The document discusses opportunities for Truper in the North American lawn and garden tool industry. It notes vulnerabilities of North American OEMs, including financial distress, management turnover, outdated infrastructure, overreliance on low costs, and underinvestment in branding, innovation and marketing. Retailers are seeking new products and brands as they differentiate themselves, opening opportunities for suppliers that can develop innovative products and fill gaps left by weaker vendors. The document evaluates Truper's potential to take advantage of these industry shifts.
This white paper discusses how to assess an organization's readiness for implementing Marketing Operations (MO). MO is an emerging discipline that can significantly increase marketing performance and accountability. The paper provides a checklist for determining if a company is a good candidate for MO based on characteristics like market dynamics, budget size, and process maturity. It also outlines common pain points MO can address, such as a lack of strategy, difficulty measuring ROI, and siloed functions. Finally, the paper presents an ideal vision of marketing's contribution with MO as a creative, results-driven function that helps define strategy and leads customer experience.
This document provides an overview of marketing services for single source companies offered by Oceancom. It discusses how companies are increasingly offering turnkey solutions and the challenges of marketing these capabilities with limited resources. Oceancom offers a hybrid marketing solution using small teams of experienced professionals to develop marketing plans, branding, communications, and sales support at a lower cost than large agencies. The document outlines Oceancom's services and advantages and suggests companies may be making marketing errors if materials are outdated, online presence is weak, or marketing lacks the proper calibre or perspective to attract large customers.
The Alpha Brand, Market Leadership Best PracticesLakesia Wright
This document outlines 10 best practice principles for achieving market leadership. It discusses the rewards of being a market leader such as better profit margins and barriers to competition. However, most companies fail to focus and diffuse their resources across too many markets. The 10 principles provide a roadmap for success, beginning with selecting a target market and segment, narrowing focus to a unique value proposition, and aligning all business activities to support the strategy. Key steps include claiming the "alpha" leadership position in the market through effective marketing and communications. Committing to applying these principles can help a company establish dominance in an attractive market and leverage that position to grow successfully.
Chief marketing officers are now tasked with transforming marketing organizations to be more performance-driven. They must implement new competencies around analytics, digital marketing, and data management. The CMO Council provides a 10-step plan for new CMOs to drive change, including understanding company culture, auditing capabilities, and showing early results. CMOs must revamp reporting structures and processes to gain credibility from other business areas and optimize marketing's impact.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
This document is an eBook from DemandTec that discusses the future of trade effectiveness and optimization in the consumer packaged goods industry. It outlines how new capabilities now allow linking top-down and bottom-up trade planning and incorporating shopper insights. These advances can improve returns on massive annual trade promotion investments and help manufacturers build more compelling sell-in propositions for retailers. The size of the trade promotion prize makes even small improvements very valuable.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
This white paper discusses how to assess an organization's readiness for implementing Marketing Operations (MO). MO is an emerging discipline that can significantly increase marketing performance and accountability. The paper provides a checklist for determining if a company is a good candidate for MO based on characteristics like market dynamics, budget size, and process maturity. It also outlines common pain points MO can address, such as a lack of strategy, difficulty measuring ROI, and siloed functions. Finally, the paper presents an ideal vision of marketing's contribution with MO as a creative, results-driven function that helps define strategy and leads customer experience.
This document provides an overview of marketing services for single source companies offered by Oceancom. It discusses how companies are increasingly offering turnkey solutions and the challenges of marketing these capabilities with limited resources. Oceancom offers a hybrid marketing solution using small teams of experienced professionals to develop marketing plans, branding, communications, and sales support at a lower cost than large agencies. The document outlines Oceancom's services and advantages and suggests companies may be making marketing errors if materials are outdated, online presence is weak, or marketing lacks the proper calibre or perspective to attract large customers.
The Alpha Brand, Market Leadership Best PracticesLakesia Wright
This document outlines 10 best practice principles for achieving market leadership. It discusses the rewards of being a market leader such as better profit margins and barriers to competition. However, most companies fail to focus and diffuse their resources across too many markets. The 10 principles provide a roadmap for success, beginning with selecting a target market and segment, narrowing focus to a unique value proposition, and aligning all business activities to support the strategy. Key steps include claiming the "alpha" leadership position in the market through effective marketing and communications. Committing to applying these principles can help a company establish dominance in an attractive market and leverage that position to grow successfully.
Chief marketing officers are now tasked with transforming marketing organizations to be more performance-driven. They must implement new competencies around analytics, digital marketing, and data management. The CMO Council provides a 10-step plan for new CMOs to drive change, including understanding company culture, auditing capabilities, and showing early results. CMOs must revamp reporting structures and processes to gain credibility from other business areas and optimize marketing's impact.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
This document is an eBook from DemandTec that discusses the future of trade effectiveness and optimization in the consumer packaged goods industry. It outlines how new capabilities now allow linking top-down and bottom-up trade planning and incorporating shopper insights. These advances can improve returns on massive annual trade promotion investments and help manufacturers build more compelling sell-in propositions for retailers. The size of the trade promotion prize makes even small improvements very valuable.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
The document discusses how sales managers can optimize their effectiveness through virtual sales management. It finds that sales managers currently spend over 60% of their time directly supporting sales teams through selling, coaching, and pipeline management. However, these activities are often less effective when salespeople work remotely. The document proposes that virtual tools like video conferencing can help managers remotely conduct sales calls, coaching sessions, and pipeline reviews. This allows managers to support more salespeople each day while freeing up their time for other tasks. Recording virtual meetings also provides benefits like tracking best practices.
This information outlines what it takes to make a World Class sales force by understanding the types of
salespeople and how to measure their specific sales “DNA” to optimize performance.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
The document discusses 5 strategies that can help businesses emerge stronger from an economic recession by optimizing their marketing and sales funnel. The strategies are: 1) Feeding the top of the funnel by improving lead generation rates through advanced marketing techniques; 2) Turning inquiries into qualified leads by capturing prospect data and implementing lead scoring; 3) Getting qualified leads to sales with the right information by integrating sales and marketing systems; 4) Identifying and nurturing opportunities by implementing targeted lead nurturing programs; 5) Increasing sales effectiveness through measurement, collaboration between sales and marketing, and automation. Case studies show these strategies can significantly improve conversion rates and increase revenue.
Wil je weten wat winnende sales organisaties onderscheid van de rest? Leer van de grootste sales best-practice study in zijn soort met 21.000 participanten wereldwijd van Miller Heiman.
This white paper discusses how pharmaceutical companies can better manage their portfolios of established brands to drive growth. It argues that mature brands and emerging markets are converging in importance, as sources of top-line growth and cash flow become more challenging. To succeed with established brands in new markets, companies need the right team structure, active portfolio management including adding and removing brands, and adjusted expectations around margins, volumes and returns on investment. Managing established brands effectively will generate needed cash flow to fund future research and development.
Marketing Excellence: Developing Strategic Marketing Skills With Advanced Mar...Human Capital Media
Acquiring, developing and retaining marketing talent is a big challenge for many companies.
Being able to develop and apply strategic thinking while developing market-focused strategies is even more important in today’s fast-paced environment.
In this webinar, you will:
Discover the key principles of developing marketing excellence within an organization.
Learn how to leverage advanced marketing simulations to accelerate strategic marketing skills.
See how Dell is using this approach on a global scale as part of its Marketing Excellence initiative.
This webinar is presented by StratX, a global executive development firm, in partnership with Dell.
Rhegal Consulting is a consulting firm that specializes in high performance sales and marketing. They help companies generate competitive advantage and increase profits through improving sales force effectiveness, developing sales strategies, and optimizing sales and marketing processes. Rhegal uses a proprietary PEPP model that focuses on aligning people, processes, performance, and profit. They deliver customized solutions for clients across various industries with a local presence and global expertise.
Earley & Associates: Marketing Ops and e-TaxonomyMayer Becker
Earley & Associates is a leading taxonomy consulting firm, who sponsor regular online seminars to help executives and IT professionals understand the importance of building and maintaining a taxonomy.
The Incorporation of the CRO in Your OrganizationChristianPatrik
The document discusses the role of the Chief Revenue Officer (CRO) in aligning sales and marketing organizations. It explains that a CRO takes a strategic role above sales and marketing to focus on revenue generation across the entire sales funnel. Key responsibilities of a CRO include developing predictable revenue strategies, analyzing marketing performance, and reconciling campaigns and strategies. The CRO role resembles that of a CEO or CFO in having ownership of the overall revenue strategy and accountability for predictable revenue generation.
The document discusses strategic management and entrepreneurship. It outlines the strategic management process for small businesses, including establishing a vision and mission, assessing strengths and weaknesses, identifying success factors, analyzing competitors, setting goals and objectives, formulating strategies, implementing plans, and establishing controls. The key points are that strategic management provides direction and guides a business, and an entrepreneur should focus on strategic thinking, maintain flexibility, and encourage employee participation when developing a strategic plan.
This document provides information on best practices for in-home caregiving for seniors. It discusses the importance of preventing falls and injuries, helping seniors stay engaged in activities and maintain a regular diet and medication schedule, and preventing social isolation through companionship. Professional in-home caregivers can help seniors live safely and actively in their own homes. The document also covers common chronic conditions in seniors like dementia, Alzheimer's, and Parkinson's disease.
The document discusses trends in China's senior housing market from 2015-2040. It finds that while real estate developers view senior living as a real estate play, care needs are not adequately met. Preference is for facilities within cities rather than suburbs. The market is narrower than expected and products are needed for the middle class. Redevelopment of existing properties is more successful than greenfield projects. Operational capabilities for assisted living/memory care often do not match advertised services.
The document discusses the changing landscape for pharmaceutical marketing in China, noting that compliance concerns, restrictions on promotional activities, and drug approval lags are forcing companies to transition from sales-driven to more strategic, marketing-focused models. Interviews with industry executives found that while China remains important, challenges around market access, disconnects between policy and implementation, and macroeconomic factors are affecting business. The paper aims to explore the context of changes in China's healthcare system and offer recommendations for how companies can adapt their marketing approaches.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
This is an updated release:
First, I released the Platform Design Canvas alone, then I added the Platform Motivations Matrix to a newly born "toolkit" made of different tools (most of them are still in the making).
Here you can find a context post with a step by step guide to using this preliminary version of the toolkit: http://bit.ly/PDToolkitGuide
This document provides an overview of how Catalytic Advisors helps clients unlock value through world-class sales and customer service. It discusses that the company's founder and CEO, Everett Hill, has extensive experience transforming sales and service organizations. Catalytic Advisors takes a three-step approach of conducting diagnostics, building solutions through team engagement, and partnering on execution. Two case studies showcase how the company helped clients strengthen their sales strategies and sales effectiveness through recommendations involving customer service, CRM tools, and consultative selling.
This document discusses strategies for improving a sales organization's ability to sell solutions to senior-level executives. It introduces the ONE process which includes three components: obtaining insights about customers, navigating for access to senior executives, and elevating the dialogue during meetings. Specific tactics are provided for each component, such as conducting online and internal research, gaining introductions from champions, and giving prescriptive presentations. The document also discusses alternatives like creating a specialized sales force focused on senior executives or leveraging subject matter experts to engage with certain senior roles. The goal is to help salespeople succeed in selling solutions by selling at a higher, more strategic level within customers.
Sales 2.0 enables the guided and purposeful collaboration necessary to transform sales organizations from traditional selling to business development, aligning them with an already transformed marketplace. This is achieved through two collaborative constructs - a training-coaching-tools construct between the supplier and customer, and a customer-customer network above that. Guided collaboration fueled by unconventional thinking and technology increases top line and market share through the formation of early opportunities.
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
The document discusses how sales managers can optimize their effectiveness through virtual sales management. It finds that sales managers currently spend over 60% of their time directly supporting sales teams through selling, coaching, and pipeline management. However, these activities are often less effective when salespeople work remotely. The document proposes that virtual tools like video conferencing can help managers remotely conduct sales calls, coaching sessions, and pipeline reviews. This allows managers to support more salespeople each day while freeing up their time for other tasks. Recording virtual meetings also provides benefits like tracking best practices.
This information outlines what it takes to make a World Class sales force by understanding the types of
salespeople and how to measure their specific sales “DNA” to optimize performance.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
The document discusses 5 strategies that can help businesses emerge stronger from an economic recession by optimizing their marketing and sales funnel. The strategies are: 1) Feeding the top of the funnel by improving lead generation rates through advanced marketing techniques; 2) Turning inquiries into qualified leads by capturing prospect data and implementing lead scoring; 3) Getting qualified leads to sales with the right information by integrating sales and marketing systems; 4) Identifying and nurturing opportunities by implementing targeted lead nurturing programs; 5) Increasing sales effectiveness through measurement, collaboration between sales and marketing, and automation. Case studies show these strategies can significantly improve conversion rates and increase revenue.
Wil je weten wat winnende sales organisaties onderscheid van de rest? Leer van de grootste sales best-practice study in zijn soort met 21.000 participanten wereldwijd van Miller Heiman.
This white paper discusses how pharmaceutical companies can better manage their portfolios of established brands to drive growth. It argues that mature brands and emerging markets are converging in importance, as sources of top-line growth and cash flow become more challenging. To succeed with established brands in new markets, companies need the right team structure, active portfolio management including adding and removing brands, and adjusted expectations around margins, volumes and returns on investment. Managing established brands effectively will generate needed cash flow to fund future research and development.
Marketing Excellence: Developing Strategic Marketing Skills With Advanced Mar...Human Capital Media
Acquiring, developing and retaining marketing talent is a big challenge for many companies.
Being able to develop and apply strategic thinking while developing market-focused strategies is even more important in today’s fast-paced environment.
In this webinar, you will:
Discover the key principles of developing marketing excellence within an organization.
Learn how to leverage advanced marketing simulations to accelerate strategic marketing skills.
See how Dell is using this approach on a global scale as part of its Marketing Excellence initiative.
This webinar is presented by StratX, a global executive development firm, in partnership with Dell.
Rhegal Consulting is a consulting firm that specializes in high performance sales and marketing. They help companies generate competitive advantage and increase profits through improving sales force effectiveness, developing sales strategies, and optimizing sales and marketing processes. Rhegal uses a proprietary PEPP model that focuses on aligning people, processes, performance, and profit. They deliver customized solutions for clients across various industries with a local presence and global expertise.
Earley & Associates: Marketing Ops and e-TaxonomyMayer Becker
Earley & Associates is a leading taxonomy consulting firm, who sponsor regular online seminars to help executives and IT professionals understand the importance of building and maintaining a taxonomy.
The Incorporation of the CRO in Your OrganizationChristianPatrik
The document discusses the role of the Chief Revenue Officer (CRO) in aligning sales and marketing organizations. It explains that a CRO takes a strategic role above sales and marketing to focus on revenue generation across the entire sales funnel. Key responsibilities of a CRO include developing predictable revenue strategies, analyzing marketing performance, and reconciling campaigns and strategies. The CRO role resembles that of a CEO or CFO in having ownership of the overall revenue strategy and accountability for predictable revenue generation.
The document discusses strategic management and entrepreneurship. It outlines the strategic management process for small businesses, including establishing a vision and mission, assessing strengths and weaknesses, identifying success factors, analyzing competitors, setting goals and objectives, formulating strategies, implementing plans, and establishing controls. The key points are that strategic management provides direction and guides a business, and an entrepreneur should focus on strategic thinking, maintain flexibility, and encourage employee participation when developing a strategic plan.
This document provides information on best practices for in-home caregiving for seniors. It discusses the importance of preventing falls and injuries, helping seniors stay engaged in activities and maintain a regular diet and medication schedule, and preventing social isolation through companionship. Professional in-home caregivers can help seniors live safely and actively in their own homes. The document also covers common chronic conditions in seniors like dementia, Alzheimer's, and Parkinson's disease.
The document discusses trends in China's senior housing market from 2015-2040. It finds that while real estate developers view senior living as a real estate play, care needs are not adequately met. Preference is for facilities within cities rather than suburbs. The market is narrower than expected and products are needed for the middle class. Redevelopment of existing properties is more successful than greenfield projects. Operational capabilities for assisted living/memory care often do not match advertised services.
The document discusses the changing landscape for pharmaceutical marketing in China, noting that compliance concerns, restrictions on promotional activities, and drug approval lags are forcing companies to transition from sales-driven to more strategic, marketing-focused models. Interviews with industry executives found that while China remains important, challenges around market access, disconnects between policy and implementation, and macroeconomic factors are affecting business. The paper aims to explore the context of changes in China's healthcare system and offer recommendations for how companies can adapt their marketing approaches.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
This is an updated release:
First, I released the Platform Design Canvas alone, then I added the Platform Motivations Matrix to a newly born "toolkit" made of different tools (most of them are still in the making).
Here you can find a context post with a step by step guide to using this preliminary version of the toolkit: http://bit.ly/PDToolkitGuide
This document provides an overview of how Catalytic Advisors helps clients unlock value through world-class sales and customer service. It discusses that the company's founder and CEO, Everett Hill, has extensive experience transforming sales and service organizations. Catalytic Advisors takes a three-step approach of conducting diagnostics, building solutions through team engagement, and partnering on execution. Two case studies showcase how the company helped clients strengthen their sales strategies and sales effectiveness through recommendations involving customer service, CRM tools, and consultative selling.
This document discusses strategies for improving a sales organization's ability to sell solutions to senior-level executives. It introduces the ONE process which includes three components: obtaining insights about customers, navigating for access to senior executives, and elevating the dialogue during meetings. Specific tactics are provided for each component, such as conducting online and internal research, gaining introductions from champions, and giving prescriptive presentations. The document also discusses alternatives like creating a specialized sales force focused on senior executives or leveraging subject matter experts to engage with certain senior roles. The goal is to help salespeople succeed in selling solutions by selling at a higher, more strategic level within customers.
Sales 2.0 enables the guided and purposeful collaboration necessary to transform sales organizations from traditional selling to business development, aligning them with an already transformed marketplace. This is achieved through two collaborative constructs - a training-coaching-tools construct between the supplier and customer, and a customer-customer network above that. Guided collaboration fueled by unconventional thinking and technology increases top line and market share through the formation of early opportunities.
So, how do Lebanese Marketers view and develop their brands? Is Branding in Lebanon Healthy ?
-A thorough study for marketing and non-marketing professionals on the current status of branding in Lebanon and the opportunities it brings with upgrading branding and brand management practices.
-One of the interesting findings is the lack of knowledge related to brand’s economic value creation and to brand’s relation to business strategy.
-Another interesting finding is that Lebanese Marketers' behavior is not always in line with their perceptions and attitudes.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
Michael Taylor Resume Sales, Business Development,Account Management & Cl...Michael Taylor
Michael Taylor has over 25 years of experience in business development, sales, and strategic account management. He is currently the Director of Business Development at Taylored Services, where he has increased annual sales from $10 million to over $25 million. He has a proven track record of exceeding sales quotas and securing large accounts. Taylor possesses strong communication, negotiation, and leadership skills and has consistently earned top sales performance awards throughout his career.
Syed Hashmi has over 10 years of experience in business development, sales, marketing, and operations roles. His experience includes business development manager roles at Miracle Software Systems and sales promoter roles at Nokia, where he performed tasks like market research, lead generation, sales reporting, and relationship management. He also has experience in financial services roles conducting investment advice and business operations roles at Axis Arepro involving tasks like requirements gathering, purchasing, and customer service.
Paramar Consulting provided consulting services to various clients, including AT&T, Intel, and smaller companies. Some key assignments involved assessing the potential to commercialize AT&T's fraud detection technology, evaluating a vitamin company's expansion plans, salvaging a failed market research database project, conducting due diligence for a venture capital firm, and determining whether a software unit should be spun off. The document outlines several case studies that demonstrate the consultant's ability to quickly learn new industries and provide strategic recommendations.
DBA Management Consulting provides various consulting services to help companies with management issues. This includes conducting due diligence for mergers and acquisitions, developing business plans, devising business development strategies, assisting with new product development, performing market assessments, feasibility studies, and competitive benchmarking. Clients can contact DBA's specialists to get preferential rates for these consulting services.
DBA Management Consulting provides various consulting services to help companies with management issues. This includes conducting due diligence for mergers and acquisitions, developing business plans, devising business development strategies, assisting with new product development, performing market assessments, feasibility studies, and competitive benchmarking. Clients can contact DBA's specialists to get objective advice and preferential rates for these consulting services.
The document provides an overview of SWOT analysis, including its history and development at Stanford Research Institute from 1960-1970. It describes the key components of a SWOT analysis - strengths, weaknesses, opportunities, and threats - and how they relate to an organization's internal and external environment. Examples are given of strengths, weaknesses, opportunities, and threats for companies like McDonald's and Nokia to illustrate how a SWOT analysis can be conducted.
Seven Steps for Revitalizing Your BrandR. Jay Olson
If the time has come to re-energize your brand, follow this proven framework to get your CEO and executive team behind you to mobiliize your initiative, and ensure your company's investment drives profitable long-term growth and asset valuation.
This document outlines a sales talent audit methodology to help organizations optimize their sales talent. It discusses identifying the right talent early, screening out mismatches, retaining high performers, and developing talent for future opportunities. An audit provides tools to select, align, engage, develop and retain the sales talent needed to achieve strategic objectives. It can help identify trends, gaps, needs, compare individuals to roles, and target training. The document emphasizes that understanding customer needs and matching the right salesperson type to customers is critical to sales force success.
This document outlines how to build a world-class sales force through understanding sales talent and optimizing performance. It discusses conducting a sales talent audit to identify strengths, weaknesses, gaps and needs. The goals of sales talent management are to identify the right talent early, screen out mismatches, retain high potential talent, and identify and develop talent for future opportunities. A sales talent audit provides tools to select, align, engage, develop and retain the necessary sales talent to drive strategic objectives.
This document outlines how to build a world-class sales force through understanding sales talent and optimizing performance. It discusses conducting a sales talent audit to identify strengths, weaknesses, gaps and needs. The goals of sales talent management are to identify the right talent early, screen out mismatches, retain high potential talent, and identify and develop talent for future opportunities. A sales talent audit provides tools to select, align, engage, develop and retain the necessary sales talent to drive strategic objectives.
This document outlines a sales talent audit methodology to help organizations optimize their sales talent. It discusses identifying the right talent early, screening out mismatches, retaining high performers, and developing talent for future roles. An audit provides tools to select, align, engage, develop and retain the sales talent needed to achieve strategic objectives. It can help identify trends, gaps, needs, best fit roles, and target training across levels. The document emphasizes that understanding customer needs and matching the right salesperson type to customers is critical to sales force success.
This document outlines how to build a world-class sales force through understanding sales talent and optimizing performance. It discusses conducting a sales talent audit to identify strengths, weaknesses, gaps and needs in order to select, align, engage, develop and retain the right sales talent. The document also examines what customers want from sellers and outlines critical sales skills, such as understanding the customer's business and being accountable for results. It emphasizes that top sellers focus on business benefits rather than just products and take responsibility for managing customer relationships.
This document outlines a sales talent audit methodology to help organizations optimize their sales talent. It discusses identifying the right talent early, screening out mismatches, retaining high performers, and developing talent for future roles. An audit provides tools to select, align, engage, develop and retain the sales talent needed to achieve strategic objectives. It can help identify trends, gaps, needs, best fit roles, and target training across levels. The document emphasizes that understanding customer needs and matching the right salesperson type to customers is critical to sales force success.
Brand Architecture Toolkit: Optimizing the Portfolio for Growth 4.29.19Carol Phillips
Completely UPDATED version of our earlier Toolkit. Is your brand portfolio easy for customers to navigate? Helping you prioritize your investments? Learn how to organize brand assets to help your business grow.
Similar to Truper Proposal March 2006 Final Draft (20)
Seattle Chinese Chamber of Commerce - The US-China RelationshipBenjamin Shobert
What can we say about this key relationship in light of the 2016 Presidential election? What changes should we anticipate? How do we work together to ensure trade and investment between the two countries continues to grow?
Latitude Health, a new affiliate firm of Rubicon Strategy Group, is a leading healthcare consulting firm located in Shanghai. This slide deck introduces their capabilities in more detail.
This report provides a comprehensive analysis of China's senior care market through 2050. It profiles major operators, analyzes regulations, and identifies best practices. Interviews with industry leaders provide key lessons on market acceptance and scaling a senior care business in China. While the elderly population is large, consumers are cautious due to economic instability. Expanding private long-term care funding will be critical to drive industry growth by offering benefits to both working adults and their parents. The report offers practical guidance for domestic and foreign operators seeking to execute successfully in China's developing senior care sector.
Washington State Life Science Business Investment Mission to China - October ...Benjamin Shobert
Rubicon Strategy Group has been facilitating a round of meetings in Beijing and Shanghai for Washington state life-science and medical device companies. Our kick-off presentation to the group follows.
The Promise & Peril of China's Healthcare Reforms - February 2014Benjamin Shobert
Mr. Shobert kicked off the event by talking about China’s priorities in the early 1980’s, which then only consisted of massive economic development plans. Shobert discussed how China, like America during the industrial revolution, compromised their personal health for economic wealth. He then spoke about China’s foreign direct investment life cycle. He explained that foreign companies in China are welcomed
when needed, but are eventually shown the door when domestic counterparts are able to replace them.
According to Shobert, this phenomenon has been happening since the medieval days of Chinese emperors and dynasties.
Mr. Shobert extensively talked about the promise of China’s healthcare economy. He talked about the billions of dollars spent by the Chinese on healthcare every year, and he showed a survey that explained how the Chinese value healthcare spending above anything else. He discussed the geographic differences of China, which is one of the biggest countries in the world and the home to 1.3 billion people. He then highlighted how motivated the government is in seeking the best healthcare for all their people.
Shobert also talked about the perils and the challenges of China’s healthcare economy. Initially, he gave generalized comments regarding business laws not being implemented and applied to local companies. He highlighted how global pharmaceutical companies are coping with this disadvantage, and he also touched based on the challenges of building a medical staff/team in China.
Towards the end his speech, Mr. Shobert emphasized the expectations of the Chinese economy. He said he believed that the glory days in the 1990’s and early 2000’s of double digit growth every year have passed, and we could expect China to grow “only” at around 7.5% of its GDP per year.
Nevertheless, he reminded everybody that China is still a land of massive growth, and that big opportunities remain for
companies seeking to do business there.
The ethical challenges of doing business in china's healthcare economyBenjamin Shobert
The document discusses China's healthcare system and the ethical challenges of doing business in the sector. It notes that healthcare was better under Mao due to the "Barefoot Doctor Brigades" providing basic care. Economic reforms dismantled this system without replacing it, leading to declining government spending and many people unable to afford care. This created incentives for corruption as hospitals and doctors sought other revenue sources. A large pharmaceutical company was recently fined for bribery, though it's debated whether this was truly unethical or necessary to do business in China's broken system. The document considers companies' options moving forward such as maintaining ethics, changing strategies, or exiting China.
Developing the right public private partnerships for china's emerging senior ...Benjamin Shobert
What lessons should China learn from the American experience in senior housing during the 1980s and 90s? What is the right role of the Chinese government as regulator of the sector?
An introduction to Myanmar's current healthcare system with an eye on whether the country is ready for meaningful foreign direct investment in the sector.
China's healthcare reforms: the promise & the peril - 01-29-13Benjamin Shobert
China's healthcare system was better under Mao due to the "Barefoot Doctor Brigades" providing basic care to rural communities. However, economic reforms dismantled this system without replacing it, reducing government healthcare spending and insurance coverage. As a result, many Chinese cannot afford medical care. However, China is now investing heavily to reform its healthcare system, with plans to spend over $4 trillion to expand insurance coverage, build hospitals, and increase the healthcare workforce to address the growing elderly population. This massive investment presents opportunities for foreign companies in areas like primary care, technology, training, and senior care.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Cherish Yearn is a retirement community in China with residential buildings, amenities, and an on-site hospital. The community has over 15 buildings including hotel-style residences, administrative offices, a gym, dining hall, and activity areas. Housing options include 1-bedroom and 2-bedroom units, all furnished. Amenities include a fishing pond and calligraphy studio. The on-site hospital offers three levels of care. Monthly fees vary from 1,500 to 10,000 RMB depending on the room and level of care. The developer provides contact information for more details.
The Hong Kong Housing Society operates senior care facilities and uses a business model focused on housing and care services for seniors. They have faced challenges achieving profitability due to government pricing constraints. Their next facilities will be privately financed to avoid these constraints and increase standards for resident qualifications. Overall, the experience highlights ongoing needs to develop the senior care sector and train caregivers in Hong Kong and China.
NoseBudd is a patented product that helps stop nosebleeds using cold therapy and gentle finger pressure. It addresses the large problem of nosebleeds in the US which are caused by factors like sports, dry air, and blood thinners. Unlike other nosebleed treatments, NoseBudd is non-invasive, inexpensive, and easy to use. The document outlines NoseBudd's marketing partnerships, distribution in stores and to medical groups, and advertising in publications targeting relevant audiences like school nurses.
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Hong Kong Trade Development Council Presentation Final VersionBenjamin Shobert
The document discusses strategies for small and medium enterprises (SMEs) to market to North American corporate buyers and retailers. It emphasizes that SMEs need to focus on innovation, building their own brand, and meeting retailers' needs in order to succeed. Specifically, the document recommends that SMEs (1) innovate through new product features and functionality to drive higher sales, (2) develop their own brand identity rather than relying on captive manufacturing, and (3) understand retailers' true needs which may differ from what they say. This will allow SMEs to transition from being product suppliers to becoming innovative brand builders.
Hong Kong Trade Development Council Presentation Final Version
Truper Proposal March 2006 Final Draft
1. Evaluating Opportunities in North America
• Teleos Overview.
• Vulnerabilities within the North American lawn and
garden tool industry.
• North American retailers are entering Mexico’s retail
network.
• Changes within the North American retail market.
• Truper’s unique position will allow it to take
advantage of this situation.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
1
2. Teleos Corporate Overview
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Your business is already successful, but you recognize that
in order to continue being successful, your business is
going to have to change.
Your first success was based on being the most cost
competitive in the market; but your market is changing
–more competitors are coming close to your price point,
and they are being entertained as viable vendors from
your customer.
Now, you want to innovate, to build a business strategy for
ensuring long term success, and you know that to
accomplish this, you will have to develop new products
and emphasize marketing.
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3. Perhaps the first step is wanting to better understand
the North American market, or perhaps you want to
go through a more comprehensive analysis.
Many Teleos clients desire a review of their entire
channels to market, including a review of their sales
and distribution channels, an evaluation of potential
North American joint venture partners or a serious
investigation into expanding into the country.
Whatever yesterday’s success, the needs of your business
are changing. Teleos is your solution changing your
North American business model. Teleos is the
intelligent way to U.S. markets.
Family of Services
Teleos offers consulting services ranging from business plan
development to formal product design review including
code and regulatory compliance analysis (UL, FDA, NSF, USP, etc.).
Business Plan Business Plan Development services include complete competitor comparisons,
Distribution & Sales
Development marketing studies (from complete brand name recognition surveys to suggested Channel Analysis
product and marketing differentiation strategy analysis), and development of
ways for growing your business in North America.
Product Design & Development includes design review for acceptability
both at the regulatory and consumer levels. These services can be extended
to formal product development assistance in transitioning existing
technologies into new markets and applications.
Distribution & Sales Channel Analysis typically includes a review
of whether your business should employ an expansion
strategy in North America limited to informal representation,
establishing limited distributors, or formally opening your own
operation in North America.
Management Services offered by Teleos include searching
for candidates for you to interview and hire, and Teleos
can be retained on an on-going basis for managing new
hires as you expand your management team
Product Design & into North America. Management
Development Services
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4. Vulnerability of North American
Lawn & Garden OEMs
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Vulnerability of North American
Lawn & Garden OEMs
• North American Lawn & Garden OEMs are
characterized by:
– Various conditions of financial distress.
– High levels of management turnover, including key account
managers who are looking for new opportunities at other
OEMs.
– Antiquated manufacturing infrastructures.
– Over-reliance on low cost sourcing to perpetuate their
relationships with key customers.
– Poor brand-name recognition.
– Too little investment in product development, innovation
and marketing activities.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
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5. How This Vulnerability Developed
Retailers have begun to bump into one another:
The 90s led to extensive advancements in Wal-Mart is so large that it inevitably bumps into
logistics which allowed retailers to begin to retail space previously owned by segment leaders
develop a strategic advantage for the consumer. like Lowes or Bed Bath & Beyond. As each of
Because the vendors had not energized their these retailers attempts to grow and differentiate
product development and marketing activities itself from the competition, it must place emphasis
during this period of time, the retailers began on innovative products. Desiring new products
to become more dominant. At the same and brands consumers recognize, retailers are
time, high degrees of retail differentiation finding their vendors are, in many cases, so
initialized and segment leaders began to financially weak they can not provide this.
dominate (Wal-Mart and Home Depot especially). Consequently, new spaces are opening up for
1980s 2000s vendors capable of filling this gap.
During this period of time, the 1990s By 2000, the retail segment leaders had Current Day
dominant retail segment leaders become so dominant they had almost complete
were not as highly differentiated price advantage over their vendors. A number
as they became in the 90s. In of vendors serving the retail community
addition, the retailers did not have consolidated, but the newly formed companies
as dominant a size advantage over were financially not as strong nor as flexible
their OEM vendors as the retailers as they were in the late 70s and early 80s.
now possess. Globalization introduced a new competitive
This détente led to a status-quo on advantage which served the retailer and further
the part of a large majority of the depressed the prices of a variety of goods
vendors, who began to rest on the being sold.
laurels of their existing product lines
and brand status.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Deflation’s Aftermath
• Retailers have gained a significant price advantage through the
benefits of globalization.
• The cost to vendors who have not used this to their advantage
has been increasingly lower prices retailers are willing to pay.
• The underlying premise from the retailer is that lower prices
will induce the consumer to buy; however,
– This premise has a flaw: namely, it will not last forever. At some
point the consumer market will mature and consumers will need new
products to begin buying again.
• As can be seen in the Home Depot/TTI/Rigid/Ryobi deal, the
problem is that when the market finally deflates, the vendors
who remain are so financially and organizationally distressed
they have lost the ability to innovate and brand.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
5
6. This Says Everything …
“ … a number of brand recognition studies have
showed both the retailers and the lawn &
garden companies that consumers have literally
no brand name recognition with respect to
gardening tools & products …”
- Union Tools
management team member
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
What This Means
• This is dangerous in that it is an indicator of a mature
market where price is becoming the sole driver;
however,
• It is also an indicator of a market ripe for innovation
and for basic branding activities.
• A company with four core capabilities: strong account
management, reasonable pricing, innovative product designs
and brand-building marketing, would be able to build a
dominant position within this market segment.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
6
7. The Wrong Way
• New handle.
• Identified need to get consumer to interact
with product in order to maximize sales.
• Identified need to feature product in flyers
and point-of-purchase displays.
• Actually did neither.
• Used to strategically protect existing unit
volume potentially lost at major retailers.
– This meant getting high volume but losing ability
to leverage the value of the design.
• No branding activities were developed, no
new marketing efforts beyond introduction
at key retailers, no repositioning within the
real estate at North American retailers.
• Net Effect? Innovation without marketing is
a short term win.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
The Right Way
• Truly new product (handle & attachment).
• New point-of-purchase displays.
• New marketing collateral.
• New ad campaigns.
• Product roll-out selected to find retail
customers sensitive to innovation, which
meant sacrificing initial volume to take the
time to build a brand and maximize
profitability.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
7
8. Not a Stretch
• To some, this type of emphasis on innovation
and marketing may seem inconsistent with
what they hear North American big-boxes say
they desire.
• But looking at the new relationship forged by
Lowes and OXO, one example of the emphasis
on marketing and innovation can be clearly
seen.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
8
9. OXO Good Grips®
• New relationship between Lowes & OXO announced in
October of 2005.
– Emphasis on line of short-handled garden tools and hardware tools
using OXO’s principle of universal design.
– Builds on OXO Good Grips® brand name from kitchen utensils.
– Builds on OXO’s innovative design.
• Why did Lowes have to get someone new to enter shelf space already
served by Stanley Tools, Lufkin, Ames, Union Tools and many others?
– Because for those companies, the emphasis on lowering product cost
forced them to lose their focus on product development and marketing
activities.
– Ultimately, Lowes knows they need new products with brands
consumers desire for their own health.
– The OXO style of opportunity is present for Truper in North America.
– Someone is going to fill the void, our hope is it will be Truper.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
North American Retailers
Are Entering Mexico’s
Retail Business
The following “Strategy Canvas” mapping tool is taken from the Harvard Business Review
article, “Charting Your Company’s Future” by W. Chan Kim and Rénee Mauborgne.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
9
10. North American Retailer’s
Strategic Position
• A saturated NA retail space means retailers must look elsewhere
for the growth their shareholders expect.
• Some retailers, probably those that will be more successful in
the long-term, are looking to change their business model
(Target emphasizing lifestyle design at reasonable cost, Lowes
emphasizing the female gardener / home hobbyist).
• The path of least resistance for most retailers is to take their
existing business model and project it into non-domestic
markets.
• Wal-Mart and Home Depot have been very public in their
intentions to perpetuate their growth by expanding into the
markets in China, Europe, Mexico and South America.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
How Will Walmex Impact Truper?
May 31, 2005 – Wal-Mart Press Release:
“Mr. Solorzano said there would be no change to Wal-Mart's core business
approach in Mexico. ‘We are a very institutional, very disciplined company,’
he said. ‘The values of the company are not going to change.’
Walmex, one of Mexico's largest private employers with nearly 700 stores
and restaurants, has identified 200 cities and towns as potential new
markets. In 2004, Walmex had record sales of $12.5 billion, more than three
times the total sales of its nearest rival.
As Wal-Mart has increased it presence in Mexico, opposition to the big-box
stores has grown. Critics have said it brings cheap foreign imports that hurt
local business.”
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
10
11. What is the Balancing Point?
Truper has brand name recognition
by the Mexican customer, which it has
wisely used to expand into new product
lines primarily through active sourcing
projects.
Wal-Mart has low but growing
brand name recognition by the
Mexican consumer, but has a vast
array of product lines through its
own global sourcing infrastructure.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Wal-Mart’s Mexico Strategy Canvas
The following canvases are based on Teleos’ research; additional time with Truper would improve the analysis.
The traditional Wal-Mart business model is
primarily price driven, with very low
emphasis on brand or innovation. Quality,
Low to High Offerings
while somewhat important, is not as
significant a driver as price.
Price Brand Quality Innovation Service &
Support
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
11
12. Truper’s Mexico Strategy Canvas
Low to High Offerings
Truper’s business model emphasizes
brand recognition and quality, allowing
Truper to expand into new SKUs through
sourcing activities. This business
model will be impacted as Wal-Mart and
Home Depot bring a parallel competency
to bear in the Mexico retail market.
Price Brand Quality Innovation Service &
Support
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Overlapping The Two Strategy Canvases
WM will exploit
price, turning
this into the core
of their
competitive
message.
Wal-Mart will attempt and make quality,
WM will narrow this gap.
innovation and customer service matter
less to the Mexican consumer because of
the over-whelming price advantage they
have over other native retailers and
manufacturing OEMs.
An Important Question:
given Wal-Mart’s price
advantage, how will Truper’s
advantages in brand, quality,
innovation and service
protect Truper as Wal-Mart
offers lower priced products
with increasing consumer
brand recognition and
quality?
Price Brand Quality Innovation Service &
Support
Truper Wal-Mart Mexico
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
12
13. Changes Within the North
American Retail Market
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Wal-Mart As A Leading Indicator
• Communities resisting new Wal-Mart stores.
• Pressure on Wal-Mart to increase employee benefits
and hourly wages.
• Wal-Mart becoming a symbol for a demographic in
America who have lost their blue-collar manufacturing
jobs and who see a future of lower wages and less job
satisfaction.
• Politically astute leaders are beginning to use Wal-Mart
as an object lesson they can exploit to their advantage.
• New books and documentaries are feeding this
populism.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
13
14. Wal-Mart’s Struggle as
Part of Larger Changes
• Wal-Mart’s political problems are
unique to its size; however,
• Its broader problems are related to
its business model – specifically two
things:
– Its resistance to OEMs who have strong
brand names,
– Its low-cost emphasis has stripped many
organizations of their ability to develop
new products as a consequence to
lowered overhead structures.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Changes to Expect
• The growing populism is going to force Wal-Mart to change its
employment and vendor practices.
• Wal-Mart is already attempting to change its image from “Every
Day Low Prices” to a more fashionable & new product driven
message.
– Other major retailers are going to follow this trend, as evidenced by
Lowes’ OXO deal and the continued emphasis on lifestyle products and
celebrity product marriages (George Foreman Grill, Martha Stewart
Living, Emeril Lagasse Cookware, etc.).
• Teleos anticipates large retailers placing greater emphasis on
brands and innovative products.
• The question is, for companies in the garden tool sector, do
they have the where-with-all to take advantage of this?
– Or are they sufficiently exhausted to miss this opportunity?
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
14
15. Truper’s Unique Position
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Why Truper Is the Company to Take
Advantage of These Changes
• A corporate culture that values expanding at its own pace
through strategic moves that place it in a high degree of control.
• A management ethic that reinforces the opportunity to grow,
but only if growth is truly mutually beneficial for the retailer
and itself.
• A recent investment in a product testing center, creating an
infrastructure ideally positioned to both certify the quality of
every product with a Truper name as well as develop new
products.
• A company with sufficient stability to challenge the established,
but vulnerable, North American retailers who misunderstand
that their competition is only from Chinese knock-offs.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
15
16. What Are the Opportunities?
• Teleos would not suggest a strategy of capturing
existing SKUs with existing products unless prevailing
business reasons make it necessary.
• The North American retail community is primed for a
brand-building investment.
• If a well-planned and well-executed marketing plan was
coupled with some innovative products, the result
would be lucrative.
• Innovation opportunities exist within the long-
handled tool, short-handled gardening appliance,
striking tools and climbing products.
The information contained in this presentation is CONFIDENTIAL INFORMATION and
is the property of Teleos, Inc. Unauthorized review, retention or duplication in any form or
fashion is strictly prohibited.
Teleos would like to be one of Truper’s
partners for the next stage in your growth.
We would like to provide additional insight,
account management and product design assistance
as Truper continues to expand into the
North American retail market.
Teleos – The Intelligent Way to U.S. Markets.
Contact Information
Email: info@teleos-inc.com
URL: www.teleos-inc.com
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