The document discusses key trends in the global consumer industry and omni-business models from a UAE perspective. It summarizes insights from a survey of 400 consumer executives and 7,100 consumers in 19 countries. The survey found that consumer expectations are rising globally and in the UAE. Companies need to transform digitally and focus on the customer through personalized experiences to meet these rising expectations. Building trust, having an integrated omni-channel supply chain, and becoming customer-centric were highlighted as important factors for success in the evolving consumer industry. Differences in priorities for UAE versus global consumer companies were also noted.
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
This document summarizes a study conducted by Forrester Consulting on digital transformation opportunities in the consumer packaged goods (CPG) industry. The study found:
1) CPG marketing leaders anticipate significant investment in digital capabilities to target global consumer segments, increase consumer lifetime value, and accelerate new product introductions.
2) Leaders expect sales through their own digital channels and e-retailers to grow substantially over the next 5 years, outpacing traditional retail channels.
3) However, leaders also perceive barriers to digital transformation from local cultural attitudes, privacy regulations, and logistical challenges to direct-to-consumer commerce.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
Multinational corporations need strategies to deliver seamless omnichannel experiences for customers. Key strategies include understanding customers through data-driven techniques, adopting new online channels, piloting new business models like subscriptions, and incubating startups to develop new channels. Recommendations include adopting a portfolio approach to channels, investing in design thinking, and making decisions based on data analysis rather than experience. The document discusses themes like complementarity between channels, failing fast with channels that don't work, personalization, connecting data sources, and partnering through ecosystems.
The retail industry is undergoing a massive transformation driven by consumers' adoption of new digital technologies. By 2020, brick-and-mortar retailers will need to fundamentally change how they do business to survive. Seven key trends will impact brick-and-mortar stores: leveraging social media data; embracing "showrooming"; tailoring store inventories; rationalizing store sizes; using mobile technologies; fulfilling online orders from stores; and developing "dark stores" for online order fulfillment. To adapt, retailers must implement an integrated online and in-store shopping experience, understand demand across all channels, customize product assortments for each customer, and enable flexible, real-time supply chains.
Fine-tune your fashion supply chain for the best possible fitcfrazier3275
As quickly as fashion trends change, so must your supply chain to ensure you get the right products to the right places at the right time. Real-time insights into your inventory, supply chain, and consumers’ buying behaviors can help you optimize product availability and costs, leading to maximized customer satisfaction and revenue.
The document discusses the role of analytics in the consumer packaged goods (CPG) industry. It notes that analytics can help CPG companies with pricing strategies, optimizing marketing mix, portfolio optimization, inventory management, and other areas. Analytics provides insights into profit drivers, demand elasticity, trade spend effectiveness, and more. It concludes that CPG companies must invest in analytics to stay competitive as consumer behavior changes rapidly.
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
This document summarizes a study conducted by Forrester Consulting on digital transformation opportunities in the consumer packaged goods (CPG) industry. The study found:
1) CPG marketing leaders anticipate significant investment in digital capabilities to target global consumer segments, increase consumer lifetime value, and accelerate new product introductions.
2) Leaders expect sales through their own digital channels and e-retailers to grow substantially over the next 5 years, outpacing traditional retail channels.
3) However, leaders also perceive barriers to digital transformation from local cultural attitudes, privacy regulations, and logistical challenges to direct-to-consumer commerce.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
The CPG Digital Revolution: Moving from Analog to Digital Operating Modelaccenture
The digital revolution is blurring the boundaries between consumers, stores and brands and forcing consumer packaged goods (CPG) companies to rethink their digital operating model. Accenture identified six ways CPG companies can prosper. View our infographic for more info: http://www.accenture.com/redefineCPGdigital
Multinational corporations need strategies to deliver seamless omnichannel experiences for customers. Key strategies include understanding customers through data-driven techniques, adopting new online channels, piloting new business models like subscriptions, and incubating startups to develop new channels. Recommendations include adopting a portfolio approach to channels, investing in design thinking, and making decisions based on data analysis rather than experience. The document discusses themes like complementarity between channels, failing fast with channels that don't work, personalization, connecting data sources, and partnering through ecosystems.
The retail industry is undergoing a massive transformation driven by consumers' adoption of new digital technologies. By 2020, brick-and-mortar retailers will need to fundamentally change how they do business to survive. Seven key trends will impact brick-and-mortar stores: leveraging social media data; embracing "showrooming"; tailoring store inventories; rationalizing store sizes; using mobile technologies; fulfilling online orders from stores; and developing "dark stores" for online order fulfillment. To adapt, retailers must implement an integrated online and in-store shopping experience, understand demand across all channels, customize product assortments for each customer, and enable flexible, real-time supply chains.
Fine-tune your fashion supply chain for the best possible fitcfrazier3275
As quickly as fashion trends change, so must your supply chain to ensure you get the right products to the right places at the right time. Real-time insights into your inventory, supply chain, and consumers’ buying behaviors can help you optimize product availability and costs, leading to maximized customer satisfaction and revenue.
The document discusses the role of analytics in the consumer packaged goods (CPG) industry. It notes that analytics can help CPG companies with pricing strategies, optimizing marketing mix, portfolio optimization, inventory management, and other areas. Analytics provides insights into profit drivers, demand elasticity, trade spend effectiveness, and more. It concludes that CPG companies must invest in analytics to stay competitive as consumer behavior changes rapidly.
- The document discusses the disconnect between CMOs and CIOs in China, as marketing shifts increasingly to digital channels but IT departments struggle to keep up. This siloed approach prevents companies from reaching their full potential.
- It provides recommendations for improving collaboration, such as establishing a shared vision and goals between marketing and IT, appointing an executive sponsor, being flexible in approaches, and implementing "digital decoupling" to separate digital and traditional marketing functions.
- The key opportunity for companies is to better integrate marketing and technology efforts to provide seamless omni-channel customer experiences, but overcoming organizational and budgetary divides between the departments has been a challenge.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to industry averages. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
Through multiple waves of changing
consumer behavior, what did 2013 teach us about how contact centers are changing? More importantly, where will 2014 take the contact center and customer service
industries?
Strategies to Help CPG Companies Win in Chinaaccenture
Accenture’s latest study reveals consumer insights and strategies that can help accelerate growth for CPG companies and Retailers in China.
The profit rates of CPG companies have been declining in China recently, but by understanding the changing Chinese consumer, and adjusting their strategies to best serve consumer needs, CPG companies can drive growth in the country.
For more information view us on http://www.accenture.com/ConsumerGoods
Beyond Supply Chains Empowering Responsible Value ChainsSustainable Brands
This document discusses the opportunity for companies to create "responsible supply chains" that provide benefits to both businesses and society. It identifies 31 proven supply chain practices that can help companies achieve "triple advantage" - commercial benefits as well as benefits to the environment and local economies. Implementing these practices could result in increased revenues and reduced costs for companies, as well as improved customer health, labor standards and reduced environmental impact. The practices are organized into a framework that companies can use to prioritize which practices would be most effective for their specific industry and situation. However, the concept of triple advantage has limitations, as human rights commitments should not be based solely on financial justification. The document calls for policies to support companies in optimizing across all three
Modern Marketing: The Case of Microsoft USMicrosoft
What are the challenges facing CMO's today? Explore the opportunities in modern marketing, and get a close up view of how Microsoft US is embracing digital transformation.
The Impact of E-Business Adoption on a Global Marketing: A Case Study of SMEs...inventionjournals
In the era of globalization pursuing a sophisticated and develop, people are more inclined to the use of media electronic as a complement to a daily life. Almost a large amount and a half of the cycle of human life in this era tended to and controlled by the media electronic as an auxiliary handling in daily life. It is also beneficial to the Small Medium Enterprise (SME) to broaden their sources of income into globalize and it is certainly helpful to boost their goods and services in the market. The purpose of this case is to identify the impact of E-Business adoption on a global marketing of SME in Malaysia as many SMEs has become globalize. Thus, several studies have been taken off as a reference to be studied further to the influence of e-business into a small medium enterprise in Malaysia. E-business (electronic business) is carrying out the process of business on the Internet. The processes of e-business are including buying and selling products, service and supply; service to customers; payment processing; recruiting; and much more. So, in this paper, we could see how this ebusiness process could be influenced in a global marketing of SME in Malaysia based on a promotion, distribution, product, price and the customer services.
The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems.
This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets.
This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or “upstream” features such as R&D and technology investments. Using the NII methodology, the AII relies on “downstream” results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products.
IBM Guide to Consumer Products Industry Technology TrendsTero Angeria
This guide provides a quick overview of what we believe manufacturers need to address within each of these
technological transformation areas and how IBM solutions can support that transformation.
IBM offers manufacturers the integrated solutions and services required to keep pace with today’s transformational business requirements. Based on the experiences and feedback from working with many leading consumer products clients around the globe, we have designed a portfolio of offerings that addresses the specific needs of consumer products companies from strategy and roadmap development to integrated software solution delivery all focused on using technology enablers to create new value across your enterprise.We help manufacturers deepen their relationships with their consumers, offer differentiated value to channel partners to generate competitive advantage, establish supply network improvements to increase efficiencies and achieve operational excellence—all for the express purpose of
supporting continued profitable growth.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to market indexes. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
CPG Innovation From Ideation to Aisle: New Techniques for Staying Ahead of Co...Instantly
Eighty-five percent of new products fail. How do you beat those odds? Instantly VP of Product Innovation Justin Wheeler and Supermarket Guru Phil Lempert offer up different solutions to make sure your next new product avoids failure.
Click here for the full recording of Wheeler and Lempert during our August 6, 2015 webinar: http://bit.ly/1P7zL2c
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Allstate is proposing to consolidate key brands and partner with Waymo to hedge risks in the changing auto insurance market. The consolidation of Esurance, Squaretrade, and other brands under the Allstate name would improve efficiency and allow cross-selling. Partnering with Waymo to provide "backseat insurance" for passengers in autonomous vehicles addresses declining personal auto premiums. This strategy aims to enhance the customer experience while positioning Allstate for emerging mobility trends.
The document discusses 8 technologies that are transforming supply chains: inventory optimization tools, sensors, cloud computing, robotics, predictive analytics, wearable technology, 3D printing, and driverless vehicles. It finds that these technologies can help address challenges of meeting rising customer expectations for lower costs, faster response times, and more customized products. While adoption is increasing, barriers include developing a clear business case and ensuring an adequately trained workforce. The document argues that traditional cost-cutting alone will not be enough and that companies must invest in innovative supply chain technologies to remain competitive in the future.
Este documento fornece informações técnicas e ilustrações sobre um empreendimento residencial com 100 apartamentos, incluindo detalhes sobre localização, áreas comuns, unidades, especificações e fluxo de pagamentos.
The document provides instructions for developing a Software Requirements Specification (SRS) for a bed-and-breakfast (B&B) reservation system. The SRS must:
1) Describe the customer needs based on managing reservations, expenses, and profits for a 3-bedroom B&B.
2) Include an Architectural Context Diagram, Level 0 and 1 Data Flow Diagrams, a class diagram or ER diagram describing the data, a use case diagram, and state diagram.
3) Be organized following the IEEE SRS template, using either a structured analysis approach focusing on functional hierarchies or an object-oriented approach focusing on objects and classes.
- The document discusses the disconnect between CMOs and CIOs in China, as marketing shifts increasingly to digital channels but IT departments struggle to keep up. This siloed approach prevents companies from reaching their full potential.
- It provides recommendations for improving collaboration, such as establishing a shared vision and goals between marketing and IT, appointing an executive sponsor, being flexible in approaches, and implementing "digital decoupling" to separate digital and traditional marketing functions.
- The key opportunity for companies is to better integrate marketing and technology efforts to provide seamless omni-channel customer experiences, but overcoming organizational and budgetary divides between the departments has been a challenge.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to industry averages. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
Through multiple waves of changing
consumer behavior, what did 2013 teach us about how contact centers are changing? More importantly, where will 2014 take the contact center and customer service
industries?
Strategies to Help CPG Companies Win in Chinaaccenture
Accenture’s latest study reveals consumer insights and strategies that can help accelerate growth for CPG companies and Retailers in China.
The profit rates of CPG companies have been declining in China recently, but by understanding the changing Chinese consumer, and adjusting their strategies to best serve consumer needs, CPG companies can drive growth in the country.
For more information view us on http://www.accenture.com/ConsumerGoods
Beyond Supply Chains Empowering Responsible Value ChainsSustainable Brands
This document discusses the opportunity for companies to create "responsible supply chains" that provide benefits to both businesses and society. It identifies 31 proven supply chain practices that can help companies achieve "triple advantage" - commercial benefits as well as benefits to the environment and local economies. Implementing these practices could result in increased revenues and reduced costs for companies, as well as improved customer health, labor standards and reduced environmental impact. The practices are organized into a framework that companies can use to prioritize which practices would be most effective for their specific industry and situation. However, the concept of triple advantage has limitations, as human rights commitments should not be based solely on financial justification. The document calls for policies to support companies in optimizing across all three
Modern Marketing: The Case of Microsoft USMicrosoft
What are the challenges facing CMO's today? Explore the opportunities in modern marketing, and get a close up view of how Microsoft US is embracing digital transformation.
The Impact of E-Business Adoption on a Global Marketing: A Case Study of SMEs...inventionjournals
In the era of globalization pursuing a sophisticated and develop, people are more inclined to the use of media electronic as a complement to a daily life. Almost a large amount and a half of the cycle of human life in this era tended to and controlled by the media electronic as an auxiliary handling in daily life. It is also beneficial to the Small Medium Enterprise (SME) to broaden their sources of income into globalize and it is certainly helpful to boost their goods and services in the market. The purpose of this case is to identify the impact of E-Business adoption on a global marketing of SME in Malaysia as many SMEs has become globalize. Thus, several studies have been taken off as a reference to be studied further to the influence of e-business into a small medium enterprise in Malaysia. E-business (electronic business) is carrying out the process of business on the Internet. The processes of e-business are including buying and selling products, service and supply; service to customers; payment processing; recruiting; and much more. So, in this paper, we could see how this ebusiness process could be influenced in a global marketing of SME in Malaysia based on a promotion, distribution, product, price and the customer services.
The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems.
This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets.
This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or “upstream” features such as R&D and technology investments. Using the NII methodology, the AII relies on “downstream” results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products.
IBM Guide to Consumer Products Industry Technology TrendsTero Angeria
This guide provides a quick overview of what we believe manufacturers need to address within each of these
technological transformation areas and how IBM solutions can support that transformation.
IBM offers manufacturers the integrated solutions and services required to keep pace with today’s transformational business requirements. Based on the experiences and feedback from working with many leading consumer products clients around the globe, we have designed a portfolio of offerings that addresses the specific needs of consumer products companies from strategy and roadmap development to integrated software solution delivery all focused on using technology enablers to create new value across your enterprise.We help manufacturers deepen their relationships with their consumers, offer differentiated value to channel partners to generate competitive advantage, establish supply network improvements to increase efficiencies and achieve operational excellence—all for the express purpose of
supporting continued profitable growth.
The document discusses how customer expectations have risen significantly, driven by more connected, informed, and empowered consumers. It states that customer experience will be the main battleground for companies and brands going forward. While many companies have invested heavily in marketing, customer service, and logistics, overall customer experience has failed to improve for most brands. However, brands that have achieved superior customer experiences have seen double the revenue growth compared to market indexes. The document advocates that companies must adapt their supply chains and operations to meet rising customer expectations in order to remain competitive and drive growth.
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
CPG Innovation From Ideation to Aisle: New Techniques for Staying Ahead of Co...Instantly
Eighty-five percent of new products fail. How do you beat those odds? Instantly VP of Product Innovation Justin Wheeler and Supermarket Guru Phil Lempert offer up different solutions to make sure your next new product avoids failure.
Click here for the full recording of Wheeler and Lempert during our August 6, 2015 webinar: http://bit.ly/1P7zL2c
This eBook will allow retail business and IT managers to understand, which are the key elements that must be considered in retailers' path to become omnichannel champions. Find out which are the most critical omnichannel capabilities to develop as well as its strategy and roadmap for the implementation plan.
Allstate is proposing to consolidate key brands and partner with Waymo to hedge risks in the changing auto insurance market. The consolidation of Esurance, Squaretrade, and other brands under the Allstate name would improve efficiency and allow cross-selling. Partnering with Waymo to provide "backseat insurance" for passengers in autonomous vehicles addresses declining personal auto premiums. This strategy aims to enhance the customer experience while positioning Allstate for emerging mobility trends.
The document discusses 8 technologies that are transforming supply chains: inventory optimization tools, sensors, cloud computing, robotics, predictive analytics, wearable technology, 3D printing, and driverless vehicles. It finds that these technologies can help address challenges of meeting rising customer expectations for lower costs, faster response times, and more customized products. While adoption is increasing, barriers include developing a clear business case and ensuring an adequately trained workforce. The document argues that traditional cost-cutting alone will not be enough and that companies must invest in innovative supply chain technologies to remain competitive in the future.
Este documento fornece informações técnicas e ilustrações sobre um empreendimento residencial com 100 apartamentos, incluindo detalhes sobre localização, áreas comuns, unidades, especificações e fluxo de pagamentos.
The document provides instructions for developing a Software Requirements Specification (SRS) for a bed-and-breakfast (B&B) reservation system. The SRS must:
1) Describe the customer needs based on managing reservations, expenses, and profits for a 3-bedroom B&B.
2) Include an Architectural Context Diagram, Level 0 and 1 Data Flow Diagrams, a class diagram or ER diagram describing the data, a use case diagram, and state diagram.
3) Be organized following the IEEE SRS template, using either a structured analysis approach focusing on functional hierarchies or an object-oriented approach focusing on objects and classes.
Bee Style is a magazine about fashion and style. This issue focuses on different construction plans or designs for clothing. The magazine is published by Bee Technologies Corporation and all rights for the content are reserved.
This document contains the curriculum vitae of Dr. Adriana Humanes Schumann, including her educational background, research interests, publications, teaching experience, awards and scholarships, and references. She holds a PhD in Science from James Cook University in Australia, an MSc from Simon Bolivar University in Venezuela, and BSc with honors from Central University of Venezuela. Her research focuses on the population ecology of coral reefs and impacts of water quality on marine organisms. She has over 10 publications and presentations on these topics.
Los primeros monitores surgieron en 1981 y eran monocromáticos (MDA), mientras que los monitores en color (CGA) se desarrollaron más tarde ese mismo año. Tres años después apareció el estándar EGA con más colores y mayor resolución. En 1987 surgió el estándar VGA, mejorado dos años más tarde como SVGA, que aumentó aún más los colores y resoluciones disponibles.
El documento describe las lecciones que Andrés Fabián becerra villero le enseñó a una persona sobre cómo usar Internet de manera segura y efectiva, incluyendo cómo ingresar a páginas como YouTube y enticconfio y aprender sobre deportes, cultivaciones y las opciones disponibles en las tecnologías de la información y la comunicación. La persona aprendió sobre el uso básico del computador y navegación en Internet, y expresó su gratitud por la ayuda para superar su incomodidad inicial al usar una computadora por primera vez.
O documento discute como nossos pensamentos e emoções podem afetar nossa biologia e saúde celular. Depressão pode enfraquecer o sistema imunológico, enquanto o amor pode fortalecê-lo. Nossas células processam constantemente nossas experiências de acordo com nossas perspectivas pessoais, transformando-nos através da internalização. Pensamentos de estresse ou tristeza liberam os mesmos hormônios que a experiência real e afetam nosso corpo.
El documento presenta cálculos para determinar los esfuerzos en dos estructuras. Para la primera estructura, calcula los esfuerzos normales, de flexión y de corte, así como el radio de curvatura. Para la segunda estructura repite estos cálculos y también incluye un diagrama de las dimensiones de la estructura.
Spark is a fast and general engine for large-scale data processing. It provides high-level APIs in Scala, Java, Python, and R, and an optimized engine that supports general computation graphs for data analysis. It also supports a wide range of data sources including HDFS, Cassandra, HBase, S3.
Retailers today are faced with unprecedented challenges ranging from shifting retail formats, overabundance of consumer choice, fast-changing technology, greater focus on quality and price to a tough economic climate. The result is that those who are not constantly innovating run the risk of falling behind. This white paper looks at the top five supply chain challenges that retailers face today and maps out a series of strategies to address these challenges based on research and direct experience in supporting retailers to maintain a competitive advantage in a highly competitive market.
The document outlines several challenges that companies face in managing their global supply chains. Key challenges include selecting strategic global suppliers, reducing supply chain costs while meeting customer demands, ensuring high product quality and safety, implementing lean initiatives, consolidating suppliers, accessing new technologies, reducing operating costs, managing omni-channel selling, responding to changing customer preferences, expanding into new markets, balancing trade-offs, dealing with increasing complexity, and fully understanding supplier capabilities. Taking proactive steps to address these challenges will help companies better serve customers, operate efficiently, and grow profitably.
Trends Reshaping the Future of Customer Service Jules Smith
How is Customer Relations responding in 2016 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report addresses the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Las tendencias que están redefiniendo la experiencia del cliente y su fidelización - See more at: http://www.sitel.com/es/noticias/sitel-senala-las-tendencias-que-estan-redefiniendo-la-experiencia-del-cliente-y-su-fidelizacion/#sthash.tMdJEjiA.dpuf
AGE OF EXPERIENCE, TRENDS RESHAPING THE FUTURE OF CUSTOMER SERVICE, by Gesner...Gesnerf
This report is the result of collaboration between Sitel’s employees and stakeholders from around the globe. Our company is now providing services through more than 61,000 employees in 21 countries on behalf of some of the best known brands in the world in the most diverse number of industries with global solutions that include customer acquisition, customer care, technical support and social media programs.
The question we try to address in this report is: how is the Customer Relations responding in 2015 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report will address the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
The document discusses the need for consumer companies to become "hyper customer-centric" by using advanced data analytics and technologies to deeply understand customers. It finds that while many companies recognize important customer demands like better in-store experiences and online shopping, many are failing to meet these demands. It also discusses how shifting global demographics and the rise of emerging markets and Millennials are driving the need for companies to transform into fully integrated "omni businesses" to meet modern customer expectations. Companies will need to centralize customers, digitally transform, improve supply chains, build trust and integrate their organizations to succeed in this new landscape.
Oliver wyman the_e-commerce_dilemma_in_b2_b_distributionCloudSale
The document discusses the growing urgency for business-to-business (B2B) distributors to adopt e-commerce capabilities. However, many distributors' e-commerce programs are falling short of expectations in terms of customer impact and financial returns. This is because distributors are focusing too narrowly on the technical and operational aspects of e-commerce, rather than developing a robust commercial strategy. To fully capture the potential of e-commerce, distributors need to see it as the beginning of digitally reinventing customer engagement, with a strong vision and strategy led by business leadership rather than IT departments.
TCS-FICCI Knowledge Paper on Adapting to the Multi-channel Customer - A Roadmap for Integrated Multi-channel Retailing was released at MassMerize 2013 on August 07, 2013
The document is a study by Catalyst and Kantar on the state of ecommerce in 2021. It analyzes survey responses from 500 online shoppers and 200 industry professionals to provide insights into evolving shopper expectations, the importance of integrating retail, search, and social strategies across platforms, and how leading companies are adapting their strategies in response. Key findings include that shoppers prioritize convenience over price, use multiple online touchpoints for research and discovery, and expect a seamless omnichannel experience. The study recommends brands break down silos, optimize product pages, and partner with retailers to measure success beyond just return on ad spend.
This document discusses new realities in collaborative business between consumer goods companies and retailers. It notes that consumers now demand more transparency and accountability. The Consumer Goods Forum brings together 400+ companies to address these issues. They are working on initiatives like consumer engagement principles to build trust with consumers and evolve toward value networks organized around consumer needs. Digital technologies will enable new forms of collaboration between companies in areas like product transparency, last-mile delivery, and consumer engagement. Companies that master both digital capabilities and transformation management can increase profits and market valuation.
This Time It's Personal: A human approach to profitable growth for insurersAccenture Insurance
Our research identifies that insurers can achieve profitable growth of 5 to 15 percent by taking a personalised approach to addressing customer needs. To convert the opportunity, insurers should follow our three-step path to value which, using data and analytics coupled with human insight techniques, creates and delivers hyper-personalised experiences that improve customer retention.
Experian recently commissioned Forrester Consulting to conduct a study with 380 C-level and
functional leaders across Europe, the Middle East and Africa at traditional bricks-and-mortar
organisations. The resulting report (Winning in the customer era)1 focuses on the changing
digital world, where customers are more powerful than ever before, and expectations are higher,
influencing businesses to reconsider their business models. Nearly half of C-level respondents
are worried about external competition, with 73% believing that traditional business models will
disappear in the next five years due to digital transformation.
All across Asia, Latin America and Africa, sales channels are proliferating and demographics are changing. Could collaboration between brands and retailers transform the fragmented landscape?
In “Brands and Retailers Should Team Up in Emerging Markets,” Strategy& retail experts Nikhil Bhandare, Pali Tripathi, and Aparajita Kapoor say collaboration provides both short and long-term benefits. And they recommend several ways companies can partner, including: data-driven collaboration, co-branded advertisements and the use of real-time POS data.
Companies can improve customer retention rates by addressing the root causes of customer attrition through a strategic approach. This involves applying targeted retention strategies across all customer touchpoints in a coordinated effort. The document discusses establishing a "Churn Command Center" to oversee retention efforts across the organization. It also emphasizes the importance of customer analytics to understand why customers churn and tailor retention offers, as well as testing offers across channels to maximize effectiveness and minimize risks. Leading companies see reductions in churn of 10-50% through these integrated, data-driven approaches.
digitalization to solve these critical issues. If you wish to clearly understand how the food and beverage industry can transform digitally.
You need to download this free copy to learn more: https://www.bluemailmedia.com/digital-transformation-in-the-food-beverage-industry.php
In a competitive market where companies must deliver high quality at low cost, distribution businesses face challenges around optimizing inventory, managing tight margins, and providing excellent customer service across multiple sites. To address these challenges, companies must streamline key processes like sales forecasting, procurement, order management, and logistics/delivery. Emerging technologies like business intelligence, RFID, and mobility are also critical to enable real-time visibility, traceability, and flexible workforce productivity needed to succeed in this fast-moving market.
Consumer Insights: Finding and Guarding the Treasure TroveCapgemini
Consumer Product (CP) companies operate in an industry where the fundamental rules of the game are changing. The growth of e-commerce, the ability to bypass retailers, the rise of private labels, and the advent of niche CP startups are just some of the trends that are reshaping the sector.
But one significant change that stands out in particular is the direct connection that CP companies today have to the needs and aspirations – the ‘pulse’ – of consumers. This is, to a large extent, thanks to the rise of digital channels.
The document discusses how Capgemini helps fashion companies transform their business to adapt to a changing industry. It highlights several challenges fashion companies face, such as changing customer behaviors driven by digital technologies, complex global supply chains, and expanding into new markets. Capgemini provides services across the fashion value chain to address these challenges and enable transformation, including solutions for all-channel customer experiences, demand-driven supply chains, and accelerating the process from concept to market. With over 2,000 fashion industry experts globally, Capgemini partners with leading technology companies and has experience transforming over 30 major fashion brands.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Trying to find an edge over your telecom competitors? At PNA, our Data Analytics services can help you find the patterns unseen to human eyes. Stop trying to find edges and start getting ahead of your competition.
1. Theomnibusinessmodel:
aUAEperspective
Earlier this year, KPMG International and the Consumer Goods
Forum (CGF) surveyed 400 senior consumer executives at the
world’s largest consumer and retail brands. 7,100 consumers in 19
countries were also asked about their shopping behaviors and
preferences to see how aligned executive strategies are with
consumer sentiment. In this perspective, we share insights and
leading strategies from some of the world’s most advanced omni
businesses, with a UAE perspective on five key trends.
2. Globally, it is clear that the consumer
industry has moved from facing disruption to
being disrupted. Supply chains have been
revolutionized. So have customer touch
points – to the extent that achieving
customer-centricity has become a
determinant of survival, rather than a
differentiator. But how accurately does this
apply in the UAE, with high consumption
levels and one of the world’s highest
smartphone penetrations? In our global
study – Seeking customer centricity: the
omni business model – we look at how
markets and competitive landscapes are
changing, creating significant opportunities
for agile, forward looking companies.
Globally, leading edge retailers and
manufacturers – and their supply chain
partners – are transforming their companies
into digital-first, customer-centric integrated
omni businesses. In this brief overview, we
look at how developments in the UAE reflect
changes in the global consumer
marketplace.
Businesses are transforming from omni-
channel to omni - moving from seamless
integration across sales channels to
seamless integration of all functions, enabled
by digital technology and centered on the
customer. Omni is no longer about
marketing – if it ever was. Consumer-facing
organizations must transform both their
experience design and their delivery
architecture, operating with experience
centricity from the inside-out and the
outside-in.
I am sure you will find our perspective
interesting and we would be pleased to
discuss it with you.
Our survey suggests that, unless tomorrow’s consumer
businesses are laser-focused on the consumer, using data
and analytics and technology to target, serve and
customize products and experiences for a highly
segmented customer base, they will fail. Companies need
a deeper, multi-dimensional understanding of their
customers. Advanced data analytics and smart
technologies can be used to track and anticipate customer
behavior in near real time. Personalized products and
experiences can be delivered when, where and how the
customer wants them. But – and it is a big but – keeping
up with fast-changing customer demand is not easy.
UAE data suggests that UAE consumers expect more –
and that consumer companies globally are lagging behind
customer expectations.
Becoming hyper customer-centric
Digital channels are already replacing bricks and mortar
outlets – both here in the UAE and globally. Digital
transformation offers both opportunities and challenges – if
done right, it should enable consumer companies to rethink
their strategies, operations and business models, generating
new levels of growth, efficiency, productivity and
competitiveness. However, as we have seen across the
economic landscape, digital is not easy – and it should not
be seen as a cure all.
Increasing use of social media and other new media and
attracting, developing, and retaining talent are seen as
top priorities globally and in the UAE. Expanding global
operations was more than twice as important for UAE
companies. Improving service and customer experience
and moving to a more integrated omni-channel model
barely registered for UAE companies, although cited by
approximately one in four of global consumer companies.
Developing a digital-first mindset
10%
20%
30%
40%
50%
60%
70%
80%
havebecomemoredistrustfulofbigbusiness/bigbrands
wanttocollaborateonnewproductdevelopment
makepurchasedecisionsbasedonethicaland
environmentalconsiderations
wantmoreoptionsforpickingup/returningproducts
demandlesswasteinproductionandpackaging
arelookingfornewwaystobuy,useorsharethegoodsand
serviceswesell
expectaseamless“omnichannel”experience
shoponlinetofindthelowestpricesandbestvalue
demanddetailedandtransparentproductinformation
wantbetterin-storeserviceandexperiences
Are UAE customers more demanding?
0% 10% 20% 30% 40% 50%
Expanding global operations
Improving service and customer experience
Moving to a more integrated omnichannel
model
Increasing use of social media and other new
media
Driving digital transformation throughout our
business
Making better use of data and analytics
Building and sustaining customer loyalty
Collaborating with customers and suppliers
Improving our mobile capabilities
Complying with global regulations
Different priorities for UAE consumer
companies
There are no easy ways to develop a digital-first mindset
but experience suggests that businesses should focus on
three leading practices – defining digital; developing a
multi-speed operating model; and making digital
everyone’s responsibility.
Anurag Bajpai
Partner | Head of Retail
KPMG in the Lower Gulf
Global
UAE
Global
UAE
3. Trust is the best way to maintain customer loyalty in a
digital world where consumers have access to huge
amounts of information – not all of which may be accurate.
In emerging markets, where consumer protection
standards can be relatively weak, building trust is even
more important.
The optimal supply chain structure in today’s omni
business environment is fully integrated with the front-
end of the business and is flexible and agile enough to
react to constantly changing customer needs and
market dynamics. Supply chains need to balance cost
with keeping customers happy and providing a better
consumer experience – a level of sophistication that
very few companies have been able to provide.
Companies are approaching this challenge by making
better use of data and analytics, which is also being
used to improve coordination with supply chain
partners.
The top three priorities for UAE companies – while they
generally reflect global priorities – suggest that UAE
consumer companies understand there is something of
a gap between current and leading practice - and that
they need to catch up. More than half of UAE
respondents said that improving distribution speed and
efficiency was a top supply chain priority. At the other
end of the scale, optimizing tax impacts got relatively
few mentions – although this may change as the
imposition of VAT gets closer.
Creating a supply chain fit for
purpose
Our survey suggests that building an omni business model
will be vital to win in tomorrow’s consumer industry.
Experience suggests that there are a number of critical
success factors and challenges:
Again, there are marked differences between UAE and
global responses. Globally, consumer executives saw
technology and culture as the two most important
challenges – both of which ranked relatively lowly with UAE
executives. Measurement and understanding of ROI and an
agile supply chain were significantly more important to global
executives than to their UAE peers.
Building a world-class omni business
0% 10% 20% 30% 40% 50% 60%
Improving distribution speed and efficiency
Aligning front and back-end operations
Ensuring quality and adherence to standards
Expand global business and sourcing
Improving inventory and resource tracking
Supply chain priorities
0% 20% 40% 60%
Monitor and eliminate bribery, fraud and other forms of
corruption
Go to market through new brands
Eliminate product complexity/phase out certain products
Promote worker safety and integrity in our supply chain
Empower workers and suppliers through training
Protect customer data and ensure secure transactions
Collaborate with companies, government agencies and
key stakeholders
Reduce waste by changing processes, product design,
and business models
Create corporate social responsibility programs
Ensure food and product safety
Use audits and third-party specialists to verify
compliance
Improve communications around ethics, integrity and
safety
Promote consumer health and wellness
Communicate clearly what our brand represents
What are companies doing – and what do
consumers think they should be doing?
% of consumers said they think it is where companies need to
focus to build trust
% of UAE execs who said it would be a top 5 tactic to build
trust
% of global execs who said it would be a top 5 tactic to build
trust
Our survey suggests two things – that worker
empowerment is seen as more important in the UAE than
it is globally and – more importantly – that there is a
significant gap between what companies say they are
doing and what consumers think they should be doing to
build consumer trust.
0% 10% 20% 30% 40%
Measurement and understanding of
omnichannel ROI
Agile, demand-driven supply chain
Full integration between front and back end
systems
Right pricing strategy across channels
Ability to drive digital innovation
Top five success factors
0% 10% 20% 30% 40%
Appropriate technology
Culture that embraces innovation and
collaboration
Full integration between front and back end
systems
Integrated distribution and logistics
capabilities
Right new business partners
Top five challenges
UAE Global
Becoming hyper customer-centric
UAE Global