This document discusses Electrocomponents plc's strategy and updates on its implementation. It covers Electrocomponents launching a new production packaging service, the success of this initiative, and expanding it across the Group. It also discusses other strategic focuses like growing international markets, leveraging e-commerce, and strengthening supplier relationships. Various country-specific updates are provided on implementing the strategy.
The recent decade, the whole world witnessed an awe striking phenomenon when Canon – a leading name in the imaging industry topped the charts of growth and performance with a very significant boost in the Europe region. The facts mentioned in this study acts a reliable barometer to comprehend how theoretical knowledge is transformed to the real world implementation and attests Canon’s escalation in business.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
The document discusses developing a marketing strategy for a new "natural" line of Pantene conditioners. It identifies the prime prospect as women aged 40-50 seeking confidence through natural beauty products. The strategy focuses on positioning the new line against competitor Timotei in the natural product segment. It proposes a distribution strategy in supermarkets, discounters, and chemical stores along with promotional pricing and in-store merchandising tactics to target the prime prospect and increase Pantene's market share in the growing natural hair care category.
Nutreco is a global leader in animal nutrition and fish feed, generating €4.9 billion in revenue annually. The company has over 120 production facilities worldwide and employs approximately 10,000 people across 30 countries. Nutreco recognizes the need for a global CRM strategy to improve sales processes and customer relationships as markets consolidate. An agile implementation approach was used to deploy Microsoft Dynamics CRM across three Nutreco divisions starting in 2010. The rollout focused on establishing sales excellence while future phases aim for commercial excellence and customer efficiency. Challenges remain around defining CRM strategy, change management and training to fully leverage the new system.
This document discusses how new online media services are enabling small businesses to advertise on television through innovative business models like Spot Runner. Spot Runner allows small businesses to manage video ad production, media planning, and buying through their online platform for as little as $1,500. This gives small businesses access to television advertising previously only available to large companies. The document outlines how Spot Runner's business model works and provides statistics on the potential market size for small business advertising. It concludes by noting this model could be expanded to other countries and media formats.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
United has expanded through acquisitions, growing its product offering and distribution network. It serves over 20,000 reseller customers through a broad inventory of over 35,000 items and a network of distribution centers. United aims to be an indispensable partner for resellers and manufacturers by providing fulfillment excellence through high order fill rates, on-time delivery, and same-day shipping to nearly every US location.
The recent decade, the whole world witnessed an awe striking phenomenon when Canon – a leading name in the imaging industry topped the charts of growth and performance with a very significant boost in the Europe region. The facts mentioned in this study acts a reliable barometer to comprehend how theoretical knowledge is transformed to the real world implementation and attests Canon’s escalation in business.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
The document discusses developing a marketing strategy for a new "natural" line of Pantene conditioners. It identifies the prime prospect as women aged 40-50 seeking confidence through natural beauty products. The strategy focuses on positioning the new line against competitor Timotei in the natural product segment. It proposes a distribution strategy in supermarkets, discounters, and chemical stores along with promotional pricing and in-store merchandising tactics to target the prime prospect and increase Pantene's market share in the growing natural hair care category.
Nutreco is a global leader in animal nutrition and fish feed, generating €4.9 billion in revenue annually. The company has over 120 production facilities worldwide and employs approximately 10,000 people across 30 countries. Nutreco recognizes the need for a global CRM strategy to improve sales processes and customer relationships as markets consolidate. An agile implementation approach was used to deploy Microsoft Dynamics CRM across three Nutreco divisions starting in 2010. The rollout focused on establishing sales excellence while future phases aim for commercial excellence and customer efficiency. Challenges remain around defining CRM strategy, change management and training to fully leverage the new system.
This document discusses how new online media services are enabling small businesses to advertise on television through innovative business models like Spot Runner. Spot Runner allows small businesses to manage video ad production, media planning, and buying through their online platform for as little as $1,500. This gives small businesses access to television advertising previously only available to large companies. The document outlines how Spot Runner's business model works and provides statistics on the potential market size for small business advertising. It concludes by noting this model could be expanded to other countries and media formats.
Counteracting complexity in the Telecommunication industryOliver Budde
1. Incumbents in the telecommunications industry face increasing complexity from changes in their operating environment, including organizational, technical, and device convergence as well as more individualized customer needs.
2. In response, companies have expanded their product offerings, but this has led to higher costs associated with developing complex bundles and tariffs, training customer service agents, and integrating varied IT systems.
3. To effectively manage this increased internal complexity, an integrated management approach is needed that addresses challenges across product development, business processes, and IT support through strategies like lifecycle portfolio management and customer needs management.
United has expanded through acquisitions, growing its product offering and distribution network. It serves over 20,000 reseller customers through a broad inventory of over 35,000 items and a network of distribution centers. United aims to be an indispensable partner for resellers and manufacturers by providing fulfillment excellence through high order fill rates, on-time delivery, and same-day shipping to nearly every US location.
Epson home entertainment projectors provide a big screen experience for movies, sports and games. They feature simple setup and use Epson's 3LCD technology for sharp, accurate colors without flicker. Models are available for HD resolution up to 1080p with high brightness for daylight viewing. Epson projectors can connect to various devices and are portable for sharing entertainment anywhere.
NHS Westminster achieved strong performance results in 2008-09. It was rated "Good" by the Care Quality Commission, placing it in the top 20% of trusts in London based on quality of services. NHS Westminster also efficiently spent funds, rated "Good" for use of resources for the second straight year. Several services excelled, including being rated top 5 in London for urgent and emergency care and the substance misuse service receiving an "excellent" rating. NHS Westminster exceeded the national 18-week target for treatment, with 98% of non-admitted patients and 94% of admitted patients seen within 18 weeks. Overall, NHS Westminster met 13 of 17 existing national targets, underachieved one target, and failed to
Epson home entertainment projectors provide a big screen experience for movies, sports and games. They feature simple setup and use Epson's 3LCD technology for sharp, accurate colors without flicker. Models are available for HD resolution up to 1080p with high brightness for daylight viewing. Epson projectors can connect to various devices and are portable for flexible home entertainment.
The new GMS contract replaces the old GP contract and aims to improve quality of care, reward quality, and invest in general practice. It includes a quality and outcomes framework with up to 1050 points that practices can earn based on achieving standards in clinical care, patient experience, and practice organization. It also outlines essential, additional, and enhanced services that practices must or can provide, as well as provisions for out-of-hours care and a new global sum payment model based on practice population needs. The contract is intended to better support population health while giving practices flexibility and financial stability.
Essential things that should always be in your carEason Chan
A driver can bail out of a lot of sticky situations if he plans ahead. More often than not, things go south on you when you think nothing could go wrong. So it pays to hope for the best and plan for the worst, especially on the road. Here are some things that should always be kept in your car for all those just in case moments.
What happens when the digital tools and platforms we make and use for communication and entertainment are hijacked for terrorism, violence against the vulnerable and nefarious transactions? What role do designers and developers play? Are we complicit as creators of these technologies and products? Should we police them or fight back? As Portfolio Lead for Northern Lab, Northern Trust's internal innovation startup focused on client and partner experience, Antonio will share a mix of provocative scenarios torn from today's headlines and compelling stories where activism and technology facilitated peace—and war.
As a call-to-action for designers and developers to engage in projects capable of transformational change, he'll explore the question: How might technology foster new experiences to better accelerate social activism and make the world a smarter, safer place?
This document is Sanmina-SCI Corporation's 2003 Annual Report. It provides a corporate profile of Sanmina-SCI, describing it as the world's premier electronics manufacturing services provider. The summary discusses Sanmina-SCI's strategy of optimizing its global manufacturing operations, expanding its original equipment manufacturer outsourcing relationships, and implementing a customer-focused strategy. It also summarizes Sanmina-SCI's financial results for 2003, including revenue, debt reduction, cash flow generation, and improvements in balance sheet metrics.
The annual report summarizes Interpublic's financial results for 2007 and discusses progress and plans for the future. Key points:
- Net income and earnings per share were the highest since 2000, as organic revenue grew 3.8% and operating margin improved.
- All material control weaknesses identified in previous years were remediated.
- Strategic focus areas include digital capabilities, high growth markets and competencies, and targeted acquisitions.
- Continued investment in talent and resources across the agency portfolio is supporting improved performance and new business wins.
- Financial and operational improvements since 2005 demonstrate significant progress in the turnaround.
1) The Interpublic Group of Companies saw strong financial results in 2007, with organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million, and earnings per share of $0.26.
2) They completed remediation of 18 material control weaknesses and achieved Sarbanes-Oxley compliance, allowing them to reduce external costs and focus on profitability.
3) Looking forward, Interpublic is committed to competitive organic revenue growth and an operating margin target of 8.5-9% for 2008, barring a significant economic slowdown.
- The annual report summarizes Interpublic's strong financial results in 2007, including organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million compared to a loss in 2006, and earnings per share at the highest level since 2000.
- It attributes the turnaround to talent additions, strategic decisions, and focus on financial infrastructure, allowing the company to reduce costs and improve profitability.
- Interpublic aims to address evolving client needs through its range of powerful brands, with a focus on developing new tools, structures, and a new business model, especially in digital media and high-growth markets and competencies.
The document is Corning's 2006 Annual Report and 2007 Proxy Statement. It provides an overview of Corning's financial performance and highlights in 2006, including record net income and earnings per share. It discusses Corning's strategies of protecting financial health, improving profitability, and investing in the future. It also outlines Corning's leadership transition with Wendell Weeks becoming Chairman and CEO and Peter Volanakis becoming President. Key financial figures for 2006 show net sales of $5.17 billion and net income of $1.85 billion, up significantly from 2005.
This annual report discusses how Pitney Bowes engineers the flow of communication for businesses. [1] It details accomplishments in 2002 including meeting earnings guidance, share repurchases, dividend increases, and improvements to customer-facing processes. [2] The letter to shareholders outlines strategic plans for 2003 focusing on growth, streamlining infrastructure, and developing talent. [3] Case studies provide examples of how Pitney Bowes has helped customers like Merrill Lynch, Be Music, Quebecor World, and BP optimize business processes through integrated mail and document management solutions.
This annual report provides an overview of Pitney Bowes' accomplishments in 2002 and goals for 2003. [1] Pitney Bowes met its earnings guidance for 2002, generated over $680 million in free cash flow, completed a $300 million share repurchase program, and increased its dividend for the 21st consecutive year. [2] The report discusses strategic goals of growing the business, streamlining infrastructure, and developing talent. [3] The CEO expresses confidence that Pitney Bowes is well-positioned to achieve 15% total shareholder return over the next four years through strategic investments and a focus on customers.
1) The Interpublic Group of Companies reported solid and steady progress in 2006, including organic revenue growth and continued strengthening of its talent base.
2) Significant strategic moves in 2006 included merging Draft and fcb to form Draftfcb, an integrated creative agency, and reorganizing media operations.
3) IPG improved its capital structure through an ELF transaction and debt exchanges, providing more flexibility to invest in digital and emerging markets.
The Interpublic Group of Companies 2006 Annual Report summarizes the company's performance and strategic direction. In 2006, Interpublic achieved organic revenue growth, remediated financial controls, and positioned itself for future growth through strategic mergers and investments. Looking forward, Interpublic aims to continue improving financial strength and transition to revenue growth by investing in digital capabilities and emerging markets.
Institutional enjoyed strong double-digit growth in sales and earnings in 1997. Key factors included achieving increased market share across core categories through aggressive sales and marketing, adding new hospitality and healthcare accounts, and enhancing service coverage. Water Care Services completed integrations and positioned itself for growth by introducing innovative programs and expanding industry presences. Food & Beverage achieved record results through growth in non-dairy markets, new food processing business, and emphasizing a total systems approach.
Symantec had a successful 2008 fiscal year with strong financial results including revenue, earnings, and cash flow growth. For 2009, Symantec plans to leverage its strengths in security, storage, and data protection to accelerate growth in key areas. Priorities include growing core businesses, scaling high-growth businesses, seeding emerging growth, and using acquisitions to complement product growth. Symantec is well positioned for continued success in 2009.
The document summarizes ADC's efforts to expand its global fiber connectivity business. It discusses how ADC aims to double its market share in fiber connectivity within 3-5 years by focusing on growing markets like China, India, Brazil and the Middle East. ADC is growing its fiber revenue significantly each year, transitioning more customers to fiber networks, and working with telecommunications companies on fiber projects globally. The goal is for ADC to become a world leader in fiber and provide innovative fiber solutions to its customers around the world.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
ArvinMeritor had a challenging fiscal year 2007 due to downturns in the North American commercial vehicle market and higher costs. The company implemented aggressive restructuring actions to improve profitability, including divesting its Emissions Technology business, consolidating facilities, and launching a Performance Plus program to reduce costs. Looking ahead, ArvinMeritor expects global commercial vehicle markets outside of North America to remain strong and anticipates benefiting from restructuring actions and market recoveries in the second half of 2008.
1. ArvinMeritor is restructuring its LVS business and positioning itself for global growth through new smart systems solutions.
2. The company is committed to strengthening its balance sheet, improving liquidity, and reducing debt.
3. ArvinMeritor experienced challenges from the downturn in the North American commercial vehicle market but sees opportunities for growth in South America and Asia Pacific through expanding revenues and sourcing.
Epson home entertainment projectors provide a big screen experience for movies, sports and games. They feature simple setup and use Epson's 3LCD technology for sharp, accurate colors without flicker. Models are available for HD resolution up to 1080p with high brightness for daylight viewing. Epson projectors can connect to various devices and are portable for sharing entertainment anywhere.
NHS Westminster achieved strong performance results in 2008-09. It was rated "Good" by the Care Quality Commission, placing it in the top 20% of trusts in London based on quality of services. NHS Westminster also efficiently spent funds, rated "Good" for use of resources for the second straight year. Several services excelled, including being rated top 5 in London for urgent and emergency care and the substance misuse service receiving an "excellent" rating. NHS Westminster exceeded the national 18-week target for treatment, with 98% of non-admitted patients and 94% of admitted patients seen within 18 weeks. Overall, NHS Westminster met 13 of 17 existing national targets, underachieved one target, and failed to
Epson home entertainment projectors provide a big screen experience for movies, sports and games. They feature simple setup and use Epson's 3LCD technology for sharp, accurate colors without flicker. Models are available for HD resolution up to 1080p with high brightness for daylight viewing. Epson projectors can connect to various devices and are portable for flexible home entertainment.
The new GMS contract replaces the old GP contract and aims to improve quality of care, reward quality, and invest in general practice. It includes a quality and outcomes framework with up to 1050 points that practices can earn based on achieving standards in clinical care, patient experience, and practice organization. It also outlines essential, additional, and enhanced services that practices must or can provide, as well as provisions for out-of-hours care and a new global sum payment model based on practice population needs. The contract is intended to better support population health while giving practices flexibility and financial stability.
Essential things that should always be in your carEason Chan
A driver can bail out of a lot of sticky situations if he plans ahead. More often than not, things go south on you when you think nothing could go wrong. So it pays to hope for the best and plan for the worst, especially on the road. Here are some things that should always be kept in your car for all those just in case moments.
What happens when the digital tools and platforms we make and use for communication and entertainment are hijacked for terrorism, violence against the vulnerable and nefarious transactions? What role do designers and developers play? Are we complicit as creators of these technologies and products? Should we police them or fight back? As Portfolio Lead for Northern Lab, Northern Trust's internal innovation startup focused on client and partner experience, Antonio will share a mix of provocative scenarios torn from today's headlines and compelling stories where activism and technology facilitated peace—and war.
As a call-to-action for designers and developers to engage in projects capable of transformational change, he'll explore the question: How might technology foster new experiences to better accelerate social activism and make the world a smarter, safer place?
This document is Sanmina-SCI Corporation's 2003 Annual Report. It provides a corporate profile of Sanmina-SCI, describing it as the world's premier electronics manufacturing services provider. The summary discusses Sanmina-SCI's strategy of optimizing its global manufacturing operations, expanding its original equipment manufacturer outsourcing relationships, and implementing a customer-focused strategy. It also summarizes Sanmina-SCI's financial results for 2003, including revenue, debt reduction, cash flow generation, and improvements in balance sheet metrics.
The annual report summarizes Interpublic's financial results for 2007 and discusses progress and plans for the future. Key points:
- Net income and earnings per share were the highest since 2000, as organic revenue grew 3.8% and operating margin improved.
- All material control weaknesses identified in previous years were remediated.
- Strategic focus areas include digital capabilities, high growth markets and competencies, and targeted acquisitions.
- Continued investment in talent and resources across the agency portfolio is supporting improved performance and new business wins.
- Financial and operational improvements since 2005 demonstrate significant progress in the turnaround.
1) The Interpublic Group of Companies saw strong financial results in 2007, with organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million, and earnings per share of $0.26.
2) They completed remediation of 18 material control weaknesses and achieved Sarbanes-Oxley compliance, allowing them to reduce external costs and focus on profitability.
3) Looking forward, Interpublic is committed to competitive organic revenue growth and an operating margin target of 8.5-9% for 2008, barring a significant economic slowdown.
- The annual report summarizes Interpublic's strong financial results in 2007, including organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million compared to a loss in 2006, and earnings per share at the highest level since 2000.
- It attributes the turnaround to talent additions, strategic decisions, and focus on financial infrastructure, allowing the company to reduce costs and improve profitability.
- Interpublic aims to address evolving client needs through its range of powerful brands, with a focus on developing new tools, structures, and a new business model, especially in digital media and high-growth markets and competencies.
The document is Corning's 2006 Annual Report and 2007 Proxy Statement. It provides an overview of Corning's financial performance and highlights in 2006, including record net income and earnings per share. It discusses Corning's strategies of protecting financial health, improving profitability, and investing in the future. It also outlines Corning's leadership transition with Wendell Weeks becoming Chairman and CEO and Peter Volanakis becoming President. Key financial figures for 2006 show net sales of $5.17 billion and net income of $1.85 billion, up significantly from 2005.
This annual report discusses how Pitney Bowes engineers the flow of communication for businesses. [1] It details accomplishments in 2002 including meeting earnings guidance, share repurchases, dividend increases, and improvements to customer-facing processes. [2] The letter to shareholders outlines strategic plans for 2003 focusing on growth, streamlining infrastructure, and developing talent. [3] Case studies provide examples of how Pitney Bowes has helped customers like Merrill Lynch, Be Music, Quebecor World, and BP optimize business processes through integrated mail and document management solutions.
This annual report provides an overview of Pitney Bowes' accomplishments in 2002 and goals for 2003. [1] Pitney Bowes met its earnings guidance for 2002, generated over $680 million in free cash flow, completed a $300 million share repurchase program, and increased its dividend for the 21st consecutive year. [2] The report discusses strategic goals of growing the business, streamlining infrastructure, and developing talent. [3] The CEO expresses confidence that Pitney Bowes is well-positioned to achieve 15% total shareholder return over the next four years through strategic investments and a focus on customers.
1) The Interpublic Group of Companies reported solid and steady progress in 2006, including organic revenue growth and continued strengthening of its talent base.
2) Significant strategic moves in 2006 included merging Draft and fcb to form Draftfcb, an integrated creative agency, and reorganizing media operations.
3) IPG improved its capital structure through an ELF transaction and debt exchanges, providing more flexibility to invest in digital and emerging markets.
The Interpublic Group of Companies 2006 Annual Report summarizes the company's performance and strategic direction. In 2006, Interpublic achieved organic revenue growth, remediated financial controls, and positioned itself for future growth through strategic mergers and investments. Looking forward, Interpublic aims to continue improving financial strength and transition to revenue growth by investing in digital capabilities and emerging markets.
Institutional enjoyed strong double-digit growth in sales and earnings in 1997. Key factors included achieving increased market share across core categories through aggressive sales and marketing, adding new hospitality and healthcare accounts, and enhancing service coverage. Water Care Services completed integrations and positioned itself for growth by introducing innovative programs and expanding industry presences. Food & Beverage achieved record results through growth in non-dairy markets, new food processing business, and emphasizing a total systems approach.
Symantec had a successful 2008 fiscal year with strong financial results including revenue, earnings, and cash flow growth. For 2009, Symantec plans to leverage its strengths in security, storage, and data protection to accelerate growth in key areas. Priorities include growing core businesses, scaling high-growth businesses, seeding emerging growth, and using acquisitions to complement product growth. Symantec is well positioned for continued success in 2009.
The document summarizes ADC's efforts to expand its global fiber connectivity business. It discusses how ADC aims to double its market share in fiber connectivity within 3-5 years by focusing on growing markets like China, India, Brazil and the Middle East. ADC is growing its fiber revenue significantly each year, transitioning more customers to fiber networks, and working with telecommunications companies on fiber projects globally. The goal is for ADC to become a world leader in fiber and provide innovative fiber solutions to its customers around the world.
IBM held a business partner kickoff event in 2013 to discuss strategy. Jan Simonsen from IBM presented on creating IBM's strategy map to visualize goals, strategies, and tactics. Understanding IBM's strategy helps partners explain their value proposition, understand their own goals and role, and build a smarter business. Partners were asked to analyze, understand, and use the strategy map to improve their skills and grow their business. The strategy map is a tool to keep strategies and tactics aligned to achieve goals.
ArvinMeritor had a challenging fiscal year 2007 due to downturns in the North American commercial vehicle market and higher costs. The company implemented aggressive restructuring actions to improve profitability, including divesting its Emissions Technology business, consolidating facilities, and launching a Performance Plus program to reduce costs. Looking ahead, ArvinMeritor expects global commercial vehicle markets outside of North America to remain strong and anticipates benefiting from restructuring actions and market recoveries in the second half of 2008.
1. ArvinMeritor is restructuring its LVS business and positioning itself for global growth through new smart systems solutions.
2. The company is committed to strengthening its balance sheet, improving liquidity, and reducing debt.
3. ArvinMeritor experienced challenges from the downturn in the North American commercial vehicle market but sees opportunities for growth in South America and Asia Pacific through expanding revenues and sourcing.
Jabil Circuit provides electronics manufacturing services to original equipment manufacturers. In fiscal year 1999, Jabil grew revenue 57% to $2 billion, grew operating income 33% to $141 million, and delivered 23% earnings per share growth. Jabil also expanded its global footprint and services through two acquisitions, strengthening its position in the electronics manufacturing services industry. Going forward, Jabil aims to continue broadening its global presence and services to capitalize on opportunities in the growing EMS market.
Prosis Print Management saw significant growth in 2010, with revenues topping £500,000, a 17% increase over 2009. Profits increased in line with revenues, allowing the company to expand its service offerings. The unique print procurement model increased confidence among suppliers and extended the company's credibility. A summary of the 2009/10 report and accounts showed increases in key financial metrics such as turnover, gross profit, and operating profits, demonstrating it was a better year than 2009.
The document discusses the performance of several divisions of Ecolab in 2002. It summarizes that Institutional recorded strong performance driven by gains with independent restaurants and corporate accounts. Kay achieved outstanding growth across all segments by gaining new accounts and market share. GCS Service further solidified its position as a nationwide provider of commercial kitchen repair. Pest Elimination saw growth in several markets through customized programs. Professional Products increased its healthcare business but growth was offset by phasing out less profitable lines. Textile Care created efficiencies and marked a return to growth after focusing on its core laundry business.
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Rs news
1. RSNEWS]
ISSUE
3 the magazine of global communication
Group strategy comes
‘perfectly packed’
“Production Packaging is our newest service, further increasing our commitment to
support Electronic Design and Production customers. This significant investment is part
of an ongoing program of new services we are developing to help our customers bring
new products to market quickly.”
Ian Mason - Group Chief Executive
> The ability to react quickly to new and
changing markets helps us remain competitive
in a growing global economy. As part of
our strategy implementation, we soon
realised the need to make items available
in industry-standard production packaging
for the small-batch production customer.
Our production packaging offer allows customers to order the
products they need in the quantities they want, packed ready
for placement directly into automated production equipment
- and all at competitive prices. The speedy delivery of this
project shows how effectively the business pulls together
to deliver the strategy. Initial concept to final roll-out took
just 24 weeks and included project definition, selecting the
product range, developing facilities for the bespoke packaging
in Corby and logistics design and system support on SAP.
The cross-functional project team included product
management, marketing, supply chain, e-commerce and
IS - from both Group and the MEM OpCos - with everyone
working together to get the offer up and running by the April
deadline. “Our product range, perfectly packed and priced,
clearly sets us up with a strong offer for our Electronic,
Design and Production customers,” said Kevin Thompson,
GM of Product Management. “And, as well as attracting
new business, we have a strong existing customer base
that has been waiting for us to provide this service.”
We are now proud to offer 40,000 products from over
150 leading manufacturers across our product range. All
are in stock and easy-to-order online - with each item
packaged and ready to be inserted automatically into the
production line. In addition to the new packaging options,
we have also added lower price breaks across the range for
larger order quantities, and reduced our existing prices.
The production packaging offer is available online in
France, Germany, Italy and the UK and we are now
focused on rolling this out across the rest of the Group.
2. RSNEWS] ISSUE 3
]
IAN MASON
GROUP STRATEGY AND UPDATE
Following the announcement
of the year-end results, Ian
Mason, Group Chief Executive of
Electrocomponents plc, gives us an
update on the Group strategy.
>We’ve had a good year - the strategy is INTERESTING FACT
working and has delivered growth across the
Our e-Commerce websites get nearly
Group and a stable and profitable UK business. 4 million visitors per month and 150
million hits - that’s 56 hits per second
EBS has been implemented in Europe and Asia
Pacific, and we are now reaping the benefits and
reaching our targets for cost saving.
With a world-class infrastructure, we have a strong platform for
growth. We are now focusing on our fast-growing international
markets, particularly in Asia Pacific and China. Our global
e-Commerce platform means we can introduce
new products faster and more cheaply. And our new- By accelerating the development
generation web site offers a wide and regularly-updated
of our R&D and maintenance offer
product range which is actively promoted around the globe
- so it’s no surprise that e-Commerce sales are now almost and exploiting the full potential of
a third of Group revenue. e-Commerce, we will drive future
performance and increase our global
By developing our product range and strengthening our customer base
relationships with leading world-class suppliers, we are
expanding our customer base. We can supply our electronics
customers with the products they need in the packaging they want. These
packaging options have been introduced in the major markets of Europe and the
UK to attract those involved in prototyping and small-batch manufacturing. The
initial customer reaction is very encouraging and we are looking forward to rolling
out this offer across the Group.
There is great potential for expanding into new markets. Let’s share our ideas and
go for growth.
2
...
3. T H E M A G A Z I N E O F G L O B A L C O M M U N I C AT I O N
Since RS launched its
environmental policy in
October 2007, evidence Production
packaging
of growing greener has
been demonstrated
across the Group.
RS grows - a success story for the Group
greener > Our40,000 strong product support range is truly
world-class and includes items from over 150
> ISO14001, an internationally leading manufacturers such as Tyco, Vishay, Osram,
recognised standard for establishing
an environmental management National Semiconductor, Murata and Microchip -
process, has been achieved by
many of the OpCos. The UK, Japan,
with all items held in stock for same-day dispatch.
Germany and Austria now hold this
standard, whilst Radiospares, Spain,
To increase our exposure and help us reach new markets
Benelux and the Oxford IMC aim
we began extensive marketing activity in May, placing
to achieve it in the next couple of
advertisements in all the major electronics publications,
years. Other initiatives have also
including those we have not previously used. The awareness
taken place. RS UK has eliminated
campaign, which clearly differentiates us from the
the use of desk bins for office waste
competition, capitalises on our core value of reliability - and
and introduced “recycling points”
adds that our components are now ‘perfectly packed and
throughout their business locations.
priced to meet your production needs.’ Further marketing
These have been colour coded for
includes dynamic online flash graphic campaigns that
ease of use - green for paper; blue
draw potential customers in with fun games; and we have
for aluminium cans and plastics; and
increased the number of search terms on Google so we
yellow for general waste.
now appear when customers are looking for production
As companies come under
packaged products.
increasing pressure to demonstrate
In June, we sent out 180,000 special catalogues to
their environmental responsibilities
our target market explaining the benefits of production
and commitments, we have looked
packaging and our competitive price structure. In our
at the RS paper catalogue. This gives
catalogue and on our website, products available in a
us a high profile across all markets,
production packaging option are now highlighted with a
so it’s important that it is produced
striking ‘P’ - which makes it easy for customers to order
responsibly from sustainable
and for us to do a live stock check online.
sources. Media Publishing has been
Customers are eager to do business with us and have
working closely with pulp suppliers
proven very responsive to our new product offering.
and printers for the last four years
In Germany, over 70% of accounts targeted have
to reduce the carbon footprint of our
expressed an interest in the offer, with the largest order
catalogue.
to date coming from IPG Laser Gmbh who, based on
Amazingly, while the number of
a successful trial order, have confirmed a scheduled
catalogues printed has increased
order commitment worth €44,000. In the UK, Datalink
by 8%, refinements in the grades
have confirmed a weekly £1,200 order schedule for their
of paper used and improvements
production requirement.
in the bindings have
“The early signs of customer interest and take-up are very promising,” commented Nick
meant the overall
Jefferies, Head of EEM. “This shows that production packaging meets the needs of our small-batch
weight has dropped
production customers by offering flexible, cost-effective solutions. We have invested significantly in
by 11%. This benefits
providing this packaging capability and creating a new pricing structure with reductions of up to 35%.
the business through
We are now focused on delivering this across the rest of the Group as quickly as possible.”
greater distribution
efficiencies, cost
savings and reduced
emissions. From October 2008, all
our catalogues in Europe and Asia
will carry the Forestry Stewardship
Council (FSC) and Programme
for the Endorsement of Forest
Certification Schemes (PEFC)
certification marks, proving that
the pulp has been independently
certified as being sourced from
responsibly managed forests.
... 3
4. RSNEWS] ISSUE 3
]
The Electrocomponents Group
International co-operation
is key to success
> In today’s changing markets, many of our customers operate on an international basis,
with borders and frontiers nothing more than dotted lines on a map. Global sourcing,
supply and manufacturing cross these boundaries and it’s critical that each OpCo in the
Electrocomponents Group recognises the needs of our major strategic customers.
At the recent UK Sales & Marketing Conference,
a priority was to raise international awareness.
European colleagues from France, Spain,
Benelux and beyond joined the UK Sales &
Marketing teams in the historic City of York.
Topics covered included e-Commerce, facility
maintenance and the new visual identity. All
were delivered in high energy workshops.
The event culminated in an awards dinner
when the first international award recognising
the growing importance of best practise sharing ThE rUnnErS-UP EIrE, GErMAny AnD SCAnDInAvIA AnD ThE
WInnEr, rADIOSPArES, WITh KEvIn ThOMPSOn
and support between OpCos across the Group
was presented. The award was open to all eight during the EBS implementation and subsequent
European OpCos and the criteria included: benefits realisation. Didier Goguelin, GM of
the most direct support leading to an increase Radiospares was delighted. “We were very
in UK and Group Sales; operating without pleased with this award as it is the evidence
geographical boundaries in mind; and of the development of a group culture across
sharing best practice in the development of the the borders. It is very clear that today a deep
web channel.
Runners up included Germany, Scandinavia
similarity exists between the two teams and the
contracts with EDF and Thales highlight this.” RS Germany creates
and Eire and the winners were Radiospares,
France. Laurent Telotte, Global and International
The feedback from the event has been very
positive. “We have exchanged a great deal of prize-winning ads
Customers Sales Manager, accepted the information and shared precious insights from
award on behalf of the team. The award was our local markets,” said Doug Goodwin, Head > Readers of Germany’s most important
.
presented by Kevin Thompson, GM of Product of UK Sales. “We are definitely strongest and EEM publication ‘Markt & Technik’ like RS
Management, who congratulated the French most successful when we work together. There Germany’s advertisements
team for the support they have delivered to the is a true spirit of international co-operation and so much they voted for them
UK and other Group companies, in particular we will continue building on this for the future.”
in a recent competition.
Spotlight on RS India
57 suppliers and distributors
submitted their entries and
awards were handed out in
three categories. RS Germany
won the award in the ‘best
> The sub-continent is one of the world’s largest emerging markets and presents RS India with a copyline’ category for their
phenomenal opportunity for expansion. Our target is to deliver annual growth of 40 to 50% and new “Invention” ad.
achieve a sales turnover of 1000 million Indian Rupees (£11.5 million) by the year 2011. This award provides
To ensure we can meet demand we have restructured key areas of our operations and are making valuable evidence that the
ongoing improvements across the company. When RS India started in 1994 (as a joint venture ads are doing their job.
.
between RS and the Controls and Switchgear Group of New Delhi) we had 15 staff. Today we have According to the jury the
a team of 90 people working across the country. This April we held our annual Sales Conference at language used is simple,
our New Delhi Head Office with the objective ‘To re-invent our leadership and sales effectiveness.’ technical and professional
Confidence in both the company and the country is high and sales are progressing well. and the message clearly
shows that RS is an expert
when it comes to doing business in
a globalised world. The ads are the first to be
implemented by an
OpCo, showing the
new RS brand identity.
The winning copyline
reads: ‘This is your
invention. It consists
of 257 parts. From
.
31 manufacturers in
6 countries. 1 call
and you can have
them all.’
4
...
5. T H E M A G A Z I N E O F G L O B A L C O M M U N I C AT I O N
INTERESTING FACT
around the World…
Each month our network sends out
700,000 e-mails and receives over 900,000
- that’s a lot of communication!
RS Italy has winning stand at BIAS
> BIAS is the most prestigious event for Electronics and Automation and
takes place every two years. This year, the RS Italy stand was centrally
located and attracted a great deal of attention. The space was divided up
to highlight different products and to provide room for customers and
suppliers to meet our representatives. In pride of place was a red Ducati
Monster motorbike - our star prize in ‘The Winning Red’ competition
> (reflecting both the Ducati and RS corporate colours).
Martin Pangels was special GEC guest at the Gran Galà Dinner - an event appreciated by
suppliers, manufacturers and press. Sponsored by RS, it reinforced our brand and market
position. In all, 430 people from the Electronic Community
enjoyed the evening. The most important event activity was
the launch of our production packaging offer which was very
.
well received. Another mark of our success is that almost 500
catalogues were requested.
A big thank you to Rossella Zanelli for her End2End planning
and realisation of this highly successful and enjoyable event.
New growth targeted for Allied
> To build on our existing success and grow the business further, Allied recently launched a key
customer acquisition initiative. Adopting the North American Industry Classification
System (NAICS), we can now identify new customers in markets
where we have been successful in the past. NAICS allows us to
profile our database to gain new leads. It’s simple to use and
easy to segment, with current information relative to industries
today. It also allows us to apply high levels of security while
TV brings accessing key information on demand.
As part of the initiative, Allied segmented existing customers
EEM to life based on NAICS codes. We then worked with research firms
to obtain leads for companies similar to those with whom we
in Germany currently do business. We have already identified over 75,000
leads and sent them direct mail shots. The mailings aim to get
.
> RS Germany took the EEM-Strategy flash potential customers to request a catalogue or visit our web site.
presentation and ran with it. At the Mörfelden The Allied customer acquisition initiative will improve our targeting
site, monitors placed next to the lift on each and ultimately increase the return on our marketing investment.
Additional markets will be pursued throughout the year.
.
floor showed it continuously. That way every
employee had the opportunity to learn about
our strategy - without having to go out of their
RS Benelux celebrates 10 years
way to see it.
RS Austria fit for work > “Ten years ago, during a job interview, a
> The health and well-being of all our employees Frenchman explained to me the potential
is very important for RS Austria. So, to prevent of a business about to launch in The
back pain and to improve general fitness, we Netherlands, Belgium and Luxembourg.
now offer staff a fitness training programme
The RS Company only had five staff at the time,
for one hour per week. Eva Hemmer from
and yet this manager said we were going to
the financial department is encouraging staff
find thousands of customers, sell over 100,000
to join her in keeping fit. A qualified fitness
products and create millions of sales. I signed
.
instructor, she supervises each session and
on for an exciting adventure.”
employees from many different departments
So says Martijn Duchatteau, who has been
are taking this opportunity to ease their aches
leading RS Benelux since 2004. He joined
and pains and keep themselves supple.
the Group under Didier Goguelin, GM of
Radiospares France, who started RS Benelux
in 1998. Much has changed and today’s RS
Benelux customers are served from two
offices in three different languages, with
more than 50% of business this year coming
through e-channels. The one thing that has
never changed however is the focus on
.
customers - who get what they want, and more.
The potential for RS Benelux is enormous
and Martijn is already looking forward to
celebrating their 15th anniversary!
... 5
6. RSNEWS] ISSUE 3
]
‘The New Way of Working’
takes off in Asia Pacific
> Earlier this year, ‘The New Way of Working’ was
introduced to the Asia Pacific region when delegates ANZ
from the GEC, the Asia Pacific EMT and the OpCos in Asia > The ANZ business launch was held in the
Pacific met for a three-day conference in Thailand. Blue Mountains outside Sydney. Richard
Huxley, GM, CM Lim, Head of Marketing,
‘The New Way of Working’ aims to drive business changes in customer satisfaction, and Ho Kah Choy, Head of IS from the
sales and profitability and is designed to direct employee behaviour to reflect RS values regional Asia Pacific office all attended.
and allow the business to build a passionate and engaged workforce. With ‘The New
Way of Working’ in place, RS can deliver consistently high levels of service to customers,
with greater efficiencies and stronger growth. This initiative, managed through five
focused work streams, is now being rolled out across the Asia Pacific region and three
main events took place in March.
All events were extremely successful and each attendee has walked away with a
clear strategy and plan to help our fire of commitment continue to burn brightly as we
.
pursue our vision to make us The #1 Choice Catalogue in Asia Pacific. As Richard Huxley
remarked, “I experienced first hand the passion and commitment from our teams for
what we are doing.”
RS North Asia
> The RS North Asia business launch took> Zeb Shahin, GM of Australasia, kicked
place in Shanghai where the Asia
off with team-building activities which
Pacific EMT and North Asia colleagues were joined by Electrocomponents’ CEO provided the opportunity to ask questions
Ian Mason and Chairman, Helmut Mamsch. and to get to know the EMT better. This
The launch included updates on the five work helped create open communication and
streams and over dinner on the second night different ways of thinking - and set the
guests enjoyed Cheering Dance and Gong Fu stage for the rest of the conference.
performances from our Shanghai colleagues. Richard Huxley emphasised how ‘The
The first RS Hero award was presented which New Way of Working’ will require us to
was very touching as, due to Chinese culture, think differently about our business and
it was the first time colleagues have been break free from existing constraints.
appreciated so openly. The first RS Hero for ANZ award was
The friendliness of our UK top management presented to Jessica Varas in recognition
.
was much appreciated by RS North Asia of her extraordinary effort and
commitment - which Jessica has proven
.
who are proud they recognise the great leap
forward they have taken. In return, Ian Mason time and again in her role as Corporate
and Helmut Mamsch were impressed by the Account Manager.
obvious energy.
INTERESTING FACT
RS South Asia Our security processes detect and protect
the Group from 22,000 viruses each month
> The RS South Asia business launch was attended by staff from Singapore,
Malaysia, Thailand and the Philippines and was held in Singapore.
Changes in the catalogue and websites were
demonstrated through a series of presentations
and fun quizzes. Progress updates of the
five work streams were included and a
series of events were planned to initiate
a day of joy to our friends from Handicaps
Welfare Association through a trip to “The
Singapore Flyer” - the latest Singapore icon. .
‘The New Way of Working’. EMT members
and country managers were invited on
stage to take questions from the audience
which demonstrated our open and honest
communication culture. A community project
was arranged to allow participants to embrace
the five RS values at work and within four
hours, participants, led by Jones Leung, GM
of South Asia, had painted the premises and
re-marked the car park bays. They also brought
6
...
7. T H E M A G A Z I N E O F G L O B A L C O M M U N I C AT I O N
RS Japan celebrates
10 successful years
> This March more than 140 RS Japan employees Hiro Hamamoto, GM of RS Japan explained,
attended an energetic and passionate 10th “The focus of the celebration was to share the
anniversary party in Yokohama. The evening joy and success of our 10 years with all our
began with a traditional Sake Keg Ceremony employees.” As the events committee leader
.
called ‘Kagami-biraki’ (which literally means said: “We had a great time and there was a
‘opening the lid’). Typically performed at smile on everyone’s face.” The icing on the cake
celebratory events, the lid of the sake barrel is was the congratulatory video message received
broken open with a wooden mallet and the sake from our colleagues in the UK and APAC.
served to everyone present.
Continuous Improvement
INTERESTING FACT
Since 2007, decommissioning by Group IS
has saved 26,000 KWh of power consumption
with a difference in France
- this would power Wembley’s floodlights
for around 20 matches, including half time.
> In April, unsuspecting employees of Radiospares were invited to
attend a meeting on the launch of Continuous Improvement.
They were expecting a speech by Didier Goguelin, but they were in for a surprise! At the
beginning of the session Didier talked about Continuous Improvement as expected, but before
long he introduced a specialist consultant and handed over to him. It soon became obvious that
this consultant had absolutely no idea about Radiospares, let alone Continuous Improvement.
Naturally, staff began to feel confused and then to laugh, until finally they realised it was a joke.
Following this amusing introduction, three humorous sketches delivered the main messages
of Continuous Improvement: exchange of ideas, creativity and strategy. Our 13 coaches played a
.
role in the last sketch which was a hilarious parody of a reward ceremony. The event was a huge
success and employees thoroughly enjoyed the originality of the presentation. The messages of
Continuous Improvement were made crystal clear, and everybody is now impatient to share
their ideas.
INTERESTING FACT
Group IS manages 100 Terabytes of storage
- that equates to 25 million MP3 files, which
is a pretty big iPod!
... 7
8. >>>
RSNEWS] ISSUE 3
]
Future News?
This is your newsletter and we are keen to have your input. So, if you have a story
or an interesting fact about the Group that you would like featured in a future edition,
please contact:
Sophie Macbeth, Group Communications Manager, International Management Centre
email: sophie.macbeth@electrocomponents.com or tel: +44 (0)1865 207442
The deadline for submissions for the next issue is 1st november 2008.
A ROSIE future for RS
> ROSIE (Regional Organisation Structure in Europe) is an
initiative to re-organise Supply Chain in Europe to capitalise
on the benefits of a single SAP and Manugistics system.
The benefit of this new system is that it gives was to create a new structure with new roles,
visibility to all sales requirements, stocks and whilst keeping the same headcount. Staff were
purchasing in one place - so we needed to given the opportunity to change roles and
change our existing organisational structure to develop new skills and we are delighted that
take advantage of this. everyone has been successfully redeployed in
External benchmarking indicated that the new organisation.
regional planning would bring significant One particular challenge we faced was
rewards and that we should have one planner harnessing the power of GIS to change the
responsible for the supply of one article data on 1.1 million articles records across
wherever it was sold in Europe. So, we set up Europe. Special code was written for this in
an international, cross-functional project team India and, having been tested thoroughly,
which was empowered to define the future was successfully executed over the ‘go live’
shape of the organisation. The team included weekend.
members from France, Germany, Italy and rest ROSIE went live in April 2008. Since then,
of Europe, as well as the UK. a series of European roadshows have taken
We also realised that some processes place to share the vision and engage with
were not getting the focus they needed. the rest of the organisation. We also had the
So, we created new opportunity to gain feedback from the teams.
organisational roles ROSIE has the potential to improve our cost-to-
in forecasting, life- serve ratios. We are now spending time with
cycle management our colleagues in sales, marketing and product
and Supply Chain management to explain the benefits, and are
co-ordination. The goal looking forward to a bright future.
IS Evolution - an exciting journey of transformation
> The recent roll-out of EBS has facilitated regional
consistency, saving millions of pounds in inventory
costs and enabling Electrocomponents to respond
faster than ever to business needs.
An example of this is the recent launch of production packaging which
was implemented in just 24 weeks - previously such a large project
would have taken over a year of co-ordination and planning.
Now that EBS is complete, the Group’s strategy to become the EEM
distributor of choice while maintaining our strength in MRO poses
Designed and produced by 2heads. www.2heads.tv
specific challenges for Group IS. So, we have put in place a three year
evolution strategy to help get us there. This includes increasing our
range of articles and the ways we offer them to customers. Already
we have over 150,000 stocked products in our catalogue, more than
250,000 extended range products, and over 40,000 production packs.
Meanwhile, our customers want to be able to learn about our
products, order them and manage their accounts anywhere, anytime,
using any device - paper, telephone, web, or mobile phone. So, Group
IS is evolving and delivering the systems that will help us become
a global e-centric business, closely integrated with customers and
suppliers - and with our own employees driving innovative business
change. The benefits are already here and we have delivered a big
piece of this strategy with the new websites in Europe and Asia.
As we evolve into a global e-business driving new ideas and centres
of growth, IS will help us have the capacity to drive fast, meaningful
change and become our customers’ EEM distributor of choice.
…the magazine of global communication