The document discusses Target's plans to increase supplier diversity through a startup incubator program. It would discover and develop new diverse suppliers through the incubator and then distribute their products in Target stores, starting with a test in 90 stores. The document includes financial analyses on the costs of onboarding suppliers, marketing the program, and potential returns. It also considers options for acquiring existing diverse suppliers versus growing new ones organically.
Whilst managing and growing a business is not an exact science, it does take a tremendous amount of discipline, using proven methodologies and data analyses, to execute your strategies and plans well. We call this operationalising your vision and strategy to deliver values...and this is exactly what we do together with our clients to pursue success.
Peter Selinger has over 30 years of experience in business management, sales, and operations across various industries. He has a proven track record of transforming underperforming businesses by growing sales significantly and developing high-performing teams. Some of his key achievements include restructuring a large department that grew sales by 20% to $46 million, and transforming a business to become a market leader by growing sales from $12 million to $20 million over 5 years. He holds a B.Sc. in Economics from the London School of Economics and has received several awards for his leadership and business achievements.
The document provides details about a proposed paper recycling business called Paper Art. It outlines the company's vision to be an innovative leader in the paper market and its mission to introduce new paper designs. The business plan explains that the company will convert used paper into new, reusable paper through the process of paper recycling to meet increasing paper demand and appeals to customers' environmental friendliness. It also provides details on the company's organizational structure, marketing strategy, operations plan, sales forecast, and financial plan to secure initial funding of Rs. 2-3.8 million.
The document outlines Quba Group's partner success program. It discusses Quba's vision, mission, values and strategic focus areas. It defines what constitutes partner success both financially and in terms of reputation. The objective of the partner success program is to engage partners to achieve financial success and reputation building for the partner while meeting Quba's business goals. Key aspects of the program include onboarding partners, ongoing partner management through annual goal setting, regular partner meets, performance reviews and development initiatives. The overall aim is to design an effective engagement program focused on shared objectives, open communication and active collaboration between Quba and its partners.
Whilst managing and growing a business is not an exact science, it does take a tremendous amount of discipline, using proven methodologies and data analyses, to execute your strategies and plans well. We call this operationalising your vision and strategy to deliver values...and this is exactly what we do together with our clients to pursue success.
Peter Selinger has over 30 years of experience in business management, sales, and operations across various industries. He has a proven track record of transforming underperforming businesses by growing sales significantly and developing high-performing teams. Some of his key achievements include restructuring a large department that grew sales by 20% to $46 million, and transforming a business to become a market leader by growing sales from $12 million to $20 million over 5 years. He holds a B.Sc. in Economics from the London School of Economics and has received several awards for his leadership and business achievements.
The document provides details about a proposed paper recycling business called Paper Art. It outlines the company's vision to be an innovative leader in the paper market and its mission to introduce new paper designs. The business plan explains that the company will convert used paper into new, reusable paper through the process of paper recycling to meet increasing paper demand and appeals to customers' environmental friendliness. It also provides details on the company's organizational structure, marketing strategy, operations plan, sales forecast, and financial plan to secure initial funding of Rs. 2-3.8 million.
The document outlines Quba Group's partner success program. It discusses Quba's vision, mission, values and strategic focus areas. It defines what constitutes partner success both financially and in terms of reputation. The objective of the partner success program is to engage partners to achieve financial success and reputation building for the partner while meeting Quba's business goals. Key aspects of the program include onboarding partners, ongoing partner management through annual goal setting, regular partner meets, performance reviews and development initiatives. The overall aim is to design an effective engagement program focused on shared objectives, open communication and active collaboration between Quba and its partners.
The document discusses a bike company that is shifting its strategy from cost leadership to focusing on specific market segments. It outlines the company's vision, mission and strategic changes, including focusing on the adventure, kids, leisure and commuter segments. Financial details are provided on revenue, expenses, projections and actual results. Recommendations include growing manufacturing capacity, decreasing costs, phasing out one segment, and continuing R&D to develop new products.
This document summarizes a service that matches hospitality industry workers with employers through online profiles, rankings, and competitions. Key aspects include:
- Pairing vetted staff with restaurants/suppliers through a ranking system based on work history and success in product knowledge competitions.
- Holding supplier-sponsored tastings and competitions to engage staff, increase product sales, and provide revenue for suppliers.
- The service generates revenue through monthly user fees from employers and suppliers.
The document discusses customer retention and lifetime value. It begins by explaining why customer retention is important as retained customers buy more, are less price sensitive, and have higher lifetime value. It then discusses how to retain customers by recruiting the right customers, segmenting them by lifetime value, and communicating with them to build loyalty. The document provides an example of a lighting manufacturer that saw 82% increase in orders and 86% increase in order size by building relationships with select customers. It stresses the importance of calculating customer lifetime value to determine which customers to target retention efforts towards. The document outlines how to calculate lifetime value and provides examples of how strategies like loyalty programs and event-driven communications can increase lifetime value. It discusses how lifetime value analysis can
This document provides information about the FitnessConnect business concept and management team. The management team includes Sean McQueen as CEO, Jeffrey Banks as CFO, Annapaula Sizemore as COO, and George Braga as Marketing Manager. The presentation agenda covers the business concept, mission, investor opportunities, market assessment, marketing plan, operations plan, and financial plan. The business concept is to provide live in-home workout broadcasts to offer flexibility and convenience. The mission is to deliver a higher quality of life through distinct fitness training. Investor opportunities include $200,000 for 33% partnership or $400,000 for 67% ownership.
* Practice A has an operating margin of 4% on $3 million in net sales.
* 4% of $3 million is 0.04 * $3,000,000 = $120,000
* Practice B has an operating margin of 8% on the same $3 million in net sales.
* 8% of $3 million is 0.08 * $3,000,000 = $240,000
* Therefore, Practice B has a higher EBITDA and would be valued higher based on the operating income method.
The Moery Company helps solve revenue growth problems for our partner associations, whether it’s membership, product, sponsorship, or exhibitor programs. We employ a holistic approach toward identifying the underlying factors contributing to an organization’s revenue stall or design new approaches to help take revenue to the next level. Our careful and methodical approach enables our team to resolve our client’s overall challenge.
Associations Like Business - Moery Co ExamplesJP Moery
JP Moery provides examples of its business review:
How do we compare to Competitors?
Are my Dues too Low?
Who are My Best Members?
How can we Revamp Sponsorships?
Check out this presentation to learn how Jessica Kao used Marketo’s Revenue Cycle Analytics (RCA) at two different companies, Fluidigm and GuideSpark, to help marketing speak the language of business. Learn how she did it, where to begin, and expert tips for overcoming obstacles in your own measurement journey.
EOC Award for the Canadian Charity & Non-profit IndustryCCEOC Inc.
CCEOC Inc. is an organization that recognizes great corporate cultures and helps improve work environments. They do this through various programs and services, including Employer of Choice award programs, employee surveys, and workshops. Their goal is to elevate employer brands by awarding and promoting companies with the best workplace cultures. The Employer of Choice award process involves applications, a three-stage assessment of companies, determining winners, and presenting awards. CCEOC also establishes partnerships with media companies and industry affiliates to promote the programs.
The document discusses the importance of customer focus for business performance and shareholder value. It notes that creating a positive customer experience through quality products, satisfaction, loyalty and relationships can boost retention and repeat purchases. The key is developing a customer-centric culture through initiatives like crafting a clear service vision, gaining employee commitment, developing service standards, using customer feedback, and refining processes through innovation. Building lifelong customer relationships requires an ongoing effort to continuously learn about and improve the customer experience.
Sharing Successful Strategies for Association and Independent Show ProducersSam Lippman
Through live event research with event marketers and exhibit and sponsorship sales and service professionals, this document presents statistics on attendee pricing, social media planning, marketing and sales staffing, and exhibit sales. Organizations who produce conventions can use this presentation for benchmarking statistics, trend insights and peer-to-peer learning.
Preparing Your Exit Strategy from Veterinary PracticeOculus Insights
Dr Mike Pownall presented a half day session during the Oculus Insights 2017 EU Summits in Amsterdam on planning an exit strategy for practice owners for any type of veterinary practice.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain customer feedback, segmenting customers, and using survey results to improve processes and drive cross-selling opportunities. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking voice of customer data to financial metrics, and effectively communicating results.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain insights, segmenting customers, and using survey results to improve processes and drive cross-selling opportunities across the organization. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking Voice of Customer data to financial metrics, and effectively communicating results.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain insights, segmenting customers, and using survey results to improve processes and drive cross-selling across the organization. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking Voice of Customer data to financial metrics, and effectively communicating results.
Why Knowing Profitability Is the Key to Success at Your InstitutionBaker Hill
Most financial institutions don’t understand that the majority of their relationships are not profitable. This results in poor strategic planning especially when dealing with issues with the balance sheet. Senior Management has to understand and deal with different types of risk, along with income statement stagnation in these times of rising interest rates.
Too often environmental, social and governance (ESG) initiatives are simply looked at through a compliance and risk management prism. But this ignores the real opportunity that embracing and managing ESG issues presents - that of enhancing business value. This presentation lays out the service value chain and brand value linkages while illustrating how strong ESG performance translates to superior market performance.
The document discusses strategies for customer acquisition and retention. It emphasizes using data to continuously test and optimize tactics across the customer journey from awareness to advocacy. The goal is to lower customer acquisition costs while increasing lifetime value through a balanced approach of learning customer needs, testing strategies, and promoting insights gained.
Final presentation for UW information systems class. advised Pineapple hospitality on how to automate and differentiate their hotel experience.
Recommendation consisted of
- Bluetooth electronic key
- On demand services for guests (designed CRM system)
- Automated Check in (designed ESS system)
Final presentation for UW information system class. My group presented how Pineapple hospitality could automate and innovate their current hotel experience.
Recommendation consisted of
- Bluetooth electron key integration
- on demand service ( designed a CRM system)
- electronic check (designed ESS system)
The document discusses a bike company that is shifting its strategy from cost leadership to focusing on specific market segments. It outlines the company's vision, mission and strategic changes, including focusing on the adventure, kids, leisure and commuter segments. Financial details are provided on revenue, expenses, projections and actual results. Recommendations include growing manufacturing capacity, decreasing costs, phasing out one segment, and continuing R&D to develop new products.
This document summarizes a service that matches hospitality industry workers with employers through online profiles, rankings, and competitions. Key aspects include:
- Pairing vetted staff with restaurants/suppliers through a ranking system based on work history and success in product knowledge competitions.
- Holding supplier-sponsored tastings and competitions to engage staff, increase product sales, and provide revenue for suppliers.
- The service generates revenue through monthly user fees from employers and suppliers.
The document discusses customer retention and lifetime value. It begins by explaining why customer retention is important as retained customers buy more, are less price sensitive, and have higher lifetime value. It then discusses how to retain customers by recruiting the right customers, segmenting them by lifetime value, and communicating with them to build loyalty. The document provides an example of a lighting manufacturer that saw 82% increase in orders and 86% increase in order size by building relationships with select customers. It stresses the importance of calculating customer lifetime value to determine which customers to target retention efforts towards. The document outlines how to calculate lifetime value and provides examples of how strategies like loyalty programs and event-driven communications can increase lifetime value. It discusses how lifetime value analysis can
This document provides information about the FitnessConnect business concept and management team. The management team includes Sean McQueen as CEO, Jeffrey Banks as CFO, Annapaula Sizemore as COO, and George Braga as Marketing Manager. The presentation agenda covers the business concept, mission, investor opportunities, market assessment, marketing plan, operations plan, and financial plan. The business concept is to provide live in-home workout broadcasts to offer flexibility and convenience. The mission is to deliver a higher quality of life through distinct fitness training. Investor opportunities include $200,000 for 33% partnership or $400,000 for 67% ownership.
* Practice A has an operating margin of 4% on $3 million in net sales.
* 4% of $3 million is 0.04 * $3,000,000 = $120,000
* Practice B has an operating margin of 8% on the same $3 million in net sales.
* 8% of $3 million is 0.08 * $3,000,000 = $240,000
* Therefore, Practice B has a higher EBITDA and would be valued higher based on the operating income method.
The Moery Company helps solve revenue growth problems for our partner associations, whether it’s membership, product, sponsorship, or exhibitor programs. We employ a holistic approach toward identifying the underlying factors contributing to an organization’s revenue stall or design new approaches to help take revenue to the next level. Our careful and methodical approach enables our team to resolve our client’s overall challenge.
Associations Like Business - Moery Co ExamplesJP Moery
JP Moery provides examples of its business review:
How do we compare to Competitors?
Are my Dues too Low?
Who are My Best Members?
How can we Revamp Sponsorships?
Check out this presentation to learn how Jessica Kao used Marketo’s Revenue Cycle Analytics (RCA) at two different companies, Fluidigm and GuideSpark, to help marketing speak the language of business. Learn how she did it, where to begin, and expert tips for overcoming obstacles in your own measurement journey.
EOC Award for the Canadian Charity & Non-profit IndustryCCEOC Inc.
CCEOC Inc. is an organization that recognizes great corporate cultures and helps improve work environments. They do this through various programs and services, including Employer of Choice award programs, employee surveys, and workshops. Their goal is to elevate employer brands by awarding and promoting companies with the best workplace cultures. The Employer of Choice award process involves applications, a three-stage assessment of companies, determining winners, and presenting awards. CCEOC also establishes partnerships with media companies and industry affiliates to promote the programs.
The document discusses the importance of customer focus for business performance and shareholder value. It notes that creating a positive customer experience through quality products, satisfaction, loyalty and relationships can boost retention and repeat purchases. The key is developing a customer-centric culture through initiatives like crafting a clear service vision, gaining employee commitment, developing service standards, using customer feedback, and refining processes through innovation. Building lifelong customer relationships requires an ongoing effort to continuously learn about and improve the customer experience.
Sharing Successful Strategies for Association and Independent Show ProducersSam Lippman
Through live event research with event marketers and exhibit and sponsorship sales and service professionals, this document presents statistics on attendee pricing, social media planning, marketing and sales staffing, and exhibit sales. Organizations who produce conventions can use this presentation for benchmarking statistics, trend insights and peer-to-peer learning.
Preparing Your Exit Strategy from Veterinary PracticeOculus Insights
Dr Mike Pownall presented a half day session during the Oculus Insights 2017 EU Summits in Amsterdam on planning an exit strategy for practice owners for any type of veterinary practice.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain customer feedback, segmenting customers, and using survey results to improve processes and drive cross-selling opportunities. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking voice of customer data to financial metrics, and effectively communicating results.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain insights, segmenting customers, and using survey results to improve processes and drive cross-selling opportunities across the organization. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking Voice of Customer data to financial metrics, and effectively communicating results.
BSI is a standards and certification company operating in 147 countries with 2,500 staff and over 64,000 customers, including 78% of FTSE 100 companies. The document discusses BSI's strategy to transition from a divisional structure to a more customer-centric organization focused on understanding customer needs in order to double revenues to £500M by 2016. Key initiatives include implementing a Voice of the Customer program through surveys to gain insights, segmenting customers, and using survey results to improve processes and drive cross-selling across the organization. Initial survey results show high customer satisfaction and sales lead generation rates. Lessons learned include gaining executive support, linking Voice of Customer data to financial metrics, and effectively communicating results.
Why Knowing Profitability Is the Key to Success at Your InstitutionBaker Hill
Most financial institutions don’t understand that the majority of their relationships are not profitable. This results in poor strategic planning especially when dealing with issues with the balance sheet. Senior Management has to understand and deal with different types of risk, along with income statement stagnation in these times of rising interest rates.
Too often environmental, social and governance (ESG) initiatives are simply looked at through a compliance and risk management prism. But this ignores the real opportunity that embracing and managing ESG issues presents - that of enhancing business value. This presentation lays out the service value chain and brand value linkages while illustrating how strong ESG performance translates to superior market performance.
The document discusses strategies for customer acquisition and retention. It emphasizes using data to continuously test and optimize tactics across the customer journey from awareness to advocacy. The goal is to lower customer acquisition costs while increasing lifetime value through a balanced approach of learning customer needs, testing strategies, and promoting insights gained.
Final presentation for UW information systems class. advised Pineapple hospitality on how to automate and differentiate their hotel experience.
Recommendation consisted of
- Bluetooth electronic key
- On demand services for guests (designed CRM system)
- Automated Check in (designed ESS system)
Final presentation for UW information system class. My group presented how Pineapple hospitality could automate and innovate their current hotel experience.
Recommendation consisted of
- Bluetooth electron key integration
- on demand service ( designed a CRM system)
- electronic check (designed ESS system)
The document provides tips for team formation, strategy and case analysis, financials, and presentations for case competitions. It emphasizes the importance of balancing skills, clear communication, and personalities on a team. It recommends discussing work division, roles, and scheduling before starting a case. For strategy, it suggests different reading and analysis methods and using frameworks like SWOT or profitability while adapting to the case. Financials should be relevant, easy to explain and break down costs. Presentations should convey information simply with minimal text, quality images and effective design.
A case competition involves analyzing a business problem and developing a solution strategy in a team environment over a short period of time, typically 48 hours. The key steps are to read the case thoroughly, brainstorm strategies in a team, conduct research, create a presentation with financials, practice delivery, and present the solution while dressed professionally. Successful teams require a dynamic mix of skills across members including public speaking, marketing, design, financial analysis, and industry knowledge. Just as important as skills are strong team dynamics established through clear expectations, discussions of abilities, and setting aside dedicated time for the project.
Concur aims to retain more SMN customers and decrease attrition by understanding why customers use their solutions, how they learn best, and what information they need. Research found the average utilization score was 58% and weekly teaching time was only 20 minutes. By making solutions 50% more interactive and catering to different learning styles like kinesthetic, auditory and visual, Concur can boost adoption and retention while reducing ramp time and the 30% attrition rate in their industry.
The ASUW budget for fiscal year 2016 allocates $1,001,218 across various departments and programs from the general fund. Revenues of $177,706 are expected from enterprises like the bike shop and experimental college, resulting in net expenses of $1,001,218. This is an increase of $148,443 or 17.8% from fiscal year 2015. The largest allocations include $398,751 to executive programs, $172,304 to student programs and services, and $171,317 to arts and entertainment programming. Wages account for approximately $359,000 of expenses.
The document outlines a supplier diversity project with the goal of increasing student awareness of supplier diversity. It discusses conducting market research through initial and follow-up surveys and focus groups to understand student perceptions and shape a marketing plan. The project's spring objectives are to develop a long-term structure and identify marketing messages. Next steps include transitioning documents, increasing student awareness through social media in the fall, engaging students directly in the winter, and measuring results in the spring by releasing another survey.
33. Why Statement
APPENDIX
Target’s Why
Value Creation Model
Awareness Process
Customers
Website Demo
Sample Ad
Non-Accredited
Suppliers
Method
Profit Breakdown
Return
Onboarding Cost
Risks & Mitigation
Other
Vendor Timeline
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
Travel & Meeting Cost
Mktg/Maintenance Cost
Cost Breakdown
Current Locations
Marketing Timeline
Cannibalization
Decision Matrix
Startup Incubator
Decision Matrix Criteria
34. APPENDIX CONT.
Supplier Diversity
Data
Suppliers
Acquisition
Acquisition Pro/Con
Tradeshows List
Suppliers
Tradeshows Pro/Con
Sticker Price
Breakdown
Return
Informational Tag
Breakdown
Objectives
Other
Golden Circle
Lightbulb Breakdown
Financial Analysis
Non-Monetary ROI
FreshPaper
Unweighted Matrix
How Explanation
Supplier Diversity
“Best Practices”
Vendor Decision
Matrix
Supplier Consultant
Startup Incubation
Process
Startup Incubation
Incentives
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
35. Risk Mitigation
• Upsetting current vendors
• Positioning
• Adding new customers
• Core beliefs/Why
• Vendors selling to others
• Build loyalty
• Sign priority contracts
• Rebrand
• Reinforced through online and in stores
• Diversifies targets image
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
36. Non-Accredited
• Discover
• Reach out to different chambers of commerce
• Chose Valid vendors
• Develop
• Utilize the start incubator
• Distribute
• Focus on region, type of store or random test store
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
37. Method
• Origins
• Small company started by two college grads
• was in 1 grocery store by 2001
• Big break
• They got sourced by target in late 2001 and entered 90 stores
• Were massive success and expanded into all target stores
• Why they stood out
• They were a niche product with important morals
• They did things other competitors wouldn’t think of
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
42. Onboarding New Employee Cost
Employees - Researchers/Buyers
Average Salary Per New Employee $60,000 $60,000 $60,000
Average Benefits Per New Employee $18,000 $18,000 $18,000
Average Training Cost Per New Employee $1,500 $1,500 $1,500 $1,500
Total New Cost Per Employee $1,500 $79,500 $79,500 $79,500
Number of Employees Hired 10 10 10 10
Total Cost For New Employees $15,000 $795,000 $795,000 $795,000 $2,400,000
Employees - Consultants
Average Salary Per New Employee $75,000 $75,000 $75,000
Average Benefits Per New Employee $22,500 $22,500 $22,500
Average Training Cost Per New Employee $1,500 $1,500 $1,500 $1,500
Total New Cost Per Employee $1,500 $99,000 $99,000 $99,000
Number of Employees Hired/Employed 10 10 10 10
Total Cost For New Employees $15,000 $990,000 $990,000 $990,000 $2,985,000
Employees - Website and Marketing
Average Annual Income $55,000 $55,000 $55,000
Average Employee Benefits $16,500 $16,500 $16,500
Average Training Cost $1,000 $1,000 $1,000
Cost Per Employee $72,500 $72,500 $72,500
Number of Employees 3 3 3
Total Staffing Costs 0 $217,500 $217,500 $217,500 $652,500
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
43. Travel and Meeting Cost Breakdown
Annual Meeting (Education)
Number of Suppliers 0 25 55 88
Number of Representatives Per Supplier 2 2 2 2
Total Representatives at Meeting 0 50 110 176
Airfare and Accommodations Costs Per Person $2,400 $2,400 $2,400 $2,400
Total Airfare/Accomodations for annual
meetings $0 $120,000 $264,000 $422,400 $806,400
New Employee Travel (Research and Consultant)
Incrimental Number of New Traveling
Employees 15 15 15 15
Number of Trips per Employee (Average) 1 3 3 3
Average Number of Trips 15 45 45 45
Travel and Accomodation Cost Per Trip $2,400 $2,400 $2,400 $2,400
Total Travel and Accomodation Cost
(Employees) $36,000 $108,000 $108,000 $108,000 $360,000
Other Meeting and Educational Costs
Food $0 $10,000 $22,000 $35,200
Materials $0 $5,000 $11,000 $17,600
Venue $10,000 $10,000 $10,000
Total Other Meeting and Educational Costs $25,000 $43,000 $62,800 $130,800
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
45. What is a Startup Incubator?
• Provides a platform to accelerate the successful development of
entrepreneurial companies
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
46. What is a Startup Incubator?
• Provides a platform to accelerate the successful development of
entrepreneurial companies
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
47. Decision Matrix Criteria Selection
• Core Values/Why
• Return on Investment
• Feasibility
• Sustainability
• Vender Relations
• Customer Satisfaction
• Price/Cost
• Product Quality
• Delivery
• Warranty and Claims
• Labor Relations
• Management and
Organization
• Conflict/Problem
Solving Capability
• Communication System
• Technical Capability
• Production Capability
• Packaging Capability
• Operational Controls
• Amount of Past
Business
• Reputation
• Industry Position
• Reciprocal
Arrangements
• Impression
• Business Attempt
• Maintainability
• Size
• After Sales Service
• Technical
Support/Expertise
• Attitude
• Total Service Quality
• Training Aids
• Performance History
• Financial Stability
• Location
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
48. List of Tradeshows
• Supplier Diversity Minority Business Entrepreneur Trade Show
• National Minority Supplier Diversity Council Conference and Business
Opportunity Exchange
• Supplier Diversity Business Conference
• Women Business Enterprise National Council Conference & Business Fair
• National Gay & Lesbian Chamber of Commerce National Business &
Leadership Conference
• Veterans In Business Conference
• National Veterans Small Business Engagement
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
49. Tradeshows
• Pros
• Tried and trued method of increasing diverse suppliers
• Easy access to large network and database of suppliers
• Cons
• More competition among buyers to secure high-value diverse vendors
• Higher expenses to attend conferences and tradeshows
• Not directly related to our core values and Why campaign
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
50. Overall Approach: Best Practices to
Increase Supplier Diversity
• Have Top-Down Commitment
• Set Metrics to Ensure Accountability
• Integrate Supplier Diversity Throughout the Organization
• Invest in Diverse Supplier Education & Training
• Share In-House Expertise With Diverse Suppliers
• Protect Your Investment, Provide Financial Support
• Tap Diverse Suppliers for Solutions
• Consider Diverse Supplier Consortiums
• Partner With Regional or Industry-Focused Groups
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
53. Target Supplier Diversity Data
2014
• Diverse Suppliers - 762
• New Diverse Suppliers - 160
• First-Tier Spending with Diverse Suppliers - $965,527,141
• Second-Tier Spending with Diverse Suppliers - $557,091,949
• Spending with Diverse Suppliers - 26.21% decrease over 2013*
• Diversity Spending 2008-2013 Compound Annual Growth Rate - 0%
2013
• Diverse Suppliers - 786
• New Diverse Suppliers - 76
• First-Tier Spending with Diverse Suppliers - $1,300,000,000
• Second-Tier Spending with Diverse Suppliers - $495,000,000
• Spending with Diverse Suppliers - 31% increase over 2012
• Diversity Spending 2008-2013 Compound Annual Growth Rate - 7%
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
54. Target Supplier Diversity Data
2014
• Diverse Suppliers - 762
• New Diverse Suppliers - 160
• First-Tier Spending with Diverse Suppliers - $965,527,141
• Second-Tier Spending with Diverse Suppliers - $557,091,949
• Spending with Diverse Suppliers - 26.21% decrease over 2013*
• Diversity Spending 2008-2013 Compound Annual Growth Rate - 0%
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
55. Acquisition
From 2014 Corporate Responsibility Report:
• Spending with Diverse Suppliers - 26.21% decrease over 2013*
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
56. Sticker Price Further Breakdown:
Marketing
Sticker Price Breakdown Assumptions:
Diversity Suppliers revenue allocated based on sq ft
sticker price wholesale of $.002/sticker
Revenue trends follow overall store
Current EOY 2016 EOY 2017 EOY 2018
Total Square Feet Allocated to
Diversity Suppliers 2369668.246 2613744.076 2906398.104 3199052.133
Revenue per Square Feet 300 300 300 300
Total Revenue Allocated to
Diversity Suppliers 710900473.9 784123222.7 871919431.3 959715639.8
Average cost per Item Sold by
Diversity Suppliers (Low end) 10 10 10 10
Total Items Sold by Diversity
Suppliers (High End) 71090047.39 78412322.27 87191943.13 95971563.98
Cost per Sticker 0.002 0.002 0.002 0.002
Total Sticker Cost 142180.0948 156824.6445 174383.8863 191943.128
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
57. Informational Tag Further Breakdown -
Marketing
Informational Tag Breakdown Assumptions:
Financial Calculations for tags
are previously known and paid
for.
Each tag costs $0.001
Allocation of items sold based
on Square Feet
Current EOY 2016 EOY 2017 EOY 2018
Total Items Sold by Diverse
Suppliers (High End) 71090047.39 78412322.27 87191943.13 95971563.98
Total Cost Per Tag 0.001 0.001 0.001 0.001
Total Cost of Tags 71090.04739 78412.32227 87191.94313 95971.56398
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
58. Light Bulb Cost Further Breakdown –
Marketing
Light Bulb Cost Breakdown Assumptions:
EOY 2018( 34 months)
Linear Growth of store placements
75 cents per bulb
Total Revenue Per Square
Feet 300 Bulbs last entire life of project
Gross Margin Percent 0.7061335
Average COGS per Square
Foot 211
Current EOY 2016 EOY 2017 EOY 2018
Diversity Supplier COGS 500000000 551500000 613250000 675000000
Average COGS/Sq ft 211 211 211 211
Total Sq ft Allocated to Diversity
Suppliers 2,369,668 2,613,744 2,906,398 3,199,052
Total Square Feet Per Light bulb 5 5 5 5
Total Bulbs Needed 473933.6493 522748.8152 581,280 639810.4265
Incrimental Bulbs Needed 473933.6493 48815.16588 58,531 58,531
Price Per Bulb 0.75 0.75 0.75 0.75
Total Bulb Price 355450.237 36611.37441 43898.10427 43898.10427
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
59. Cannibalization
• Affect existing sales
• Will have a minor effect on sales
• Target buys $12,440 million work of goods
• We are sourcing just 500 million
• Will increase over sales
• Increase customer loyalty
• Identifies the spesfic needs of certain customers
• Increases customer equity
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
60. Acquisition
• Pros
• More control over vendors and outputs
• Strengthens top-down method
• Cons
• Larger fixed expense
• Does not grow diversity efforts
• Has failed in the past
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A
61. Marketing Timeline
• Year 1
• Focus: Test Market
• Implement in store campaign in 90 stores
• Website Launch
• Year 2
• Focus: Nationwide Expansion
• Stickers Campaign
• Year 3
• Focus: Adjust/Maintain Current Plan
• Further education and awareness
TARGET’S WHY | SUPPLIERS | CUSTOMERS | RETURN | Q&A