1) The document discusses various approaches to managing a company's product line and portfolio, including viewing products independently versus interdependently and making judgments based on financial criteria alone versus both financial and market criteria.
2) It describes balancing a product portfolio across dimensions like new versus old products, cash generation versus usage, growth versus profits, and short-term versus long-term. Financial analysis approaches like ROI, payback period, IRR, and NPV are also covered.
3) Issues with over-reliance on financial analysis are that it does not consider uncertainty, politics, or strategic issues, and could lead to misallocation of resources not considering marketing factors. A general portfolio analysis approach assesses market attractiveness
This document discusses brand management and provides an overview of key concepts and a model. It defines a brand as a rational and emotional connection between people and a firm/product. Brand equity is a measure of customer attachment to a brand. A simulation model is presented to help understand the complex system of brand management and identify leverage points to reduce decision-making uncertainty. The model depicts how brand awareness, loyalty, investment, competition and other factors interact over time in a brand management sector.
The document proposes a start-up project to sell custom-made business suits in Russia. The target customers are office clerks and managers in Moscow and St. Petersburg earning 150k-400k RUB per month. Market research shows potential for 45k customers. The project will offer two levels of custom suits produced in Italy - a standard line priced at 45-60k RUB and a premium line at 80-120k RUB. Key factors for success include differentiation from competitors through a solution-focused approach, partnerships with Italian brands, excellent customer service and active promotion.
The document discusses market structures and barriers to entry in markets. It defines key terms like market, market structure, and the four main types of market structures: perfect competition, monopoly, oligopoly, and monopolistic competition. It examines factors that determine the nature of competition in a market, like the number of firms, degree of product differentiation, characteristics of buyers and producers, and potential for new entrants. Barriers to entry like high initial investment, economies of scale, technology advantages, switching costs can influence the level of competition in a market.
The document discusses market segmentation, which is the process of dividing a market into meaningful subgroups based on characteristics that cause similar product needs. It describes the importance of segmentation for better defining customer needs and allocating resources accurately. Additionally, it outlines various bases commonly used for segmenting consumer markets, such as geography, demographics, psychographics, benefits sought, and usage rates.
The document discusses characteristics that enable manufacturing capabilities for change-proficient enterprises. It introduces the STARGAME concept, which stands for eight characteristics: Scalability, Transparency, Adaptability, Robustness, Genericy, Agility, Modularity, and Economic Efficiency. Each characteristic is defined and examples are provided. The major finding is that STARGAME is a useful concept for innovators, technicians, and decision makers to develop technologies and manage technology development for creating change-proficient enterprises.
Mariana | Phone number: 55 (21) 4009-0276 | E-mail: mariana@profarma.com.br
Address: Av. Presidente Vargas, 817 - 5th floor, Centro, Rio de Janeiro - RJ, 20071-907
Profarma will hold its next earnings conference call on May 15th at 11:00 am BRT. The dial-in
information will be available on the Company's website 1 week prior to the call.
The Company will also hold its Annual Shareholders' Meeting on April 30th at 2:00 pm at its
headquarters.
Please let me know if you need any other information. I'm always available to
This chapter discusses business and organizational customers and their buying behavior. It identifies different types of business customers like manufacturers, service firms, retailers, wholesalers, and governments. It explains that organizational buying often involves multiple influencers and a buying center made up of users, buyers, and decision makers. The chapter also outlines different organizational buying processes like new task buying, modified rebuy, and straight rebuy. It describes basic buying methods and different types of buyer-seller relationships that can develop. Finally, it provides an overview of key terms related to organizational and business-to-business purchasing.
This document discusses brand management and provides an overview of key concepts and a model. It defines a brand as a rational and emotional connection between people and a firm/product. Brand equity is a measure of customer attachment to a brand. A simulation model is presented to help understand the complex system of brand management and identify leverage points to reduce decision-making uncertainty. The model depicts how brand awareness, loyalty, investment, competition and other factors interact over time in a brand management sector.
The document proposes a start-up project to sell custom-made business suits in Russia. The target customers are office clerks and managers in Moscow and St. Petersburg earning 150k-400k RUB per month. Market research shows potential for 45k customers. The project will offer two levels of custom suits produced in Italy - a standard line priced at 45-60k RUB and a premium line at 80-120k RUB. Key factors for success include differentiation from competitors through a solution-focused approach, partnerships with Italian brands, excellent customer service and active promotion.
The document discusses market structures and barriers to entry in markets. It defines key terms like market, market structure, and the four main types of market structures: perfect competition, monopoly, oligopoly, and monopolistic competition. It examines factors that determine the nature of competition in a market, like the number of firms, degree of product differentiation, characteristics of buyers and producers, and potential for new entrants. Barriers to entry like high initial investment, economies of scale, technology advantages, switching costs can influence the level of competition in a market.
The document discusses market segmentation, which is the process of dividing a market into meaningful subgroups based on characteristics that cause similar product needs. It describes the importance of segmentation for better defining customer needs and allocating resources accurately. Additionally, it outlines various bases commonly used for segmenting consumer markets, such as geography, demographics, psychographics, benefits sought, and usage rates.
The document discusses characteristics that enable manufacturing capabilities for change-proficient enterprises. It introduces the STARGAME concept, which stands for eight characteristics: Scalability, Transparency, Adaptability, Robustness, Genericy, Agility, Modularity, and Economic Efficiency. Each characteristic is defined and examples are provided. The major finding is that STARGAME is a useful concept for innovators, technicians, and decision makers to develop technologies and manage technology development for creating change-proficient enterprises.
Mariana | Phone number: 55 (21) 4009-0276 | E-mail: mariana@profarma.com.br
Address: Av. Presidente Vargas, 817 - 5th floor, Centro, Rio de Janeiro - RJ, 20071-907
Profarma will hold its next earnings conference call on May 15th at 11:00 am BRT. The dial-in
information will be available on the Company's website 1 week prior to the call.
The Company will also hold its Annual Shareholders' Meeting on April 30th at 2:00 pm at its
headquarters.
Please let me know if you need any other information. I'm always available to
This chapter discusses business and organizational customers and their buying behavior. It identifies different types of business customers like manufacturers, service firms, retailers, wholesalers, and governments. It explains that organizational buying often involves multiple influencers and a buying center made up of users, buyers, and decision makers. The chapter also outlines different organizational buying processes like new task buying, modified rebuy, and straight rebuy. It describes basic buying methods and different types of buyer-seller relationships that can develop. Finally, it provides an overview of key terms related to organizational and business-to-business purchasing.
Ge mc kinsey matrix powerpoint presentation templatesSlideTeam.net
The GE-McKinsey Matrix is a chart that evaluates business units based on their market attractiveness and business strength. It divides opportunities into four categories: stars, which have high market attractiveness and strength; question marks, which have high attractiveness but low strength; cash cows, which have low attractiveness but high strength; and dogs, which have low attractiveness and strength. The matrix is used to assess where to allocate resources and determine whether business units should be invested in, maintained, or divested.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
The document discusses factors that influence external competitiveness in determining pay levels, including labor market factors, product market factors, and organizational factors. It outlines different pay policy alternatives for setting pay levels and pay mixes relative to competitors, and the potential consequences of those policies for controlling costs, attracting employees, and other objectives. The purpose is to help managers make conscious decisions about pay levels and mixes based on their competitive environment and objectives.
This chapter discusses profit maximization and competitive supply. It covers key topics such as:
- Perfectly competitive markets and the assumptions of price taking, product homogeneity, and free entry/exit
- How a competitive firm determines its profit-maximizing output level by producing where marginal revenue equals marginal cost
- How a competitive firm's short-run supply curve is determined from its marginal cost curve
- How the market supply curve is formed by summing the individual supply curves of all firms in the industry
Using the Quadric® Framework as a Management ToolMichael Sherain
The Quadric framework can help you strengthen your role in your value chain: drive volume and pricing, influence future trends and guide innovation in your industry.
The document summarizes key points from a guest lecture on new product development and innovation given to an Executive MBA program. It defines key terms like new product, innovation, and invention. It also outlines the typical new product development process and includes examples to illustrate concepts like trade-off analysis, managing development costs and delays, technology vs. market development, metrics for return on innovation, and what is needed for sustainable innovation.
The document outlines Hungerit's strategy planning process which includes analyzing the company's strengths, weaknesses, opportunities and risks. It discusses analyzing Hungerit's market position and financial performance over time. Two main strategies are considered: entering a new market or developing a new product. A sensitivity analysis will be done to select the best short and long-term strategies considering Hungerit's capabilities and market conditions.
Accenture: Pixels, performance and profits (performance-management-in-broadca...Brian Crotty
The complexity of the TV industry is increasing and the competitive landscape
changing rapidly. Models for traditional performance management in broadcasting
are no longer suitable to fight the ongoing erosion of margins in an evolving multiplatform world. While businesses are shaping new strategies and customer value propositions to stay relevant, remain competitive, profitable and attractive to investors, CFOs are being asked to
identify the new value levers. Their role has never been more challenging.
This document summarizes the interim financial results of Bodycote for the first half of 2010. The key points are:
- Revenue increased to £246.3m from £227.9m in the first half of 2009.
- Headline operating profit improved significantly to £22.5m from a loss of £1.7m in the first half of 2009.
- Overall demand has improved from low levels in 2009, though remains below historic levels. Market share gains and the end of destocking have contributed to improved sales.
- Key financial metrics like return on capital employed (ROCE) and operating margin showed strong improvement compared to the first half of 2009.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Neolite is invited to give a presentation on 3rd Summit of China Pharmaceutical Market Research Association which was held on Oct 7-10 in Suzhou. This is the presentation deck.
The document discusses different competitive strategies that firms can adopt based on their position in the market. Market leaders aim to expand the total market and defend their market share through creative defense strategies or by attacking competitors. Market challengers seek to gain market share by attacking the market leader through frontal, flank, encirclement, bypass or guerrilla attacks. Market followers imitate the market leader through cloning or adapting. Smaller firms can target market niches not addressed by larger competitors. Firms must balance competitor-centered and customer-centered orientations when developing competitive strategies.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document discusses MarkPlus, Inc., a marketing institute and consulting firm that offers three main services: 1) strategic and marketing solutions based on proven concepts, 2) customer and market insights to help clients make important decisions, and 3) world-class education programs and publishing services through its MarkPlus Institute of Marketing division. The document then provides details on the value propositions and programs offered by the MarkPlus Institute of Marketing, including training modules, seminars, conferences, and networking opportunities. It concludes with frameworks and models that MarkPlus uses to develop comprehensive marketing plans and conduct strategic examinations for clients.
Opening Your Innovation Channels for Effective Product Advantage by Jeofrey B...Mack McCoy
Jeofrey Bean is the principal of Del Mar Research & Consulting, which specializes in helping clients grow while reducing costs and uncertainty of product development and marketing. The document discusses innovation channels, determining what qualifies as innovation, and leveraging innovation efforts. It also provides examples of how some companies have innovated new market segments or customer experiences.
This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
This document discusses marketing strategies and introduces the 4 P's of marketing - product, price, place, and promotion. It emphasizes that the 4 P's are interdependent and constitute a company's marketing strategy. A marketing plan involves using the 4 P's as independent variables to maximize sales as the dependent variable and own one's market position.
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
This document summarizes a market information training session. The objectives of the training are to define markets and industries, understand positioning, learn about Blue Ocean Strategy and market validation methods, see free market intelligence tools, and discuss challenges. The instructor has experience in consumer electronics, startups, and consulting. Participants will introduce their companies and industries. Topics will include defining markets and industries, understanding positioning through segmentation and the value chain, the basics of Blue Ocean Strategy to make competition irrelevant, and methods for validating market demand through customer interviews and testing assumptions. Free online tools for market intelligence like Google Advanced, Google Reader, Google Alerts, and Google Trends will also be presented.
Arrow Electronics Investor Day Presentationfinance16
The document summarizes Arrow's 2008 Investor Day presentation. It includes an agenda for the day-long event covering Arrow's strategic overview, transformation, global business segments, and financial review. The document discusses Arrow's strategy to diversify its product portfolio and geographic presence in enterprise computing solutions and components. It also reviews Arrow's operational improvements, financial targets, and priorities to pursue organic and acquisition growth opportunities globally.
Ge mc kinsey matrix powerpoint presentation templatesSlideTeam.net
The GE-McKinsey Matrix is a chart that evaluates business units based on their market attractiveness and business strength. It divides opportunities into four categories: stars, which have high market attractiveness and strength; question marks, which have high attractiveness but low strength; cash cows, which have low attractiveness but high strength; and dogs, which have low attractiveness and strength. The matrix is used to assess where to allocate resources and determine whether business units should be invested in, maintained, or divested.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
The document discusses factors that influence external competitiveness in determining pay levels, including labor market factors, product market factors, and organizational factors. It outlines different pay policy alternatives for setting pay levels and pay mixes relative to competitors, and the potential consequences of those policies for controlling costs, attracting employees, and other objectives. The purpose is to help managers make conscious decisions about pay levels and mixes based on their competitive environment and objectives.
This chapter discusses profit maximization and competitive supply. It covers key topics such as:
- Perfectly competitive markets and the assumptions of price taking, product homogeneity, and free entry/exit
- How a competitive firm determines its profit-maximizing output level by producing where marginal revenue equals marginal cost
- How a competitive firm's short-run supply curve is determined from its marginal cost curve
- How the market supply curve is formed by summing the individual supply curves of all firms in the industry
Using the Quadric® Framework as a Management ToolMichael Sherain
The Quadric framework can help you strengthen your role in your value chain: drive volume and pricing, influence future trends and guide innovation in your industry.
The document summarizes key points from a guest lecture on new product development and innovation given to an Executive MBA program. It defines key terms like new product, innovation, and invention. It also outlines the typical new product development process and includes examples to illustrate concepts like trade-off analysis, managing development costs and delays, technology vs. market development, metrics for return on innovation, and what is needed for sustainable innovation.
The document outlines Hungerit's strategy planning process which includes analyzing the company's strengths, weaknesses, opportunities and risks. It discusses analyzing Hungerit's market position and financial performance over time. Two main strategies are considered: entering a new market or developing a new product. A sensitivity analysis will be done to select the best short and long-term strategies considering Hungerit's capabilities and market conditions.
Accenture: Pixels, performance and profits (performance-management-in-broadca...Brian Crotty
The complexity of the TV industry is increasing and the competitive landscape
changing rapidly. Models for traditional performance management in broadcasting
are no longer suitable to fight the ongoing erosion of margins in an evolving multiplatform world. While businesses are shaping new strategies and customer value propositions to stay relevant, remain competitive, profitable and attractive to investors, CFOs are being asked to
identify the new value levers. Their role has never been more challenging.
This document summarizes the interim financial results of Bodycote for the first half of 2010. The key points are:
- Revenue increased to £246.3m from £227.9m in the first half of 2009.
- Headline operating profit improved significantly to £22.5m from a loss of £1.7m in the first half of 2009.
- Overall demand has improved from low levels in 2009, though remains below historic levels. Market share gains and the end of destocking have contributed to improved sales.
- Key financial metrics like return on capital employed (ROCE) and operating margin showed strong improvement compared to the first half of 2009.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Neolite is invited to give a presentation on 3rd Summit of China Pharmaceutical Market Research Association which was held on Oct 7-10 in Suzhou. This is the presentation deck.
The document discusses different competitive strategies that firms can adopt based on their position in the market. Market leaders aim to expand the total market and defend their market share through creative defense strategies or by attacking competitors. Market challengers seek to gain market share by attacking the market leader through frontal, flank, encirclement, bypass or guerrilla attacks. Market followers imitate the market leader through cloning or adapting. Smaller firms can target market niches not addressed by larger competitors. Firms must balance competitor-centered and customer-centered orientations when developing competitive strategies.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document discusses MarkPlus, Inc., a marketing institute and consulting firm that offers three main services: 1) strategic and marketing solutions based on proven concepts, 2) customer and market insights to help clients make important decisions, and 3) world-class education programs and publishing services through its MarkPlus Institute of Marketing division. The document then provides details on the value propositions and programs offered by the MarkPlus Institute of Marketing, including training modules, seminars, conferences, and networking opportunities. It concludes with frameworks and models that MarkPlus uses to develop comprehensive marketing plans and conduct strategic examinations for clients.
Opening Your Innovation Channels for Effective Product Advantage by Jeofrey B...Mack McCoy
Jeofrey Bean is the principal of Del Mar Research & Consulting, which specializes in helping clients grow while reducing costs and uncertainty of product development and marketing. The document discusses innovation channels, determining what qualifies as innovation, and leveraging innovation efforts. It also provides examples of how some companies have innovated new market segments or customer experiences.
This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
This document discusses marketing strategies and introduces the 4 P's of marketing - product, price, place, and promotion. It emphasizes that the 4 P's are interdependent and constitute a company's marketing strategy. A marketing plan involves using the 4 P's as independent variables to maximize sales as the dependent variable and own one's market position.
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
This document summarizes a market information training session. The objectives of the training are to define markets and industries, understand positioning, learn about Blue Ocean Strategy and market validation methods, see free market intelligence tools, and discuss challenges. The instructor has experience in consumer electronics, startups, and consulting. Participants will introduce their companies and industries. Topics will include defining markets and industries, understanding positioning through segmentation and the value chain, the basics of Blue Ocean Strategy to make competition irrelevant, and methods for validating market demand through customer interviews and testing assumptions. Free online tools for market intelligence like Google Advanced, Google Reader, Google Alerts, and Google Trends will also be presented.
Arrow Electronics Investor Day Presentationfinance16
The document summarizes Arrow's 2008 Investor Day presentation. It includes an agenda for the day-long event covering Arrow's strategic overview, transformation, global business segments, and financial review. The document discusses Arrow's strategy to diversify its product portfolio and geographic presence in enterprise computing solutions and components. It also reviews Arrow's operational improvements, financial targets, and priorities to pursue organic and acquisition growth opportunities globally.
This document discusses global product strategies and considerations. It begins by defining what a product is as a bundle of tangible and intangible attributes. It then outlines some key global drivers of product demand and supply, such as higher customer expectations, innovations, and manufacturing rationalization. The document discusses decisions around existing and new global products, and approaches to global product development like standardization and adaptation. It provides frameworks for integrating markets, platforms, and competencies, and discusses issues like customer needs, competition, marketing infrastructure and internal resources at the country, region, and global levels. Finally, it covers topics like brands, brand positioning, brand equity, and strategic alternatives like local vs. global products and brands.
The document provides information on why business plans are important and what they should include. A business plan defines the business realities, reveals weaknesses, and allows stakeholders to understand the business. It should be prepared by the business owner and include an executive summary, company description, products/services, marketing plan, operations, management structure, funding needs, financial projections, and appendices. The business plan is presented to investors to gain their confidence in the business and investment opportunity.
Marketing Analytics & Accountability To Optimize RevenueJulie Benlolo
This document summarizes a presentation about marketing effectiveness. It discusses how marketing is changing and the need for outcome-based measurement of performance. Marketing budgets are often cut without understanding marketing's impact on business outcomes like revenue and cash flow. The presentation argues that marketing should align its objectives, budgets and measurement around key business goals like acquiring new customers, retaining existing customers, and growing customer lifetime value. This would help marketing demonstrate its value and importance to the overall success of the organization.
Build a Winning Solution Marketing StrategySteve Robins
1. Communicate the value proposition in terms of benefits to the customer, not features. Focus on how the solution solves business problems and drives outcomes like higher profits, lower costs, better customer service, and ensuring compliance.
2. Develop tools to quantify and demonstrate the return on investment (ROI) the customer will achieve by implementing the solution. Provide ROI models and value calculators to help customers understand the financial benefits.
3. Consider both the direct costs like purchase price as well as total cost of ownership including implementation, customization, integration, training, and support services when discussing the overall cost to the customer.
This document outlines the building blocks of a business model canvas, which consists of nine main elements: value proposition, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partnerships, and cost structure. The business model canvas provides a visual framework for developing new or documenting existing business models.
This is a presentation that I gave on developing sales channels to a group of entrepreneurs at the Technology Capital Network in July 2007 in the Boston area
Provides practical tips on how to prepare to enter the marketplace with your product. Relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch.
Silicon Valley Marketo User Group Meeting August 23, 2012ryanvong
The document summarizes a presentation about Marketo's Revenue Cycle Analytics tool. It was presented at the Silicon Valley Marketo User Group meeting on August 23rd, 2012, which was hosted by 10Gen at their office in Palo Alto. The presentation covered the benefits and features of RCA, including the Opportunity Influence Analyzer for instant insights, Program Analysis for evaluating program effectiveness, and the Revenue Cycle Modeler and Success Path Analyzer for strategic insights. A Q&A session followed the presentation.
This document discusses production decisions for a Chinese company. It covers pricing strategies, equipment investment, production volume, research and development, and marketing. It provides examples on production strategy and product variety, as well as an example of Mercedes-Benz's AMG series. Key factors to consider include price, demand, supply, production efficiency, market share, and growth potential. The document also outlines MESE's six steps for pricing decisions.
Masco Corporation provides an overview of its global operations and financial performance. It is a leading manufacturer and marketer of home improvement and building products with 2010 sales of $7.6 billion. Key points include that Masco has scale as the largest manufacturer in several product categories, strong brands, and benefits from operating leverage. Masco also has a history of strong cash flow generation. The company aims to drive sustainable competitive advantage through innovation, brand strength and execution.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Title Slide. These slides support Chapter 12, Managing the Product Line.
This slide shows the Marketing Roadmap , highlighting Marketing Imperative 4 -- Design the Marketing Offer.
The Old Way -- New Way identifies the evolution of issues concerning Managing the Product Line.
This slide illustrates the underpinning for the product portfolio material that follows by using Gap Analysis . Stated simply, the figure shows a time axis and a performance axis. The firm currently operates in several product-markets depicted as X, Y and Z. If the firm continues to execute its current product-market strategy it can expect some level of performance depicted by the momentum line . However, we assume that the objective for the firm has a different, and higher, objective line . We typically ask students what factors would increase the distance between the objective line and the momentum line. The answer is environmental change. If the environment is stable and the firm keeps on truckin’, the objective line and the momentum line might be similar. The more the environment changes, the lees likely that the two lines will be close together. We then ask students how they would characterize the current environment. They typically say that it is becoming more and more unpredictable. Hence, the gaps are likely to become greater. This analysis frames the firm’s problem -- how to close the gap.
This slide follows from the gap analysis slide. To close performance gaps and attain performance objectives requires investment. Essentially, the firm has four broad choices for investment -- market penetration, new markets and segments and/or new products, and new businesses. The key question for the firm is which opportunities to choose. The essential problem is how to make these choices.
This slide discusses some fundamental issues about a product portfolio. First, it defines the product portfolio simply as a collection of products. The slide also shows that the product portfolio must be balanced, and identifies some of the dimension across which balancing is important. Finally, the slide gets students ready for the material that follows by stating that there are two approaches to portfolio balancing -- financial analysis and portfolio analysis.
Key Ideas -- Product Portfolio
This slide shows a variety of financial analysis approaches for making investment decisions. Students should be familiar with these approaches from their finance classes. In this chapter we treat these methods in a fairly cursory manner -- students can gain in depth understanding from any decent introductory finance textbook.
This slide shows some of the advantages and disadvantages of financial analysis techniques. Because of the disadvantages, we need a different framework to approach the investment decision problem. The approach we introduce shortly is portfolio analysis.
This chart shows the hockey stick problem for financial analysis. The fundamental issue is that the further out in time for the estimate, the more uncertain that estimate. Since the initial forecasts are generally made by executives that have a personal investment in the project, they are likely to be optimistic about future sales. Hence, there is a tendency to hockey stick the revenue forecasts upwards. Because of the inherent uncertainly, there are often no good arguments to contradict. Hence, investments are approved that perhaps should not be approved.
Key Ideas -- Financial Analysis
This slide shows that no matter what type of portfolio analysis the firm uses -- there are two overarching dimensions. The issue in using different forms of portfolio analysis is how to operationalize these two dimensions. The chart shows how to use these two dimensions. We typically place market attractiveness on the y-axis running from low to high. Relative ability is on the x-axis but analysts use both forms of directionality. In this chart, relative ability runs high to low -- this is the reverse of a typical x-axis. We show the chart in this form because we are about to discuss the growth/share matrix which has always used the x-axis this way. When we get to the multifactor matrix, we shall reverse the scale and use the traditional x-axis direction.
This chart simply illustrates that the firm can use portfolio approaches at different levels -- n particular at the product level and business level.
This chart sets the stage for introducing portfolio analysis by comparing financial analysis techniques for making investment decisions with portfolio analysis techniques.
Key Ideas -- Portfolio Analysis
This slide simply states that there are two broad approaches to portfolio analysis -- the growth/share matrix and the multifactor matrix.
This chart shows the growth/share matrix. Note that this is similar to the general portfolio on the previous slide. In the growth/share matrix: Market attractiveness is measured by forecast market growth rate; Relative ability is measured by relative market share -- we explain relative market share in the next slide The slide also shows that the cut line between high and low is typically set at a relative market share of 1.5.
This slide shows the definition of relative market share (RMS) as developed by The Boston Consulting Group -- developers of the growth/share matrix. Very simply, RMS is the firm’s market share divided by the market share of its nearest competitor. Essentially, RMS is a measure of relative competitive strength.
This slide shows an illustration of the growth share matrix Note that there are entries in each of the four matrix cells. A good exercise for students is to ask them to speculate about the characteristics of products (or businesses) in each cell of the matrix. This is a useful device for eliciting the four product types -- cash cows, dogs, stars, and problem children (question marks, lottery tickets, or wildcats).
This slide highlights the typical characteristics of products in each of the four cells in the growth/share matrix.
This slide shows typical market share/profitability relationships from the PIMS study. The results are generally supportive of the conceptual material from the growth share matrix -- for the RMS axis. As market share increases, RO:I also increases.
This slide shows actual data for a Fortune 500 firm.
This slide identifies several issues with which the firm should be concerned when implementing the growth/share matrix.
This slide illustrates a multifactor portfolio matrix. This is the identical chart to that introduced in Chapter 8 for selecting market segments to target. In this chapter the focus in on the firm’s various products (or businesses).
This slide compares and contrasts the growth/share matrix with the multifactor matrix.
This slide is a disguised company portfolio.
This is a summary slide about portfolio analysis.
This slide contains some summary comments about applying the portfolio concept.
Key Ideas -- growth/share and multifactor matrices
The previous material focused on inter-relations among products that was focused on the firm’s resources -- viz resources that support one product cannot support another product. This slide identifies other types of inter-relationships: Inter-relationships at the customer may demonstrate either positive complementarity or negative complementarity. Inter-relationships at the firm concern either strategic roles or relationships among organizational units.
Key Ideas -- product inter-relationships
The breadth of the firm’s product line is a critical issue. For this reason, we devote several text pages to discussing the topic. This slide shows the subheadings under the topic product-line breadth. The chapter discusses several issues related to each sub-heading.
This slide emphasizes that ROS is only one part of the ROI equation,
This slide and those that follow illustrate a mindless product deletion decision.
This slide is one of several that illustrates a mindless product deletion decision.
This slide is one of several that illustrates a mindless product deletion decision.
This slide is one of several that illustrates a mindless product deletion decision.
This slide identifies several candidate criteria for making a product deletion decision.
Key Ideas -- Product-Line Breadth
Key Ideas -- Product Deletion
This slide highlights several additional product line issues. In particular, we focus on quality, showing empirical results of different quality levels, and The Total Quality Chart as a way to improve quality.
This slide shows an empirical relationship between product quality and profitability.
This slide presents the Total Quality Chart.
This slide identifies several additional product line issues -- we just discussed breadth of the product line. There is extensive discussion of these issues in the chapter. A useful way to enter these topics is to ask students what other issues the firm should consider other than product inter-relationships and product-line breadth. Some students will find it surprising that there are so many issues. Note that we also briefly touch on bundling . We discuss this topic also under pricing in Chapter 19, but it is important to touch on it in this chapter, as bundling concerns the manner in which products are offered for sale to customers.
This slide identifies several additional product line issues -- we just discussed breadth of the product line. There is extensive discussion of these issues in the chapter. A useful way to enter these topics is to ask students what other issues the firm should consider other than product inter-relationships and product-line breadth. Some students will find it surprising that there are so many issues. Note that we also briefly touch on bundling . We discuss this topic also under pricing in Chapter 19, but it is important to touch on it in this chapter, as bundling concerns the manner in which products are offered for sale to customers.
This slide shows the Marketing Roadmap , highlighting Marketing Imperative 4 -- Design the Marketing Offer.