This document discusses the importance of business model innovation for companies to succeed beyond just competing on price. It notes that traditional marketing approaches are no longer sufficient and that business models are now the basis of competition. It advocates that companies regularly assess and define what their business is about through their core business model strategy. Moving forward, marketing should facilitate business model innovation and lead the process of business model strategy and execution.
Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
How To Build A Business Case For A Learning PlatformGary Stringer
Here are a few of the key points this business case guide will help you include and address, allowing you to make a compelling case for a learning platform.
- Justify why you need a learning platform.
- Present the costs and ROI.
- Discuss the risks and benefit of using and not using a learning platform.
- Present a number of options and your recommendation.
- Support your argument with numbers.
Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały przeprowadzone w 2015 r. wśród grupy 1600 sprzedawców (głównie szefów sprzedaży na całym świecie).
Ostatnia dekada stworzyła niemal nieograniczone możliwości dla rozwoju sprzedaży w sektorze B2B. Proces sprzedażowy koncentruje się tutaj coraz bardziej na potrzebach klientów, ich rosnącej sile nabywczej oraz ich oczekiwaniach, co zbliża działanie w nim i stosowane narzędzia do sektora B2C. Jakie czynniki przyczyniają się do tego, że występuje dwukrotna luka w efektywności między najlepszymi sprzedawcami z sektora B2B a tymi najmniej efektywnymi? Co sprawia, że liderzy umieją więcej sprzedawać i z większym zyskiem?
Według badań wzrost efektywności sprzedawców ma wpływ na wzrost obrotów firmy aż o 26%, więc jest o co walczyć. Efektywność określonych działań w kontekście wzrostu obrotów nie jest też przypadkowa. Dzisiejsi liderzy sprzedaży wykorzystują szybko pojawiające się zmiany rynkowe i generują coraz większe zyski dla swoich przedsiębiorstw. Przewaga pomiędzy najlepszymi i przeciętnymi osiągnięciami sprzedawców jest już teraz bardzo duża, a według prognoz będzie dalej rosła.
Przytoczone badanie A.T.Kearney pokazuje szeroką polaryzację pomiędzy firmami Liderami a firmami Średniakami jeżeli chodzi o uzyskiwane wyniki. Miernikami skuteczności sił sprzedaży w tym badaniu są między innymi: wzrost obrotów, wzrost efektywności ekonomicznej, stosowanie dopasowanych metodyk sprzedaży, poziom kompetencji.
Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały zaprezentowane podczas Warsztatu Inspiracyjnego PNSA 23 czerwca 2015 r. w Warszawie w siedzibie Konfederacji Lewiatan.
Więcej na temat tego wydarzenia - http://bit.ly/1Kt2PCM
What impact does Customer Management have on Business PerformanceDoug Leather
We know intuitively that managing the customer portfolio well leads to improved business performance. This slide deck shares important insights into what makes customer management work and how to measure it. This is based on research done by QCi (the main players now with The Customer Framework Ltd) and although I put this deck together 6 years ago I was astounded as to how relevant the thinking still is. The sad reality is that Customer Management capability hasn't improved very much over the years (in the majority of cases, hence we are still subject to inconsistent and poor customer experience) yet it remains a topic that is spoken about and focussed upon by many organisations. The difference that I find today versus 7 or 8 years ago is that MORE people talk about customer management than previously, however I don't se much improvement in the understanding of what it involves or much improved capability in operationalizing customer centric business.(this is a generalised statement)
Mergers, acquisitions, and spin-offs are tricky operations. By keeping these seven crucial questions in mind, companies can be sure that their brand doesn't get lost in the clutter.
Webinar Slides - An Empowered Sales Rep Becomes A Content ConciergeMediafly
In the B2B world, many believe that buyers spend the first 60-70% of their journey consuming content. Then, if they are interested in buying, do they actively seek out a salesperson. While this implies that the salesperson’s primary role is to respond to product questions and present an offer, Forrester’s research shows the exact opposite to be true.
Wellsite.com - Wellsite Direct | IADD Luncheon Jan 2017Chris Ely
Presentation on innovative business strategies in a changing oil and gas exploration market. Explanation on how disruptive business models are changing the way we do business in the sector.
Is Your Sales Hiring Process a Competitive Advantage?James Yeagle
Technology, tools and equal access to data has truly put every service company on a level playing field as they try to win customers. Who and how a company hires sales people is as critical as ever. Sometimes it is the only competitive advantage when the top two industry leaders are competing head to head.
Building a sales hiring process that is a true competitive advantage is must for any sales or company leader.
How To Build A Business Case For A Learning PlatformGary Stringer
Here are a few of the key points this business case guide will help you include and address, allowing you to make a compelling case for a learning platform.
- Justify why you need a learning platform.
- Present the costs and ROI.
- Discuss the risks and benefit of using and not using a learning platform.
- Present a number of options and your recommendation.
- Support your argument with numbers.
Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały przeprowadzone w 2015 r. wśród grupy 1600 sprzedawców (głównie szefów sprzedaży na całym świecie).
Ostatnia dekada stworzyła niemal nieograniczone możliwości dla rozwoju sprzedaży w sektorze B2B. Proces sprzedażowy koncentruje się tutaj coraz bardziej na potrzebach klientów, ich rosnącej sile nabywczej oraz ich oczekiwaniach, co zbliża działanie w nim i stosowane narzędzia do sektora B2C. Jakie czynniki przyczyniają się do tego, że występuje dwukrotna luka w efektywności między najlepszymi sprzedawcami z sektora B2B a tymi najmniej efektywnymi? Co sprawia, że liderzy umieją więcej sprzedawać i z większym zyskiem?
Według badań wzrost efektywności sprzedawców ma wpływ na wzrost obrotów firmy aż o 26%, więc jest o co walczyć. Efektywność określonych działań w kontekście wzrostu obrotów nie jest też przypadkowa. Dzisiejsi liderzy sprzedaży wykorzystują szybko pojawiające się zmiany rynkowe i generują coraz większe zyski dla swoich przedsiębiorstw. Przewaga pomiędzy najlepszymi i przeciętnymi osiągnięciami sprzedawców jest już teraz bardzo duża, a według prognoz będzie dalej rosła.
Przytoczone badanie A.T.Kearney pokazuje szeroką polaryzację pomiędzy firmami Liderami a firmami Średniakami jeżeli chodzi o uzyskiwane wyniki. Miernikami skuteczności sił sprzedaży w tym badaniu są między innymi: wzrost obrotów, wzrost efektywności ekonomicznej, stosowanie dopasowanych metodyk sprzedaży, poziom kompetencji.
Badania A.T. Kearney - „Beyond limits. The future of B2B Sales” zostały zaprezentowane podczas Warsztatu Inspiracyjnego PNSA 23 czerwca 2015 r. w Warszawie w siedzibie Konfederacji Lewiatan.
Więcej na temat tego wydarzenia - http://bit.ly/1Kt2PCM
What impact does Customer Management have on Business PerformanceDoug Leather
We know intuitively that managing the customer portfolio well leads to improved business performance. This slide deck shares important insights into what makes customer management work and how to measure it. This is based on research done by QCi (the main players now with The Customer Framework Ltd) and although I put this deck together 6 years ago I was astounded as to how relevant the thinking still is. The sad reality is that Customer Management capability hasn't improved very much over the years (in the majority of cases, hence we are still subject to inconsistent and poor customer experience) yet it remains a topic that is spoken about and focussed upon by many organisations. The difference that I find today versus 7 or 8 years ago is that MORE people talk about customer management than previously, however I don't se much improvement in the understanding of what it involves or much improved capability in operationalizing customer centric business.(this is a generalised statement)
Mergers, acquisitions, and spin-offs are tricky operations. By keeping these seven crucial questions in mind, companies can be sure that their brand doesn't get lost in the clutter.
Webinar Slides - An Empowered Sales Rep Becomes A Content ConciergeMediafly
In the B2B world, many believe that buyers spend the first 60-70% of their journey consuming content. Then, if they are interested in buying, do they actively seek out a salesperson. While this implies that the salesperson’s primary role is to respond to product questions and present an offer, Forrester’s research shows the exact opposite to be true.
Wellsite.com - Wellsite Direct | IADD Luncheon Jan 2017Chris Ely
Presentation on innovative business strategies in a changing oil and gas exploration market. Explanation on how disruptive business models are changing the way we do business in the sector.
Wellsite Direct - Wellsite.com | IADD Luncheon Jan 2017Chris Ely
The oil and gas industry is ripe for disruption. Traditional business models have become too burdensome and inefficient. We explore the vast ocean of opportunity emerging from the crisis of the downturn.
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
RTM Asia is a leading business accelerator for the key markets in Asia (China, Japan, South Korea) that has helped over 100 clients find market and product success as well as launched three successful spin off startups: Yodo1 Games, yoli, and NetSuite Japan (invested in by Transcosmos Inc, and subsequently sold to Oracle Corporation. Contact us today so we can help you accelerate your company's growth in Asia.
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
How to Recruit, Assess and Coach Jedi Sales TalentSales Hacker
What You'll Learn:
- What the salesperson of the future look like
- The best blueprint for managing talent in sales, and where should sales leaders focus
- How you can reliably and repeatedly predict the success of a salesperson
- How you can apply predictive analytics to improve both speed to performance and success in recruiting
Recession Business Strategy: What to Do Before, During, and After a RecessionRocketSource
Most people cringe at the idea of talking about economic catastrophe. But, having a recession business strategy in place – regardless of how uncomfortable the conversation might be – is one of the best ways to insulate your business regardless of the economic backdrop. We'll break down how to take a proactive stance, what to do when consumers stop spending, and how to emerge with powerful assets under your belt by adopting CX initiatives to power you through the downtimes. Get the details at Rocketsource.co/blog/recession-business-strategy
We are seeing a massive change in how organizations identify, procure, and implement solutions. This changes the role of the B2B sales rep. Learn how to be ready for the change.
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
A top down analysis of current corporate strategy models/framework, a look into the psychology of selling, the importance of brand value, price's relationship to the bottom line and portfolio management.
Presented to a lively audience of international entrepreneurs in Vilnius, Lithuania at the annual ALTC Conference.
„Auginkime savo verslą. Auginkime savo komandą“
“Growing Our Business. Growing Our Team”
Business Development Frameworks & Tips for AgenciesLeslie Bradshaw
Seasoned agency leaders Barbara Yolles and Leslie Bradshaw share a few of their successful frameworks to grow an agency through strategic business development. Originally taught as a two-day course at the Society of Digital Agencies "Academy" in October 2015. Some slides redacted.
Wellsite Direct - Wellsite.com | IADD Luncheon Jan 2017Chris Ely
The oil and gas industry is ripe for disruption. Traditional business models have become too burdensome and inefficient. We explore the vast ocean of opportunity emerging from the crisis of the downturn.
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
RTM Asia is a leading business accelerator for the key markets in Asia (China, Japan, South Korea) that has helped over 100 clients find market and product success as well as launched three successful spin off startups: Yodo1 Games, yoli, and NetSuite Japan (invested in by Transcosmos Inc, and subsequently sold to Oracle Corporation. Contact us today so we can help you accelerate your company's growth in Asia.
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
How to Recruit, Assess and Coach Jedi Sales TalentSales Hacker
What You'll Learn:
- What the salesperson of the future look like
- The best blueprint for managing talent in sales, and where should sales leaders focus
- How you can reliably and repeatedly predict the success of a salesperson
- How you can apply predictive analytics to improve both speed to performance and success in recruiting
Recession Business Strategy: What to Do Before, During, and After a RecessionRocketSource
Most people cringe at the idea of talking about economic catastrophe. But, having a recession business strategy in place – regardless of how uncomfortable the conversation might be – is one of the best ways to insulate your business regardless of the economic backdrop. We'll break down how to take a proactive stance, what to do when consumers stop spending, and how to emerge with powerful assets under your belt by adopting CX initiatives to power you through the downtimes. Get the details at Rocketsource.co/blog/recession-business-strategy
We are seeing a massive change in how organizations identify, procure, and implement solutions. This changes the role of the B2B sales rep. Learn how to be ready for the change.
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
A top down analysis of current corporate strategy models/framework, a look into the psychology of selling, the importance of brand value, price's relationship to the bottom line and portfolio management.
Presented to a lively audience of international entrepreneurs in Vilnius, Lithuania at the annual ALTC Conference.
„Auginkime savo verslą. Auginkime savo komandą“
“Growing Our Business. Growing Our Team”
Business Development Frameworks & Tips for AgenciesLeslie Bradshaw
Seasoned agency leaders Barbara Yolles and Leslie Bradshaw share a few of their successful frameworks to grow an agency through strategic business development. Originally taught as a two-day course at the Society of Digital Agencies "Academy" in October 2015. Some slides redacted.
presentatie Joos Steins Bisschop op 20 september 2010Sak van den Boom
Presentatie Joost Steins Bisschop tijdens het seminar HET BEWIJS op 20 september in het Teylersmuseum in Haarem, bij de lancering van Relatiemedia deel 3, Nachtmerrie of Droom, de ROI van Customer Media, georganiseerd door de Customer Media Council
We invite you to join us for an exciting day of golf, awards, prizes and auction. The past seven tournaments have been SOLD OUT events and have raised a combined total of nearly $950,000. This year’s tournament will exceed the $1,000,000 mark — and we hope that you will be a part of this historic occasion!
Our golf outing is held at Hillendale Country Club and is sponsored by Bob Davidson Ford and includes:
18 holes of golf with carts
Lunch and dinner at the Hillendale Country Club
Car prize from Bob Davidson Ford Lincoln Mercury
Awards ceremony and prizes
Strategic Planning And Organization ClarityKenny Ong
ABF Strategic Corporate Planning Conference
March 2009, KL
*What are the key pitfalls that can derail strategy planning and implementation efforts?
*What are the critical activities that are anecdotes for driving the development of organisational clarity?
*Examples and case studies
Jobstreet Talent Wars II - Riding The Recovery WaveKenny Ong
Jobstreet HR Networking Event
KL, 22nd July 2010
Jobstreet Talent Wars II - Riding The Recovery Wave
1. Post-recession and the staff retention implications
2. Talent Wars in the New Economy
3. Aligning Staff Retention strategies with your company’s Business Model
4. Optimizing Compensation & Benefits to match Staff retention Strategies
5. Developing a Talent Management system
6. Retaining ‘Swing’ employees and non-conventional strategies to Staff Retention
7. Motivating & Engaging Employees vs. Retention
8. Addressing the Talent Scarcity problems
Selling in global markets - Taking your business to the USTiE Bangalore
Taking your business to the US workshop was headed by Mr.B V Jagadeesh.
Starting with the basics of Entrepreneurship and starting up a company to growth and expansion of the business, this presentation covers all the key points to keep in mind for expanding your business abroad.
The workshop also covered the following:
1. Lead Gen methodologies
2. Positioning
3. Building sales and channel teams
4. Picking the right geographies
5. Early adapters Vs late adapters
6. Product Marketing Needs
7. Importance of analyst relationship
8. Importance of demonstrating thought leadership
BV Jagadeesh, Managing Partner at KAAJ Ventures with a primary focus on investments in some of the most promising startups in US and India such as Nutanix, Numerify, Netmagic Solutions (acquired by NTT) and Flutura gave an interesting talk on how entrepreneurs should approach selling their products to global markets.
Although the talk was more focussed on product centric startups in the enterprise domain targeting Indian entrepreneurs looking to enter the US market, the general concepts apply very much to other startups in different geographic regions of the world aiming to reach their specific markets.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/deconstruct-and-innovate-your-business-model/
The business model is at the core of any company’s corporate strategy. It defines how the company creates, delivers, and captures value.
Most tech startups fail because they lack a viable business model. Even for enterprises with established business models, they often need to revisit and innovate on their business models.
To understand the essence of a successful business model, first, let’s look at its 4 core components:
• Customer Value Proposition,
• Profit Formula,
• Key Resources, and
• Key Processes.
Customer Value Proposition
A successful company helps its customers get a “job” done. Doing the “job”—this is the “value” the business is delivering for its customer. For instance, Google helps customers with the job of finding information online. McDonalds helps customers with the job of feeding a greasy appetite quickly and cheaply. Flevy helps customers with the job of finding business documents they need for work.
High customer value proposition is correlated with
• Importance of the job to the customer;
• Low customer satisfaction with alternative options in the market; and
• Higher quality (or lower price) of your product relative to alternative options.
Profit Formula
It’s great to offer customers great value, but, as a business, the economics still need to work in your favor. We need to make money! This is the profit formula.
The profit formula is the blueprint that defines how the company creates value for itself, while providing value for the customer. The profit formula consists of numerous economic components, including:
• Revenue model
• Cost structure
• Margin model
• Asset turnover and velocity
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*SWOT and PESTEL analysis
*Tying the strategic plan to the budget
When done right, product-led growth puts your strategy at the epicenter of not only the roadmap, but the entire company’s growth. Truly embracing product-led growth requires organizations to shift how they approach their processes, but will help you better understand how to identify value, communicate it effectively, and dominate the market.
Join our upcoming webinar, where our expert panel will discuss how leading companies leverage a product-led go-to-market strategy. You’ll see actionable strategies to build a strong product-led foundation that drives cross-functional change.
R&D today: Addressing and enhancing Research & Development’s effectivenessKenny Ong
ABF Research & Development 2009, Singapore
*Applying theory to practice
*Matching R&D to Business Strategy and Organization’s Goals
*Enhancing R&D efficiency by selecting a key component criteria
*Keeping R&D close to where strategic decisions are made
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[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
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...
Plantes Keynote Address to CMOs
1. Business Model Innovation A marketing role too important for marketing alone, or to leave undone BEYOND PRICE
2. “ Marketing is too important to leave to the Marketing Department.” David Packard, Founder and Former CEO Hewlett-Packard Company
3. An abyss has emerged… … with adverse consequences for organizational prosperity.
4. CEO looked to marketing to address largest business challenges. How I learned marketing
5. Every industry and industry segment has its Dollar $tore. If that’s not you, how do you avoid getting stuck competing on price? Today’s business challenge
6. All purchase decisions are All customers buy on value Value = Benefits less costs to acquire benefits Attributes are not benefits. All customers buy on value.
7.
8. The elements that delight become expectations. Competition advances customer value.
10. Record player, 38 years TV, 13 years 9 months; Facebook at 100 M and IPod Apps 1 B Ipod, 3 years Internet, 4 years Years to 50 M users What’s happening in your category?
11. Are you selling as a commodity? Multiple forces were increasing speed and power of commoditization even before recession.
12. Internet disrupted more than industries. It shattered marketing into numerous subspecialties.
13. Internet disrupted more than industries. It shattered marketing into numerous subspecialties.
14. An abyss has emerged The fracturing and specialization of marketing shifted leaders’ focus to tactics versus core business strategy.
15. Rich Teerlink, retired chairman/CEO Harley Davidson “ Change is continuous and accelerating; the old strategies just don’t cut it!” Source: Business Week
16. … the brand “loyal” are far less loyal. Despite companies’ best efforts at getting better…
17. How can you win and keep winning beyond price? Or be highly profitable selling on price? So what do you do?
21. $24,000,000,000 “ Dell’s market capitalization is about the same as the amount of net cash Apple has on its balance sheet.” Business Week November 10, 2008
22. AlAdv Alignment builds hard-to-copy skills and culture. Why proactive business model strategy succeeds.
23. “ Can you summarize your company’s strategy in 35 words or less? If so, would your colleagues put it in the same way? It is our experience that very few executives can honestly answer these simple questions in the affirmative.” Collis and Rukstad HBR April 2008 McKinsey Award, 2008
24. Every company and business unit has a business model whether it’s articulated or not.
My goal this morning is to help you reposition marketing to the CEO of your organization or your client’s organization.
Today CEOs all too often think of marketing as a series of communication tools created by communication specialists to advance sales of current products and services. In other words, sales support. Packard was talking about the work of the senior leadership team in defining where the company wanted to compete and the basis on which it wanted customers to select the company’s offerings, it’s value promise – the foundation on which the emotional brands stand.
As a result, the concerns and decisions of the C-Suite and the focus of the marketing departments become uncoupled, with consequences to the organization. Agencies find themselves meeting with lower level specialists, feeling as if tactics have become strategy and there is no core image being developed for the brand. Marketing departments feel financial goals are handed down from above with no opportunity to discuss the growth potential of their businesses and company-wide changes that could enhance growth potential. And both sides of the divide too often fail to ask the tough questions Packard referred to – where should the business compete and on what basis does it want to win business?
I learned marketing on the job. My company, Ohmeda – the global leader in anesthesia equipment, faced two huge issues: We had lost about 30 market share points and our product liability costs were threatening our existence as a profitable business. The CEO turned to marketing for the answer. Working cross functionally, we redefined what our business was all about: We redefined the business were were in from being a “full line of anesthesia equipment and services” to “we improve anesthesia safety.” We redefined our value promise from most reliable to safest. We made the hospitals administrators a strategic target market, versus viewing this role as a gatekeeper to the doctor. We changed our offering, adding many safety monitors, building them into our machines - creating anesthesia systems - and creating a comprehensive educational program for administrators to help them understand the risks of old machines and new anesthesia systems. Even our philanthropy changed. We worked with competitors and customers to create an Anesthesia Patient Safety Foundation to help spread safer anesthesia practices to anesthesiologists and nurse anesthetists. We were doing David Packard marketing, solving our problems.
The #1 problems facing CEOs today is maintaining attractive margins as growing competition cuts into profit margins on new and old offerings alike. Is everyone in your organization aligned to address this challenge with a new concept for what your business is all about?
When CEO clients talk with me about price competition I tell them it’s time to relearn Economics 101 because it’s finally pertinent. We know these lessons as marketing professionals: All consumer purchase decisions are based on perceived value where value is a scale in the customer’s mind with benefits on one side and costs to acquire these benefits on the other. Highest value wins, even if the evaluation is not rational as an economist might define rational. Benefits can be emotional or functional, costs can be direct or indirect. The same holds true in B2B markets as well.
The challenge to companies is that once differentiating advantages become requirements to be considered. Think about how the “basic” TV for example has changed over time. Historically, these changes were slow enough that the companies investing in the innovations reaped higher margins (as customers will pay more for more benefits) for an attractive period of time.
As benefits become requirements to be considered, a product or service category becomes more and more similar. We call this the “commoditization process.” Price becomes more and more important as benefits are more and more similar, until price alone drives relative value. Free markets give us the most choice at the lowest prices because we have companies driving out costs to stay competitive as products commoditize at the same time as they are innovating to stay ahead of the commoditization curve.
The issue for companies is that the speed with which new products and services commoditize is getting faster and faster over time. Here is but one example - music players.
This slide was added since the talk using YOU TUBE video on social media speed shown during Fair Shopping’s presentation. (Bottom row is approximated.) Look at the speed of change in social media! We’re no longer comparing animal speeds, we comparing animals to space ships!
Proctor and Gamble is one of America’s leading consumer products companies, with well known brands that compete on superiority of benefits. The company’s #1 problem is retaining market share post-recession owing to growing commodity-like competition from store brands. Last year P&G created fighter lines for each of its key brands. When that did not hold market share, P&G started price wars in a number of categories. This was unprecedented in the US! What’s happening to P&G is happening across companies: Less difference in benefits Maturing categories Business service sector enabling “copycat” competition. P&G introduces a new product or improvement and it is copied immediately. Excess supply increasing competitive intensity Internet destroys barriers to entry creating global markets Global capacity exceeds demand Stronger buyers Consolidation of industries creates customers with huge buying-power Internet makes price transparent to consumers and businesses
At the same time, the internet shattered marketing into more and more specialties, making marketing’s job harder and more technical.
Let’s look at two areas Pricing used to be easy - few channels, mass market Fragmented markets with many channels Internet enables daily pricing and pricing experimentation New insights into pricing from behavioral economists and consumer marketing experts We now have pricing experts in large companies. Pricing used to be the product manager’s job! Advertising was mass, through print, TV and radio Now we have hundreds of TV and radio channels and print media Social media adds two-way communications and one - on - one communications Think of all the new experts: E-mail marketing, social media research experts, navigation experts, SEO experts, webinars, etc.
In the past, marketing tactics and company strategy lined up closely. It’s why agencies met with the C-Suite, not narrow experts. The fracturing of marketing led to a greater focus on tactics a new language a stronger need for communications integration Pulling marketing and the C-Suite further apart. And so marketing strategy today refers to communication strategies to build awareness, attitude and other drivers of demand for today’s products and services. Marketing integration refers to integration of marketing message across different communication tools. This is NOT what Packard was talking about. Kotler refers to integrated marketing as all the company’s departments working together to serve the customer’s interests.
With the growing gap between company strategy and marketing execution, marketing tactics are losing their power to maintain margins: New products and product features are copied quickly, absent intellectual property protection and even then protection can be less strong than hoped for Branding has less power as consumers and businesses increasingly control brand image on social media channels Marketing communication tactics less powerful as consumers and businesses are tuning out to messaging from companies, including their PR. Is it any wonder that most of today’s advertising spend is on promotion and in-store POP? In other words, it’s all about price in our increasingly copy-cat, commoditized economies.
The net result Marketing deploying tactics with less power Operations cutting costs right and left to maintain margins in the face of commoditization, cutting out resources that might be used to differentiate Customers, even the brand loyal, less and less loyal, willing to switch brands (among the qualified brands in their consideration set) for a better deal.
So what do you do? If you can create the lowest cost structure – and retain it – then play the commodity game. Win on price as Wal-Mart, Dollar Stores, and others are doing. Design your business to have the lowest cost structure. Wal-Mart innovated processes to pull time and cost out of distributing goods from manufacturers to store shelves Today it uses its huge purchasing power to secure private label brands and drive down the prices of branded goods manufacturers But what if you do not want a business that runs this way? Or what if you cannot be lowest cost because of where you are located or labor agreements?
Here is Sweden, Electrolux is a company that transformed what its business was all about. Acquired 300 some small appliance brands 1060-1990 (White-Frigidaire in 1986, leading US brand), with cost economies driving profits. It refocused its company from being manufacturing driven - with the retailer at the center - to being consumer driven with the homeowner at the center. Built competencies in listening to consumers Created a “thoughtful design process” that considers the user in every decision, producing simple and intuitive interfaces, natural materials and other consumer-focused differentiators Introduces whole collections versus new products to create emotional impact and experience, deepening the brand
What I learned by luck at Ohmeda and what Electrolux is doing proactively is business model innovation. Business model innovation is the only way to maintain margins in today’s copy cat economy. Indeed, the basis of competition is switching from features, benefits and prices of products and services to business models. Look behind any consistently leading company and you will find a unique business model.
The business model is defined by 5 core strategy decisions that every leadership team must answer: this is the marketing work that Packard argued is too important to leave to the marketing department. Who is our target market: Electrolux changed its focus from retailers who bought and stocked their appliances to consumers who used their products What business are we in? Ohmeda changed it to “We improve anesthesia safety” transforming its offerings in the process What is our value promise: H&M is stealing a lot of market share in the US with its value promise of fresh, most up to date looks at affordable prices giving lots of reasons for customers to frequent their shops throughout the season. What are our advantages? Sanska leveraged its advantage in managing large construction projects to creating advantages as a developer, developing, constructing and running public infrastructure. What is our profit model? IKEA innovated their value chain by having customers construct furniture and the rest is history. All 5 decisions fit must fit together like the mind, lungs, heart, legs and core of an Olympic runner - carving out a market space where the company is one-of-one in offering the most value.
Business model innovation created higher value. This quote would hold true today. Dell has a totally confused business model. Apple has designed their business to expand access to electronic data and make computing frustration-free. All their neat new products, including APPs, emerge from a solid business model in which offerings are synergistic, increasing user value and company profitability.
Business model innovation builds consistently higher profitability because all the parts of the organization are aligned to create and enhance advantages and to deliver on the value promise. This alignment - which is what Packard talks about - is what creates the marketplace victories. I like to think about business model innovation as the positioning of the entire offering of the company. But unlike positioning of an individual offering which is constrained by decisions made by other functions and the realities of company strengths and weaknesses, I am free with business model innovation to change many more elements of my company’s offerings!
(Added since talk) This finding is startling. If everyone is not on the same page, how can you ever get alignment? Business model strategy decisions, made by the leadership team and communicated broadly place everyone on the same page, building the alignment needed to win on price or compete profitably against price.
Every company or business unit has a business model but all too often it is left unstated or taken as fixed, defined by industry practices, history or serendipity. Or, if leadership teams have defined the business model, they do not communicate it. The business model is like the root system of a tree and its trunk with branches the categories or markets of the company and leaves the individual offerings. The root system and trunk give rise to healthy leaf growth and new branches, but all too often marketing department and C-Suites focus only on the leaves -- raking them up so to speak. Or, C-Suites focus on strategy, but it’s about another tree, a focus uncoupled from current business which can compromise organic growth. Or C-Suite is only about cost synergies through industry consolidation. This tactic works for a few years, but then what? You have a larger company with an even more challenging profit growth target and too weak a business model for achieving it. This is what’s happened in pharmaceutical markets and banking.
If you want marketing to be smack in the center of the C-Suite, an active part of strategy discussions, you must speak the language of the C-Suite: Growth, profitability and valuation. Business model innovation is the bridge between marketing and the C-Suite that focuses everyone on the right decisions. And the highest value-added role of the CMO, backed by her staff and agency talent, is to facilitate the C-Suite’s business model innovation decisions, the part of marketing that Packard argued is too important to leave to the marketing department alone.
CMOs are uniquely positioned to facilitate business model strategy within the C-Suite for a number of reasons: The understand how to secure customer and market insight. Without new insight, it’s hard to innovate your business model effectively. The are used to working cross-functionally e.g., on new product development They are charged with the outside-in view, vital to business model strategy decisions (Sales is the voice of the company to the customer, marketing the customer to the company.) Marketing talent tends to be more intuitive and creative and conceptual, all key to business model innovation Marketing tactics must align with the business model, as marketing tactics are key to execution.
Marketing and sales planning starts out at step 4, once the C-Suite hands out sales and profit growth forecasts. You must start early and focus your planning initially on Step 1. Before you break your business into parts and look at SWOT of each part, evaluate your business model.
This is what the process looks like - starting at top line decisions and moving downwards. Business model strategy, functional strategies and functional tactics all align, creating business model success.
Business model innovation must be an annual practice. Holding onto the rock face for too long while climbing, holding onto a product or service for too long without changing it, and holding onto a business model for too long without evolving it will all lead to failure. Wal-Mart in the US is losing share to different business models - Target; Tesco; Dollar Stores and Amazon. Wal-Mart needs to evolve its business model if it wants to regain market share. Electrolux will encounter the same problems as great design is becoming an expectation to be considered in appliances. How can Electrolux better leverage the professional side of its business to build differentiation on the consumer side?
In conclusion, remember that any new product, service, category or business model will feel like a wonderful rafting trip at the start.
But managing gets more challenging as the market becomes more competitive. When this happens we tend to get focused on marketing strategy tactics and not true strategy, what I’d call business model strategy.
We forget what is creating our rapids - the current of commoditization which is like the gravity of the economy. It is there. You cannot eliminate it. All you can do is Never forget that it exists. All products, services, categories and companies are headed towards the waterfall. The question is: How far away are you? Row UPSTREAM while you can through business model innovation. You’ll build the lowest cost position that can survive profitably competing on price or you’ll build a superior and hard-to-copy value promise that will keep your business in calmer waters.
A required competency for marketing departments going forward is business model innovation.
Please step into your highest value-added role as a CMO – facilitating your C-Suite’s business model decisions. It will make managing the marketing strategy and tactics so much easier.
ICanPilot, a start-up aimed at disrupting consultants, is creating a cloud-based software tool to guide a company team through the business model innovation process, using my proprietary frameworks. Look for their offering on my Website sometime this Fall, 2011.