Intact Financial Corporation presented its investor presentation for June 2010. The presentation highlighted Intact's position as the dominant property and casualty insurer in Canada with over $4 billion in annual premiums written. Intact has a significant scale advantage over its competitors and has consistently outperformed the industry on key metrics like combined ratio and return on equity. The presentation also summarized Intact's strong financial results for the first quarter of 2010, including net operating income per share growth of 62.1% and an annualized return on equity of 16.1%.
This document provides an investor presentation for Intact Financial Corporation (IFC) from September 2010. IFC is Canada's largest provider of property and casualty insurance, with over $4 billion in annual premiums written. The presentation outlines IFC's strong financial position, industry-leading underwriting performance, and growth strategies. Key points include IFC's consistent outperformance of the Canadian P&C industry benchmarks on measures like combined ratio and return on equity. The presentation also discusses IFC's excess capital position, debt capacity, and acquisition strategy to capitalize on consolidation opportunities in the market. Multiple avenues for organic growth are outlined, including leveraging IFC's multi-channel distribution network and expanding product offerings.
Intact Financial Corporation (IFC) held an investor presentation in August 2010. IFC is Canada's largest provider of property and casualty insurance with over $4 billion in annual premiums. The presentation highlighted IFC's consistent outperformance of the industry through disciplined pricing, underwriting, and capital management. IFC outlined opportunities for future growth through firming market conditions, consolidation in the Canadian P&C market, and expanding its existing distribution platforms and markets.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
Intact Financial Corporation presented an investor presentation in March 2010. The presentation highlighted Intact as the dominant property and casualty insurer in Canada, with over $4 billion in direct premiums written. Intact has substantial size and scale advantages over its competitors due to its market share leadership positions in key provinces and a track record of successful acquisitions. The presentation also noted Intact's consistent outperformance of the P&C insurance industry over 10 years in areas like premium growth, combined ratio, and return on equity. Intact aims to continue its strong organic growth through its large broker network and by targeting the growing 50+ demographic market.
Ifc investor presentation november 2011VMS Ventures
- Intact Financial Corporation is Canada's largest personal and commercial property and casualty insurer, with over $6.5 billion in annual premiums written.
- Intact has a significant scale advantage over its competitors, holding a 16.5% market share that is over twice as large as its closest competitor.
- Intact has consistently outperformed the top 20 P&C insurers in Canada over the past 10 years across key metrics like combined ratio, premium growth, return on equity, and loss ratios.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
Webinar: Customer Experience Mega Trends For Financial Services.
Featuring Mike Hennessy, Vice President, IntelliResponse Systems Inc. and Bruce Temkin, Managing Partner of the Temkin Group.
Intact Financial Corporation presented its investor presentation for June 2010. The presentation highlighted Intact's position as the dominant property and casualty insurer in Canada with over $4 billion in annual premiums written. Intact has a significant scale advantage over its competitors and has consistently outperformed the industry on key metrics like combined ratio and return on equity. The presentation also summarized Intact's strong financial results for the first quarter of 2010, including net operating income per share growth of 62.1% and an annualized return on equity of 16.1%.
This document provides an investor presentation for Intact Financial Corporation (IFC) from September 2010. IFC is Canada's largest provider of property and casualty insurance, with over $4 billion in annual premiums written. The presentation outlines IFC's strong financial position, industry-leading underwriting performance, and growth strategies. Key points include IFC's consistent outperformance of the Canadian P&C industry benchmarks on measures like combined ratio and return on equity. The presentation also discusses IFC's excess capital position, debt capacity, and acquisition strategy to capitalize on consolidation opportunities in the market. Multiple avenues for organic growth are outlined, including leveraging IFC's multi-channel distribution network and expanding product offerings.
Intact Financial Corporation (IFC) held an investor presentation in August 2010. IFC is Canada's largest provider of property and casualty insurance with over $4 billion in annual premiums. The presentation highlighted IFC's consistent outperformance of the industry through disciplined pricing, underwriting, and capital management. IFC outlined opportunities for future growth through firming market conditions, consolidation in the Canadian P&C market, and expanding its existing distribution platforms and markets.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
Intact Financial Corporation presented an investor presentation in March 2010. The presentation highlighted Intact as the dominant property and casualty insurer in Canada, with over $4 billion in direct premiums written. Intact has substantial size and scale advantages over its competitors due to its market share leadership positions in key provinces and a track record of successful acquisitions. The presentation also noted Intact's consistent outperformance of the P&C insurance industry over 10 years in areas like premium growth, combined ratio, and return on equity. Intact aims to continue its strong organic growth through its large broker network and by targeting the growing 50+ demographic market.
Ifc investor presentation november 2011VMS Ventures
- Intact Financial Corporation is Canada's largest personal and commercial property and casualty insurer, with over $6.5 billion in annual premiums written.
- Intact has a significant scale advantage over its competitors, holding a 16.5% market share that is over twice as large as its closest competitor.
- Intact has consistently outperformed the top 20 P&C insurers in Canada over the past 10 years across key metrics like combined ratio, premium growth, return on equity, and loss ratios.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
Webinar: Customer Experience Mega Trends For Financial Services.
Featuring Mike Hennessy, Vice President, IntelliResponse Systems Inc. and Bruce Temkin, Managing Partner of the Temkin Group.
The document discusses Intact Financial Corporation's acquisition of AXA Canada. The key points are:
1) The acquisition strengthens IFC's position as the largest property and casualty insurer in Canada, increasing its premiums by over 40%.
2) The acquisition is financially compelling with an expected internal rate of return of 20% and accretion to net operating income per share.
3) Combining the two companies creates a leading P&C insurer in Canada and provides numerous diversification and synergistic benefits.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
This document summarizes key findings from a survey conducted by ISG and GEP on procurement strategies and challenges. The top challenges cited were gaps in resource skills and lack of business unit support. While cost reduction targets were achievable, procurement struggled to influence high spend categories like professional services and marketing. Priorities for procurement included increasing strategic alignment, delivering cost savings, and expanding categories under management. Overall, the survey found opportunities for procurement to strengthen business partnerships, skills, and processes to drive more value.
Today’s shoppers expect retailers to have the same or better information available whenever they interact with the brand — online, in-store or via a mobile device. In addition to product information, retailers are wise to have all relevant cross-channel customer information available and accessible. The truth is that 40% to 70% of shoppers already have researched their desired products online before going to the store. And, of the consumers who enter the store knowing what they want to buy, 50% leave empty-handed because they can’t find what they are looking for.
But when store associates are armed with mobile devices, they can personalize their interaction with customers by suggesting upsells and cross-sells; accessing product ratings and reviews; providing comparisons with other products, looking up inventory; and finally completing the transaction on-the-spot using mobile payment or processing a return.
Industry-leading retailers realize the importance of implementing mobile commerce. Starmount’s Mobile Selling Assistant, called Engage, currently is deployed in all Urban Outfitters, Anthropologie and Free People stores; and the device is also being piloted by several other nationally recognized retailers.
This webinar will provide answers to key questions on retailers’ minds as they plan to integrate mobile commerce in-store. A selection of those questions include:
How will mobile commerce affect store operations?
What infrastructure must be in place?
Will the mobile commerce system be secure?
What is the best way to communicate with customers going forward?
To learn more about the best strategies to implement mobile commerce, and hear real-world retailer success stories, click here to register for the upcoming webinar titled “The Roadmap To In-Store Mobile Commerce.”
Intact Financial Corporation is acquiring AXA Canada to become the largest P&C insurer in Canada. The acquisition strengthens Intact's position with over $6.5 billion in annual premiums and enhances its expertise in commercial lines and in provinces like Quebec. The combination improves diversification and is expected to outperform the industry's return on equity by at least 500 basis points annually due to synergies and underwriting performance. The acquisition maintains Intact's strong financial position and is financially compelling with an internal rate of return of 20% and accretion to earnings per share.
The survey reflects the views of over 150 pharmaceutical executives on current challenges and how to overcome them. 68% believe the current pharmaceutical model is broken and needs repair. Respondents see growing price pressure, emphasis on cost-effectiveness, and restrictive market access as significant challenges. Many expect decreased sales force time for their products and shifted spending from physicians to key accounts, payors, and hospitals. Over half plan to rely more on innovative pricing, payor collaboration, and pharmacoeconomic studies.
Analytics in action - how marketelligent helped a retailer rationalize sku'sMarketelligent
A SKU rationalization approach was taken that focused on customers rather than individual products. This reduced the business's complexity from over 5,000 SKUs to approximately 3,500 SKUs while maintaining revenues, profitability, and customer satisfaction. By analyzing which style groups and colors contributed most to sales each year, approximately 30% of the SKUs accounting for a small portion of revenues were removed. This led to significant cost savings with minimal impact on customers or financial performance.
The document provides an agenda and analysis for F.T. Consulting Firm's presentation on strategic recommendations for RadioShack Corporation. The summary includes an industry and company SWOT analysis, benchmarks for RadioShack's performance, two potential strategic orientations for RadioShack, and a recommendation to pursue the first strategy due to its feasibility and likelihood of success.
Intact Financial Corporation is Canada's largest home, auto, and business insurer. Some key points:
- Largest P&C insurer in Canada with $6.5B in direct premiums written and #1 in several provinces.
- Has significant scale advantage as the top 5 insurers represent 42.9% of the market while Intact alone has 16.5% market share.
- Consistently outperforms the industry, with combined ratios 3.8 points lower and return on equity 7.7 points higher over 10 years.
- In the first half of 2011, direct premiums grew 2% and the combined ratio was 96.7% compared to the industry average of
The document summarizes the findings of a yearly marketing survey conducted by a marketing consulting firm. It highlights that marketing confidence is at its lowest point according to the survey. Price sensitivity and decreasing customer loyalty were the top threats identified by marketers. Relevance remained a top challenge for marketers. The survey found that marketers are choosing short-term tactics over long-term strategies and shifting budgets towards owned media like online and mobile, while cutting spending on paid media like television and newspapers. The presentation concludes by identifying key qualities needed for successful marketers, including focus, agility, creativity, and sustainability.
Intact Financial Corporation is Canada's largest personal and commercial property and casualty insurer. The document summarizes Intact's acquisition of AXA Canada, which will make Intact significantly larger. The acquisition is a strong strategic fit that will boost Intact's premiums by over 40% and bolster its risk selection, claims management, and distribution capabilities. It is financially compelling with an expected internal rate of return of 20% and accretion to earnings. The combined company will have a leading market position and outperform industry benchmarks for return on equity and combined ratio, maintaining a strong financial position.
Apresentação de Mark Sims, CEO da Capital Precision, no Seminário “Targeting: Como conhecer e gerenciar sua base de acionistas?”, realizado pelo IBRI em 18/08/2009 em SP.
As ferramentas de Targeting: Identificação dos acionistas, como classificá-los, o perfil ideal da base acionária e como gerenciá-la?
The document discusses marketing confidence and challenges marketers face. It provides the following key points:
1. The Marketing Confidence Index is much lower than the Consumer Confidence Index, indicating marketers have lost trust.
2. New buzzwords like "de-trends" suggest the need to simplify marketing approaches and focus on the customer.
3. Marketers struggle with creating relevant products/services and building loyalty. Suggestions include better understanding customer needs, personalizing offerings, and focusing on lifetime customer value.
4. Integrating online and offline communication requires brand consistency, defining optimal channels, and measuring cross-channel performance.
The document discusses the results of a yearly marketing survey conducted in Belgium. It finds that marketing confidence is back, with expectations of increased projects, budgets, and team sizes in 2011 compared to previous years. Marketers recognize the huge potential of mobile marketing to increase relevance and engage customers. Creating a dialogue with customers is seen as a major challenge for 2011 and marketers intend to use online and mobile channels to facilitate this dialogue.
This survey of over 250 call center managers found that agent attrition was the top challenge in achieving organizational goals. 52.5% of respondents ranked agent attrition as a key obstacle. Attrition significantly impacts success at 85% of companies. The most effective ways to lower attrition were improving new hire training, increasing training for existing agents, and implementing coaching programs. While some saw temporary reductions, 39% were unable to sustain lower attrition levels long-term. Most would invest cost savings from lower attrition towards their most important goals.
This document discusses opportunities for growth at Bank of America. It outlines four key areas or "I's" to increase shareholder value: information, integration, innovation, and investment. The presentation highlights Bank of America's strong brand and franchise, focus on risk management and process improvement, consistent earnings growth, attractive returns for shareholders, and emphasis on organic growth and strategic execution to drive future performance.
This document discusses marketing channel strategy and management. It outlines different types of marketing channel alternatives like using producers, brokers, distributors, retailers, or direct sales. It also discusses using direct distribution versus indirect distribution through intermediaries. Electronic marketing channels using the internet are also discussed. The document provides examples of companies using different channel strategies like Amazon, Dell, airlines, and retailers. It discusses factors to consider for channel selection and modifying channels.
The document discusses evaluating the performance of channel members or distributors. It outlines several key points:
1. Channel member performance is as important to evaluate as employee performance. Evaluations should consider the degree of manufacturer control, member importance, product complexity, and number of members.
2. Key criteria for evaluation include sales performance, inventory maintenance, selling capabilities, member attitudes, and competition.
3. Performance can be evaluated separately based on each criterion, or criteria can be combined informally or formally into an overall performance rating. Corrective actions should address specific problems and support member needs.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
This document discusses vertical and horizontal marketing systems. It defines vertical marketing systems as consisting of producers, wholesalers, and retailers acting as a unified system to maximize profits for the entire channel. There are several types of vertical marketing systems, including corporate VMS, contractual VMS, and administered VMS. Horizontal marketing systems involve companies at the same level joining together to pursue new opportunities, combining their resources. Both vertical and horizontal systems provide advantages like increased efficiency and satisfaction, but vertical systems also allow for close monitoring and control across levels.
Distribution channels marketing management pptGanesh Asokan
The document discusses key aspects of channels including their nature, design, management and conflicts. It describes how channels help distribute products efficiently by utilizing specialized intermediaries. The document outlines factors to consider in channel design like customer needs, objectives and alternative structures. It also discusses evaluating alternatives based on economic and control criteria. Finally, the summary highlights how channel members are selected, motivated and evaluated over time to ensure good performance.
The document discusses physical distribution and distribution channels. It defines physical distribution as moving tangible products through distribution channels. Physical distribution management involves activities like order processing, inventory control, inventory location and warehousing, materials handling, and transportation. When designing marketing channels, marketers consider factors like setting distribution objectives, specifying distribution tasks, developing alternative channel structures, evaluating relevant variables, and selecting channel members. Channel structure dimensions include the number of levels, intensity at various levels, and types of intermediaries. Variables affecting channel structure are market variables, product variables, company variables, intermediary variables, and environmental/behavioral variables. The key is developing a channel structure that aligns with objectives and considers all relevant factors.
The document discusses Intact Financial Corporation's acquisition of AXA Canada. The key points are:
1) The acquisition strengthens IFC's position as the largest property and casualty insurer in Canada, increasing its premiums by over 40%.
2) The acquisition is financially compelling with an expected internal rate of return of 20% and accretion to net operating income per share.
3) Combining the two companies creates a leading P&C insurer in Canada and provides numerous diversification and synergistic benefits.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
This document summarizes key findings from a survey conducted by ISG and GEP on procurement strategies and challenges. The top challenges cited were gaps in resource skills and lack of business unit support. While cost reduction targets were achievable, procurement struggled to influence high spend categories like professional services and marketing. Priorities for procurement included increasing strategic alignment, delivering cost savings, and expanding categories under management. Overall, the survey found opportunities for procurement to strengthen business partnerships, skills, and processes to drive more value.
Today’s shoppers expect retailers to have the same or better information available whenever they interact with the brand — online, in-store or via a mobile device. In addition to product information, retailers are wise to have all relevant cross-channel customer information available and accessible. The truth is that 40% to 70% of shoppers already have researched their desired products online before going to the store. And, of the consumers who enter the store knowing what they want to buy, 50% leave empty-handed because they can’t find what they are looking for.
But when store associates are armed with mobile devices, they can personalize their interaction with customers by suggesting upsells and cross-sells; accessing product ratings and reviews; providing comparisons with other products, looking up inventory; and finally completing the transaction on-the-spot using mobile payment or processing a return.
Industry-leading retailers realize the importance of implementing mobile commerce. Starmount’s Mobile Selling Assistant, called Engage, currently is deployed in all Urban Outfitters, Anthropologie and Free People stores; and the device is also being piloted by several other nationally recognized retailers.
This webinar will provide answers to key questions on retailers’ minds as they plan to integrate mobile commerce in-store. A selection of those questions include:
How will mobile commerce affect store operations?
What infrastructure must be in place?
Will the mobile commerce system be secure?
What is the best way to communicate with customers going forward?
To learn more about the best strategies to implement mobile commerce, and hear real-world retailer success stories, click here to register for the upcoming webinar titled “The Roadmap To In-Store Mobile Commerce.”
Intact Financial Corporation is acquiring AXA Canada to become the largest P&C insurer in Canada. The acquisition strengthens Intact's position with over $6.5 billion in annual premiums and enhances its expertise in commercial lines and in provinces like Quebec. The combination improves diversification and is expected to outperform the industry's return on equity by at least 500 basis points annually due to synergies and underwriting performance. The acquisition maintains Intact's strong financial position and is financially compelling with an internal rate of return of 20% and accretion to earnings per share.
The survey reflects the views of over 150 pharmaceutical executives on current challenges and how to overcome them. 68% believe the current pharmaceutical model is broken and needs repair. Respondents see growing price pressure, emphasis on cost-effectiveness, and restrictive market access as significant challenges. Many expect decreased sales force time for their products and shifted spending from physicians to key accounts, payors, and hospitals. Over half plan to rely more on innovative pricing, payor collaboration, and pharmacoeconomic studies.
Analytics in action - how marketelligent helped a retailer rationalize sku'sMarketelligent
A SKU rationalization approach was taken that focused on customers rather than individual products. This reduced the business's complexity from over 5,000 SKUs to approximately 3,500 SKUs while maintaining revenues, profitability, and customer satisfaction. By analyzing which style groups and colors contributed most to sales each year, approximately 30% of the SKUs accounting for a small portion of revenues were removed. This led to significant cost savings with minimal impact on customers or financial performance.
The document provides an agenda and analysis for F.T. Consulting Firm's presentation on strategic recommendations for RadioShack Corporation. The summary includes an industry and company SWOT analysis, benchmarks for RadioShack's performance, two potential strategic orientations for RadioShack, and a recommendation to pursue the first strategy due to its feasibility and likelihood of success.
Intact Financial Corporation is Canada's largest home, auto, and business insurer. Some key points:
- Largest P&C insurer in Canada with $6.5B in direct premiums written and #1 in several provinces.
- Has significant scale advantage as the top 5 insurers represent 42.9% of the market while Intact alone has 16.5% market share.
- Consistently outperforms the industry, with combined ratios 3.8 points lower and return on equity 7.7 points higher over 10 years.
- In the first half of 2011, direct premiums grew 2% and the combined ratio was 96.7% compared to the industry average of
The document summarizes the findings of a yearly marketing survey conducted by a marketing consulting firm. It highlights that marketing confidence is at its lowest point according to the survey. Price sensitivity and decreasing customer loyalty were the top threats identified by marketers. Relevance remained a top challenge for marketers. The survey found that marketers are choosing short-term tactics over long-term strategies and shifting budgets towards owned media like online and mobile, while cutting spending on paid media like television and newspapers. The presentation concludes by identifying key qualities needed for successful marketers, including focus, agility, creativity, and sustainability.
Intact Financial Corporation is Canada's largest personal and commercial property and casualty insurer. The document summarizes Intact's acquisition of AXA Canada, which will make Intact significantly larger. The acquisition is a strong strategic fit that will boost Intact's premiums by over 40% and bolster its risk selection, claims management, and distribution capabilities. It is financially compelling with an expected internal rate of return of 20% and accretion to earnings. The combined company will have a leading market position and outperform industry benchmarks for return on equity and combined ratio, maintaining a strong financial position.
Apresentação de Mark Sims, CEO da Capital Precision, no Seminário “Targeting: Como conhecer e gerenciar sua base de acionistas?”, realizado pelo IBRI em 18/08/2009 em SP.
As ferramentas de Targeting: Identificação dos acionistas, como classificá-los, o perfil ideal da base acionária e como gerenciá-la?
The document discusses marketing confidence and challenges marketers face. It provides the following key points:
1. The Marketing Confidence Index is much lower than the Consumer Confidence Index, indicating marketers have lost trust.
2. New buzzwords like "de-trends" suggest the need to simplify marketing approaches and focus on the customer.
3. Marketers struggle with creating relevant products/services and building loyalty. Suggestions include better understanding customer needs, personalizing offerings, and focusing on lifetime customer value.
4. Integrating online and offline communication requires brand consistency, defining optimal channels, and measuring cross-channel performance.
The document discusses the results of a yearly marketing survey conducted in Belgium. It finds that marketing confidence is back, with expectations of increased projects, budgets, and team sizes in 2011 compared to previous years. Marketers recognize the huge potential of mobile marketing to increase relevance and engage customers. Creating a dialogue with customers is seen as a major challenge for 2011 and marketers intend to use online and mobile channels to facilitate this dialogue.
This survey of over 250 call center managers found that agent attrition was the top challenge in achieving organizational goals. 52.5% of respondents ranked agent attrition as a key obstacle. Attrition significantly impacts success at 85% of companies. The most effective ways to lower attrition were improving new hire training, increasing training for existing agents, and implementing coaching programs. While some saw temporary reductions, 39% were unable to sustain lower attrition levels long-term. Most would invest cost savings from lower attrition towards their most important goals.
This document discusses opportunities for growth at Bank of America. It outlines four key areas or "I's" to increase shareholder value: information, integration, innovation, and investment. The presentation highlights Bank of America's strong brand and franchise, focus on risk management and process improvement, consistent earnings growth, attractive returns for shareholders, and emphasis on organic growth and strategic execution to drive future performance.
This document discusses marketing channel strategy and management. It outlines different types of marketing channel alternatives like using producers, brokers, distributors, retailers, or direct sales. It also discusses using direct distribution versus indirect distribution through intermediaries. Electronic marketing channels using the internet are also discussed. The document provides examples of companies using different channel strategies like Amazon, Dell, airlines, and retailers. It discusses factors to consider for channel selection and modifying channels.
The document discusses evaluating the performance of channel members or distributors. It outlines several key points:
1. Channel member performance is as important to evaluate as employee performance. Evaluations should consider the degree of manufacturer control, member importance, product complexity, and number of members.
2. Key criteria for evaluation include sales performance, inventory maintenance, selling capabilities, member attitudes, and competition.
3. Performance can be evaluated separately based on each criterion, or criteria can be combined informally or formally into an overall performance rating. Corrective actions should address specific problems and support member needs.
Chapter 1 introduction to sales and distribution managementNishant Agrawal
To understand evolution, nature and importance of sales management
To know role and skills of modern sales managers
To understand types of sales managers
To learn objectives, strategies and tactics of sales management
To know emerging trends in sales management
To understand linkage between sales and distribution management.
This document discusses vertical and horizontal marketing systems. It defines vertical marketing systems as consisting of producers, wholesalers, and retailers acting as a unified system to maximize profits for the entire channel. There are several types of vertical marketing systems, including corporate VMS, contractual VMS, and administered VMS. Horizontal marketing systems involve companies at the same level joining together to pursue new opportunities, combining their resources. Both vertical and horizontal systems provide advantages like increased efficiency and satisfaction, but vertical systems also allow for close monitoring and control across levels.
Distribution channels marketing management pptGanesh Asokan
The document discusses key aspects of channels including their nature, design, management and conflicts. It describes how channels help distribute products efficiently by utilizing specialized intermediaries. The document outlines factors to consider in channel design like customer needs, objectives and alternative structures. It also discusses evaluating alternatives based on economic and control criteria. Finally, the summary highlights how channel members are selected, motivated and evaluated over time to ensure good performance.
The document discusses physical distribution and distribution channels. It defines physical distribution as moving tangible products through distribution channels. Physical distribution management involves activities like order processing, inventory control, inventory location and warehousing, materials handling, and transportation. When designing marketing channels, marketers consider factors like setting distribution objectives, specifying distribution tasks, developing alternative channel structures, evaluating relevant variables, and selecting channel members. Channel structure dimensions include the number of levels, intensity at various levels, and types of intermediaries. Variables affecting channel structure are market variables, product variables, company variables, intermediary variables, and environmental/behavioral variables. The key is developing a channel structure that aligns with objectives and considers all relevant factors.
The document summarizes the findings of a survey of over 450 marketers about skills gaps in marketing organizations. It found that 70% receive no formal training or are self-taught, less than 50% receive regular training, and over 65% spend less than $1,000 annually on skills development. Additionally, over 50% of organizations do not have plans to address these skills gaps. The lack of skills is seen as contributing significantly to issues like poor sales-marketing alignment and lower revenue by many respondents.
The document summarizes research from a survey of 206 small and mid-sized businesses on their digital marketing practices. It finds that:
1) Top performing companies, which exceed their marketing plans, invest more in marketing as a percentage of revenue and were more likely to adopt marketing automation technology.
2) Top performers also employ more active digital marketing techniques like email marketing and webinars, while laggard companies rely more on passive methods like content and websites.
3) Top performers take a more deliberate approach to marketing by measuring key metrics like cost per qualified lead more often than laggard companies.
The document discusses funding and growth opportunities for technology companies in Ireland. It includes results from the BDO Technology Survey 2011 which found that technology sector confidence in growth is high. It also notes risks to revenue such as cost of capital and competitive pressures. The document states that Irish businesses are focused on geographical expansion, primarily to the UK and Western Europe as new markets. It concludes by emphasizing that technology remains an important sector for jobs and investment in Ireland despite perceptions that funding is decreasing, as EU investment in technology is actually rising.
MindChips is an IT consulting firm that provides outsourcing advisory services to help clients reduce costs, improve project delivery, and make informed sourcing decisions. They assess outsourcing engagements to identify challenges, benchmark performance, and provide recommendations. Their approach involves collecting data through surveys, interviews, and analysis to deliver a report with performance ratings, an action plan, and governance practices to improve the outsourcing relationship.
2012 B2B Social Media Marketing - Market Report by TheSocialPeopleViral Thaker
The document discusses key findings from a survey of marketers about social media and ROI. [1] Marketers are looking to invest heavily in social media presence, frequency of posts, and developing processes. [2] Marketers struggle with obtaining sufficient resources for social media and measuring ROI. [3] While social media monitoring is becoming standard, measuring actual ROI remains difficult for many marketers.
Global banks are facing challenges with declining revenue growth and returns on equity in a low interest rate environment. Emerging markets banks are also seeing declining ROEs and revenue declines for North American banks. European banks may face additional costs from upcoming reforms. Banks are focusing on improving returns by restructuring business models and improving operational efficiency. Analytics and business intelligence are seen as important for gaining competitive advantages and transforming business models to improve returns. Risk management and compliance are also key focus areas for banks currently.
In this month's topic, we will review the foundations needed for your organisation and growth team to generate, evaluate and implement a sustainable growth process.
In light of the global economic situation, we will also be reviewing some do’s and don’ts during a recession.
It is our position here at Frost & Sullivan that with a solid CEO growth team and a growth process in place you can reduce your risk during uncertain economic times and even generate growth opportunities.
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
A Customer Centricity Paradox - Tim Suther at Digiday Brand Conference #digidayAcxiom Corporation
Read the full state of the industry report: http://bit.ly/ACXMdigiwp12
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Digiday Brand Conference: State of the Industry with Acxiom: Better Connectio...Digiday
Digital marketers think they’re on the cutting edge of what empowered consumers are doing, but in fact, they can’t see the forest for the trees. While mostly focused on deploying new channels and creating better ROI metrics, most lack a customer centric strategy that creates long term value. Based on new joint Digiday/Acxiom survey results with hundreds of digital marketers, this presentation will reveal the insights from that survey while providing some ideas and strategies that digital marketers can employ to help their organizations extend their brand’s success by leveraging their data assets in this digitally-connected world.
Presenter: Tim Suther, CMO, Acxiom @timsuther
Analytics & MIS Planning for Your Internet Retail Store By Manish Chaturvediiamwire
This document discusses planning analytics and business intelligence for an internet retail store. It outlines key challenges retailers face like identifying best customers and matching inventory to demand. The agenda covers the difference between business intelligence and analytics, retail key performance indicators, and how strategic management and operations teams can use insights. Top influencers in retail chains are also examined.
The Top Reasons Enterprises Outsource IT to MSPsCA Nimsoft
Half of Executives Say They Foresee Moving Toward 100 Percent MSP Engagement
The survey, conducted in association with Enterprise Management Associates™ (EMA), collected responses, experiences and opinions from executives, mid-level managers and individual IT contributors from mid-sized and large organizations. All participants were currently engaged with an MSP, planning to engage and MSP, or had used MSP services in the past.
Visit www.nimsoft.com for more information.
1) The study found that finance organizations face increased pressure from industry changes to reduce costs, make faster decisions, and provide more transparency. As a result, 60% believe they need major changes.
2) Finance's role is evolving from record-keeper to business partner. Over 70% of CFOs see themselves as advisors or decision-makers on enterprise-wide issues like strategy and risk management.
3) Finance organizations that achieve both high efficiency through standards and provide valuable business insight outperform peers on metrics like revenue growth and return on capital. The greatest rewards come from doing both well.
What's keeping reward professionals awake at night survey resultsClaire Atherton
The survey found that the top three issues keeping reward professionals awake at night were: (1) the pressure to drive performance while cutting costs, (2) problems attracting the right people, and (3) not having a clear reward strategy. Respondents indicated that having up-to-date best practices would most help them in their day-to-day jobs. Career development opportunities and long-term incentives were seen as most motivating for employees. However, many respondents felt their reward strategies were not well aligned with organizational strategy or culture. Benchmarking pay was still viewed as the main way to measure success of a reward program.
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1. May 14, 2009
ChanSat India 2009
The Voice of India’s IT Channel Community
Presented By:
Tirthankar Sen | Director, Partnering Research (tsen@springboardresearch.com)
2. Study Scope and Field Methodology
• Products:
₋ IT Hardware (PCs, Servers, Storage & Printers)
₋ Enterprise Applications
₋ Router & Switches
• Vendors targeted across 3 product domains:
₋ IT Hardware: IBM, HP, Lenovo, HCL, Sun & EMC
₋ Enterprise Application: Microsoft, Oracle, SAP, Symantec
₋ Router & Switches: Cisco, Nortel
• Target respondents: The respondents were senior decision-makers including CEOs, MDs,
Owners, CFOs, Head of Sales, Marketing Managers, or the Vendor Relationship Manager
• City coverage: Delhi (NCR Region), Chennai, Kolkata, Mumbai, Bangalore, Ahmadabad,
Bhubaneswar, Chandigarh, Hyderabad, Indore, Jaipur, Ludhiana, Secunderabad
• Field Methodology: The primary methodology for this study is a face-to-face quantitative
market survey of 333 enterprise-focused channels partners in the Indian market covering 12
vendors with fixed quotas.
• Field Time: The survey was conducted between the month of December 2008 to February
2009.
2
3. Business Challenges
54% of the channel partners identified competition as their primary business challenge.
Primary Challenge Other Challenges
Competition 54% Competition 95%
Customer satisfaction &
56%
retention
Generating growth 18%
Poor profitability 56%
Poor profitability 9% Generating growth 52%
Finding & retaining people 46%
Finding & retaining people 7%
Cutting costs 40%
Customer satisfaction & Managing cash flows 30%
7%
retention
Poor vendor support 17%
Others 6% Others 2%
0% 20% 40% 60% 0% 20% 40% 60% 80% 100%
Q. What is your company’s top business challenge in India? What are the other key challenges that you face?
Source: Springboard Research, 2009 Base = All/N = 333 3
4. Effect of Economic Slowdown on Market
Reduction in business opportunities coupled with payment delays and low IT spending are the top
three concerns voiced by channel partners.
Effect of Slowdown Steps to Meet Slowdown
Reduced biz. opportunites 34% Cost-cutting 45%
Delay in payments 31% Improved service 28%
Low IT spending priority 17% Improving vendor
7%
relationships
Not much effect 3%
Improving marketing 5%
Increasing pressure to meet
2%
targets
Explore new biz areas 4%
Decreased credit term 2%
Streamlining the business 1%
Decreased margins 2%
6% Maintain margins 1%
Others
Don't know/ Can't say 2% None 9%
0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50%
Q. What changes do you see in the market due to current slowdown in the economy?
Q. What kind of steps are you taking in your business to face the current slowdown situation?
Source: Springboard Research, 2009 Base = All/N = 333 4
5. Primary Growth Drivers
Despite relatively low investments by vendors in the present scenario, 33% of the respondents
believe increased market share from existing vendors will boost their growth prospects in future.
This is followed by 30% in favor of geographic expansion.
Increased market share
33%
from existing vendors
36% of the channel partners
focusing on large enterprises for both
EMC and SAP feel service based Geographic expansion 30%
offerings from the IT vendors will
generate growth.
New product offerings
16%
from existing vendors
Service-based offerings 15%
New vendor relationships 5%
0% 10% 20% 30% 40% 50%
Q. From where do you see your primary growth being generated in the coming 2 years?
Source: Springboard Research, 2009 Base = All/N = 333 5
6. Industry Performance
Channel partners give the highest importance to finance related parameters but are the least
satisfied in this area.
8.00
7.75
7.50
7.34 7.35
7.25 7.11 7.14
7.04 7.07
6.98
7.00
6.76
6.71
6.75
6.50
6.34
6.25
6.00
Social Interactions Product Sales & Marketing Financial Support
Importance Satisfaction
Q. I will read out few parameters; please tell me how important they are to your company? Please rate them on a 10 point importance scale, where
10 is “very important” and 1 is “least important”
Q. I will read out the same parameters cited in the previous question. Please rate them on a 10 point satisfaction scale, where 10 is “Highly Satisfied”
and 1 is “Highly Dissatisfied”.
Source: Springboard Research, 2009 Base = All/N = 333 6
7. Performance Matrix - Industry
Margins, time of solving issues, incentives, pricing, credit periods, service center location, ability to
create service revenue from product sales, and diversified product ranges are the key challenges
where IT vendors need to focus.
7.75
Low Focus Maintain
Technological strength of the product
7.50 Knowledgeable sales rep.
High Performance
Brand Image
7.25 Ease of doing business
Helpful sales rep.
Ease of product usage
7.00 Technical training & certification Quality of tech. support Availability of the product
Regular vendor interaction Access to sr. executives
Technical support Availability of the parts
Access to sales team &Joint customer call
6.75 Direct Access to Vendor` Regular vendor interaction Service revenue from the product sold
Advertising
Low Performance
Value of vendor endorsement Turnaround time of solving issues
Product sales training Product promotions Product Range
Quality of the vendors Presence of service center
6.50
Quality of distributor service Competitive pricing Product margins
Volume discounting
Not Significant Credit period High Focus
6.25 Rewards and Incentive
Availability of vendor provided financing facility
6.50 6.75 7.00 7.25 7.50 7.75 8.00
Low Importance High Importance
Source: Springboard Research, 2009 Base = All/N = 333 7
8. Brand Trust vs. Satisfaction Matrix
Trust – Above Average
Below Average
Satisfaction – Below Average Satisfaction – Above Average
Source: Springboard Research, 2009
8
9. Brand Loyalty vs. Satisfaction Matrix
Loyalty – Above Average
Below Average
Satisfaction – Below Average Satisfaction – Above Average
Source: Springboard Research, 2009
9
10. Conclusions & Recommendations (1/2)
• Channel partners are struggling with competition as their top business
challenge, followed by generating growth. In response to these challenges – as well
as the economic crisis – channels are most focused on cutting costs, improving
services, increasing share from existing vendors and growing geographically.
• The area of greatest channel importance is also the area where the industry
performs the worst – financial metrics.
• A statistical analysis of survey results identified the following areas as key domains
where greater vendor focus will reap strong channel satisfaction rewards:
– Product margins
– Turnaround time for issue resolution
– Competitive pricing
– Service revenues from products sold
– Credit periods
– Service center location
– Rewards and incentives
10
11. Conclusions & Recommendations (2/2)
• In spite of respective strengths and weaknesses, HP appears to be a clear leader in
terms of channel satisfaction and enablement in India.
• Channel excellence in India is a journey that requires continuous evaluation, iterative
effort and measurement.
– Vendors should more carefully study the survey results of this study to identify their
channel performance and areas where more work is required.
– This study provides an independent 3rd party snapshot of relative vendor strengths and
weaknesses; however, to better understand each vendor’s respective channel
capabilities, more focused research and evaluation will be required.
11
In comparison to Tier I cities, Tier II cities feel poor profitability is an important business challenge faced by the companies. Tier I (5%) and Tier II (19%) – Might be due to small customer base and the companies can add better deals/ discounts/ etc. to improve salesOn the other hand Tier I cities feel Customer Retention and also Employee Retention are the most important challenges – These can primarily be attributed to increased competition and decreasing loyalty value amongst both customers and employeesAs per the partner responses, the partners of SAP rate finding and retaining people as the key challenge in the country