Rick Leroux is an experienced executive leader with a track record of improving sales, operations, and financial results. He has national and international experience managing sales, distribution, and industrial service operations. Through strategic planning, process improvements, and teamwork, he focuses on operational effectiveness, accountability, and delivering value to customers and companies.
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
1) The document discusses various issues related to implementing strategies, including marketing, finance/accounting, R&D, and MIS.
2) It provides examples of relevant decisions in each area, such as using exclusive or multiple distribution channels in marketing, and raising capital through debt or equity in finance.
3) Projected financial statements and budgets are described as key tools for examining the expected results of implementation decisions and obtaining necessary funds.
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
This document discusses how industrial goods companies can boost growth through expanding their service businesses. It finds that while services currently generate 20% of revenues on average for these companies and 50% of profits, the potential is much greater as most companies currently achieve only 10-25% of the total potential revenue from services. The document advocates developing a comprehensive service strategy using a framework to identify priority customer segments and services, standardize service offerings, improve sales processes, and transform company culture and organization to focus more on services. It argues this can boost profits substantially and provide a major new source of long-term growth for these companies.
The 5 Best Supply Management Practices In Use Todayfmbabs49000
The document discusses the five best supply management practices used today. It describes (1) strategic goal alignment, which involves aligning supply management goals with corporate objectives, (2) procurement strategy development, which involves determining the appropriate procurement strategy based on factors like market complexity, (3) supplier integration, or involving suppliers early in product development, (4) teaming strategies, such as using cross-functional project teams, and (5) performance measurement, which is important for managing goals and objectives. The document provides details on each practice and why they are important for effective supply chain management.
Patricia Hecker has over 25 years of experience in general management, marketing, operations, and finance roles for consumer goods companies. She has a track record of growing sales and profits through new product launches, improved operations, and leadership development. Her experience includes managing multi-billion dollar product lines and successful integration of acquisitions.
Jeffrey Smith has over 20 years of experience in business analysis, operations management, pricing strategies, and analytics. He currently works as a SAP Business Process Analyst for CHS Inc., where he has implemented systems for order to cash, service to cash, and commodity trading processes. He has extensive experience analyzing pricing strategies, maintaining profit margins, and developing financial models. He holds an MBA and has a track record of driving business results through process improvements and strategic initiatives.
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
1) The document discusses various issues related to implementing strategies, including marketing, finance/accounting, R&D, and MIS.
2) It provides examples of relevant decisions in each area, such as using exclusive or multiple distribution channels in marketing, and raising capital through debt or equity in finance.
3) Projected financial statements and budgets are described as key tools for examining the expected results of implementation decisions and obtaining necessary funds.
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
This document discusses how industrial goods companies can boost growth through expanding their service businesses. It finds that while services currently generate 20% of revenues on average for these companies and 50% of profits, the potential is much greater as most companies currently achieve only 10-25% of the total potential revenue from services. The document advocates developing a comprehensive service strategy using a framework to identify priority customer segments and services, standardize service offerings, improve sales processes, and transform company culture and organization to focus more on services. It argues this can boost profits substantially and provide a major new source of long-term growth for these companies.
The 5 Best Supply Management Practices In Use Todayfmbabs49000
The document discusses the five best supply management practices used today. It describes (1) strategic goal alignment, which involves aligning supply management goals with corporate objectives, (2) procurement strategy development, which involves determining the appropriate procurement strategy based on factors like market complexity, (3) supplier integration, or involving suppliers early in product development, (4) teaming strategies, such as using cross-functional project teams, and (5) performance measurement, which is important for managing goals and objectives. The document provides details on each practice and why they are important for effective supply chain management.
Patricia Hecker has over 25 years of experience in general management, marketing, operations, and finance roles for consumer goods companies. She has a track record of growing sales and profits through new product launches, improved operations, and leadership development. Her experience includes managing multi-billion dollar product lines and successful integration of acquisitions.
Jeffrey Smith has over 20 years of experience in business analysis, operations management, pricing strategies, and analytics. He currently works as a SAP Business Process Analyst for CHS Inc., where he has implemented systems for order to cash, service to cash, and commodity trading processes. He has extensive experience analyzing pricing strategies, maintaining profit margins, and developing financial models. He holds an MBA and has a track record of driving business results through process improvements and strategic initiatives.
Does Operational Excellence Influence Small and Mid-sized FirmISA2016VoytekKenneth Voytek
This paper examines whether operational excellence is associated with better performance among small and mid-sized firms. The author analyzes proprietary data from over 1,400 firms assessing 18 dimensions of operations, strategy, and markets. Firms reporting better practices in areas like growth, operations, customer diversity, and strategy were more likely to have higher profit margins and sales per employee. While industry and size affected results, management practices distinguished higher performing firms, indicating management can influence performance.
The document discusses various business strategies including cost leadership, differentiation, and focus strategies. Cost leadership aims to offer lower prices through efficient operations. Differentiation strategies make products unique in areas like quality, features, or branding. Focus strategies target a specific niche, either through lower costs or differentiation within that niche. Examples like Walmart, Payless, and niche product lines are provided.
The document discusses several aspects of global strategic planning for firms including:
1) The four main strategic orientations (ethnocentric, polycentric, regiocentric, geocentric) that global firms can take and the increasing complexity of planning globally.
2) Factors that drive firms to globalize like additional resources, lower costs, and new markets as well as whether firms should take a proactive or reactive approach.
3) Differences between multidomestic and global industries and how strategic planning needs to be tailored based on whether competition is local or crosses borders.
4) Various options for entering foreign markets from niche exporting to wholly owned subsidiaries based on a market's complexity and a firm's product diversity.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
Pykih Software LLP is an analytics company that offers the JARVIS:BI platform to help FMCG sales managers make data-driven decisions. The platform provides daily dashboards, automated reports, alerts and insights. It includes a Data Explorer tool that allows interactive exploration of large datasets. Pykih aims to provide domain expertise and contextual insights, unlike typical BI vendors, by working closely with clients. A live demo of the Data Explorer is available.
SPI was very pleased to join the European Business Awards as the exclusive sales consulting sponsor of this year’s edition. It was a great opportunity to meet and discuss with the best of European business about their challenges and innovations.
The Awards’ primary purpose is to support the development of a stronger and more successful business community throughout Europe. On 4 May in Dubrovnik, Croatia, 132 finalists from 34 countries were in attendance, hoping to be named a winner in this prestigious business competition.
On this occasion, Steven Vantongelen delivered a presentation about sales excellence, explaining the five hurdles sales teams need to overcome to ensure business growth.
The document discusses strategy evaluation and performance measurement. It explains that strategy evaluation involves examining strategy, comparing actual to expected results, and taking corrective actions. An effective evaluation system is important to alert management to problems and avoid bad decisions. The balanced scorecard and strategy maps are introduced as performance measurement tools. The balanced scorecard measures objectives across financial, customer, internal process, and learning/growth perspectives. Strategy maps link objectives across these perspectives to illustrate the strategy. An example of Mobil's strategy map is provided to show how it improved performance.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
Kenneth Hausermann is a procurement and purchasing manager with over 20 years of experience managing global supply chains and negotiating contracts. He has a track record of reducing costs through process standardization and strategic sourcing. Currently he is the Purchasing Manager at Sono-Tek Corporation where he oversees procurement and manages a staff of three. Previously he held materials management roles at several technology manufacturing companies where he improved inventory management, payment terms, and supplier relationships.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
The document discusses the value of supply strategy and strategic category management. It outlines how taking a strategic approach to category management can connect internal and external business intelligence to improve innovation, efficiency, and total cost of ownership. The document provides examples of how strategic category management processes, such as spend analysis, supplier segmentation, and cost modeling, can help organizations achieve cost savings of 5-15% through more favorable pricing, reduced price variability, lower logistics costs, and other efficiencies.
Directions and methods of strategy developmentAbdul Wassay
This document outlines various strategic directions and methods for developing strategies. It discusses aggressive/offensive strategies like market penetration, product development, market development, and related/unrelated diversification. Defensive strategies like retrenchment, divestiture, and liquidation are also outlined. Methods of developing strategies internally, through mergers and acquisitions, and strategic alliances are presented along with conditions that support each approach.
This document provides an overview of strategic planning and marketing concepts. It discusses various strategic planning frameworks including the BCG matrix, GE/McKinsey multifactor matrix, and Ansoff's growth vector matrix. It also covers topics like corporate, business, and marketing strategy, strategic-planning processes, Porter's five forces model, and approaches to turnaround strategy and restructuring.
The document outlines the strategic planning process for marketing. It discusses 7 key steps:
1. Defining the organizational mission and purpose.
2. Establishing strategic business units (SBUs) with separate missions, markets, and strategies.
3. Setting specific marketing objectives for each SBU both quantitatively and qualitatively.
4. Performing a SWOT analysis to assess internal strengths/weaknesses and external opportunities/threats.
5. Developing marketing strategies for each SBU using frameworks like the Boston Matrix, Product/Market Grid, GE Business Screen, and Porter's Generic Strategies.
6. Implementing tactical plans that specify short-term actions to achieve strategic
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary operational capabilities and performance objectives required to achieve the desired market position.
Kent Wood is a sales leader focused on helping companies grow sales profitably through strategic planning, leadership, and new product innovation. He has over 30 years of experience in the beverage industry, holding various roles at Anheuser-Busch leading category management, sales, and new product development teams. Currently, he consults in the beverage industry and leads business development for a facility planning company serving brewers.
The document provides information about resume samples, tips, cover letters, and interview questions for a quality coach position. It lists top resume types including chronological, functional, curriculum vitae (CV), combination, targeted, professional, new graduate, and executive resumes. It also provides many links to additional resume resources and interview preparation materials on resume123.org related to sample resumes, cover letters, common interview questions, thank you letters, job searching, career development and more. The document is a comprehensive guide for all materials needed to apply for a quality coach role.
Marino worked with Chris Czapnik at Nike's EMEA region for over six years facilitating translation requests and setting up artwork. Marino was able to review and approve artwork within a day or sometimes the same day, which was crucial in their time sensitive environment. Chris highly recommends Marino as a valuable asset who can speak multiple languages and provide clear direction.
Track 12 - Learning the sustainability and social compromise skills
Authors: Anna Mesas Llauradó, Arlene Docherty, Gwénaël Méry, Natalia Sokolowska, Sean Keane, Abel J. Duarte, Benedita Malheiro, Cristina Ribeiro, Fernando Ferreira, Manuel F. Silva, Paulo Ferreira and Pedro Guedes
https://www.youtube.com/watch?v=qcnOkoH_Nf4&index=2&list=PLboNOuyyzZ86u2azNBqNh4cuOs5v_9M2s
This design firm creates branding, graphic design, and interior design solutions for businesses. They help clients develop logos, packaging, websites, signage, and more. Their goal is to authentically communicate a brand's core values and create memorable experiences for customers through innovative design. They offer a wide range of design services from branding and advertising to interior spaces, uniforms, and digital platforms.
Track 12 - Learning the sustainability and social compromise skills
Authors: Rafael Miñano, Celia Fernández Aller and Aurea Anguera
https://www.youtube.com/watch?v=Y9t5XhYfGVE&list=PLboNOuyyzZ86u2azNBqNh4cuOs5v_9M2s&index=3
Does Operational Excellence Influence Small and Mid-sized FirmISA2016VoytekKenneth Voytek
This paper examines whether operational excellence is associated with better performance among small and mid-sized firms. The author analyzes proprietary data from over 1,400 firms assessing 18 dimensions of operations, strategy, and markets. Firms reporting better practices in areas like growth, operations, customer diversity, and strategy were more likely to have higher profit margins and sales per employee. While industry and size affected results, management practices distinguished higher performing firms, indicating management can influence performance.
The document discusses various business strategies including cost leadership, differentiation, and focus strategies. Cost leadership aims to offer lower prices through efficient operations. Differentiation strategies make products unique in areas like quality, features, or branding. Focus strategies target a specific niche, either through lower costs or differentiation within that niche. Examples like Walmart, Payless, and niche product lines are provided.
The document discusses several aspects of global strategic planning for firms including:
1) The four main strategic orientations (ethnocentric, polycentric, regiocentric, geocentric) that global firms can take and the increasing complexity of planning globally.
2) Factors that drive firms to globalize like additional resources, lower costs, and new markets as well as whether firms should take a proactive or reactive approach.
3) Differences between multidomestic and global industries and how strategic planning needs to be tailored based on whether competition is local or crosses borders.
4) Various options for entering foreign markets from niche exporting to wholly owned subsidiaries based on a market's complexity and a firm's product diversity.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
Pykih Software LLP is an analytics company that offers the JARVIS:BI platform to help FMCG sales managers make data-driven decisions. The platform provides daily dashboards, automated reports, alerts and insights. It includes a Data Explorer tool that allows interactive exploration of large datasets. Pykih aims to provide domain expertise and contextual insights, unlike typical BI vendors, by working closely with clients. A live demo of the Data Explorer is available.
SPI was very pleased to join the European Business Awards as the exclusive sales consulting sponsor of this year’s edition. It was a great opportunity to meet and discuss with the best of European business about their challenges and innovations.
The Awards’ primary purpose is to support the development of a stronger and more successful business community throughout Europe. On 4 May in Dubrovnik, Croatia, 132 finalists from 34 countries were in attendance, hoping to be named a winner in this prestigious business competition.
On this occasion, Steven Vantongelen delivered a presentation about sales excellence, explaining the five hurdles sales teams need to overcome to ensure business growth.
The document discusses strategy evaluation and performance measurement. It explains that strategy evaluation involves examining strategy, comparing actual to expected results, and taking corrective actions. An effective evaluation system is important to alert management to problems and avoid bad decisions. The balanced scorecard and strategy maps are introduced as performance measurement tools. The balanced scorecard measures objectives across financial, customer, internal process, and learning/growth perspectives. Strategy maps link objectives across these perspectives to illustrate the strategy. An example of Mobil's strategy map is provided to show how it improved performance.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
Kenneth Hausermann is a procurement and purchasing manager with over 20 years of experience managing global supply chains and negotiating contracts. He has a track record of reducing costs through process standardization and strategic sourcing. Currently he is the Purchasing Manager at Sono-Tek Corporation where he oversees procurement and manages a staff of three. Previously he held materials management roles at several technology manufacturing companies where he improved inventory management, payment terms, and supplier relationships.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
The document discusses the value of supply strategy and strategic category management. It outlines how taking a strategic approach to category management can connect internal and external business intelligence to improve innovation, efficiency, and total cost of ownership. The document provides examples of how strategic category management processes, such as spend analysis, supplier segmentation, and cost modeling, can help organizations achieve cost savings of 5-15% through more favorable pricing, reduced price variability, lower logistics costs, and other efficiencies.
Directions and methods of strategy developmentAbdul Wassay
This document outlines various strategic directions and methods for developing strategies. It discusses aggressive/offensive strategies like market penetration, product development, market development, and related/unrelated diversification. Defensive strategies like retrenchment, divestiture, and liquidation are also outlined. Methods of developing strategies internally, through mergers and acquisitions, and strategic alliances are presented along with conditions that support each approach.
This document provides an overview of strategic planning and marketing concepts. It discusses various strategic planning frameworks including the BCG matrix, GE/McKinsey multifactor matrix, and Ansoff's growth vector matrix. It also covers topics like corporate, business, and marketing strategy, strategic-planning processes, Porter's five forces model, and approaches to turnaround strategy and restructuring.
The document outlines the strategic planning process for marketing. It discusses 7 key steps:
1. Defining the organizational mission and purpose.
2. Establishing strategic business units (SBUs) with separate missions, markets, and strategies.
3. Setting specific marketing objectives for each SBU both quantitatively and qualitatively.
4. Performing a SWOT analysis to assess internal strengths/weaknesses and external opportunities/threats.
5. Developing marketing strategies for each SBU using frameworks like the Boston Matrix, Product/Market Grid, GE Business Screen, and Porter's Generic Strategies.
6. Implementing tactical plans that specify short-term actions to achieve strategic
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary operational capabilities and performance objectives required to achieve the desired market position.
Kent Wood is a sales leader focused on helping companies grow sales profitably through strategic planning, leadership, and new product innovation. He has over 30 years of experience in the beverage industry, holding various roles at Anheuser-Busch leading category management, sales, and new product development teams. Currently, he consults in the beverage industry and leads business development for a facility planning company serving brewers.
The document provides information about resume samples, tips, cover letters, and interview questions for a quality coach position. It lists top resume types including chronological, functional, curriculum vitae (CV), combination, targeted, professional, new graduate, and executive resumes. It also provides many links to additional resume resources and interview preparation materials on resume123.org related to sample resumes, cover letters, common interview questions, thank you letters, job searching, career development and more. The document is a comprehensive guide for all materials needed to apply for a quality coach role.
Marino worked with Chris Czapnik at Nike's EMEA region for over six years facilitating translation requests and setting up artwork. Marino was able to review and approve artwork within a day or sometimes the same day, which was crucial in their time sensitive environment. Chris highly recommends Marino as a valuable asset who can speak multiple languages and provide clear direction.
Track 12 - Learning the sustainability and social compromise skills
Authors: Anna Mesas Llauradó, Arlene Docherty, Gwénaël Méry, Natalia Sokolowska, Sean Keane, Abel J. Duarte, Benedita Malheiro, Cristina Ribeiro, Fernando Ferreira, Manuel F. Silva, Paulo Ferreira and Pedro Guedes
https://www.youtube.com/watch?v=qcnOkoH_Nf4&index=2&list=PLboNOuyyzZ86u2azNBqNh4cuOs5v_9M2s
This design firm creates branding, graphic design, and interior design solutions for businesses. They help clients develop logos, packaging, websites, signage, and more. Their goal is to authentically communicate a brand's core values and create memorable experiences for customers through innovative design. They offer a wide range of design services from branding and advertising to interior spaces, uniforms, and digital platforms.
Track 12 - Learning the sustainability and social compromise skills
Authors: Rafael Miñano, Celia Fernández Aller and Aurea Anguera
https://www.youtube.com/watch?v=Y9t5XhYfGVE&list=PLboNOuyyzZ86u2azNBqNh4cuOs5v_9M2s&index=3
Top 8 landscape contractor resume sampleshaporidews
The document provides information about resume samples, templates, and other career resources for landscape contractors. It includes links to resume examples, cover letter samples, interview questions and answers, job interview guides, and other materials. The resources cover various resume formats, types of interviews, writing tips, and career development advice for landscape professionals.
The document provides resources for hotel cook resumes, cover letters, and interview preparation materials from the website resume123.org. It lists 8 resume samples for hotel cooks and provides links to additional materials on the website including resume samples, cover letter samples, interview questions and answers, job interview checklists, and tips for writing resumes, cover letters, and preparing for interviews. The document recommends these materials for individuals seeking jobs related to hotel cook positions or similar roles in fields like construction, manufacturing, healthcare, and more.
La reconvención permite al demandado introducir una pretensión propia y autónoma contra el demandante durante el proceso judicial. Esto convierte al demandado en actor y al demandante en demandado respecto a la nueva pretensión. La reconvención debe cumplir ciertos requisitos como ser presentada junto con la contestación a la demanda original, ser conexa con ésta, y ser resuelta en la misma sentencia que dicha demanda original.
This document discusses various issues related to implementing business strategies across marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It covers topics such as the importance of market segmentation and product positioning in marketing, using financial analysis and budgets for capital acquisition, pursuing innovation through R&D approaches, and utilizing information systems for coordination and cost reduction. The key message is that carefully addressing these functional areas is essential for successfully implementing business strategies.
The document discusses business-level strategy and cost leadership strategy. It defines business-level strategy and core competency. It explains that a cost leadership strategy focuses on achieving competitive advantage through low costs. The key activities to support a cost leadership strategy include efficient procurement, logistics, production processes, sales force, and technology investments to minimize costs.
Food manufacturers are not unique in the problems they have in evolving and becoming more competitive in their market place. This is a short presentation that talks to the main reasons manufacturers find it so hard t adapt and change and improve their performance.
Sales & marketing plan automotive and manufacturing (erp)Siddharth Adholia
This document provides a sales and marketing plan to position IT services and products across the manufacturing and automotive industries. The plan outlines the company overview, target industries and market divisions, sales strategy, digital marketing process, and customer acquisition goals. It projects acquiring 30 new customers and generating over 3 crore (32.7 million) rupees in total revenue within the first 12 months from implementation services, software licenses, and maintenance support.
Business Transformation - Finance Transformation using SAP Solutionsvenunala
The document discusses strategies for business and finance transformation at a consumer packaged goods company. It recommends leveraging SAP solutions to achieve integrated end-to-end business processes, gain insights from data analytics, streamline applications, and ensure strategic initiatives are aligned with business goals. Key focus areas include supply chain optimization, working capital management, consumer insights, mobility, and leveraging existing SAP investments to transform processes and systems.
The document discusses using a balance scorecard to measure business strategy. It describes building a scorecard with four perspectives: financial, customer, internal processes, and learning and growth. For the financial perspective, it outlines strategic themes for different stages of a business unit's lifecycle - growth, sustain, and harvest. These themes include revenue growth and mix, cost reduction/productivity improvement, and asset utilization/investment strategy. Generic measures are provided for each theme.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The document provides an overview of strategic planning including the five tasks of strategic planning: forming a vision, setting objectives, crafting a strategy, implementing the strategy, and evaluating performance. It discusses factors that shape strategy choices, three tests for the best strategy (performance, competitive advantage, and fit), and analyzing industry environment to design competitive strategy using Porter's five forces model. It also outlines considerations for strategy implementation and execution.
Managing supply chain from the front demand planning excellenceNUS-ISS
This document discusses demand planning and forecasting excellence. It begins by introducing the speaker and FuturMaster company which has 20 years of experience in demand planning solutions. It then discusses why forecasting is important for service levels, profitability, inventory optimization and cost reduction. Common business challenges are also outlined such as increasing market complexity, competition, and shortened product lifecycles. The document delves into forecasting concepts including baseline, promotions, cannibalization, and collaborative processes. It emphasizes building the right organization and tools to support a sustainable forecasting process through collaboration, accountability, change management and advanced planning solutions.
Marketelligent Capabilities & Offerings for Sales AnalyticsMarketelligent
The document summarizes Marketelligent's capabilities in sales analytics for consumer packaged goods (CPG) companies. It provides examples of how Marketelligent helps clients track sales performance, identify drivers of share loss, and conduct pricing simulations. Marketelligent also offers forecasting, trade promotion optimization, market mix modeling, and SKU rationalization to improve business decisions. The management team descriptions suggest Marketelligent provides data-driven consulting services to consumer industries globally.
Sales Transformation: The Role of Sales Strategy & Operations, Dow Jones & Co...Innovation Enterprise
This document discusses the role of sales strategy and operations in transforming the sales process at Dow Jones & Company. It describes how the company was facing declining revenue and needed to improve sales productivity. A sales benchmarking analysis found the sales organization lagged world-class performance in key metrics like cost of demand generation and sales productivity per rep. A transformation agenda was created targeting improvements in structure, goals, skills, culture and processes. The role of the sales strategy and operations team is to lead initiatives to drive this change through activities like sales benchmarking, process improvements and aligning sales with product/marketing.
The document discusses a turnaround model and process for financially unstable or bankrupt companies. It involves analyzing the company's situation, stabilizing the business by improving financial, marketing, manufacturing and organizational issues, and then restructuring the business with new strategies. An example is provided of a paper company that implemented operational efficiencies to reduce costs, reorganized sales teams to focus on customer needs, and changed the company culture to successfully turn the business around.
Achieving Sales Performance Optimization Through Automated Incentive Compensa...Callidus Software
presented at TrueConnection: Sales Performance Management Conference 2007 by Jeff Staley, CRM Center of Excellence at SAP, and Jim Thomas, Senior Sales Engineer at Callidus Software
The document discusses how companies can increase profits during an economic downturn through strategic sourcing and spend analysis. It recommends that Solusoft, an IT consulting firm, offer spend analysis and strategic sourcing services to help clients identify savings opportunities. Spend analysis can reveal 12-14% in savings on average by highlighting opportunities like unnecessary spending, duplicate payments, and contracts with unfavorable terms. The document provides an example of how $14 million in annual savings could increase a company's ROI from 18% to 22%.
The document discusses how companies can increase profits during an economic downturn through strategic sourcing and spend analysis. It recommends that Solusoft, an IT consulting firm, offer spend analysis and strategic sourcing services to help clients identify savings opportunities. Spend analysis can reveal 12-14% in savings on average by highlighting opportunities like unnecessary spending, duplicate payments, and contracts with unfavorable terms. The document provides an example of how $14 million in annual savings could increase a company's ROI from 18% to 22%.
The document discusses various corporate level strategies that companies adopt including:
1. Concentrated growth where a company focuses resources on growing a single product, market, or technology. IBM is provided as an example.
2. Acquisitions where a company purchases another firm to gain competencies or market share. Problems with acquisitions are also outlined.
3. Other strategies discussed include vertical integration, horizontal integration, strategic alliances, diversification through concentric or conglomerate means, turnaround, divestiture, liquidation, and bankruptcy.
The factors influencing which strategy to adopt based on a company's competitive position and market growth are mapped out.
World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
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Delivering results
1. Leadership Delivering Results
A progressive, bilingual and bicultural, sales and service operations leader with national and
international experience in managing world class, sales, distribution and industrial service
operations.
Applies an industrial automation and business administration education to capture market,
production and administrative opportunities. Possesses strong communication, strategic
and analytical skills to deliver effective decision making for business and operations planning
and budgeting.
Recognized as a customer and results oriented leader focused on operational effectiveness,
accountability and team work to deliver customer and corporate commitment.
Rick Leroux
Executive and General Operations Management
Sales, Service & Distribution
2. Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
3. Executive and General Management
Profitability increased year over year 51% &
45% in a declining market
Reversed a declining profitability trend.
Reduced delivery capacity to seasonal demand
Eliminated non productive fleet assets
Improved margin levels with market segmentation
Restructured, aligned sales force to growth markets
Adjusted inventory levels to J.I.T.
Optimized national accounts
% YOY Profit
Increase
Jul.-2012
YTD
45
Dec. 2011
$3.0 MM in profit recovery
51
0
20
40
60
4. Executive and General Management
Expanded Division product offering for growth
Synergy of product lines to accelerate high profit sales
Standardized ON and QC machine product offering
3 new lines in ON, 4 in QC
National and major account growth realized
Sales growth of 7% with Allied, high G.P. sales in 12 months
Declining market condition: 2%
Positioned dealership for continued machine and product
support growth.
5000
Added $3.5MM of new sales in
declining conditions.
Allied Sls $K
0
2006
2007
5. Executive and General Management
Introduced demand driven inventory purchases
Linked inventory purchases to market demand levels
Initiated monthly machine 3rd party sales prospect reporting
Machine models and quantities
Probability and month of customer order
Identified internal machine requirements
Long and short term rental
Inventory minimum requirement
Leveraged extended terms on machine inventory
4
3.5
3
Increase machine inventory
turns 26%.
2.5
2
1.5
1
0.5
0
2006
2007
6. Executive and General Management
Reduced cost of goods sold
Turned around manufacturing facility
High % ‘Make’ activity for plant labor absorption
‘Make’ or ‘Buy’ process reviewed and reversed
Changed plant operations leadership
Drove accountability & structure changes
Optimized ‘Make’ product mix
Jan-00
$6.5 MM in profit recovery
Jun-99
% Margin
0
10
20
30
40
7. Executive and General Management
Improved liquidity and reduced A.R. risk
Reduced overdue A.R. level from 15% to 0,5% of sales
Implemented dedicated collections process
Fast complaint resolution process
Average days sales outstanding (DSO) from 109 to 45 days
Overdue A.R. position from $26M to $800K
Recovered $25.3MM in declining
industry.
5000
Overdue A.R. $K
0
Q1 2001
Q2 2006
8. Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
9. Strategic and Process Planning
Optimized pricing, sales, inventory & operating
capacity
Developed and applied key business processes
Conducted quarterly competitive price point analysis
Increased margin yield
Reduced customer loss
Restructured inside and outside sales force
Centralized customer call center to dispatch center
Aligned sales force to growth and core markets
Adjusted inventory system to seasonal ‘just in time’ demand
Introduced demand driven capacity adjusted planning
Optimized business to generate
$3.0MM in additional profitability.
10. Strategic and Process Planning
Increased Parts volume and profitability
Developed and applied a Strategic Pricing module
Conducted competitive price point analysis
Standard parts basket market comparison
Segmented parts business into four key segments
Price point, Core, Visibility, Customer
Identified value added delivery channels
Applied tailored price factors to each segment
Aligned parts business to generate
$1.5MM in additional profitability.
11. Strategic and Process Planning
Assessed vulnerability to protect profitability
Delivered a study to define impact of industry trends
Identified customers with weak market position
64 of 150 paper mills identified as being at risk (42%)
Measured revenue loss of decreasing customer base
Product segment sales volume (20%)
Gross profit dollars by product segment (37%)
Proposed management actions and changes
Protect and grow lucrative segments
Adjust overhead cost structure
80
70
2006
60
2015
50
Proactive management to needed
decision making.
40
30
20
10
0
Sales
Earnings
12. Strategic and Process Planning
Launched operations effectiveness surveys
Targeted operational improvement with customer input.
Identified customer expectations by business activity
Capital versus aftermarket
Sales and service functions
Activity based operational effectiveness was measured
Sales process and customer interaction
Parts, repair, service and project delivery departments
Set priorities management actions in mission critical areas
Align needed improvements with core operational areas
Realize changes as part of the 5 year plan.
Adopted in North America to strengthen operations,
ensure customer loyalty and grow revenue.
13. Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
14. Mergers and Consolidations
Consolidated triple site operation
Integrated 3 Divisions into single site operation
Metso Paper, Minerals and Automation
Separate under-utilized sites
Consolidation launched to support common operating unit
Centralized administration, H.R., I.T.
Shared facility with autonomous operations
Leveraged synergies and common services
Aligned infrastructure to industry trends
Pulp & Paper in decline – reductions foreseen
Minerals, mining – expansion capabilities
Reduced infrastructure costs $650M/Yr.
15. Mergers and Consolidations
Merged 3 sales & service organizations
Integrated 3 operating Divisions to a $70MM unit
Reorganized divisions to single structure
Consolidated Sales and Field Service teams
Reduced I.T, H.R., administration redundancies
Applied shared services, finance and administration model
Reduced operating costs 13%
3500
3400
3300
3200
3100
3000
2900
2800
2700
1999
Op. Exp.
2000
16. Mergers and Consolidations
Combined 4 common customer sales teams
Merged 4 separate sales groups into a common team
Focused on complimenting skill and expertise sets
Capitalized on sales competencies to drive results
Leveraged customer relationships
Improved sales reporting processes
Reduced redundancies
Improved sales effectiveness
2000
Reduced sales costs 48%
Op. Exp.
1999
0
200
400
600
800
17. Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
18. Directing Sales and Marketing
Sales force restructuring
Increased field sales 17% in a declining market.
Optimized field sales representation in 5 of 7 markets
Introduced a weekly, sales rep level prospect review
Increased key opportunity sales support and yield
Implemented a quarterly market price survey
Established 3rd party alliances to grow new sales segments
Mining, Automotive, Residential
Grew national account propane margin, service sales
Grew field sales revenue and market share.
19. Directing Sales and Marketing
Organized a division level promotion plan
High margin sales growth with focused marketing
Combined publicity campaigns across ON and QC regions
Common market segments for the Division
Improved consistency of corporate message and image
Feature product business developed simultaneously
Promotion schedule linked to business segment cycles
Publicity synchronized to high buying activity
Sales $K
Increased sales to meet capacity
1140
Grew sales in high margin product
segments.
1120
1100
1080
1060
1040
1020
1000
980
960
940
2006
2007
20. Directing Sales and Marketing
Growing key account sales and loyalty
Developed key account plans for major accounts
Established 12 month strategic account plans
Complemented by sales management follow-up and support
Improved client relationships
Grew sales in low share, high margin product segments
Quarterly action plan reviews
Formalized team sales approach
Sales $K
1000
800
Good to outstanding results!
600
400
200
0
1994
1997
21. Directing Sales and Marketing
Developed high margin service sales volume
Decentralized & upgraded sales force
Turned 60% of sales force to entrepreneurial model
Relocated field sales to regions of high client concentrations
Automated and computerized sales force
Focused sales force to aftermarket segment
Established new product category sales objectives
Revenue growth of 80% over
3 years.
35
30
25
20
15
10
5
0
1994
Sales $M
1997
22. Capabilities and experience
Executive and General Management
Strategic and Process Planning
Mergers and Consolidations
Directing Sales and Marketing
Operations and Product Management
23. Operations Management
Reduced operating costs in a declining market
Recovered $8MM or 23% in operating efficiencies
Adjusted technical service and delivery capacity to demand
Eliminated non productive assets
Optimized inventory levels to just in time
Centralized asset purchasing
Reduced overtime costs
40
35
Operating
Increased delivery efficiency
Expense
30
$MM
25
Reduced operating costs $8MM
over 3.5 years.
20
15
10
5
0
End 2009
YTD 2012
24. Operations Management
Increased Fleet Maintenance Efficiency
Increased service capacity 12%
Recovered $638M/Yr. in maintenance costs
Updated maintenance schedule to manufacturers standard
Increased preventive maintenance intervals
Reduced parts and consumables costs
Increased service technician capacity
Reduced $638M/Yr. in excess
maintenance costs.
25. Operations Management
Automated quote process to increase sales
Reorganized quoting process to price list format
Rationalized product offering
Eliminated pre-quote engineering for standard products
Quote lead times dropped from 28 day average to same day
Created electronic price list
Issued to inside sales to allow immediate quoting.
Easy quotes with standard templates
Consistent value proposition of product
30
Days
Sales $M
25
20
1 day quotes versus 28 days
Sales up 164% within 12 months!
15
10
5
0
Before
After
26. Product Management
Realized mature product growth
Revitalized mature product segment
Innovated a dedicated product management plan
Transferred control from the foundries to manufacturing
Reduced critical component lead times 6 to 8 weeks
Repositioned brand and product attributes
Developed new promotion material
Million $
Calibrated pricing to market levels
4.5
4
Significantly cut quote times
3.5
Revenue up $2.5MM to $4.1MM
3
2.5
2
1.5
1
0.5
0
Jul-97
Jul-98
27. Leadership Profile
A progressive, bilingual and bicultural, sales and service operations leader with national and
international experience in managing world class, sales, distribution and industrial service
operations.
Applies an industrial automation and business administration education to capture market,
production and administrative opportunities. Possesses strong communication, strategic
and analytical skills to deliver effective decision making for business and operations planning
and budgeting.
Recognized as a customer and results oriented leader focused on operational effectiveness,
accountability and team work to deliver customer and corporate commitment.
Rick Leroux
Executive and General Operations Management
Sales, Service & Distribution