How does your organisation manage the tension between growing the top line and containing costs? Many organisations struggle with the different approaches required for each. excell growth partners conducted research into best practices over the last few months, and the key insights and best practices are summarised in this brief presentation. Visit www.excellgrowth.com to explore further.
Welcome to the New Procurement: Scenarios and Strategies to Ride the Services...Beeline
This webinar discusses strategies for managing services spending. It begins with an overview of current economic conditions and factors driving increased focus on services procurement. It then discusses key considerations for services procurement programs, including understanding different stakeholder perspectives. Examples are given showing potential savings from effectively managing categories like contingent labor, marketing, and legal services. The presentation outlines characteristics of more mature services procurement programs and notes the importance of analytics. Integration with sourcing and supplier management is highlighted. The use of project-based and statement-of-work approaches is discussed. Tips are provided for effectively managing complex categories and relationships.
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, including the value proposition designer and business model canvas for mapping the key elements of a business.
Most companies focus on cost and total cost of ownership when sourcing and managing their supply chains. This overlooks the potential to create value. Focusing solely on cost can damage value through adversarial relationships with suppliers and internal business partners. True benefits come from focusing on capturing value at each stage of the supply chain and across the entire lifecycle. Considering total value, not just total cost, allows companies to leave less money on the table and achieve exceptional business results over time.
Janet matton's presentation why asia matters - l21 csv forum IBM ~Eric Principe
Janet Matton gave a presentation on IBM's success in Asia. She discussed IBM's long history in Asia dating back 75+ years, with operations originally focused in Japan but now more focused in high-growth countries like China, India, and throughout Southeast Asia. She highlighted key statistics on countries like China and India that demonstrate the huge opportunities for growth. She also discussed some of the cultural differences companies must be aware of when working in Asia, and emphasized that Australia's future is increasingly tied to the Asian region through trade and proximity.
Global Water Investment Conference June 20, 2012BSTRINGE
The name Xylem is derived from classical Greek and is the tissue that transports water in plants, highlighting the engineering efficiency of our water-centric business by linking it with the best water transportation of all -- that which occurs in nature
The Indianapolis office market saw a slight increase in vacancy from 19.6% to 19.7% in the third quarter of 2012. Net absorption increased by 57,000 square feet for the quarter and 222,000 square feet year-to-date. Vacancy rates varied across submarkets from 13.9% in Fishers to 35.1% in West. The forecast predicts continued slow improvement in fundamentals and absorption with vacancy remaining elevated through 2013.
The document summarizes key topics from a session on supply chain planning in Asia. It discusses the primary objective of synchronizing supply and demand. It also covers planning priorities like establishing inventories and infrastructure. Unique challenges of planning for Asia include cultural differences, supply chain complexity, and tax considerations. Risk management plans are also necessary to address disruptions.
Five Forces, Clusters And Co Opetition As MindmapsAndri Hinnen
The document presents Michael Porter's Five Forces framework that shapes industry competition. The five competitive forces are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. The strongest of these forces determine an industry's profitability and become the most important aspects to understand industry structure and profitability potential. Co-opetition and industry clusters are also discussed.
Welcome to the New Procurement: Scenarios and Strategies to Ride the Services...Beeline
This webinar discusses strategies for managing services spending. It begins with an overview of current economic conditions and factors driving increased focus on services procurement. It then discusses key considerations for services procurement programs, including understanding different stakeholder perspectives. Examples are given showing potential savings from effectively managing categories like contingent labor, marketing, and legal services. The presentation outlines characteristics of more mature services procurement programs and notes the importance of analytics. Integration with sourcing and supplier management is highlighted. The use of project-based and statement-of-work approaches is discussed. Tips are provided for effectively managing complex categories and relationships.
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, including the value proposition designer and business model canvas for mapping the key elements of a business.
Most companies focus on cost and total cost of ownership when sourcing and managing their supply chains. This overlooks the potential to create value. Focusing solely on cost can damage value through adversarial relationships with suppliers and internal business partners. True benefits come from focusing on capturing value at each stage of the supply chain and across the entire lifecycle. Considering total value, not just total cost, allows companies to leave less money on the table and achieve exceptional business results over time.
Janet matton's presentation why asia matters - l21 csv forum IBM ~Eric Principe
Janet Matton gave a presentation on IBM's success in Asia. She discussed IBM's long history in Asia dating back 75+ years, with operations originally focused in Japan but now more focused in high-growth countries like China, India, and throughout Southeast Asia. She highlighted key statistics on countries like China and India that demonstrate the huge opportunities for growth. She also discussed some of the cultural differences companies must be aware of when working in Asia, and emphasized that Australia's future is increasingly tied to the Asian region through trade and proximity.
Global Water Investment Conference June 20, 2012BSTRINGE
The name Xylem is derived from classical Greek and is the tissue that transports water in plants, highlighting the engineering efficiency of our water-centric business by linking it with the best water transportation of all -- that which occurs in nature
The Indianapolis office market saw a slight increase in vacancy from 19.6% to 19.7% in the third quarter of 2012. Net absorption increased by 57,000 square feet for the quarter and 222,000 square feet year-to-date. Vacancy rates varied across submarkets from 13.9% in Fishers to 35.1% in West. The forecast predicts continued slow improvement in fundamentals and absorption with vacancy remaining elevated through 2013.
The document summarizes key topics from a session on supply chain planning in Asia. It discusses the primary objective of synchronizing supply and demand. It also covers planning priorities like establishing inventories and infrastructure. Unique challenges of planning for Asia include cultural differences, supply chain complexity, and tax considerations. Risk management plans are also necessary to address disruptions.
Five Forces, Clusters And Co Opetition As MindmapsAndri Hinnen
The document presents Michael Porter's Five Forces framework that shapes industry competition. The five competitive forces are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitute products or services, and the rivalry among existing competitors. The strongest of these forces determine an industry's profitability and become the most important aspects to understand industry structure and profitability potential. Co-opetition and industry clusters are also discussed.
The document summarizes IBM's business partner enablement initiatives in the Nordic region for 2013. It outlines training programs like the Business Partner Sales School and Blue Xperts technical community to help partners improve skills. It also discusses incentives programs like Know Your IBM that reward partners for completing training and making sales. The landscape shows the various offerings available to partners at different participation levels.
NUS-DBS International Case Competition 2010 - National University of Singapor...thenuscase
This document discusses Singapore Airlines' business strategies. It analyzes Singapore Airlines' revenue sources and competitive advantages. The core business is air transportation, though cargo operations grew significantly from 2005-2010. Competitive advantages lie in differentiation through service excellence and quality, and cost effectiveness through cost management and flexibility. Key issues are how to innovate to remain competitive and how much focus should be placed on the core business. The proposed strategies are to accentuate premium quality, cultivate the core business through business-only flights to financial hubs in Europe, and enhance competitiveness.
NUS-DBS International Case Competition 2010 - Thammasat University (1st Runne...thenuscase
1) The document discusses Singapore Airlines' (SIA) need to strengthen its competitive edge against other airlines, adapt to changes in customer lifestyle and technology, and capitalize on downturns in the airline industry.
2) SIA is recognized as a world-leading airline for its service excellence and product innovation, but must keep up with rapid technological changes and the evolving customer experience.
3) The document recommends strategies for SIA to maintain its position as the airline of choice, including strengthening its core competencies and withstanding external challenges through balanced strategies.
NUS-DBS International Case Competition 2010 - USC Marshall (Champions)thenuscase
Singapore Airlines aims to remain customer-centric by focusing on its core airline business and enhancing the customer experience. It plans to divest from non-core businesses, introduce new business class routes, and enhance the pre-flight experience. It must position itself as a premium carrier to avoid price wars and maintain reasonable margins for long-term survival in the competitive airline industry.
Pricing deals with how much to charge customers and is an important determinant of profit; it plays multiple roles including creating an image, generating revenue, and incentivizing or disincentivizing customer behavior. Organizations must have clear pricing strategies that consider market value, cost structure, competition, and flexibility to adapt prices over time based on factors like demand, costs, and competitors' actions.
The document discusses SAP's Service to Cash solution for banks, highlighting scenarios where it can help with relationship pricing, consolidated billing, high volume credit card processing, on-device charging, invoice factoring, confirming, and credit bureau charging. It provides examples of how SAP solutions address challenges in these areas and help banks improve customer experience, profitability, and operations. The integrated SAP solutions allow banks to better manage revenues, costs, and customer relationships across multiple products and services.
Prueba del Camino Básico.Clase Matemáticas Ampliación.Isabel Gómez
Este documento describe la implementación de pruebas unitarias mediante la técnica del camino básico para varios métodos de una clase Matemáticas. Se definen cuatro métodos (euclides, menorDeTres, positivoNegativoCero y esPar) y se proponen casos de prueba para cada uno que cubren todos los caminos posibles a través del código. El documento explica el código de cada método y los casos de prueba propuestos para lograr una cobertura del 100%.
Lista de ejercicios _de _álgebra _relacional_2013_i (1) (1)Lizeth Ebxx
Este documento presenta 20 consultas de álgebra relacional sobre dos esquemas de bases de datos: uno sobre viajes de negocios y gastos de empleados, y otro sobre torneos y participación de clubes. Las consultas incluyen obtener ciudades de destino, datos e información de gastos de empleados, y nombres de clubes y detalles de su participación en diferentes torneos.
El documento habla sobre la contaminación en Galicia causada por las fábricas expulsando residuos tóxicos. Sin embargo, señala que si todos aportan su grano de arena, por ejemplo participando en iniciativas para evitar la contaminación, se puede lograr que desaparezca este problema ambiental de la región para beneficio de los residentes locales y el mundo en general.
Οπτικοακουστικό υλικό για σχολική γιορτή, που προβάλλεται παράλληλα με τα δρώμενα επί σκηνής.
Όλο το υλικό της γιορτής εδώ:http://elenimoutafi.blogspot.gr/
http://elenimoutafi.blogspot.gr/
www.complianceresourcelibrary.co.uk Gap analysis tool to enable you to assess your existing management system against the new requirements of ISO 14001:2015 now available
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, such as the value proposition designer and business model canvas for mapping the key elements of a business.
The document outlines BT's strategy of continuing its focus on 5 tenets across 3 principles to drive performance and cost improvements as a full solutions provider and the best place to work, while leading with integrity, intention and energy. It discusses creating value for the business through IT-aligned strategies and results stated in business outcomes, and providing thought leadership with a seat at the table.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
iRobot aims to reduce demand volatility and build sustainable profit growth. It will pursue three strategies: 1) entering new markets by launching a commercial cleaning robot and "Mowbot" gardening robot, 2) enhancing integration of existing products, and 3) improving marketing to increase volumes. A commercial cleaner addresses a growing market and provides diversification, while "Mowbot" leverages iRobot's expertise and entrenches it in consumers' lives. Both strategies ease volatility through diversification and loyalty.
Xylem provides concise financial projections and targets for 2015 and beyond at a capital markets conference:
- Projected 2015 revenues of $4.5-5 billion and operating margin of 14.5-15.5%
- Target of 8-17% EPS growth in 2012 and long-term targeted annual revenue growth of 4-6% through organic and acquisition growth
- Goals of emerging markets contributing over 20% of revenues and continued operational improvements expanding margins 50-75 basis points annually
- Financial discipline aimed at nearly 100% free cash flow conversion to fund organic and acquisition growth and return value to shareholders
Highlights of the third quarter of 2010. Net sales amounted to SEK 26,326m (27,617) and income for the period was SEK 1,381m (1,631), or SEK 4.85 (5.74) per share. Net sales decreased by 2.3% in comparable currencies.
The document summarizes IBM's business partner enablement initiatives in the Nordic region for 2013. It outlines training programs like the Business Partner Sales School and Blue Xperts technical community to help partners improve skills. It also discusses incentives programs like Know Your IBM that reward partners for completing training and making sales. The landscape shows the various offerings available to partners at different participation levels.
NUS-DBS International Case Competition 2010 - National University of Singapor...thenuscase
This document discusses Singapore Airlines' business strategies. It analyzes Singapore Airlines' revenue sources and competitive advantages. The core business is air transportation, though cargo operations grew significantly from 2005-2010. Competitive advantages lie in differentiation through service excellence and quality, and cost effectiveness through cost management and flexibility. Key issues are how to innovate to remain competitive and how much focus should be placed on the core business. The proposed strategies are to accentuate premium quality, cultivate the core business through business-only flights to financial hubs in Europe, and enhance competitiveness.
NUS-DBS International Case Competition 2010 - Thammasat University (1st Runne...thenuscase
1) The document discusses Singapore Airlines' (SIA) need to strengthen its competitive edge against other airlines, adapt to changes in customer lifestyle and technology, and capitalize on downturns in the airline industry.
2) SIA is recognized as a world-leading airline for its service excellence and product innovation, but must keep up with rapid technological changes and the evolving customer experience.
3) The document recommends strategies for SIA to maintain its position as the airline of choice, including strengthening its core competencies and withstanding external challenges through balanced strategies.
NUS-DBS International Case Competition 2010 - USC Marshall (Champions)thenuscase
Singapore Airlines aims to remain customer-centric by focusing on its core airline business and enhancing the customer experience. It plans to divest from non-core businesses, introduce new business class routes, and enhance the pre-flight experience. It must position itself as a premium carrier to avoid price wars and maintain reasonable margins for long-term survival in the competitive airline industry.
Pricing deals with how much to charge customers and is an important determinant of profit; it plays multiple roles including creating an image, generating revenue, and incentivizing or disincentivizing customer behavior. Organizations must have clear pricing strategies that consider market value, cost structure, competition, and flexibility to adapt prices over time based on factors like demand, costs, and competitors' actions.
The document discusses SAP's Service to Cash solution for banks, highlighting scenarios where it can help with relationship pricing, consolidated billing, high volume credit card processing, on-device charging, invoice factoring, confirming, and credit bureau charging. It provides examples of how SAP solutions address challenges in these areas and help banks improve customer experience, profitability, and operations. The integrated SAP solutions allow banks to better manage revenues, costs, and customer relationships across multiple products and services.
Prueba del Camino Básico.Clase Matemáticas Ampliación.Isabel Gómez
Este documento describe la implementación de pruebas unitarias mediante la técnica del camino básico para varios métodos de una clase Matemáticas. Se definen cuatro métodos (euclides, menorDeTres, positivoNegativoCero y esPar) y se proponen casos de prueba para cada uno que cubren todos los caminos posibles a través del código. El documento explica el código de cada método y los casos de prueba propuestos para lograr una cobertura del 100%.
Lista de ejercicios _de _álgebra _relacional_2013_i (1) (1)Lizeth Ebxx
Este documento presenta 20 consultas de álgebra relacional sobre dos esquemas de bases de datos: uno sobre viajes de negocios y gastos de empleados, y otro sobre torneos y participación de clubes. Las consultas incluyen obtener ciudades de destino, datos e información de gastos de empleados, y nombres de clubes y detalles de su participación en diferentes torneos.
El documento habla sobre la contaminación en Galicia causada por las fábricas expulsando residuos tóxicos. Sin embargo, señala que si todos aportan su grano de arena, por ejemplo participando en iniciativas para evitar la contaminación, se puede lograr que desaparezca este problema ambiental de la región para beneficio de los residentes locales y el mundo en general.
Οπτικοακουστικό υλικό για σχολική γιορτή, που προβάλλεται παράλληλα με τα δρώμενα επί σκηνής.
Όλο το υλικό της γιορτής εδώ:http://elenimoutafi.blogspot.gr/
http://elenimoutafi.blogspot.gr/
www.complianceresourcelibrary.co.uk Gap analysis tool to enable you to assess your existing management system against the new requirements of ISO 14001:2015 now available
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, such as the value proposition designer and business model canvas for mapping the key elements of a business.
The document outlines BT's strategy of continuing its focus on 5 tenets across 3 principles to drive performance and cost improvements as a full solutions provider and the best place to work, while leading with integrity, intention and energy. It discusses creating value for the business through IT-aligned strategies and results stated in business outcomes, and providing thought leadership with a seat at the table.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
iRobot aims to reduce demand volatility and build sustainable profit growth. It will pursue three strategies: 1) entering new markets by launching a commercial cleaning robot and "Mowbot" gardening robot, 2) enhancing integration of existing products, and 3) improving marketing to increase volumes. A commercial cleaner addresses a growing market and provides diversification, while "Mowbot" leverages iRobot's expertise and entrenches it in consumers' lives. Both strategies ease volatility through diversification and loyalty.
Xylem provides concise financial projections and targets for 2015 and beyond at a capital markets conference:
- Projected 2015 revenues of $4.5-5 billion and operating margin of 14.5-15.5%
- Target of 8-17% EPS growth in 2012 and long-term targeted annual revenue growth of 4-6% through organic and acquisition growth
- Goals of emerging markets contributing over 20% of revenues and continued operational improvements expanding margins 50-75 basis points annually
- Financial discipline aimed at nearly 100% free cash flow conversion to fund organic and acquisition growth and return value to shareholders
Highlights of the third quarter of 2010. Net sales amounted to SEK 26,326m (27,617) and income for the period was SEK 1,381m (1,631), or SEK 4.85 (5.74) per share. Net sales decreased by 2.3% in comparable currencies.
Alcoa Procurement Advantage Technology for the Journey - Christie Breves, Alc...SAP Ariba
Alcoa Procurement Advantage provides technology solutions to enable efficient global trading connections. This includes Ariba/Quadrem B2B for electronic exchange of purchase orders, contracts, orders, and invoices. Ariba Sourcing supports sourcing events and collaboration with suppliers. Ariba Contracts will provide a global repository for procurement agreements and link to Oracle to report spend under contract. The goal is error-free, touchless collaborative commerce through a common procurement technology platform.
The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.
The document discusses the need for marketers to become more professional and accountable. It argues that without excellent marketing, companies do not have a sustainable future. Currently, many CFOs do not see marketing as crucial in determining strategy due to marketers' reluctance to be accountable for financial metrics. The document advocates for marketers to focus on financial metrics like profits, costs, and return on assets/sales in order to gain influence over corporate strategy and improve their relationship with other executives.
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
The retail industry in India has experienced rapid growth in recent years but is now facing challenges due to the global economic slowdown. Retail sales growth has declined and profits have been impacted by higher interest costs and operating expenses. Strategies to cope include optimizing costs, improving technology usage, efficient store management, re-evaluating expansion plans, better understanding consumer behavior, forming partnerships, and developing private labels.
The board meeting agenda covered Digby's past performance, strategy, competitive advantages, competitor analysis, and management review. Over the past eight years, Digby achieved market leadership in the high-end segment through TQM focus on R&D cycle time, second product development, and exiting lower segments. Competitor analysis showed Baldwin and Erie posed threats that Digby responded to quickly. Management recommendations were to invest more in early TQM, sales/promotion, and product development to improve future performance.
The document discusses different approaches to outsourcing deals, including traditional outsourcing contracts and joint ventures. It provides an example of a joint venture sourcing structure where responsibilities and contributions are shared 50/50 between the client and vendor. The client typically provides people, assets, commitment as a customer, capital and subject matter experts. The vendor typically provides capital to fund start-up, tools and methods to manage change, experience leading change, transferring resources to the joint venture, and commitment to success.
The document is an overview of key concepts from Chapter 1 of the textbook "Managerial Economics and Business Strategy" by Michael R. Baye. It defines managerial economics as using economics to direct scarce resources to efficiently achieve goals. It also discusses opportunity costs, economic versus accounting profits, the five forces framework for industry analysis, market interactions, the time value of money, net present value analysis, and marginal analysis. The overview provides high-level definitions and explanations of these fundamental concepts in managerial economics.
The document discusses business models and entrepreneurship. It provides examples of different business model components, patterns, and frameworks. Key aspects covered include the value proposition, customer segments, revenue streams, and profit patterns. Frameworks like the business model canvas and business architecture are presented. The document aims to educate readers on designing and analyzing business models.
The document discusses two important dimensions for mobile broadband services:
1) The level of integration of a "factory" or operations, ranging from high to low integration.
2) The level of customer centricity of an organization and its product portfolio, ranging from high to low centricity.
These two dimensions can be used to categorize approaches to transformation in the industry as front runners with high integration and centricity, selective transformers, or integration skeptics with low levels of both.
Ben Holmes at TechChill Baltics, February 12th, 2013TechChillBaltics
Index Ventures is a venture capital firm that has historically made over 100 investments. The presentation discusses opportunities for Nordic and Baltic startups in the current tech ecosystem, which is experiencing exceptional growth in cloud, mobile, and social sectors. Key opportunities include building globally-focused, product-centric startups that leverage open platforms and capital-efficient models to access global markets while mitigating risks from clones and regulations. The Nordic/Baltic region provides an attractive alternative to Silicon Valley for tech startups with access to talent and increasing investor interest, though the home market is smaller and fragmented across Europe.
Similar to grow profitably and sustainably with less (20)
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. Many organisations run into :: costs grow faster than revenues
:: cost-efficiency v growth tension
trouble when growth slows :: difficult to get balance right
Sunday, 22 November 2009
3. Case 1: Cost-efficiency focus / stifled innovation
“Defenders of Six Sigma at 3M claim that a more systematic
new-product introduction process allows innovations to get to
market faster.
But Art Fry, the Post-it note inventor, disagrees. He places the
blame for the recent lack of innovative sizzle squarely on Six
Sigma application in 3M research labs.”
A Struggle Between Efficiency And Creativity - BusinessWeek 2007
“3M’s share of revenue from new products introduced
in the last 5 years fell from a third to a quarter”
Sunday, 22 November 2009
4. Case 2: Growth focus / lack of cost-discipline
Company X financial performance 2004-2008
• Excessive emphasis on
top-line growth
30000
• High level of unfocused
20000
innovation activity
10000
• Achieved growth, but at
£ thousands
0 a cost - due to
inefficiency
-10000
-20000
• Only made an operating
-30000
2004
profit in one year
2005 -40000
2006
2007
2008
• Sustainability?
Revenues Operating costs Operating profit
Sunday, 22 November 2009
5. Often the biggest tension is for mid sized companies
Next S curve
Tricky middle Late stage
Early stage
ground market
market
Revenue Revenue
Revenue
growth growth
growth
slowing potential
is key
limited
Costs
Cost base
become Cost focus
relatively
more becomes key
small
important
Sunday, 22 November 2009
6. How can companies
grow sustainably?
• excell growth partners undertook
research into best practices in
Summer / Autumn 2009
• The research / analysis drew on:
• Our own industry & consulting
experience over the last 20
years
• An extensive literature review of
previous research
• Interviews with selected
organisations to explore current
best practice & learning points
Sunday, 22 November 2009
7. Leadership and execution
Strategic focus Learning and
and innovation growth (people)
Internal focus External focus
(operations) (ecosystem)
Financial management
and measurement
It’s a complex puzzle, but :: like rubik’s cube
:: 6 dimensions need to be aligned
there are ways to solve it :: beware of multiple solutions!
Sunday, 22 November 2009
8. Three solutions - but only one is ultimately sustainable
1. Cost-efficiency focus 2. Revenue growth focus 3. Profit growth focus
Revenue
R R
Profit P P
Cost C
C
- Revenue growth not a priority - Cost growth not a priority - Cost and revenue are priorities
- Profitability may decline - Profitability may decline - Profitability grows
- Potentially unsustainable - Potentially unsustainable - Sustainable
Sunday, 22 November 2009
9. some best practices for :: extracts from research findings
:: whitepaper provides detail
sustainable profitable growth :: see later how to access this
Sunday, 22 November 2009
10. Leadership & The right Leadership Team to build and nurture a diverse
execution organisation that can both create and execute.
Strategic focus & Learning rapidly and pragmatically about the best areas for
innovation profitable growth and innovating up to business model level.
Learning & growth An ideal mix of people,in terms of personalities and know how,
(people) within a culture of positive challenge and improvement.
Internal focus An operational set-up that is carefully designed to balance needs
(operations) of growth and efficiency in different parts of the organisation.
External focus Orchestrating an ecosystem of alliances that complements core
(ecosystem) capabilities to deliver high value at low cost to customers.
Financial management & Smart acquisition and balanced allocation of financial resources.
measurement Managing risk and reward between growth and cost-efficiency.
what good looks like:
summary
Sunday, 22 November 2009
11. a closer look at each
side of the cube
Sunday, 22 November 2009
13. Strategic focus &
innovation
• Strategic ambition & priority
• Balanced portfolio of innovation
• Capability-driven and ecosystem-
drive idea generation
• Pragmatic testing of new ideas
• New business models / partners
• Discovery driven planning
Sunday, 22 November 2009
14. Learning & growth
• Ranges of diversity with integration
• Coach rule following vs. breaking
• Doing right things vs. getting results
• Engage / involve in strategy
• Zoned working environment
• Performance management
Sunday, 22 November 2009
15. Internal focus
(operations)
• Depending on scope / type of
innovation:
• Differentiated organisation
• Differentiated processes
• Innovation “model”
• Management control alignment
• Practical ways to manage risk
• Knowledge management systems
Sunday, 22 November 2009
16. External focus
(ecosystem)
• Balanced portfolio of customers
• Balanced portfolio of alliances
• Clarity on what can be shared
• Modular offerings / flexible supply
• Smart outsourcing
• “Open innovation” philosophy
Sunday, 22 November 2009
17. Financial management
& measurement
• Understand financial growth drivers
• Aligned financial / strategic priorities
• Appropriate reinvestment of savings
• Understanding the value of
innovation as well as the costs
• Balanced scorecard with problem
solving tools to address tensions
Sunday, 22 November 2009
18. some tools for assessment & :: self-assessment questionnaire
:: white paper/detailed findings
performance improvement :: leadership team workshop
Sunday, 22 November 2009
19. excell growth partners contact us to explore further
phone :: +44 7768 171334
email :: research@excellgrowth.com
grow sustainably & profitably with less web :: www.excellgrowth.com
Sunday, 22 November 2009