The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
This model aimed to provide a new way to use effective strategy to identify, analyse and manage external factors in an organization’s environment.
• Porter’s five forces model is an analysis tool that uses five industry forces to determine the intensity of competition in an industry and its profitability level.
• An attractive market place does not mean that all companies will enjoy similar success levels. Rather, the unique selling propositions, strategies and processes will put one company over the other.
• The Five Forces were Porter’s conclusions on the reasons for differing levels of competition, and hence profitability, in differing industries. They are empirically derived, i.e. by observation of real companies in real markets, rather than the result of economic analysis.
The alcoholic beverage market has long been formed by volatile demand trends, legislative regulation, and fierce competition in a highly-concentrated environment. Generating over USD 33.38bn of revenue in 2015, the beer segment faces great rivalry, declining demands, and threatening substitutes. Moreover, the industry has been characterized significantly by mergers and acquisitions in the past, such as the SABMiller plc being acquired by Anheuser-Busch InBev in 2016. This presentation, created with my workgroup for the Master in Management at IE Business School provides a thorough analysis of AB InBev. The multinational corporation, listed on the Euronext Brussels and focused on the beverage and brewing industry, is considered as one of the largest fast-moving consumer goods companies in the world. To analyse AB InBev the SCP approach was applied using Porter’s five forces and a dynamic overview of the industry applying a strategic group map.
If you have further interest in the beer industry, it’s characteristics and development, I highly recommend Harvard Business Review’s Beer Cases series (https://hbr.org/product/the-beer-cases-a-a-b-inbev/W11613-PDF-ENG).
This model aimed to provide a new way to use effective strategy to identify, analyse and manage external factors in an organization’s environment.
• Porter’s five forces model is an analysis tool that uses five industry forces to determine the intensity of competition in an industry and its profitability level.
• An attractive market place does not mean that all companies will enjoy similar success levels. Rather, the unique selling propositions, strategies and processes will put one company over the other.
• The Five Forces were Porter’s conclusions on the reasons for differing levels of competition, and hence profitability, in differing industries. They are empirically derived, i.e. by observation of real companies in real markets, rather than the result of economic analysis.
India Consumer Foodservice Market Research Analysis ReportJames Weiss
consumer foodservice showed no signs of slowdown amidst the economic downturn and grew even faster than during the review period. Continued growth in disposable income supported strong purchasing power of consumers in both tier I and tier II cities, spurring the trend to eat out and try new cuisines. Consumer foodservice operators across almost all categories benefited from high demand during 2011.
This presentation is all about Franchisee models in China and talks about the whole scenario of Franchisee in China and. Brief description about Scope of Franchisee in China.
Backed by Oracle and the Infrastructure of IBM the Business Intelligence Store means BI in the Cloud, Software as a Service (S-a-a-S) or otherwise known as BI as a Service. The BI Store is the concept of 3 components: Business Intelligence Software, Cloud Based Infrastructure and expert services to deliver a complete Business Intelligence package as a service. The Business Intelligence Store brings together the best in Business Intelligence software and Cloud Based Services. In a matter of weeks customers have access to a rich collection of Business Intelligence Objects such as Dashboards, Reports and KPI’s. The Business Intelligence Store is pre-loaded with an Oracle OBIEE's 11g Application and featured Analytics across all modules from Financials to Supply Chain, HR to Order Management. The Business Intelligence Store makes BI easy, affordable and fast to market.
India Consumer Foodservice Market Research Analysis ReportJames Weiss
consumer foodservice showed no signs of slowdown amidst the economic downturn and grew even faster than during the review period. Continued growth in disposable income supported strong purchasing power of consumers in both tier I and tier II cities, spurring the trend to eat out and try new cuisines. Consumer foodservice operators across almost all categories benefited from high demand during 2011.
This presentation is all about Franchisee models in China and talks about the whole scenario of Franchisee in China and. Brief description about Scope of Franchisee in China.
Backed by Oracle and the Infrastructure of IBM the Business Intelligence Store means BI in the Cloud, Software as a Service (S-a-a-S) or otherwise known as BI as a Service. The BI Store is the concept of 3 components: Business Intelligence Software, Cloud Based Infrastructure and expert services to deliver a complete Business Intelligence package as a service. The Business Intelligence Store brings together the best in Business Intelligence software and Cloud Based Services. In a matter of weeks customers have access to a rich collection of Business Intelligence Objects such as Dashboards, Reports and KPI’s. The Business Intelligence Store is pre-loaded with an Oracle OBIEE's 11g Application and featured Analytics across all modules from Financials to Supply Chain, HR to Order Management. The Business Intelligence Store makes BI easy, affordable and fast to market.
Justifying The Investment: Analytics for Social MediaMonique Pouget
Monique Pouget's presentation from SMX West 2012. In this case study, Monique walks through the different ways to show ROI from a social media promotion on Facebook and Twitter. KPIs include Cost Per Visit (CPV), Cost Per Click (CPC) and Cost Per email (CPE).
Supermarket own label brands increasingly present grocery shoppers with a compelling alternative to national brands at the fixture. Retailers are closing the quality gap in the minds of many shoppers, while retaining strong value credentials.
The strength of supermarket brands continues to grow notably, with retailers placing increasing importance on their own brands to foster store loyalty. The strength of private label naturally varies by category, retailer and shopper demographic, but no category is immune.
This report presents the most up to date and authoritative analysis of the shopper perspective regarding private label goods versus national brands. Aimed at retailers, manufacturers and agencies alike, it offers detailed insight into shoppers’ attitudes, motivation and behaviour regarding private label goods versus national brands in food and grocery.
Missing end caps. Promo pricing non-compliance. Empty shelves.
Are In-store execution problems limiting your merchandising ROI? When brands can’t see what their shoppers see, they can’t hope to understand the quality of in-store merchandising plans, even the best-laid ones. Worse, it’s impossible to hold a field force accountable. Leveraging a mobile, nationwide army can help brands and retailers proactively manage one of the most influential nodes on the path to purchase: the product’s price, merchandising and stock on the shelf.
That’s the skinny behind "Removing the Retail Blind Spot: Leveraging Crowdsourcing to Enable Real-Time Shelf Awareness." Partnering with Quri, Nestlé launched a summer 2013 execution assessment (covering the critical July 4 holiday weekend) of Dreyer’s ice cream and a Sept. 11-17 measure-and-correct deployment for a critical Coffee-mate in-store promotion.
What Nestlé uncovered—pricing and promotion gaps ranging as high as 16%—and how they used actionable analytics—as part of an agile “measure, correct and learn” discipline to improve retail execution—are real wake-up calls for sales and shopper marketing professionals worried about the success of their brands’ in-store merchandising.
Publishers face the ever-changing complexities of selling display ads and reaching new audiences. As a business partner to publishers around the world, Google is no stranger to these challenges. We rely on data-based insights to guide our business decisions. During our routine deep-dives into the publisher display dynamics, we frequently notice trends that may be of interest to our clients as well, which is what prompted us to introduce this research publication.
Medical Office Marketing ROI MeasurmentMichael Wolfe
This is a case study pertinent to hospitals and multi-office medical and dental practices that will enable them to do smarter and more effective marketing through a marketing effectiveness measurement system
Performance comparison between public and private sector banks in IndiaRitu Sah
Special reference to nonperforming assets and profitability along with other parameters like network, productivity, capital adequacy ratio, asset quality and net profitability in Indian banking sector.
Name:_________Zilin Li________
Name:__________Yueran Chen____
Name:__________Sylvia Tang _____
__
Accounting 211
Annual Report Analysis
Using the financial statements you have prepared for the Behrend Company, complete the following questions. Use your Excel horizontal and vertical analyses to answer the following.
Income Statement Analysis
1. By how much did net sales increase or (decrease) from 2012 to 2013? $
216600
By how much is it predicted to increase from 2013 to 2014? $
111300
2.
By what percentage did net sales increase or (decrease) from 2012 to 2013? 24.2
%
By how much is it predicted to increase from 2013 to 2014?
10.0
%
3.
Net sales can change either due to the quantity sold, or because the same quantity is sold at a different price. What is the reason for the Net Sales change for this company?
Net sale will increase if more quantities are sold and it will decrease if fewer quantities are sold (both under the condition of same price). If the same quantity is sold at a different price, the net sales will increase if the price is charge at a higher amount. The net sales will decrease if the price is charge at a lower amount.
4.
What was the COGS Percentage for the first year of operations (2012)?
-56.9
%_ What was the COGS Percentage for the second year of operations (2013)?
-55
%_ What is the COGS Percentage projected for the third year of operations (2014)?
-45
%_
5.
Cost of Goods Sold (“COGS”) decreased from the first year to the second year and from the second year to the third year. Normally, we would expect that when sales increase, the cost of those sales would also increase. How could a large increase in the quantity sold help lower the cost of each unit being purchased or manufactured for sale?
Possibility 1: since there is always fixed cost, the higher amount of goods sold lowers the fixed cost per unit sold. Possibility 2: when a company produce more goods for sold, the company is likely to get a discount from material/inventory suppliers, which lowers the product cost per unit produced. Possibility 3: When a company produces one additional good, the cost of each unit decreases. The company should produce at marginal revenue equal marginal cost to maximize profit.
6.
How much is the Company’s total gross margin in dollars in 2012? _$_
386400
In 2013? _$_
504900
In 2014? _$673365
7.
What is the total gross margin percent in 2012?
43.1
%
In 2013? _
45
% In 2014? __
55
%
8.
How much is the Company’s operating expenses in dollars in 2012_$_
-362000
In 2013? _$_
-312463
In 2014? _$_
-598944
9.
What is the operating expenses percentage in 2012? _
-49
%
In 2013? _
-28
% In 2014? _
-40.4
%
10.
What would cause operating expenses to decrease from the start-up year until the first full year, and then increase as a percentage of net sales as they ramped up their operations?
Operating expenses decrease because the company cuts its labor an.
Digitally empowered, price-conscious consumers have rocked retailers’ worlds. High profile announcements by mega-retailers to drive sales and combat “showrooming” have been showcased in the media and at conferences around the world.
RSR’s fifth annual benchmark study on retailers’ pricing capabilities moves beyond the hype to the truth.
Hipercom top 5x5_trend_hungary_2020.januaryHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott termékcsoportokban az adott hónapban melyik márka szerepelt a legtöbbször az akciós újságokban.
Hipercom top 5x5_hungary_2020.january_vilagos_sorHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_tusfurdoHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_tablas_csokiHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_szensavas_uditoHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_ragcsalnivaloHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_pralineHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_mososzerHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_joghurtHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_jegkremHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
Hipercom top 5x5_hungary_2020.january_hutott_desszertHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka.
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a TOP termékcsoportokban mely kereskedők ajánlata volt a legolcsóbb az elmúlt hónapban. A TOP 10 termékcsoport összértéke adja a legjobb kosárajánlatot, mely alapján el tudjuk dönteni, hol érte meg elvégezni a nagy bevásárlást.
Hipercom top 5x5_hungary_2019.december_szensavas_uditoHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka szénsavas üdítő kategóriában.
Hipercom top 5x5_hungary_2019.december_vilagos_sorHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka világos sör kategóriában.
Hipercom top 5x5_hungary_2019.december_tusfurdoHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka tusfürdő kategóriában.
Hipercom top 5x5_hungary_2019.december_tablas_csokiHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka táblás csokoládé kategóriában.
Hipercom top 5x5_hungary_2019.december_ragcsalnivaloHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka rágcsálnivaló kategóriában.
Hipercom top 5x5_hungary_2019.december_pralineHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka praliné kategóriában.
Hipercom top 5x5_hungary_2019.december_mososzerHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka mosószer kategóriában.
Hipercom top 5x5_hungary_2019.december_joghurtHIPERCOM
A Hipercom akciós újság monitoring rendszerével készített elemzés megmutatja, hogy a kiválasztott kategóriákban hogyan alakultak az akciók az adott hónapban, és melyik volt a TOP5 legtöbbet promóciózott márka joghurt kategóriában.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3. Promo Review of food retailers in 20’top
PROMO OPERATION*
•Promo Pressure: index of promo visibility for a retailer, a category a brand or a format
•Share of Voice: index of promo visibility for a retailer, a category a brand or a format
in relative value versus competitors. The Share of Voice index of Hipercom shows the
promo activity of the Retailers in the most exhaustive way, taking into consideration
the quantity of promotional operations, SKU’s or WU in Promo, the commercial space
(in m2) when the promotion was valid and the number of days of the validity days of
that specific promotion.
•Weighted Unit ( WU): One or more SKU from the same family, being on the same
promotion (many flavors for juice, many colors for shampoo, many sizes for textile)
•Consumer advantages: All additional trade mechanisms supporting the promo price
and mentioned on the promo leaflet.
•Promo price: Price on the leaflet (should be different from the shelf price)
•Virtual Price: Promo price – (minus) all consumers advantages
•ND: National distribution For one retailer = number of stores participating in a
promotion/ Total number of that retailer’s stores.
•Negative Promo: (Index)= Qty of promo cheaper somewhere else ( at the same
date) / total qty of promo (for the concerned retailer)
•Perimeter of analysis: Romania: CC, Hyper, Super, HDD (Analysis for the Top 20
Retailers of this category)
4. Promo Review of food retailers in 20’top
Q1 2012 vs 2011
1- LEAFLETS & OPERATIONS
5. Q1 2012 vs 2011
PROMO OPERATION*
The quantity of Promo Operations is
growing in 2012, with a trend to
regional editions
* A Promo Operation is a set of leaflets by a store network. This set could consist
of one leaflet till 15 or more regional variations.
6. Q1 2012 vs 2011
PROMO OPERATION*
* A Promo Operation is a set of leaflets by a store network. This set could consist of
one leaflet till 15 or more regional variations.
7. Q1 2012 vs 2011
5 TOP TRAFFIC LEAFLET (by Promo Pressure)
8. Q1 2012 vs 2011
AVARAGE NUMBER OF PAGES / PROMO OP
Wz swl i wdwnc gzt zr wooa y j i oón nrd wc
r t ioc ya ayh a e a n l l c a g l a o y
o ś ek ó kn h k o o h
9. Promo Flash of food retailers in 20’top
Q1 2012 vs 2011
2 - TRADE STRATEGY
10. Q1 2012 vs 2011
WU* TYPOLOGY (Brands, Private Labels, Unbranded)
Share of Brands
* WU = one or more SKU from the same family, visible on one picture (e.g. various flavours)
11. Q1 2012 vs 2011
QUANTITY OF SKU BY OP
* WU = one or more SKU from the same family, visible on one picture (e.g. various flavours)
12. Q1 2012 vs 2011
WU TYPOLOGY (Brands, Private Labels, Unbranded )
* WU = one or more SKU from the same family, visible on one picture (e.g. various flavours)
14. Promo Flash of food retailers in 20’top
Q1 2012 vs 2011
3 – PROMO PRESSURE & SHARE OF VOICES
15. Q1 2012 vs 2011
PROMO PRESSURE Growth*
Growth v/s Y-1
The promo pressure of every
retailer:
Cash & Carry : -20%
Convenience : 41
Discounts : 45%
+13% Hipermarkets : 19%
Supermarkets : 28%
•The Promo Pressure Growth is possitive v/s Y-1.
This situation is the result of a greater number of Promo Operations and
more pages per Promo Operation.
* The Promo Pressure growth is calculated in WU promoted x comercial space in m2. A growth <0 means a mix of less WU
promoted and/ or less commerical m2.
16. Q1 2012 vs 2011
PROMO PRESSURE*
The detailed promo pressure growth by
player shows the correlation between
number of pages downsize and promo
pressure reduction.
* The Promo Pressure growth is
calculated in WU promoted x comercial
space in m2. A growth <0 means a mix
of less WU promoted and/ or less
commerical m2.
18. 2011 vs 2010
PROMO MECHANISMS*
PRODUCTS WITH CONSUMER ADVANTAGES
Q1 2012 Growth v/s Y-1
In 2012 46,6% promotions
46,4 % + 13,7% are supported by on or
more Promo Mechanism.
This trend growth about
almost 14% versus last year.
*Promo Mechanisms are all added advanatges given to the shoppers like BOGOF, loyality
programs, presents , etc
19. Q1 2012 vs 2011
PROMO MECHANISMS*
46,4 % + 13,7%
What kind of Promo Mechanisms
are used, and how did their
frequency growth v/s last year.
44. Thank you for your attention.
For questions or live comment of these results, feel free to contact us:
Monika Rybczak
Business Unit Manager - Poland
monika.rybczak@hiper-com.com
+48 693 100 960
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