each capability and pathways for companies to transform.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Aimia's global strategy focuses on data analytics at its core. It leverages four key assets: data, value-added IP, track record of impact, and customer centricity. Aimia has experience providing loyalty analytics in fast-moving retail, demonstrating strengths in areas like improving retailer performance and connecting different data sources. Looking forward, Aimia aims to compete in customer-centric analytics, loyalty program management analytics, business intelligence powered by customer data, and data/channel monetization.
Insights Success has shortlisted "20 Most Admired Companies of the Year 2019 with an intent to acknowledge & admire the novel approaches of these businesses
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
The document discusses the important role boards play in driving innovation within companies during times of leadership and strategic changes. It notes that while CEOs average short tenures of 2-3 years, boards provide important continuity. Boards should clarify the company's innovation strategy and goals, quantify the impacts of innovation, shape the appropriate risk appetite, and ensure innovation remains a priority on the agenda. This will help companies adapt to changing competitive landscapes and sustain long term growth.
The document outlines a presentation about SAS, including an introduction to the company, customer success stories, the industries and products/solutions SAS serves, and a use case example. The presentation agenda includes an introduction to SAS, customer success stories from companies like Staples, the industries SAS works in such as retail, SAS products like Enterprise Miner, and a demo. The use case describes how SAS was used to develop a loyalty program for a company through customer segmentation, modeling shopping habits, and determining marketing actions.
This document provides a summary of key strategies for successfully scaling artificial intelligence (AI) within an organization. It discusses the importance of having a clear business strategy that AI supports, focusing AI projects on delivering tangible business value. It also emphasizes having the right data strategy to power AI initiatives and taking a portfolio view of AI projects that balances experimentation with alignment to strategic goals. The document recommends challenging assumptions about how work gets done and preparing employees for how AI will change and augment their roles. It argues that organizations must think holistically about scaling AI to realize its full potential for driving business outcomes.
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.comAaron Magness
Coastal Contacts provides concise summaries of key learnings from their social media marketing efforts. They found that Facebook continues to be a major driver of engagement but that customers feel spammed by too many new ad units. Mobile traffic from smartphones and tablets now accounts for 25-40% of their website visits. The company's large customer databases allow them to effectively target different regions, with price being less important in saturated Canadian markets but still a strong advantage in Australia and Japan.
Csod investor deck first quarter fina lv3ircornerstone
Cornerstone provides a corporate overview and financial results for the first quarter of 2016. It discusses its evolution from 1999 to the present day with over 2,500 clients, 23 million users, and a global footprint. Cornerstone also reviews its market leadership position, strong growth across key metrics, and clear path to profitability. It outlines the large and growing market opportunity in talent management and its strategies to continue expanding globally, penetrating its large installed base, and pursuing new opportunities in extended enterprise solutions and beyond 2016.
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The document discusses trends in the life insurance and annuity industry and provides an outlook for 2014. It notes that carriers will need to transform their business models and focus on growth to remain competitive in the long run. Specifically, carriers will look to evolve their products and distribution strategies to better serve underpenetrated markets like Generation X and the middle market. Carriers will also seek opportunities to take over private sector pension liabilities through individual annuities. The outlook predicts that carriers in 2014 will develop more simplified products and efficient strategies to target these emerging customer segments.
2014 Life Insurance and Annuity Industry Outlook Transforming for growthDeloitte United States
It’s 2014. Is it the best of times? Is it the worst of times? Or is it both for the financial services industry?
For a view into where and how growth will emerge or solidify in 2014, the Deloitte Center for Financial Services sought insight and first-hand experience from nearly 200 of Deloitte’s financial services practitioners.
Their views yielded insight into how banks and the capital markets are repositioning for growth. How the commercial real estate market is trimming its sails for growth. How the insurance industry is transforming for growth. And, how investment management is faring on its quest for accelerated growth.
http://www.deloitte.com/view/en_US/us/Industries/Private-Equity-Hedge-Funds-Mutual-Funds-Financial-Services/center-for-financial-services/cdfdf026b94fa310VgnVCM2000003356f70aRCRD.htm
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Sample Business Analysis and Benchmark Report Dalton Shahan
ADP's Benchmarking capabilities allow us to give business owners a detailed look into how their company stacks up within their industry. With this data and ADP's expertise, we are able to provide solutions and programs that help the business excel within their field, often times becoming a preferred employer among their peers.
An Overview of Corporate Finance and the Financial Environment.pdfCynthia Velynne
This document provides an overview of different types of business organizations: sole proprietorships, partnerships, and corporations. Sole proprietorships are owned by one individual and have unlimited liability but are easy to form. Partnerships have two or more owners with unlimited liability but are also easy to form. Corporations have limited liability for owners, unlimited lifespan, and easy ownership transfer through stock shares, making them better able to raise capital. Most large businesses are organized as corporations to maximize value. Managing agencies is a potential problem for corporations that is addressed through governance structures.
Csod investor deck second quarter finalircornerstone
This presentation provides an overview of Cornerstone OnDemand's corporate strategy and financial performance. It discusses Cornerstone's evolution over the past 15 years from a smaller company focused on learning management to a global leader in talent management solutions. The presentation highlights Cornerstone's growing customer base, expanding global footprint, and market opportunities in new industries, geographies, and talent management areas. Financial metrics show strong, consistent growth in revenue, bookings, and revenue per user over recent years.
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
Discover the latest restaurant, foodservice, and consumer dining trends, forecasts, and predictions at https://aaronallen.com/newsletter - #trends for casual dining, delivery, market share, and other foodservice industry insights.
Aimia's global strategy focuses on data analytics at its core. It leverages four key assets: data, value-added IP, track record of impact, and customer centricity. Aimia has experience providing loyalty analytics in fast-moving retail, demonstrating strengths in areas like improving retailer performance and connecting different data sources. Looking forward, Aimia aims to compete in customer-centric analytics, loyalty program management analytics, business intelligence powered by customer data, and data/channel monetization.
Insights Success has shortlisted "20 Most Admired Companies of the Year 2019 with an intent to acknowledge & admire the novel approaches of these businesses
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
The document discusses the important role boards play in driving innovation within companies during times of leadership and strategic changes. It notes that while CEOs average short tenures of 2-3 years, boards provide important continuity. Boards should clarify the company's innovation strategy and goals, quantify the impacts of innovation, shape the appropriate risk appetite, and ensure innovation remains a priority on the agenda. This will help companies adapt to changing competitive landscapes and sustain long term growth.
The document outlines a presentation about SAS, including an introduction to the company, customer success stories, the industries and products/solutions SAS serves, and a use case example. The presentation agenda includes an introduction to SAS, customer success stories from companies like Staples, the industries SAS works in such as retail, SAS products like Enterprise Miner, and a demo. The use case describes how SAS was used to develop a loyalty program for a company through customer segmentation, modeling shopping habits, and determining marketing actions.
This document provides a summary of key strategies for successfully scaling artificial intelligence (AI) within an organization. It discusses the importance of having a clear business strategy that AI supports, focusing AI projects on delivering tangible business value. It also emphasizes having the right data strategy to power AI initiatives and taking a portfolio view of AI projects that balances experimentation with alignment to strategic goals. The document recommends challenging assumptions about how work gets done and preparing employees for how AI will change and augment their roles. It argues that organizations must think holistically about scaling AI to realize its full potential for driving business outcomes.
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.comAaron Magness
Coastal Contacts provides concise summaries of key learnings from their social media marketing efforts. They found that Facebook continues to be a major driver of engagement but that customers feel spammed by too many new ad units. Mobile traffic from smartphones and tablets now accounts for 25-40% of their website visits. The company's large customer databases allow them to effectively target different regions, with price being less important in saturated Canadian markets but still a strong advantage in Australia and Japan.
Csod investor deck first quarter fina lv3ircornerstone
Cornerstone provides a corporate overview and financial results for the first quarter of 2016. It discusses its evolution from 1999 to the present day with over 2,500 clients, 23 million users, and a global footprint. Cornerstone also reviews its market leadership position, strong growth across key metrics, and clear path to profitability. It outlines the large and growing market opportunity in talent management and its strategies to continue expanding globally, penetrating its large installed base, and pursuing new opportunities in extended enterprise solutions and beyond 2016.
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The document discusses trends in the life insurance and annuity industry and provides an outlook for 2014. It notes that carriers will need to transform their business models and focus on growth to remain competitive in the long run. Specifically, carriers will look to evolve their products and distribution strategies to better serve underpenetrated markets like Generation X and the middle market. Carriers will also seek opportunities to take over private sector pension liabilities through individual annuities. The outlook predicts that carriers in 2014 will develop more simplified products and efficient strategies to target these emerging customer segments.
2014 Life Insurance and Annuity Industry Outlook Transforming for growthDeloitte United States
It’s 2014. Is it the best of times? Is it the worst of times? Or is it both for the financial services industry?
For a view into where and how growth will emerge or solidify in 2014, the Deloitte Center for Financial Services sought insight and first-hand experience from nearly 200 of Deloitte’s financial services practitioners.
Their views yielded insight into how banks and the capital markets are repositioning for growth. How the commercial real estate market is trimming its sails for growth. How the insurance industry is transforming for growth. And, how investment management is faring on its quest for accelerated growth.
http://www.deloitte.com/view/en_US/us/Industries/Private-Equity-Hedge-Funds-Mutual-Funds-Financial-Services/center-for-financial-services/cdfdf026b94fa310VgnVCM2000003356f70aRCRD.htm
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Sample Business Analysis and Benchmark Report Dalton Shahan
ADP's Benchmarking capabilities allow us to give business owners a detailed look into how their company stacks up within their industry. With this data and ADP's expertise, we are able to provide solutions and programs that help the business excel within their field, often times becoming a preferred employer among their peers.
An Overview of Corporate Finance and the Financial Environment.pdfCynthia Velynne
This document provides an overview of different types of business organizations: sole proprietorships, partnerships, and corporations. Sole proprietorships are owned by one individual and have unlimited liability but are easy to form. Partnerships have two or more owners with unlimited liability but are also easy to form. Corporations have limited liability for owners, unlimited lifespan, and easy ownership transfer through stock shares, making them better able to raise capital. Most large businesses are organized as corporations to maximize value. Managing agencies is a potential problem for corporations that is addressed through governance structures.
Csod investor deck second quarter finalircornerstone
This presentation provides an overview of Cornerstone OnDemand's corporate strategy and financial performance. It discusses Cornerstone's evolution over the past 15 years from a smaller company focused on learning management to a global leader in talent management solutions. The presentation highlights Cornerstone's growing customer base, expanding global footprint, and market opportunities in new industries, geographies, and talent management areas. Financial metrics show strong, consistent growth in revenue, bookings, and revenue per user over recent years.
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
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5. Suppliers
Multi-Brand
Portfolios
Investors
Restaurant
Chains
Technology
Companies
FIND
PROFITABILITY
LEAKS
We look at major cost drivers (historically, current-state,
and future-state) to determine how those can be made
more efficient.
Pressure Test the P&L | Labor Optimization Strategies |
Early Adoption of Technology | Menu Strategy | Gap
Analysis | Industrial Engineering | Operational
Effectiveness | Convenience Engineering |
Drive-Thru Performance
PERFORMANCE OPTIMIZATION
8. C R I S P , C L E A R , G L O B A L
RESTAURANT RESEARCH
Backed by decades of experience across all functional areas of
chained foodservice operations, our market research services
(including restaurant market studies, TAM, consumer trends,
competitive analysis, and more) help combat bias and inertia,
surfacing the insights executive teams need to make informed
decisions before launching new products, profit centers, and
features, expanding into new formats, channels, and markets, or
investing in new technologies, concepts, and brands.
Market Landscape
Consumer Trends
Country Reports
Competitive Landscape
Gap Analysis
Expansion Planning
Channel Strategy
State of the Industry
Size of the Prize
Opportunity Identification
We help our clients understand
emerging categories, evolving
purchasing behavior, and the
conditions — and competition —
in existing and expanding markets.
11. Suppliers
Multi-Brand
Portfolios
Investors
Restaurant
Chains
RESTAURANT
STRATEGY
Now is the best time to leapfrog forward and ahead of
competitors of today and tomorrow.
Opportunity Identification and Sizing | Business & Brand
Strategy | Investment Thesis Ideation | Sourcing Capital
and Concepts | Channel and Category Development
Portfolio Strategy | Marketing Strategy
Labor Optimization Strategies | Early Adoption of
Technology | Menu Strategy | Gap Analysis | Industrial
Engineering | Operational Effectiveness | Convenience
Engineering | Drive Thru Performance
GROWTH & EXPANSION
PERFORMANCE OPTIMIZATION
Technology
Companies
18. Aaron Allen Capital Partners (AACP) is an investment group focused on
funding the future of foodservice™. A consortium of esteemed restaurant
industry executives, investors, and family offices, we are combining resources
to solve some of the biggest pain-points for the foodservice industry globally.
We back high-growth-potential restaurant companies and foodservice
technology enterprises and find a home where smart money can realize top-
quartile returns while helping the industry advance.
2,000+
ENGAGEMENTS
ACROSS SIX
CONTINENTS
Aaron Allen & Associates (AA&A) is the world’s leading global
foodservice strategy firm.
Aaron Allen & Associates advises many of the largest and most successful
foodservice and hospitality companies globally with an unparalleled
breadth and depth of experience across categories, cuisines,
geographies, functional areas, ownership types, service styles, operating
platforms, and phases of the business lifecycle.
100
COUNTRIES
OVER
20 YEARS
$300B+
IN CLIENTS REVENUE
INCLUDING ICONIC
RESTAURANT CHAINS
$1T
REVENUE IN FIRST-
LEVEL FOODSERVICE
CONNECTIONS
200+
COLLECTIVE YEARS
OF FOODSERVICE
EXPERTISE
$8B
DEAL TEAM
EXPERIENCE IN 150+
TRANSACTIONS