Market Segmentation

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Simple way to display market segmentation and also communicate density. Slides allow you to demonstrate changes in different segments. http://flevy.com/browse/business-document/Market-Segmentation-17

Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements. The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization. What you can gain from this whitepaper: Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully. Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes. Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues. Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business. Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.

Project Management for MBA (in French)

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More Information: https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722 BENEFITS OF DOCUMENT Project management adapted to the needs of participants in MBA programs Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing. Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches. DOCUMENT DESCRIPTION This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs. This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition. This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner. This course contains exercises as well as a practical case of an open space development project. Below is the table of contents: • Introduction to project management, • Pre-Project, • Project environment, • Project Management Process, • Initiating, • Planning, • Executing, • Controlling, • Closing. • Introduction to Agility, • Role of the Project Manager. Got a question about this presentation? Email us at support@flevy.com.

4 Stages of Disruption

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More Information: https://flevy.com/browse/flevypro/4-stages-of-disruption-5265 Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge. No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022. This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution: 1. Disruption of Incumbent 2. Rapid and Linear Evolution 3. Appealing Convergence 4. Complete Reimagination Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local â€œend pointâ€ of Innovation. Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others. This deck also includes slide templates for you to use in your own business presentations. Got a question about the product? Email us at flevypro@flevy.com.

Customer-centric Culture

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More Information: https://flevy.com/browse/flevypro/customer-centric-culture-3831 The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels. As customer expectation continue to evolve â€“ accelerated by the amplifying forces of interconnectivity and technology â€“ markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels. Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival. The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture. This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes. The 4 primary Cultural Attributes are critical in building a Customer-centric Culture. 1. Collective Focus 2. External Orientation 3. Change and Innovation 4. Shared Beliefs Customer-centric organizations also project 4 secondary Cultural Attributes. 1. Risk and Governance 2. Courage 3. Commitment 4. Inclusion Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage. This deck also includes slide templates for you to use in your own business presentations. Got a question about the product? Email us at flevypro@flevy.com.

[Whitepaper] Business Transformation Success Factors

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More Information: https://flevy.com/browse/flevypro/business-transformation-success-factors-5561 Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course. Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data. This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are: 1. Cost Management 2. Revenue Growth 3. Long-term Strategy and R&D Investment 4. New, External Leadership 5. Holistic Transformation Programs Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation. The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] 5 Dimensions of Employee Engagement Scorecard

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More Information: https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321 Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth. This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individualsâ€™ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles: 1. Enhance Employee Satisfaction 2. Promote Employee Identification 3. Enhance Employee Commitment 4. Ensure Employee Loyalty 5. Manage Employee Performance The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] Digital Transformation: Workforce Digitization

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More Information: https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969 The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile. Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers. This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below). 1. Collaboration 2. Retention 3. Succession Planning 4. Decision Making The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations. This deck also includes slide templates for you to use in your own business presentations.

[Whitepaper] Strategic Human Resources: Evolution of Competition

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More Information: https://flevy.com/browse/flevypro/strategic-human-resources-5310 Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market. This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption: 1. Building 2. Linking 3. Bonding Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver. The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...

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More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence. Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments. Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas: Manage Assessment Team Manage Anxiety Level of Candidates Manage Amount of “Deviant Behavior” in the Assessments Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion Manage Amount of Feedback and Its Timing after the Event Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project. The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because: Organizational requirement to concentrate on post-restructuring environment is intense. Employees’ urge to swiftly find out about their future is deep-seated. Objections by employee stakeholders, as a consequence of large-scale retrenchment is high. Probability of legal recourse by employees is also distinct. Future Employee Engagement is dependent on fair Assessment and correct placements.

[Whitepaper] Strategy Classics: Value Disciplines Model

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More Information: https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138 According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition. Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market. This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from. 1. Operational Excellence 2. Product Leadership 3. Customer Intimacy If your company has not reached yet any of the Value Disciplines, don't wait longer.

[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...

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More Information: https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738 For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies. This article breaks the full Strategic Planning and Execution processes into 3 sections: Strategic Planning Strategy Development Strategy Execution For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding. 1. Strategic Planning Per Wikipedia, we can define Strategic Planning as: Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution. In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow: Explore Strategy across 3 time horizons. Encourage productive and stimulating Strategic Dialogue. Engage a broad, decentralized group of stakeholders. Let’s dive a little deeper into each of these best practices. Explore The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.

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[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?

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More Information: https://flevy.com/browse/flevypro/theory-of-constraints-1883 The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal. TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement. On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link. There are 3 types of constraints that exist in an organization: Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system. Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system. Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.

[Whitepaper] Transportation Cost Reduction in Supply Chain Management

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More Information: https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482 Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques. Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency. Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year. The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases: Understand the Baseline Identify and Implement Opportunities

[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...

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More Information: https://flevy.com/browse/flevypro/leadership-competency-model-3661 Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others. This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.

[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...

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More Information: https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722 A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them. A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact. The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics. Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions: Assertiveness Cooperativeness These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations: Competing Accommodating Avoiding Collaborating Compromising Got a question about this presentation? Email us at support@flevy.com.

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