The document discusses strategies that firms can use when operating internationally. It presents four basic strategies - global standardization, international, localization, and transactional - based on two dimensions: pressures for cost reduction and pressures for local responsiveness. As competition emerges, these strategies become less viable, forcing firms to adopt hybrid or multi-domestic strategies to balance global integration with local responsiveness.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
Best fit IT pricing models with mutual benefits for service providers and cus...Mindtree Ltd.
Information Technology (IT) has shown rapid growth in the last two decades, opening up the need for a robust pricing model to meet changing expectations. Increasingly, customers are looking for benefits beyond cost savings and service improvements. This has led to the emergence of pricing models beyond traditional ones such as Time and Material and Fixed Price. This white paper discusses various pricing models with their characteristics, risk comparators, pros and cons and best fit customer engagement.
Digital Innovators Summit, Atlas, Microsoft AdvertisingAxel Hoehnke
Keynote Presentation at Digital Innovator´s Summit - VDZ Conference.
Germany´s premium event for tier one publisher technology and services.
YieldManagement and Services to increase your return on audience
Axel Hoehnke for Atlas - Microsoft Advertiser & Publisher Solutions
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
The document discusses business model innovation and provides examples of companies that successfully innovated their business models, such as Jeff Bezos with Amazon, Larry Page and Sergey Brin with Google, and Lei Jun with Xiaomi. It then asks the reader to discuss what these examples have in common with their seat neighbor. The document suggests that simply focusing on product innovation or copying competitors is not enough, and that it is better to empower the product through the business model by going beyond business as usual, design, copying, and waiting for proof. It also asks the reader to discuss the business model of Nespresso with their seat neighbor.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
Best fit IT pricing models with mutual benefits for service providers and cus...Mindtree Ltd.
Information Technology (IT) has shown rapid growth in the last two decades, opening up the need for a robust pricing model to meet changing expectations. Increasingly, customers are looking for benefits beyond cost savings and service improvements. This has led to the emergence of pricing models beyond traditional ones such as Time and Material and Fixed Price. This white paper discusses various pricing models with their characteristics, risk comparators, pros and cons and best fit customer engagement.
Digital Innovators Summit, Atlas, Microsoft AdvertisingAxel Hoehnke
Keynote Presentation at Digital Innovator´s Summit - VDZ Conference.
Germany´s premium event for tier one publisher technology and services.
YieldManagement and Services to increase your return on audience
Axel Hoehnke for Atlas - Microsoft Advertiser & Publisher Solutions
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
The document discusses business model innovation and provides examples of companies that successfully innovated their business models, such as Jeff Bezos with Amazon, Larry Page and Sergey Brin with Google, and Lei Jun with Xiaomi. It then asks the reader to discuss what these examples have in common with their seat neighbor. The document suggests that simply focusing on product innovation or copying competitors is not enough, and that it is better to empower the product through the business model by going beyond business as usual, design, copying, and waiting for proof. It also asks the reader to discuss the business model of Nespresso with their seat neighbor.
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
Noted pricing expert Dr. George Cressman describes how companies achieve above average profitability by proactively managing price realization or "pricing maturity." Learn which stages a company must take to be on the path to price maturity, as well as the risks of taking shortcuts. George's advice is absolutely essential for every B2B manager involved in pricing today.
This document discusses how organizations can increase value and profit through reducing costs. It proposes that organizations first focus on creating and sustaining value through their products, services, and culture. This value creation will increase customer loyalty and revenue. The document then discusses ways for organizations to proactively reduce costs such as minimizing repetitive activities, effective vendor management, ensuring proper market analysis to meet customer needs, and investing in employee education. It also stresses the importance of developing future leaders and maintaining good relationships.
1) The document discusses accountability of promotional expenses and investments, focusing on accurate cost and effect measurements rather than just revenues.
2) It provides examples from Randstad of measuring the correlation between promotional spending and factors like gaining new clients, improving workplace environments, and enhancing social image.
3) Various communication tools are outlined that can reinforce brand image through consistent messaging across media, HR practices, investor relations, and public advocacy.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
Pricing cannot follow a one-size-fits-all model and should be customized to the business and products. It requires understanding cost structure and customer value, not just setting prices. There are pitfalls like targeting the wrong groups, strategies, or failing to sustain differential value. Organizations should ask questions about economic impact, price structure, unnecessary discounting, strategy alignment, and controlling negotiations. Determining the right pricing involves comprehending what drives customer value and targeting behaviors across segments.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
Celebrate – Pricing Power
Pricing principles that capture value and enhance profitability
Pricing can no longer be an after-thought, with the pricing strategy and rate structure applied after the service offering is developed. Increasingly, clients want unique pricing structures that include shared accountability – this applies not only to agencies, but is part of a larger trend across many service-business industries. Successfully aligning interests requires integrating the pricing strategy as a core component of the offer – using price to help determine: What is included? How is success defined? How services are delivered. This discussion will take lessons learned from both advertising, and other segments to frame the role of pricing in the sales process. We will also discuss the ways leading-class pricing organizations find success with client procurement teams – who have been very effective at driving down rates. This includes the importance of differentiating cost vs. fees vs. value. Successful alternative fee programs are not positioned as new forms of discounting, but are leveraged as a different way to measure and compensate for value. And, finally, we will discuss the concept of "losing on price."
Speaker:
Scott Lippstreu, Principal, Deloitte Consulting LLP
Expense Reduction Analysts is a company that helps organizations reduce costs and increase profits through expense reduction programs. They have expertise in over 100 supply areas and can typically achieve average savings of 19.7% for clients. They work with clients to identify high-impact cost areas for review and produce reports analyzing savings opportunities without disrupting business operations. If savings are identified, clients can choose whether to retain existing suppliers or make changes.
The document discusses models of the communication process including:
- The basic communication process involving a sender, receiver, message, channel, and feedback.
- Factors that can impact effective communication such as noise, encoding/decoding symbols, and the level of common experiences between the sender and receiver.
- Models of how consumers respond to advertising messages including the AIDA model, hierarchy of effects model, and innovation adoption model.
- Factors involved in measuring the effectiveness of communication including exposure, attention, comprehension, retention, and purchase behavior.
The document summarizes key concepts from the book Blue Ocean Strategy. It discusses how blue ocean strategy involves creating uncontested market space by making competition irrelevant. It outlines how blue ocean logic differs from conventional logic by thinking freely from a company's existing assets and capabilities. The document also provides examples of value curves and strategy canvases that illustrate how blue ocean strategy works to create a new demand curve by eliminating, reducing, raising, and creating new factors.
ECR Europe Forum '05. Case Study L'Oréal - AsdaECR Community
This document summarizes a case study on primary success factors for effective category management. It identifies four key factors: 1) willingness to innovate and change, 2) creation of shopper value, 3) collaborative understanding of partners' businesses through information sharing, and 4) aligned goals, objectives, measures, and incentives. It then provides examples of how these factors were measured in collaboration between manufacturers and retailers.
This document provides an overview of an MBA course on advanced strategic management. The course aims to help students gain expertise in strategic management concepts and techniques. It seeks to develop students' capacity as general managers by enhancing their understanding of business problems from a strategic perspective and their ability to develop innovative strategic solutions. The document outlines the key concepts that will be covered in the course, including strategic analysis frameworks, sources of competitive advantage, and tools for evaluating strategy options.
Validation of Business Proposition: confirmation we are building the right business. The document discusses the 7 stages of establishing, growing, and maintaining a competitive advantage:
1. Establishing potential advantage by validating the business proposition and market opportunity.
2. Creating advantage by verifying the business model and securing early customers.
3. Proving advantage with paying customers, references, and market entry.
4. Protecting the advantage by securing growth, market share, and customer loyalty.
5. Leveraging assets and relationships to scale the business and extend its reach.
6. Continuous innovation to create and acquire new advantages through opportunity management and technology changes.
The 7 stages provide a framework for developing,
IBUS2301 - Tutorial #11 - Chapters 15 and 17 - international Business OperationsPreston Teeter, PhD
This tutorial covers the basics of international business operations. First, we look at international production decisions, which are influenced by a range of varying factors. We take a close look at why some manufacturing jobs are returning to the U.S., and why some are still leaving. We look at the cases of Komo, Apple, and Dell Computers. Next, we briefly review global staffing policies, with the three key policies of an ethnocentric, polycentric, and geocentric approach. Examples from Toyota and Sony are reviewed.
CM Consulenze Manageriali Training Catalogue 2010Claudia Miani
a brief summary of all the training I can rovide to company, single professionals, business schools and universities. Tailorized course can be designed on your need and requirements! :-)
Noted pricing expert Dr. George Cressman describes how companies achieve above average profitability by proactively managing price realization or "pricing maturity." Learn which stages a company must take to be on the path to price maturity, as well as the risks of taking shortcuts. George's advice is absolutely essential for every B2B manager involved in pricing today.
This document discusses how organizations can increase value and profit through reducing costs. It proposes that organizations first focus on creating and sustaining value through their products, services, and culture. This value creation will increase customer loyalty and revenue. The document then discusses ways for organizations to proactively reduce costs such as minimizing repetitive activities, effective vendor management, ensuring proper market analysis to meet customer needs, and investing in employee education. It also stresses the importance of developing future leaders and maintaining good relationships.
1) The document discusses accountability of promotional expenses and investments, focusing on accurate cost and effect measurements rather than just revenues.
2) It provides examples from Randstad of measuring the correlation between promotional spending and factors like gaining new clients, improving workplace environments, and enhancing social image.
3) Various communication tools are outlined that can reinforce brand image through consistent messaging across media, HR practices, investor relations, and public advocacy.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
Pricing cannot follow a one-size-fits-all model and should be customized to the business and products. It requires understanding cost structure and customer value, not just setting prices. There are pitfalls like targeting the wrong groups, strategies, or failing to sustain differential value. Organizations should ask questions about economic impact, price structure, unnecessary discounting, strategy alignment, and controlling negotiations. Determining the right pricing involves comprehending what drives customer value and targeting behaviors across segments.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
Celebrate – Pricing Power
Pricing principles that capture value and enhance profitability
Pricing can no longer be an after-thought, with the pricing strategy and rate structure applied after the service offering is developed. Increasingly, clients want unique pricing structures that include shared accountability – this applies not only to agencies, but is part of a larger trend across many service-business industries. Successfully aligning interests requires integrating the pricing strategy as a core component of the offer – using price to help determine: What is included? How is success defined? How services are delivered. This discussion will take lessons learned from both advertising, and other segments to frame the role of pricing in the sales process. We will also discuss the ways leading-class pricing organizations find success with client procurement teams – who have been very effective at driving down rates. This includes the importance of differentiating cost vs. fees vs. value. Successful alternative fee programs are not positioned as new forms of discounting, but are leveraged as a different way to measure and compensate for value. And, finally, we will discuss the concept of "losing on price."
Speaker:
Scott Lippstreu, Principal, Deloitte Consulting LLP
Expense Reduction Analysts is a company that helps organizations reduce costs and increase profits through expense reduction programs. They have expertise in over 100 supply areas and can typically achieve average savings of 19.7% for clients. They work with clients to identify high-impact cost areas for review and produce reports analyzing savings opportunities without disrupting business operations. If savings are identified, clients can choose whether to retain existing suppliers or make changes.
The document discusses models of the communication process including:
- The basic communication process involving a sender, receiver, message, channel, and feedback.
- Factors that can impact effective communication such as noise, encoding/decoding symbols, and the level of common experiences between the sender and receiver.
- Models of how consumers respond to advertising messages including the AIDA model, hierarchy of effects model, and innovation adoption model.
- Factors involved in measuring the effectiveness of communication including exposure, attention, comprehension, retention, and purchase behavior.
The document summarizes key concepts from the book Blue Ocean Strategy. It discusses how blue ocean strategy involves creating uncontested market space by making competition irrelevant. It outlines how blue ocean logic differs from conventional logic by thinking freely from a company's existing assets and capabilities. The document also provides examples of value curves and strategy canvases that illustrate how blue ocean strategy works to create a new demand curve by eliminating, reducing, raising, and creating new factors.
ECR Europe Forum '05. Case Study L'Oréal - AsdaECR Community
This document summarizes a case study on primary success factors for effective category management. It identifies four key factors: 1) willingness to innovate and change, 2) creation of shopper value, 3) collaborative understanding of partners' businesses through information sharing, and 4) aligned goals, objectives, measures, and incentives. It then provides examples of how these factors were measured in collaboration between manufacturers and retailers.
This document provides an overview of an MBA course on advanced strategic management. The course aims to help students gain expertise in strategic management concepts and techniques. It seeks to develop students' capacity as general managers by enhancing their understanding of business problems from a strategic perspective and their ability to develop innovative strategic solutions. The document outlines the key concepts that will be covered in the course, including strategic analysis frameworks, sources of competitive advantage, and tools for evaluating strategy options.
Validation of Business Proposition: confirmation we are building the right business. The document discusses the 7 stages of establishing, growing, and maintaining a competitive advantage:
1. Establishing potential advantage by validating the business proposition and market opportunity.
2. Creating advantage by verifying the business model and securing early customers.
3. Proving advantage with paying customers, references, and market entry.
4. Protecting the advantage by securing growth, market share, and customer loyalty.
5. Leveraging assets and relationships to scale the business and extend its reach.
6. Continuous innovation to create and acquire new advantages through opportunity management and technology changes.
The 7 stages provide a framework for developing,
IBUS2301 - Tutorial #11 - Chapters 15 and 17 - international Business OperationsPreston Teeter, PhD
This tutorial covers the basics of international business operations. First, we look at international production decisions, which are influenced by a range of varying factors. We take a close look at why some manufacturing jobs are returning to the U.S., and why some are still leaving. We look at the cases of Komo, Apple, and Dell Computers. Next, we briefly review global staffing policies, with the three key policies of an ethnocentric, polycentric, and geocentric approach. Examples from Toyota and Sony are reviewed.
Week 3 Global Management Managing Across Border 3 Sksuniv
The document discusses three key aspects of globalization: 1) The rise of the "global village" and e-commerce due to reductions in time and distance from improvements in transportation and communication technologies. 2) The efficiency and effectiveness of integrating the world into one big market, seen through the rise of both megamergers and small, globally operating firms. 3) The challenges and opportunities of cross-border business integration. It provides an overview of managing organizations across international borders and the economic, political, cultural, and other factors international managers must consider.
Slides accompanying first tutorial for IBUS2301, International Business Management. The first tutorial goes over the basic concepts and institutions concerning our globalized society. The WTO, IMF, and World Bank are covered in particular detail, including the controversies surrounding these institutions.
This document discusses several key dimensions for global managers to consider regarding cultural differences, including communication styles, cultural values and beliefs, and national culture dimensions. It emphasizes that as the world becomes more interconnected through globalization and technology, understanding cultural variations is important for international business dealings, partnerships, and managing multinational companies. Global managers may need to navigate working with foreign customers, suppliers, firms, and dealing with issues like trade barriers between countries.
IBUS2301 - Tutorial #10 - international Business OrganizationPreston Teeter, PhD
This tutorial provides a general overview of the varying organizational structures. First, we discuss the case of the BBC, which recently went through a restructuring of its Worldwide subsidiary from a divisional to a geographic structure. Next, we review the general theoretical categories for each structure, looking at how organizations typically evolve over time and why the matrix structure has generally failed at many organizations. We conclude with a look at two companies, Philips and Fiat, that have undergone major structural changes in response to industry needs.
Unilever is a large multinational corporation that historically operated with a decentralized structure. Each national subsidiary had autonomy over production, marketing, sales and distribution in its local market. However, by the mid-1990s increasing globalization and competition posed challenges to Unilever's decentralized approach. Rivals were more successful at building global brands, reducing costs through consolidated manufacturing, and launching new products simultaneously across markets. In response, Unilever introduced regional business groups with product divisions to balance local responsiveness with centralized operations to lower costs and accelerate innovation.
Characteristics of effective international managersA Oneessays
This document discusses the characteristics of effective international managers. It begins by explaining how globalization has increased the need for international managers. An international manager is someone who manages divisions across geographical regions and understands the goals of the company. Effective international managers have skills in areas like social intelligence, self-efficacy, and cultural adaptation. They also have international knowledge, can communicate collaboratively, and are oriented towards different cultures. Training programs are important for developing skills in foreign languages, cultural assimilation, and dealing with different situations. International managers must also maintain high ethical standards of integrity, accountability, and leadership when working across borders.
The document discusses the concept of a global manager. It begins by stating that with increasing globalization, companies need to carefully select and manage people who can become global managers. However, there is no distinct set of qualities that define a global manager. The best approach is to look for a conventional manager with a global mindset who can succeed in international markets. It then provides definitions and examples of the globalization of markets and production. Finally, it discusses myths around what a global manager is and realities, such as the fact that both women and men can effectively take on global manager roles in today's world.
International managers coordinate a company's global activities and represent the company overseas in areas like purchasing, sales, production, and logistics. They act as an interface between the company's home office and international markets. Successful international managers require strong communication, analytical problem-solving, organizational, and leadership skills to analyze deals, evaluate partners, respond to competition, and manage human resources across borders. Globalization and population aging are increasing the need for international management strategies.
The document discusses the internal organization and external relationships of multinational enterprises (MNEs) and smaller companies. It covers developing an internal organizational structure, moving towards a transnational structure, and developing external relationships through alliances and joint ventures. The key aspects are analyzing organizational culture, adopting different structures at different stages of international expansion, building strategic and organizational flexibility, and selecting partners based on complementary skills and compatible goals and cultures.
Here are a few key points about managing change in the international organization based on the chapter:
- Change can be planned (proactive) or emergent (reactive) - Telstra's changes seem to have been planned and led from the top due to poor performance.
- Common models for managing change include Lewin's 3-stage model of unfreezing-change-refreezing and Kotter's 8-step process. These involve preparing the organization for change, communicating a vision, empowering others to act, planning for and creating short-term wins.
- Resistance to change is common and must be addressed. It can stem from things like lack of involvement, misunderstanding of change, different assessments of costs
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
Strategic marketing is defined as the management function that seeks to generate profit by organizing a company's resources to determine and satisfy customer needs better than competitors. It emphasizes profits over just sales and identifies target markets. Strategic marketing combines target markets and marketing strategies, strives for sustainable differentiation, and leads strategic planning and new product development. While marketing communications, sales, and customer service are important tactical elements, strategic marketing is the overarching management function.
TSS Responsive Strategy Bristol 29 November Martin Coates, SwissqualScience City Bristol
The document discusses strategies for companies and outlines some key lessons:
1. It is important to define clear fail or change points in your strategy in advance, rather than changing plans reactively.
2. Resources and strategy must be well aligned - a mismatch can lead to strategy changes or failures.
3. Examples are given of companies that failed to define clear change points, leading to demoralized staff, dissatisfied customers, and shuttered products. Aligning resources and strategy is key to avoiding these outcomes.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
Pixfuel provides ad trafficking and creative services through their SDM model with a focus on tailored approaches, 24/7 operations and support, and quick turnaround times. Their strategic workflow involves pre-QA and campaign launch processes to consolidate results and provide full customer support. They offer placement, packaging, creative development, third party code implementation, and campaign amendments. Pixfuel also generates reports on campaign, creative, and user reach performance.
Pixfuel provides ad trafficking and creative services through their SDM model with a focus on tailored approaches, 24/7 operations and support, and quick turnaround times. Their strategic workflow involves pre-QA and campaign launch processes to consolidate results and provide full customer support. They offer placement, packaging, creative development, third party code implementation, and campaign amendments. Pixfuel also generates reports on campaign, creative, and user reach performance.
LeveragePoint discusses the downsides of relying too heavily on a cost/price control approach. We'll show a recent case example of a company facing the dilemma of stagnant growth - and how a value-based marketing and sales approach will save it.
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Corporate Visions
The document summarizes Kronos' efforts to revitalize its marketing and sales value proposition through better alignment between its marketing and sales organizations. Key activities included assessing Kronos' existing value proposition, developing a new value proposition focused on addressing customers' critical business issues, translating this into new sales messaging, and ensuring adoption of the new messaging by the entire sales force. This included workshops, developing customized messages and materials, and establishing sales and marketing leadership councils. The goal was to differentiate Kronos' offerings and address slowing product growth.
This is a great strategy map summary. It is adapted from commonly used scorecards and adds a needed component of the User (Consumer) in addition to the Customer. As you know the two can be completely different.
I believe a professionals will be more successful and create more value for their customers if they begin to view themselves as professional knowledge firms rather then professional service firms.
This presentation for media and industry analysts is an adapted version of the Firm of the Future Symposium that I deliver with the VeraSage Institute's founder, Ron Baker.
Channel Success: Is Your Organization Ready? [Global Channel Partners Summit]interlinkONE
The document discusses the challenges facing organizations and channel partners in today's competitive environment. It emphasizes the need to align business strategies, identify new revenue streams, and transition to new technologies. The document defines what a successful partnership entails - including trust, shared innovation, agreed upon goals, and mutual ROI. It outlines Kodak's channel vision to serve customers through strategic relationships and their objectives to maximize satisfaction, drive growth, and ensure simple execution. Finally, it discusses the top 10 "must haves" channel partners need for success, including sales capability, strategic alignment, expertise, ability to invest, and market attractiveness.
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11. Figure 12.1:Determinants of Enterprise Value
Reduce cost
Profitability(#)
Add value and
Raise Prices
Enterprise
Valuation
12. Figure 12.1:Determinants of Enterprise Value
Reduce cost
Profitability(#)
Add value and
Raise Prices
Enterprise
Valuation
Profit
Growth(%)
13. Figure 12.1:Determinants of Enterprise Value
Reduce cost
Profitability(#)
Add value and
Raise Prices
Enterprise
Valuation
Sell More in
Existing Markets
Profit
Growth(%)
14. Figure 12.1:Determinants of Enterprise Value
Reduce cost
Profitability(#)
Add value and
Raise Prices
Enterprise
Valuation
Sell More in
Existing Markets
Profit
Growth(%)
Enter New
Market
15. “Manager can increase the profitability of the firm by
pursuing strategies that lower costs or by pursing
strategies that add value to the firm’s products, either of
which enables the firm raise prices.”
16.
17.
18. The way to increase the profitability of a firm is to
create more value!!!
19. The way to increase the profitability of a firm is to
create more value!!!
20. Figure 12.1:Determinants of Enterprise Value
Reduce cost
Profitability(#)
Add value and
Raise Prices
Enterprise
Valuation
Sell More in
Existing Markets
Profit
Growth(%)
Enter New
Market
21. The price a firm charges for a good or service is
typically less than the value the customer places
on that good or service, called consumer surplus
22. The consumer surplus is the amount that
consumers benefit by being able to purchase a
product for a price that is less than they would
be willing to pay.
The producer surplus is the amount that
producers benefit by selling at a market price
mechanism that is higher than they would be
willing to sell for.
23. Figure 12.2
Value Creation
V=Value of Product to
an average consumer
V-P
P=Price per unit
V-C
C=Cost of production
P-C
per unit
V-P=Consumer surplus
C per unit
P-C=Profit per unit sold
V-C=Value created per
unit
24. Company can create more value (V-C) either by
lowering production costs, C, or by making the
product more attractive through superior design,
styling, functionality, features, reliability, after sales
service.
So that consumers place a greater value on it (V
increased) and, consequently, are willing to pay a
higher price (P increase).
26. Low cost strategy-A firm has high profits
when it creates more value for is customers and
does so at a lower cost.
Differentiation strategy-a strategy that
focuses primarily on increasing the attractiveness
of a production.
31. Figure 12.3 Strategic Choice in The international Hotel Industry
Efficiency Frontier
Increased value/differentiation (V)
Four season
Marriot
Starwood
Strategic Choice in This
Area not Viable in
International Hotel
Industry
Low cost(C)
32. To maximize profitability
a) Pick a position on the efficiency frontier that is
viable in the sense that there is enough demand to
support the choice.
b) configure its internal operations to support
position (manufacturing, marketing, logistics,
information system, human resources).
c) make sure that the firm has the right organization
structure in place to execute its strategy.
33. Operations:
The firm as a value
• Primary Activities
• Support Activities
*To implement its strategy efficiently and position itself on the efficiency
frontier, it must manage these activities effectively and in a manner that
is consistent with it strategy.
39. Figure 12.4:The value Chain
Support Activities
Company Infrastructure
Information System Human Resource
Logistics
Marketing and Customer
R&D Production
Sales Service
Primary Activities
41. Assignment
Jan 12,2009
Explain The Value Chain by using
MNC and submit to me by email before
mid-night(GMT+07:00)
42. Quiz 1 and Mid-term exam
Number Name Surname
Quiz 1(7.5%) Mid-term(30%) Total(37.5%)
1 Ms.Sarinrat Woranit 1.5 15 16.5
2 Mr.Kaitisak Nithitheerakant 2 20.5 22.5
3 Ms.Mutita Jantrikun 3.5 22 25.5
4 Ms.Suphattra Maya 6.5 26 32.5
5 Mr.Sivakorn Thavonwan 1 25 26
6 Ms.Paphawarin Suwannarach 4.25 21.5 25.75
7 Ms.Wanchanok Yapan 1.25 11 12.25
8 Mr.Kriangkrai Siangwong 1 8.5 9.5
9 Mr.Benno Vollmann 4.5 26 30.5
10 Mr.Bartos Majda 7 28 35
11 Ms.Padhanan Bussapakes 4 22.5 26.5
12 Mr.Phumasit Patcharaviphakkij 1 3.5 4.5
13 Ms.Wariya Chupinitsakulwong 1 8 9
14 Ms.Prapaporn Khumprasert 1 12.5 13.5
15 Ms.Atchara Sairat 2 6.5 8.5
16 Ms.Chayanee Thongyam 1 7 8
17 Ms.Bunyanuch Siriwattanapornkul 2.5 21.5 24
18 Ms.Thanattha Somboon 2.25 11.5 13.75
19 Ms.Wunlaya Mungcharoen 4.25 17.5 21.75
20 Ms.Puttiporn Kittikot 2 8.5 10.5
21 Ms.Supitchaya Asawa-ananta 6.75 27 33.75
22 Ms.Yaowanart Kongrod 2.75 7 9.75
23 Ms.Ratima Khrueawongnoi 1.5 22.5 24
24 Ms.Nawarat Prommi 1 1 2
25 Ms.Puntarika Hongpanich 3 22 25
Mean 18.82
*Those student who have score less than 10% Max 35
(Red and Green color) need to see me after class Min 2
43. Figure 12.4:The value Chain
Support Activities
Company Infrastructure
Information System Human Resource
Logistics
Marketing and Customer
R&D Production
Sales Service
Primary Activities
44.
45. Figure 12.5
B The experience Curve
Unit cost
A
Cumulative Output
46. Figure 12.5
B The experience Curve
Unit cost
A
Cumulative Output
47. Figure 12.5
B The experience Curve
Unit cost
A
Cumulative Output
48. Figure 12.5
B The experience Curve
Unit cost
A
Cumulative Output
49. Figure 12.5
B The experience Curve
Unit cost
A
Cumulative Output
50.
51. Figure 12.6:
Pressure for cost Reductions
and Local Responsiveness
High
Pressures for Cost Reduction
Low
Low High
Pressures for Local Responsiveness
52. Figure 12.6:
Pressure for cost Reductions
and Local Responsiveness
High
Pressures for Cost Reduction
Firm A
Low
Low High
Pressures for Local Responsiveness
53. Figure 12.6:
Pressure for cost Reductions
and Local Responsiveness
High
Pressures for Cost Reduction
Firm A
Firm B
Low
Low High
Pressures for Local Responsiveness
54. Figure 12.6:
Pressure for cost Reductions
and Local Responsiveness
High
Pressures for Cost Reduction
Firm A Firm C
Firm B
Low
Low High
Pressures for Local Responsiveness
55. Figure 12.6:
Pressure for cost Reductions
and Local Responsiveness
High
Pressures for Cost Reduction
Firm A Firm C
Firm B
Low
Low High
Pressures for Local Responsiveness
56.
57. Figure 12.7:
Four basic Strategies
High
Pressures for Cost Reduction
Low
Low High
Pressures for Local Responsiveness
58. Figure 12.7:
Four basic Strategies
High
Pressures for Cost Reduction
Global
Standardization
Strategy
Low
Low High
Pressures for Local Responsiveness
59. Figure 12.7:
Four basic Strategies
High
Pressures for Cost Reduction
Global
Standardization
Strategy
Localization
Strategy
Low
Low High
Pressures for Local Responsiveness
60. Figure 12.7:
Four basic Strategies
High
Pressures for Cost Reduction
Global
Standardization
Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
61. Figure 12.7:
Four basic Strategies
High
Pressures for Cost Reduction
Global
Transactional
Standardization
Strategy
Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
62. Figure 12.8:
Four basic Strategies
High
Pressures for Cost Reduction Global
Standardization Transactional
Strategy Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
63. Figure 12.8:
Four basic Strategies
High
Pressures for Cost Reduction Global
Standardization Transactional
Strategy Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
As competitions emerge
these strategies become less
viable
64. Figure 12.8:
Four basic Strategies
High
Pressures for Cost Reduction Global
Standardization Transactional
Strategy Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
As competitions emerge
these strategies become less
viable
65. Figure 12.8:
Four basic Strategies
High
Pressures for Cost Reduction Global
Standardization Transactional
Strategy Strategy
International Localization
Strategy Strategy
Low
Low High
Pressures for Local Responsiveness
As competitions emerge
these strategies become less
viable