Greito apyvartumo prekių rinkos apžvalga. Kas svarbu pirkėjams? Žaneta Simona...StrongPoint
Retail trends: yesterday, today, tomorrow. What aspects are the most important for shoppers at this moment and what does irritate them? When could radical changes be expected in the retail?
NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
Greito apyvartumo prekių rinkos apžvalga. Kas svarbu pirkėjams? Žaneta Simona...StrongPoint
Retail trends: yesterday, today, tomorrow. What aspects are the most important for shoppers at this moment and what does irritate them? When could radical changes be expected in the retail?
NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document discusses preparing sales offers under Lithuanian circumstances. It begins by debunking some common myths such as the ideas that marketing is just branding, or that good products will sell themselves. It emphasizes that marketing must construct detailed offers tailored to specific target markets. It also notes that selling is not an art, but requires building valuable offers, creating market awareness, and overcoming customer resistance rationally and emotionally. The document provides two examples of "Mafia offers" from Lithuanian companies, discussing inventory management services and smart warehouse optimization. It highlights achieving goals like minimizing storage costs and surplus while ensuring on-time deliveries.
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
The document discusses retail and food safety trends in Western Europe. It provides an overview of major retailers in Europe by turnover, including Carrefour, Tesco, Metro, and Aldi among the top retailers. It outlines trends like increasing private labels, sustainability demands, and health focus. The document also discusses food safety certification schemes recognized by the Global Food Safety Initiative (GFSI), including BRC, IFS, FSSC22000, SQF2000, and GlobalGap, which have become requirements for retailers. Compliance with these standards provides a "license to deliver" to major retailers in Europe.
Global food trends show that consumers in the Netherlands value food that is [1] fair and honest (e.g. fair trade), [2] local (featuring regionally produced foods), and [3] healthy (with less salt and added functional ingredients). [2] Seniors are also driving demand for convenient, portion-controlled, and functional foods. [3] Companies looking to enter the Dutch market are advised to consider these consumer values and ensure food safety through recognized certification schemes to position their products competitively.
The document compares the ASME Boiler and Pressure Vessel Code and PED (Pressure Equipment Directive) standards regarding their application to pressure equipment. It notes that equipment critical to nuclear safety is excluded from the PED and should be designed to codes like the ASME Section III or RCC-M. There are fundamental differences between the PED and ASME Code in terms of allowable stresses, material requirements, approval of welding procedures and personnel, and more. The PED requirements must be followed for equipment used in the European Union.
The document discusses nuclear power plant construction specifications and codes. It provides an overview of major nuclear power plant components and systems. It also discusses regulatory frameworks, safety classes, and implications for specifications. The document compares ASME and EN/European standards and notes the choice of code can impact opportunities for mechanical equipment suppliers. Finally, it discusses experiences from nuclear power plant projects and importance of licensee involvement throughout all project phases.
Jukka Hellgren of Oy Culmentor Ltd gave a presentation on participating in nuclear construction projects in Finland. He discussed the roles of different actors like STUK, the plant provider, and suppliers. The plant provider's procurement process was outlined, including the request for quotation, tendering, and contract preparation stages. Hellgren emphasized understanding the plant provider's culture and contract conditions when pursuing these types of projects.
The document discusses specifications for nuclear power plant construction. It summarizes that regulatory frameworks are similar globally but implemented locally through national legislation. It also discusses the importance of (1) maintaining licensee leadership throughout projects, (2) choosing codes and standards that comply with national rules and promote local industry, and (3) starting requirements definition and supplier training early. The goal is to create opportunities for national suppliers while ensuring nuclear safety.
This document provides an overview of DEKRA Material Testing & Inspection and its services. DEKRA is a large international organization with over 27,000 employees specializing in testing and inspection. It has experienced significant growth, reaching over 2 billion euros in sales in 2011. The document outlines DEKRA's various industrial testing services including non-destructive and destructive testing, corrosion monitoring, welding certification, and nuclear industry services. It provides examples of specialized inspection equipment and references for materials testing in industries such as energy, chemistry, oil and gas, and nuclear power.
This document discusses preparing sales offers under Lithuanian circumstances. It begins by debunking some common myths such as the ideas that marketing is just branding, or that good products will sell themselves. It emphasizes that marketing must construct detailed offers tailored to specific target markets. It also notes that selling is not an art, but requires building valuable offers, creating market awareness, and overcoming customer resistance rationally and emotionally. The document provides two examples of "Mafia offers" from Lithuanian companies, discussing inventory management services and smart warehouse optimization. It highlights achieving goals like minimizing storage costs and surplus while ensuring on-time deliveries.
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
The document discusses retail and food safety trends in Western Europe. It provides an overview of major retailers in Europe by turnover, including Carrefour, Tesco, Metro, and Aldi among the top retailers. It outlines trends like increasing private labels, sustainability demands, and health focus. The document also discusses food safety certification schemes recognized by the Global Food Safety Initiative (GFSI), including BRC, IFS, FSSC22000, SQF2000, and GlobalGap, which have become requirements for retailers. Compliance with these standards provides a "license to deliver" to major retailers in Europe.
Global food trends show that consumers in the Netherlands value food that is [1] fair and honest (e.g. fair trade), [2] local (featuring regionally produced foods), and [3] healthy (with less salt and added functional ingredients). [2] Seniors are also driving demand for convenient, portion-controlled, and functional foods. [3] Companies looking to enter the Dutch market are advised to consider these consumer values and ensure food safety through recognized certification schemes to position their products competitively.
The document compares the ASME Boiler and Pressure Vessel Code and PED (Pressure Equipment Directive) standards regarding their application to pressure equipment. It notes that equipment critical to nuclear safety is excluded from the PED and should be designed to codes like the ASME Section III or RCC-M. There are fundamental differences between the PED and ASME Code in terms of allowable stresses, material requirements, approval of welding procedures and personnel, and more. The PED requirements must be followed for equipment used in the European Union.
The document discusses nuclear power plant construction specifications and codes. It provides an overview of major nuclear power plant components and systems. It also discusses regulatory frameworks, safety classes, and implications for specifications. The document compares ASME and EN/European standards and notes the choice of code can impact opportunities for mechanical equipment suppliers. Finally, it discusses experiences from nuclear power plant projects and importance of licensee involvement throughout all project phases.
Jukka Hellgren of Oy Culmentor Ltd gave a presentation on participating in nuclear construction projects in Finland. He discussed the roles of different actors like STUK, the plant provider, and suppliers. The plant provider's procurement process was outlined, including the request for quotation, tendering, and contract preparation stages. Hellgren emphasized understanding the plant provider's culture and contract conditions when pursuing these types of projects.
The document discusses specifications for nuclear power plant construction. It summarizes that regulatory frameworks are similar globally but implemented locally through national legislation. It also discusses the importance of (1) maintaining licensee leadership throughout projects, (2) choosing codes and standards that comply with national rules and promote local industry, and (3) starting requirements definition and supplier training early. The goal is to create opportunities for national suppliers while ensuring nuclear safety.
This document provides an overview of DEKRA Material Testing & Inspection and its services. DEKRA is a large international organization with over 27,000 employees specializing in testing and inspection. It has experienced significant growth, reaching over 2 billion euros in sales in 2011. The document outlines DEKRA's various industrial testing services including non-destructive and destructive testing, corrosion monitoring, welding certification, and nuclear industry services. It provides examples of specialized inspection equipment and references for materials testing in industries such as energy, chemistry, oil and gas, and nuclear power.
More from Versli Lietuva (Enterprise Lithuania) (20)
2. KĄ VEIKIA KOMERCIJOS ATAŠĖ?
EKSPORTAS INVESTICIJOS TURIZMAS
DARBAS SU DARBAS SU ŽINIASKLAIDA
RENGINIAI
VALSTYBINĖMIS
INFORMACIJOS STEBĖSENA
INSTITUCIJOMIS ADMINISTRACIJA
4. ĮDOMŪS FAKTAI APIE IZRAELĮ
(arba ką dažnai galvojame klaidingai)
SOSTINĖ JERUZALĖ (NE Tel Avivas)
OFICIALIOS KALBOS DVI – hebrajų ir arabų
KARINĖ TARNYBA PRIVALOMA IR VYRAMS (3 m.) , IR
MOTERIMS (2 m.)
SAVAITGALIS PENKTADIENIS IR ŠEŠTADIENIS
„TEISINGAS“ ANEKDOTAS Žydai Jeruzalėje meldžiasi, Haifoje dirba,
Tel Avive linksminasi
RELIGIJA Glaudus ryšys tarp valstybės ir religijos
VISUOMENĖ 75% žydų, 20% arabų, 5% kitos etninės
grupės
5. LIETUVA vs ISRAEL
LIETUVA IZRAELIS
PLOTAS 65 tūkst. kv. km. 21 tūkst. kv. km.
GYVENTOJŲ SKAIČIUS 3,2 mln. ↓ 7,9 mln.↑
VALIUTA ŠEKELIS (0,7 lito)
BVP 1 gyv. 2011 (PPP) 19000 USD 31000 USD
VIDUTINIS MĖN. ATLYGINIMAS 2150 Lt 6650 Lt (9450NIS)
MINIMALUS ATLYGINIMAS 850 Lt 3010 Lt (4300NIS)
DOING BUSINESS IN 2012 27↓ 34↓
Ease of Doing Business
NEDARBO LYGIS 13,3% 6,5%
6. LIETUVOS IR IZRAELO PREKYBA
2004‐2012 M. (mln. litų)
100
90
80
70
60
50 Eksportas
40 Importas
30
20
10
0
2004 2005 2006 2007 2008 2009 2010 2011 2012 I
pusm.
8. RINKA
• SUPERSAL. Valdo didžiausią parduotuvių tinklą – apie 250,
25% rinkos. Košerinis.
• Alon Holdings Blue Square. 195 parduotuvės, 18% rinkos.
Košerinis.
• Hetzi Hinam. 8 dideli prekybos centrai, 5% rinkos.
Košerinis.
• TivTaam. Didžiausias nekošerinis parduotuvių tinklas,
apie 30 parduotuvių, 3% rinkos.
• Kimat Hinam. 16 prekybos centrų, 1% rinkos. Košerinis.
• Rami Levy. Mažiausių kainų prekybos centrų tinklas, 1%
rinkos. Košerinis.
• Likusią rinkos dalį užima privačios parduotuvės, sveiko
maisto parduotuvės, turgūs, kiti prekyvos centrai, pan.
9. KOŠRUTAS
Gamintojas
Vyriausiasis Rabinas vyksta
arba
Rabinatas į įmonę
Importuotojas (Izraelyje)
10. KĄ SAKO PREKYBOS TINKLŲ IR
DISTRIBUTORIŲ ATSTOVAI
• SALDAINIAI
• KEPINIAI (ilgas laikymo terminas)
• SAUSI PUSRYČIAI
• PIENO PRODUKTAI (sūris, sviestas, varškės sūreliai)
• DARŽOVIŲ IR VAISIŲ KONSERVAI
• PADAŽAI
• ALKOHOLINIAI GĖRIMAI (ypač alus)
• GAIVIEJI GĖRIMAI
• ALIEJUS (kaina!)
• MĖSOS KONSERVAI (košeriniai), ŽUVIES KONSERVAI
• ŠALDYTA JAUTIENA (košerinė)
• VANDUO (sudėtinga gauti leidimus, gamintojo „pagalba“ įvedant
produktą į rinką, “private label”)
11. IŠŠŪKIAI vs GALIMYBĖS
IŠŠŪKIAI GALIMYBĖS
SUNKU PASIEKTI ATSAKINGĄ 200.000 LITVAKŲ
DARBUOTOJĄ
MENTALITETAS (email, vakarietiška PAPRASTAI NĖRA KALBOS BARJERO
visuomenė AR, turinys ne forma…)
KOŠRUTAS PALANKUS PREKYBOS REŽIMAS
PRODUKTO KAINA AUKŠTAS PRAGYVENIMO LYGIS, MOKI
VISUOMENĖ
PIGŪS PRODUKTAI IŠ AZIJOS KOMERCIJOS ATAŠĖ IZRAELYJE PAGALBA
BIUROKRATIJA
12. KOMERCIJOS ATAŠĖ IR „VERSLI LIETUVA“
ATSTOVŲ UŽSIENYJE TEIKIAMOS PASLAUGOS
„5 KONTAKTŲ“ PASLAUGA „5 VIZITŲ“ PASLAUGA
Pateikiami 5 užsienio įmonių, kurios yra Individualių vizsusitikimų organizavimas
išreiškę susidomėjimą bendradarbiavimu su 5 atrinktais ir norinčiais
su Lietuvos įmone, kontaktai (2500 Lt). bendradarbiauti užsienio partneriais.
Pirminis užsienio įmonių interesas dėl
galimo bendradarbiavimo su Lietuvos
įmone identifikuojamas prieš vizitą
(4000 Lt).