Valekumar Krishnan spoke at CPO Forum India 2013 in Mumbai on “The End of Business as Usual in Procurement”. His talk covered the topics like Evolution of Procurement, Challenges and Future Trends in Procurement and Game Changers in Procurement.
Valekumar Krishnan spoke at CPO Forum India 2013 in Mumbai on “The End of Business as Usual in Procurement”. His talk covered the topics like Evolution of Procurement, Challenges and Future Trends in Procurement and Game Changers in Procurement.
How do you measure your company's Brand Equity?
Using popular marketing resarch methods is not effective enough any more.
I suggest combined research and analytics metology ,which allows you to get a more precise and holistic picture of the brand.
A Value-Based connection: Aligning Commercial Strategy with Sales ExecutionAlex Rumble
AS PRESENTED AT THE - BEYOND THE PILL - CONFERENCE - EYE FOR PHARMA
* Identifying and understanding the "value-Gaps" and applying impact and control segmentation
* A holistic approach for commercial alignment throughout the revenue life cycle (Marketing, Sales and Finance)
* Embed the operating code into processes and systems with pervasive performance measurement
A list of the top marketing innovations that have changed the marketing scene forever. The list includes top marketers, marketing concepts, and many more great concepts.
BAB I: PROSPEK INDUSTRI BATUBARA
1.1. Potensi Industri Batubara
1.1.1. Potensi Pasar
1.1.2. Potensi Sumber Daya
1.2. Tantangan Industri Batubara
1.2.1. Pertumbuhan Ekonomi Dunia
1.2.2. Regulasi Pemerintah
BAB II: STATISTIK KINERJA INDUSTRI BATUBARA
2.1. Pertumbuhan Industri Batubara Indonesia
2.1.1. Produksi
2.1.2. Ekspor
2.1.3. Penjualan Dalam Negeri
2.1.4. Impor
2.1.5. Supply & Demand
2.1.6. Harga
2.1.7. Sumber Daya dan Cadangan
2.2. Pertumbuhan Industri Batubara Dunia
2.2.1. Produksi
2.2.2. Ekspor
2.2.3. Impor
2.2.4. Harga
2.2.5. Sumber Daya dan Cadangan
BAB III: PASAR INDUSTRI BATUBARA
3.1. Pasar Dalam Negeri
3.1.1. Konsumsi
3.1.2. Pangsa Pasar
3.1.3. Industri Pembangkit Listrik
3.1.4. Industri Semen
3.2. Pasar Luar Negeri
3.2.1. Konsumsi
3.2.2. Pangsa Pasar
3.2.3. Pasar Cina
3.2.4. Pasar India
3.2.5. Pasar Amerika
BAB IV: PERUSAHAAN BATUBARA INDONESIA
4.1. Posisi Perusahaan terbaik
4.1.1. Peringkat Produksi Terbaik
4.1.2. Peringkat Penjualan Terbaik
4.2. Kinerja & Profil Bisnis Perusahaan Batubara
4.2.1. Adaro Energy
4.2.2. Bukit Asam
4.2.3. Indo TamabangRaya Megah
4.2.4. Bayan Resources
4.2.5. Bumi Resources
4.2.6. Berau Coal
4.2.7. Kideco Jaya Agung
4.2.8. Adimitra Baratama Nusantara
4.2.9. Asmin Koalindo Tuhup
4.2.10. Indomining
4.2.11. Kartika Selabumi Mining
4.2.12. Toba Bara Sejahtera
4.2.13. Mahakam Sumber Jaya
Sebuah laporan yang berisi kinerja pertumbuhan industri batubara Indonesia, pertumbuhan perusahaan batubara Indonesia, dan pertumbuhan industri batubara dunia. Laporan ini meliputi data produksi, ekspor-impor, pangsa pasar, sumber daya dan cadangan batubara, serta harga batubara Indonesia dan dunia. Selain itu, juga menyajikan kinerja perusahaan batubara Indonesia, dari sisi produktifitas sampai kinerja keuangannya.
Sebuah laporan yang berisi kinerja pertumbuhan industri batubara Indonesia, pertumbuhan perusahaan batubara Indonesia, dan pertumbuhan industri batubara dunia. Laporan ini meliputi data produksi, ekspor-impor, pangsa pasar, sumber daya dan cadangan batubara, serta harga batubara Indonesia dan dunia. Selain itu, juga menyajikan kinerja perusahaan batubara Indonesia, dari sisi produktifitas sampai kinerja keuangannya.
Laporan Pertumbuhan Penjualan Sepeda Mtotor di Indonesia berdasarkan merek, tipe, kategori, dan kapasitas mesin sepanjang 2016 - 2016. Laporan ini bermanfaat untuk pembuatan analisis dan strategi bisnis di Indonesia.
How do you measure your company's Brand Equity?
Using popular marketing resarch methods is not effective enough any more.
I suggest combined research and analytics metology ,which allows you to get a more precise and holistic picture of the brand.
A Value-Based connection: Aligning Commercial Strategy with Sales ExecutionAlex Rumble
AS PRESENTED AT THE - BEYOND THE PILL - CONFERENCE - EYE FOR PHARMA
* Identifying and understanding the "value-Gaps" and applying impact and control segmentation
* A holistic approach for commercial alignment throughout the revenue life cycle (Marketing, Sales and Finance)
* Embed the operating code into processes and systems with pervasive performance measurement
A list of the top marketing innovations that have changed the marketing scene forever. The list includes top marketers, marketing concepts, and many more great concepts.
BAB I: PROSPEK INDUSTRI BATUBARA
1.1. Potensi Industri Batubara
1.1.1. Potensi Pasar
1.1.2. Potensi Sumber Daya
1.2. Tantangan Industri Batubara
1.2.1. Pertumbuhan Ekonomi Dunia
1.2.2. Regulasi Pemerintah
BAB II: STATISTIK KINERJA INDUSTRI BATUBARA
2.1. Pertumbuhan Industri Batubara Indonesia
2.1.1. Produksi
2.1.2. Ekspor
2.1.3. Penjualan Dalam Negeri
2.1.4. Impor
2.1.5. Supply & Demand
2.1.6. Harga
2.1.7. Sumber Daya dan Cadangan
2.2. Pertumbuhan Industri Batubara Dunia
2.2.1. Produksi
2.2.2. Ekspor
2.2.3. Impor
2.2.4. Harga
2.2.5. Sumber Daya dan Cadangan
BAB III: PASAR INDUSTRI BATUBARA
3.1. Pasar Dalam Negeri
3.1.1. Konsumsi
3.1.2. Pangsa Pasar
3.1.3. Industri Pembangkit Listrik
3.1.4. Industri Semen
3.2. Pasar Luar Negeri
3.2.1. Konsumsi
3.2.2. Pangsa Pasar
3.2.3. Pasar Cina
3.2.4. Pasar India
3.2.5. Pasar Amerika
BAB IV: PERUSAHAAN BATUBARA INDONESIA
4.1. Posisi Perusahaan terbaik
4.1.1. Peringkat Produksi Terbaik
4.1.2. Peringkat Penjualan Terbaik
4.2. Kinerja & Profil Bisnis Perusahaan Batubara
4.2.1. Adaro Energy
4.2.2. Bukit Asam
4.2.3. Indo TamabangRaya Megah
4.2.4. Bayan Resources
4.2.5. Bumi Resources
4.2.6. Berau Coal
4.2.7. Kideco Jaya Agung
4.2.8. Adimitra Baratama Nusantara
4.2.9. Asmin Koalindo Tuhup
4.2.10. Indomining
4.2.11. Kartika Selabumi Mining
4.2.12. Toba Bara Sejahtera
4.2.13. Mahakam Sumber Jaya
Sebuah laporan yang berisi kinerja pertumbuhan industri batubara Indonesia, pertumbuhan perusahaan batubara Indonesia, dan pertumbuhan industri batubara dunia. Laporan ini meliputi data produksi, ekspor-impor, pangsa pasar, sumber daya dan cadangan batubara, serta harga batubara Indonesia dan dunia. Selain itu, juga menyajikan kinerja perusahaan batubara Indonesia, dari sisi produktifitas sampai kinerja keuangannya.
Sebuah laporan yang berisi kinerja pertumbuhan industri batubara Indonesia, pertumbuhan perusahaan batubara Indonesia, dan pertumbuhan industri batubara dunia. Laporan ini meliputi data produksi, ekspor-impor, pangsa pasar, sumber daya dan cadangan batubara, serta harga batubara Indonesia dan dunia. Selain itu, juga menyajikan kinerja perusahaan batubara Indonesia, dari sisi produktifitas sampai kinerja keuangannya.
Laporan Pertumbuhan Penjualan Sepeda Mtotor di Indonesia berdasarkan merek, tipe, kategori, dan kapasitas mesin sepanjang 2016 - 2016. Laporan ini bermanfaat untuk pembuatan analisis dan strategi bisnis di Indonesia.
Laporan Industri Properti Komersial di IndonesiaPT Indo Analisis
Laporan Industri Properti yang memaparkan Data dan Analisis pertumbuhan Apartemen, Hotel, Ruang Perkantoran, Pusat Perbelanjaan, dan Lahan Industri. Laporan ini bermanfaat untuk melihat perkembangan industri properti, investasi properti, dan analisis pemasaran maupun risiko di dunia properti.
Leadership Challenge co-author Jim Kouzes on Great Leadership WebinarFlashPoint
The key to making extraordinary things happen in organizations is great leadership. It contributes more to positive outcomes than any other single factor. In this webcase by researcher and author Jim Kouzes, the link between Engagement and Leadership is explored. Underwritten by Sonoma Leadersip Systems and hosted by HCI.org. The recorded version is available at:
http://www.hci.org/lib/great-leadership-creates-great-workplaces
Laporan Statistik Kinerja Berbagai Sektor Industri di Indonesia 2016. Laporan ini Berisi:
PERTUMBUHAN INDUSTRI
PERTUMBUHAN INVESTASI
PERTUMBUHAN EKSPOR - IMPOR HASIL PERTANIAN
PERTUMBUHAN EKSPOR - IMPOR HASIL INDUSTRI
KINERJA INDUSTRI MOBIL
KINERJA INDUSTRI SEPEDA MOTOR
KINERJA INDUSTRI ALAT BERAT
KINERJA INDUSTRI TEKSTIL
KINERJA INDUSTRI MINYAK & GAS BUMI
KINERJA INDUSTRI BATUBARA
KINERJA INDUSTRI TEMBAGA
KINERJA INDUSTRI NIKEL
KINERJA INDUSTRI BAUKSIT
KINERJA INDUSTRI PEMBANGKIT LISTRIK
KINERJA INDUSTRI SEMEN
KINERJA INDUSTRI PARIWISATA
KINERJA INDUSTRI PROPERTI
KINERJA INDUSTRI HOTEL
KINERJA INDUSTRI PENERBANGAN
KINERJA INDUSTRI KERETA API
KINERJA INDUSTRI PELAYARAN
KINERJA INDUSTRI TELEKOMUNIKASI
KINERJA INDUSTRI PERBANKAN
KINERJA INDUSTRI ASURANSI
Marketing Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and workbook materials. Helps your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
Leveraging the modern purchasing funnel is one of the most powerful ways of maximising business ROI from your brand and marketing spend. Do you really know what the purchasing funnel is for your category, how you are performing against your competitors, where the holes are in your funnel, and how many customers you are really losing?
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Website: www.alibaba520.net welcome world friends exchange!tanwenqi
Key customers how to sell (English Ppt 79 pages)
Website: www.alibaba520.net welcome world friends exchange!
EMAIL: 543953380@qq.com DELHI Business PPT, let your sales proposal for a
Arrow Through the Eye
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
See how a LeadLife customer successfully implemented a lead scoring and nurturing system within their organization that increased their qualified leads by 78% and decreased their buy cycle time from months to weeks.
By viewing this online presentation, you will also see how they :improved their overall conversation rates by 1.5-3x; increased the quality of leads going to Sales; expanded their transaction size and increased marketing ROI
If you would like to automate lead scoring and nurturing, improve quality of leads passed to sales, or gain visibility into your leads, this presentation is for you!
1. The Importance of Being Competitive By: Roger Hicks July 2009 [email_address] Prepared for Portland Chapter of PDMA
2.
3. Competitive Analysis and The Product Lifecycle Situation Assessment Product Development Product Introduction Ongoing Operations Company Objectives Market Characteristics
4.
5. Summarizing the Situation Competitor A Competitor B Competitor C Your Company Brand Position Target Customers Marketing Initiatives Product Strength Channel Strength Supplier Strengths Financial Situation
6.
7.
8. Developing the Solution Factor 1 Factor 4 Factor 5 … Factor n Factor 2 Factor 3 Low High Value Competitor A Competitor B Competitor C Each competitor has a distinctive customer value curve based on its’ choice of the key strategic factors to focus on to achieve success Note: based on principles from “Blue Ocean Strategy”
9. Competing on Total Value Included Features and Performance Integration into a total solution Encouragement of Loyalty and Good Will Company Value Experience Value Basic Value Less might be more How the pieces go together adds value that’s hard to measure directly Benefits of a reinforcing system of developing and selling product What is the extra value of a superior understanding of all the competitive factors? Potential Value Them US