This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
1) Approach new markets with a deep understanding of customers and broad product ranges tailored to local needs.
2) Innovate new products/services faster and closer to customers to gain competitive advantages.
3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
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.
Mp1 1 Innovative Demand Side RelationshipsECR Community
This document discusses the importance of innovation in driving demand and growth, especially in mature markets. It notes that both retailers and suppliers have become risk averse and focused on efficiency rather than innovation. There are several systemic barriers that inhibit innovation, including a lack of long-term alignment and planning between retailers and suppliers, financial constraints, and a lack of data sharing. The document proposes that establishing industry standards and measures around innovation could help unlock growth opportunities estimated at €42 billion by enabling more effective collaboration.
This document provides information about sponsors and logistics for the ProductCampBoston 2011 event. It lists Platinum, Gold, and Silver sponsors. It also provides information about connecting on social media platforms related to the event and using the event WiFi network. The document promotes additional sponsors and upcoming related events.
This document provides an overview and introduction to a business simulation. Students will manage various areas of a sensor company including R&D, marketing, production, and finance. The simulation compresses one year into each round and allows students to test strategies. Students will be graded based on metrics like profitability, stock price, and market share. The document explains the industry context and competitive environment that students will operate their companies within.
The document discusses a strategy called the 3C Strategy to help a company maintain sustainable long-term growth. The 3Cs stand for Correct, Change, and Create. The Correct approach involves reorganizing departments. The Change approach uses a hybrid business model. The Create approach focuses on expanding into the hotel market through partnerships. The strategy aims to establish new revenue streams while enhancing operations through the 3Cs to achieve long-term growth.
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
1) Approach new markets with a deep understanding of customers and broad product ranges tailored to local needs.
2) Innovate new products/services faster and closer to customers to gain competitive advantages.
3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
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.
Mp1 1 Innovative Demand Side RelationshipsECR Community
This document discusses the importance of innovation in driving demand and growth, especially in mature markets. It notes that both retailers and suppliers have become risk averse and focused on efficiency rather than innovation. There are several systemic barriers that inhibit innovation, including a lack of long-term alignment and planning between retailers and suppliers, financial constraints, and a lack of data sharing. The document proposes that establishing industry standards and measures around innovation could help unlock growth opportunities estimated at €42 billion by enabling more effective collaboration.
This document provides information about sponsors and logistics for the ProductCampBoston 2011 event. It lists Platinum, Gold, and Silver sponsors. It also provides information about connecting on social media platforms related to the event and using the event WiFi network. The document promotes additional sponsors and upcoming related events.
This document provides an overview and introduction to a business simulation. Students will manage various areas of a sensor company including R&D, marketing, production, and finance. The simulation compresses one year into each round and allows students to test strategies. Students will be graded based on metrics like profitability, stock price, and market share. The document explains the industry context and competitive environment that students will operate their companies within.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The document discusses elements of business strategy including determining the product market and level of commitment of resources. It provides models for the strategic planning process involving external and internal analysis to identify and select strategies. Additional topics covered include developing objectives and functional plans, defining mission and vision, conducting environmental scanning, and addressing competitive challenges. The key aspects of strategy development and implementation are analyzed.
This document provides an overview of selected projects and experiences in various areas including strategy, sales and marketing, operations, product strategy, and contract negotiations. Some example projects listed include developing strategic plans for IT and outsourcing services, leading business due diligence for M&A deals, restructuring a customer service division, and negotiating complex agreements for joint ventures and outsourcing deals. The document serves to demonstrate the author's expertise across multiple functions, industries, and geographies.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
Innovation Information Forum: Federal programs, services and financing for en...MaRS Discovery District
Find out how the latest in federal government innovation and commercialization initiatives can help your business.
Hear from experts at the following departments and agencies to get up-to-date information on how their programs and services support innovation and entrepreneurship:
* Public Works and Government Services Canada Canadian Innovation Commercialization Program (CICP)
* National Research Council of Canada Industrial Research Assistance Program (NRC-IRAP)
* Foreign Affairs and International Trade Canada Going Global Innovation (GGI)
* Federal Economic Development Agency for Southern Ontario Investing in Business Innovation Program (IBI)
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The document discusses cooperative strategies that firms can employ, including strategic alliances. It describes three types of strategic alliances - joint ventures, equity strategic alliances, and non-equity strategic alliances. Firms form strategic alliances to gain access to resources and capabilities they lack, create value, and reduce environmental uncertainty. Alliances allow firms to respond faster to market changes, share R&D costs, and learn new skills. Cooperative strategies are also used at the business level through complementary strategic alliances, which can be vertical or horizontal.
This document discusses how optimization technology can be used to develop and communicate a global strategy for an enterprise. It describes building an optimization model that simultaneously evaluates decisions around what products/services to offer, where and how to produce them, and how to acquire and use resources. The model would integrate both long-term planning and short-term scheduling over a 10-year horizon. It proposes overcoming barriers like functional silos and single-use models by creating a "living model" of the entire enterprise that can evaluate cross-functional tradeoffs and continuously update to reflect changes.
Chap007 weaving marketing into the fabric of the firmHee Young Shin
1) The document discusses the importance of internal and external partnering in marketing. It outlines stages of partnering from awareness to commitment and describes how marketing learns from information acquisition, dissemination, and shared interpretation.
2) Cognitive maps and tools like experiments and learning laboratories are presented as ways for marketers to create new knowledge. Two example cognitive maps about FedEx-Kinko's store locations are shown.
3) Important internal partnering skills discussed include finance/accounting, questioning/listening, negotiation, and analytical skills. The document emphasizes integrating marketing operations across the business.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology company from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation. They focus on high growth private equity backed companies undergoing periods of change.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
Charting the Course for the Future: Kantar Retail's Big IdeaJeff Cushing
Kantar Retail dedicated much of its 2015 research to unpacking the fundamental disruption underway in retail – disruption driven by an increasingly fragmented shopper base that is redefining the very pillars of shopping behavior in the new century.
Manifested in the diagnostic framework of REconfigure REtail as a central idea, Kantar Retail explored the major shifts according to four vectors: shopper, value, format, and commerce.
In this report, we outline the parameters of REdeploy REsources, detailing the ways in which companies must precisely focus their assets to capitalize on the demanding shopper’s requirements. We conclude with a series of calls to action across each supporting pillar intended to catalyze change in the supplier and retailer community.
This document provides an agenda and summaries for a Business Growth Lunch event held in Trafford on November 25, 2016. The agenda included welcome remarks, presentations on the GM Export Fund and a guest speaker from Nothing But Epic. It also included time for Q&A and networking. The guest speaker discussed his experience starting and growing his company. He emphasized the importance of mentors, regular evaluation, transparency, and choosing business partners wisely. The event concluded with an update from the Business Growth Hub advisor on the services and support they provide to help businesses in Greater Manchester with activities like accessing finance, finding new markets, innovation, and operational efficiency.
The document discusses how big data is driving new investments in tools and services to analyze the growing volume of structured and unstructured data from sources such as sensors, social media, and e-commerce to gain insights in areas like consumer behavior, operational efficiency, and predictive healthcare. It provides examples of how Intel is using big data analytics for applications like reducing manufacturing test times and improving reseller channel management. The document also outlines Intel's vision and technologies for enabling end-to-end big data solutions from the edge to the data center to help lower the time and cost of delivering big data insights.
Using Ice Cream Theory to Break Through Meeting & Presentation SilenceJulian Goodes
What is the link between queuing up for an ice-cream & getting your audience to open up more in presentations and meetings?
Click on the slides to learn 3 important techniques to break through meeting silence.
The document discusses the key elements of a business model including product innovation, customer relationships, infrastructure management, and conclusions. It covers topics such as value propositions, customer segments, distribution channels, revenue streams, core capabilities, and partnerships. The document provides examples and definitions for each element and discusses how defining a business model can help a company understand, share knowledge, react to change, measure performance, and engage in business model innovation.
Network science is the interdisciplinary study of complex networks found in telecommunications, transportation, computer, biological, cognitive and social systems. It draws on theories from mathematics, physics, computer science, economics and sociology to analyze graph representations of these networks. Key concepts studied include degree distributions, centrality measures, clustering coefficients, components and assortativity. Networks can form through random, small-world or preferential attachment models.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
This presentation shows the mismatch of Procurement with innovation processes, and how to change the focus of Procurement in order to successfully contribute to innovation
Cirque du Soleil is facing challenges from the global recession and a need to expand globally while maintaining its unique brand. Short-term recommendations include a viral marketing campaign, performing at music festivals, and developing an IMAX 3D film. Long-term recommendations include establishing a new resident show in Honolulu to pursue profitable growth with minimal risk. The proposals are projected to return Cirque du Soleil to revenue growth and profitability by 2014 while balancing artistic integrity with business objectives.
The document discusses elements of business strategy including determining the product market and level of commitment of resources. It provides models for the strategic planning process involving external and internal analysis to identify and select strategies. Additional topics covered include developing objectives and functional plans, defining mission and vision, conducting environmental scanning, and addressing competitive challenges. The key aspects of strategy development and implementation are analyzed.
This document provides an overview of selected projects and experiences in various areas including strategy, sales and marketing, operations, product strategy, and contract negotiations. Some example projects listed include developing strategic plans for IT and outsourcing services, leading business due diligence for M&A deals, restructuring a customer service division, and negotiating complex agreements for joint ventures and outsourcing deals. The document serves to demonstrate the author's expertise across multiple functions, industries, and geographies.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
Innovation Information Forum: Federal programs, services and financing for en...MaRS Discovery District
Find out how the latest in federal government innovation and commercialization initiatives can help your business.
Hear from experts at the following departments and agencies to get up-to-date information on how their programs and services support innovation and entrepreneurship:
* Public Works and Government Services Canada Canadian Innovation Commercialization Program (CICP)
* National Research Council of Canada Industrial Research Assistance Program (NRC-IRAP)
* Foreign Affairs and International Trade Canada Going Global Innovation (GGI)
* Federal Economic Development Agency for Southern Ontario Investing in Business Innovation Program (IBI)
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The document discusses cooperative strategies that firms can employ, including strategic alliances. It describes three types of strategic alliances - joint ventures, equity strategic alliances, and non-equity strategic alliances. Firms form strategic alliances to gain access to resources and capabilities they lack, create value, and reduce environmental uncertainty. Alliances allow firms to respond faster to market changes, share R&D costs, and learn new skills. Cooperative strategies are also used at the business level through complementary strategic alliances, which can be vertical or horizontal.
This document discusses how optimization technology can be used to develop and communicate a global strategy for an enterprise. It describes building an optimization model that simultaneously evaluates decisions around what products/services to offer, where and how to produce them, and how to acquire and use resources. The model would integrate both long-term planning and short-term scheduling over a 10-year horizon. It proposes overcoming barriers like functional silos and single-use models by creating a "living model" of the entire enterprise that can evaluate cross-functional tradeoffs and continuously update to reflect changes.
Chap007 weaving marketing into the fabric of the firmHee Young Shin
1) The document discusses the importance of internal and external partnering in marketing. It outlines stages of partnering from awareness to commitment and describes how marketing learns from information acquisition, dissemination, and shared interpretation.
2) Cognitive maps and tools like experiments and learning laboratories are presented as ways for marketers to create new knowledge. Two example cognitive maps about FedEx-Kinko's store locations are shown.
3) Important internal partnering skills discussed include finance/accounting, questioning/listening, negotiation, and analytical skills. The document emphasizes integrating marketing operations across the business.
Assured Recruitment Solutions is an innovative recruitment group that specializes in professional and managed recruitment services. They have experienced high growth since being formed in 2006, previously growing a technology company from 3,500 to 12,000 employees over 5 years. Today they work with some of the largest international brands. Their vision is to provide faster, smarter recruitment services through continuous improvement, collaboration and innovation. They focus on high growth private equity backed companies undergoing periods of change.
Assured Recruitment Solutions is an innovative recruitment group specializing in professional and managed services. It has experienced high growth since being formed in 2006, previously growing a technology retailer from 3,500 to 12,000 employees over 5 years. Today it works with some of the largest international brands, delivering exceptional growth through talent acquisition. Assured believes exceptional talent delivers exceptional business growth and has a vision of continued future expansion through partnerships, ventures, mergers and acquisitions. It focuses on "invested" private equity and venture capital backed customers experiencing growth, recovery or transformation.
Charting the Course for the Future: Kantar Retail's Big IdeaJeff Cushing
Kantar Retail dedicated much of its 2015 research to unpacking the fundamental disruption underway in retail – disruption driven by an increasingly fragmented shopper base that is redefining the very pillars of shopping behavior in the new century.
Manifested in the diagnostic framework of REconfigure REtail as a central idea, Kantar Retail explored the major shifts according to four vectors: shopper, value, format, and commerce.
In this report, we outline the parameters of REdeploy REsources, detailing the ways in which companies must precisely focus their assets to capitalize on the demanding shopper’s requirements. We conclude with a series of calls to action across each supporting pillar intended to catalyze change in the supplier and retailer community.
This document provides an agenda and summaries for a Business Growth Lunch event held in Trafford on November 25, 2016. The agenda included welcome remarks, presentations on the GM Export Fund and a guest speaker from Nothing But Epic. It also included time for Q&A and networking. The guest speaker discussed his experience starting and growing his company. He emphasized the importance of mentors, regular evaluation, transparency, and choosing business partners wisely. The event concluded with an update from the Business Growth Hub advisor on the services and support they provide to help businesses in Greater Manchester with activities like accessing finance, finding new markets, innovation, and operational efficiency.
The document discusses how big data is driving new investments in tools and services to analyze the growing volume of structured and unstructured data from sources such as sensors, social media, and e-commerce to gain insights in areas like consumer behavior, operational efficiency, and predictive healthcare. It provides examples of how Intel is using big data analytics for applications like reducing manufacturing test times and improving reseller channel management. The document also outlines Intel's vision and technologies for enabling end-to-end big data solutions from the edge to the data center to help lower the time and cost of delivering big data insights.
Using Ice Cream Theory to Break Through Meeting & Presentation SilenceJulian Goodes
What is the link between queuing up for an ice-cream & getting your audience to open up more in presentations and meetings?
Click on the slides to learn 3 important techniques to break through meeting silence.
The document discusses the key elements of a business model including product innovation, customer relationships, infrastructure management, and conclusions. It covers topics such as value propositions, customer segments, distribution channels, revenue streams, core capabilities, and partnerships. The document provides examples and definitions for each element and discusses how defining a business model can help a company understand, share knowledge, react to change, measure performance, and engage in business model innovation.
Network science is the interdisciplinary study of complex networks found in telecommunications, transportation, computer, biological, cognitive and social systems. It draws on theories from mathematics, physics, computer science, economics and sociology to analyze graph representations of these networks. Key concepts studied include degree distributions, centrality measures, clustering coefficients, components and assortativity. Networks can form through random, small-world or preferential attachment models.
Architecting Business Critical Enterprise Apps-NetAppDataWorks Summit
This document discusses NetApp's AutoSupport system, which automatically collects diagnostic and configuration data from NetApp storage systems. It summarizes:
1) AutoSupport provides automated monitoring and alerts as well as request management to help support issues before they become critical.
2) The growing amount of AutoSupport data poses challenges for NetApp to efficiently store, process, and gain insights from the data.
3) NetApp implemented a Hadoop data lake solution using technologies like Flume, HDFS, HBase, Hive, and Pig to ingest, store, and analyze the large and growing volumes of AutoSupport data.
This document outlines steps for developing problem solving skills. It begins with an introduction and agenda, then defines the problem solving cycle which includes defining the problem, setting objectives, generating solutions, evaluating solutions, resolving the problem, and examining results. Each step is then explained in more detail. The importance of problem solving skills for careers like engineering is discussed, and the document concludes with self-assessment questions and examples to practice problem solving.
The document provides step-by-step instructions for creating an account on the IFTTT platform and then making recipes to automate connections between different online services. It explains how to sign up for an account, choose channels to connect like Facebook and Evernote, then walk through creating a sample recipe where a note is automatically added to Evernote daily. The instructions also cover turning recipes on and off, checking recipes, and editing existing recipes.
This document provides an agenda and summaries from the 2015 Best of AribaLIVE conference. The agenda includes keynotes from Maersk on their procurement operations, new Ariba purchasing functionalities and roadmap, and how Ariba, Fieldglass, and Concur can provide full spend coverage. It also discusses Spot Buy for managing non-catalog items and solutions integration between Ariba and SAP. Maersk shared their vision to involve suppliers in innovation and digitize procurement. Ariba outlined new user experiences with a Fiori design, mobile access to requisitions, and Spot Buy through online marketplaces. The unification of Ariba, Fieldglass, and Concur was presented as providing
Craigslist FIAT - How To List Cars On Craigslist The Right WayAutoRevo
The document discusses optimizing a business's Craigslist advertising strategy by analyzing their F.I.A.T. (Frequency, Area, Inventory, Time) status. It describes a case study that evaluated criteria like region, vehicle numbers and types to determine why some clients succeeded on Craigslist while others struggled. The F.I.A.T. factors are examined, particularly the importance of frequency of posting, location testing, and timing of ads. Calculations are provided showing how inventory levels and posting frequency can impact monthly Craigslist views. The key message is that properly applying the F.I.A.T. framework can increase sales by 10-30% by doing Craigslist advertising right.
Larmer Brown Business Process Mapping with EngageLarmer Brown
Engage Lean Process Modeler is an innovative tool built specifically for workshop and LEAN studies. It provides the ability to create and review multiple business scenarios when defining the 'as is' vs. ' to be' processes.
Алексей Слепцов_"Интернет вещей. Что это и для чего"GeeksLab Odessa
This document provides an overview of Intel's gateway solutions for the Internet of Things (IoT). It discusses Intel's vision of delivering end-to-end value through intelligent gateways, devices, and analytics. The document outlines Intel's approach of using integrated, optimized platforms like Intel Quark and Atom SoCs. It also describes the technology pillars of connectivity, manageability, and security and how the solutions provide benefits like fast time to market, scalability, and integrated security.
Enrich your Toolbox: Gain efficiency with the right techniques, tools & methodsDerk-Jan de Grood
Many of the customers I am speaking with are dealing with two mayor developments. First, there is a very strong urge to reduce costs in general and cost and speed of testing in particular. The other trend is of course being agile. Combining the two trends I conclude that we testers need to improve the efficiency and quality of our work. I believe enriching our toolkit with better techniques, tools and methods will help us to do so. Since the traditional test design techniques are quite powerful, our quest for new techniques should focus on those that helps us to be more efficient in an agile context.
During the session I will give examples of techniques, tools and methods that are already available in other disciplines and explain how they can be useful for us. One of the sources I'll use is the agile extension of the BABOK guide, The Business Architects Body of knowledge contains a rich source of valuable techniques. I'll distinguish between techniques that we need to actually design and perform our tests, create error situations and detect errors. And on the other hand supporting techniques that help us to determine scope, improve our process and moderate efficient sessions with our team.
Examples I'll give include: How to provoke and recognize errors, Story decomposition, Story mapping, Value stream mapping, using persona's, Business Capacity Model, Subway mapping, Process simulation and Gaming.
The presentation will suggest techniques, tools and methods that can be used by the participants straight away. The presentation will make you aware that valuable techniques are already available in various sources. I'll introduce a classification model helps them to seek and recognize additional techniques.
These techniques enable testers to show their other face: participating in and moderating sessions and coach team members with using the right tools/methods.
Engineering Trade Association representing
•Rapid Prototyping
•Toolmaking
•Precision Machining
•Metrology/Measurement
•Tooling Technologies
Supporting Engineering Manufacturing which provides
a full range of services and benefits from
Business Assistance >Communication> Technology> Training >Best Practice
Présentation du projet SAB modelling à l'occasion du Workshop BPM im Öffentlichen Sektor (BPMÖS) organisé dans le cadre de la conférence Informatik 2014.
Jan Claes is a PhD student studying how to merge event logs from different sources to facilitate process mining for supply chains. His research involves developing algorithms like a genetic algorithm and artificial immune system technique. He is currently visiting another university to apply process mining to modeling experiment logs. His future work includes submitting papers on his merging techniques and improving collaborative modeling.
(BDT210) Building Scalable Big Data Solutions: Intel & AOLAmazon Web Services
This document discusses building scalable big data solutions. It begins with an introduction from Bob Rogers, Chief Data Scientist for Intel. The next section features a presentation from Durga Nemani of AOL on their hybrid approach to big data. Some key aspects of AOL's architecture include separating compute and storage across Amazon S3 and EMR, using transient clusters of varying sizes, and optimizing for cost by using spot instances. The presentation provides data and insights such as processing 150 TB of compressed data per day across 350 EMR clusters. It breaks down AWS costs, with storage being the largest recurring fee. Best practices are suggested around resource tagging, infrastructure as code, security, and scaling. The presentation concludes by discussing next steps
This document summarizes Pitney Bowes' portfolio analysis approach. It discusses the company's history and vision, objectives of portfolio management, and frameworks used to assess core and growth business segments. Key aspects of the analysis include defining portfolio "bubbles", assessing them based on profitability, strategic fit, and market attractiveness criteria, and determining future trajectories to inform strategic plans and budgets. The director learned that connecting strategy and budget requires persistence, focusing on fewer larger strategic opportunities, and thoroughly assessing risks of growth segments.
5 Medical Distribution Strategies Doomed to Fail in 2012Gunter Wessels
The document discusses 5 medical distribution strategies that are doomed to fail in 2012: 1) portfolio expansion through acquiring new brands, 2) focusing on high-volume products, 3) overly focusing on manufacturers and specific product lines, 4) private label products, and 5) an overreliance on features and benefits in sales and marketing. It provides analysis of why each strategy is likely to fail and recommendations for more effective alternatives, such as maintaining focus on core expertise, specializing in hard-to-find products, and selling services that solve customer problems.
Cbs org. resourcebase and market requirementsJacob Holm
The document provides an overview of marketing strategy and planning. It discusses understanding an organization's resource base and forecasting future demand and market requirements. The document outlines a marketing management process with five parts: marketing strategy, competitive market analysis, identifying current and future competitive positions, competitive position strategies, and implementing the strategy. It focuses on understanding the organizational resource base and forecasting future demand and market requirements as the first two steps in the marketing management process.
The document provides guidance on developing an effective business plan. It discusses that a business plan clarifies a company's direction, allows a company to acquire capital and financing, and identifies goals. It recommends including an executive summary, company description, products/services, marketing plan, operational plan, management overview, financial plan, capital needs, risks/opportunities, and appendices. The marketing plan should include research on the target market and competition, as well as sales forecasts. The operational plan outlines daily operations, location, inventory, legal needs, staffing, and policies.
This document outlines an agenda for a workshop to help companies develop new managed or cloud services. The workshop covers understanding the company's strategy, discovering appropriate services, and building a go-to-market plan. It is divided into 6 modules that address strategic direction, market opportunities, developing the service, building the value proposition, marketing strategy, and service delivery. The goal is to provide guidance to companies on how to successfully take new cloud or managed services to market.
1. The document discusses partner marketing and how to improve relationships with partners to drive conversion. It emphasizes developing progressive partnerships through understanding partners' businesses and adding value.
2. The iris approach involves defining strategic paths and shared growth agendas with partners. It also focuses on field teams, brand effect, consumer behavior and marketing support to optimize partner activities.
3. Dashboards are used to track partner strategies, observations, and opportunities for briefs that accelerate brands and add value through differentiated products and services. The goal is influencing purchase both in and outside of retail through long-term progressive partnerships.
9 Key Principles to Successful Organizational Strategytltiede
The purpose of this presentation is to review key principles that form the foundation of successful organizational strategy.
Readers are encouraged to review the referenced materials at the back of the presentation for further detail and insight.
Continuity is the last of the five test of sound strategy which are
• A unique value proposition compared to competitors
• A different, tailored value chain
• Clear tradeoffs, and choosing what not to do
• Activities that fit together and reinforce each other
• Continuity of strategy with continual improvement in
Continuity is a key to enable company to execute successful strategy
ความต่อเนื่องคือหัวใจของการดำเนินกลยุทธ์ในการแข่งขัน
It’s important to understand the potential impact that a new disruptive technology might have on the marekt. The role of the Market Opportunity Analysis (MOA) is to help guide the process of better understanding of the most important market segments, how fast the opportuity is growing, what are the key sustainable differentiations and why are these important. Finally, the purpose of the MOA is to, on one hand, describe the key value propostions and to profile the most important use cases and how best to acquire customers.
We have prepared the following template which describes the MOA process and how outlines the factors for successfully growing market share. Our IRG MOA PowerPoint takes you through the key steps for learning about emerging market opportunities and using that learning to influence strategic decision making.
The document discusses how internal analysis is used to understand a business's performance and determine strategic options. It examines analyzing a business's financials like sales, profits, and costs. It also discusses measuring non-financial performance through customer satisfaction, product quality, brand associations, costs, innovation, and employee capabilities. Finally, it explains how the analysis informs identifying organizational strengths and weaknesses, and relating these to competitors and the market to guide strategic decisions.
The document analyzes what information the top 30 private equity firm websites provide about their brands, finding that most discuss investment strategy, team, and investments, but fewer differentiate themselves or discuss financial performance. It notes branding helps convey expectations and build trust with key constituencies like investors, management, and employees. Strong brands that meet expectations can command a premium and provide competitive advantages for private equity firms.
This document discusses long-term objectives and strategies that strategic managers establish for companies. It outlines seven common areas that strategic planners establish long-term objectives: profitability, productivity, competitive position, employee development, technological leadership, public responsibility, and employee relations. It then discusses various long-term strategies companies pursue, including low-cost leadership, differentiation, focus, operational excellence, customer intimacy, and product leadership. Grand strategies that provide overall direction include concentrated growth and market development.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
The document discusses how sales forces must transform to address changes in customer expectations and decision making processes. It notes that customers now have longer, more strategic decision processes that involve new influencers and consider a broader set of options. It also discusses how the roles of account managers are changing and require new capabilities focused on business acumen rather than just solution or value selling. The presentation agenda covers how customer needs are evolving, challenges in transforming sales organizations to address these changes, and determining if companies are ready to make the necessary changes.
Red ocean strategy involves competing in existing market space against competitors, while blue ocean strategy creates new market space without competition. Key tools for blue ocean strategy include the strategy canvas, which visually captures current and future strategic positioning; the 4 Actions framework for reconstructing buyer value; and the ERRC grid for eliminating/reducing and raising/creating factors. Fair process builds execution into strategy through engagement, explanation, and clarity of expectations.
Blue Ocean Strategy is about creating new market space and demand rather than competing in existing markets. It was developed by W. Chan Kim and Renee Mauborgne based on their study of 150 companies over 120 years. They identified two types of market space - Red Oceans, which are crowded existing markets where competition is fierce, and Blue Oceans, which are untouched new markets. The document then provides details on how Airtel telecommunications applied the concepts of Blue Ocean Strategy to eliminate some offerings, reduce others, and create new offerings and customer value to enter new market space.
Blue Ocean Strategy is about creating new market space and demand rather than competing in existing markets. It was developed by W. Chan Kim and Renee Mauborgne based on their study of 150 companies over 120 years. They identified two types of market space - Red Oceans, which are crowded existing markets where competition is fierce, and Blue Oceans, which are untouched new markets. The document then provides details on how Airtel telecommunications applied the concepts of Blue Ocean Strategy to eliminate some offerings, reduce others, and create new offerings and customer value to enter new market space.
1. Discussion Document
Retail Market Feedback and Supplier Performance
Review
Prepared by
Mark Ferguson
Managing Director
Strategic Horizons
www.strategic-horizons.com.au