Manufacturers and consumers are concerned with different issues, which this report classifies into two categories: Fundamentals and Rising Priorities. Fundamentals like quality, cost and safety are the top priorities, whereas Rising Priorities like the environment and transparency are becoming increasingly important. There is alignment between manufacturers and consumers on Fundamentals, but gaps in other areas like innovation and product safety. The report provides rankings and analyses differences between audiences and countries to understand evolving perspectives.
The document describes BASF's Sustainable Solution Steering methodology, which provides a comprehensive sustainability evaluation of BASF's large portfolio of over 50,000 solutions. The methodology was developed to gain transparency and consistency in assessing solutions based on their sustainability performance and contribution to sustainability needs. It acts as an early warning system to identify sustainability obstacles or benefits. The process involves input from over 1,500 experts across regions and divisions. It evaluates solutions at the business unit level based on industry and regional factors. The goal is to differentiate BASF's offering and identify business opportunities through a dialogue with customers about sustainability needs.
Pursuing Customer Inspired Growth is the third presentation in A.T. Kearney's 2017 IIA series on taking difficult steps towards growth. The presentation focuses on pursuing customer-inspired growth as an answer to companies' growth imperative. It discusses traditional growth approaches and their limitations, and proposes becoming truly customer-centric by focusing on "blockbuster" customer experiences that are critical, frequent, and high in emotional value. The presentation outlines A.T. Kearney's methodology for discovering blockbusters, designing customer propositions around them, delivering proofs-of-concept, and driving organization-wide adoption through change management best practices.
Sharing Recipes for Staying Competitive – SustainabilityECR Community
The document discusses sustainability trends in retail and consumer goods industries and how leading companies are addressing these trends to gain competitive advantage. It provides insights from consumer surveys in China about attitudes and willingness to purchase green products. It also outlines different strategic options for companies to develop distinctive capabilities and focus on sustainability to position their brands, reduce costs and risks, and increase revenues and intangible assets.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
Roland berger: fight_or_flight_shortversion_20101025Óscar Miranda
The pharmaceutical industry is facing a strategic crisis according to 65% of executives surveyed. Changing healthcare environments, budget pressures, and upcoming patent expiries are challenging the traditional business model focused on innovative drugs. Diversification is seen as a potential way out of the crisis by 67% of executives. The most common diversification areas pursued are generics, due to their proximity to existing businesses and high margins. Drivers of diversification include the R&D productivity crisis, emerging market opportunities, and the merging of medical disciplines. Executives believe diversification will help overcome challenges and sustain growth.
This document summarizes the findings of the 2017 HEC/EcoVadis Sustainable Procurement Barometer survey. Some key findings include:
- Sustainable procurement programs have grown in importance and are considered critical by nearly all organizations surveyed.
- Top drivers for sustainable procurement programs are brand reputation, risk mitigation, and compliance.
- There is a shift toward prioritizing social/labor issues and business ethics over environmental issues.
- Most organizations now have supplier codes of conduct but reporting on sustainability performance still lags behind other areas.
- Coverage of supply chains by sustainable procurement programs has expanded significantly since 2013.
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
This document discusses how adopting sustainable design practices can benefit manufacturers through increased revenues, cost savings, and innovation. It advocates starting with implementing sustainable design in product development, as decisions made there impact the entire product lifecycle. The document promotes using SolidWorks Sustainability software to evaluate products' environmental impacts at each lifecycle stage to guide sustainable design and help manufacturers gain competitive advantages.
The document describes BASF's Sustainable Solution Steering methodology, which provides a comprehensive sustainability evaluation of BASF's large portfolio of over 50,000 solutions. The methodology was developed to gain transparency and consistency in assessing solutions based on their sustainability performance and contribution to sustainability needs. It acts as an early warning system to identify sustainability obstacles or benefits. The process involves input from over 1,500 experts across regions and divisions. It evaluates solutions at the business unit level based on industry and regional factors. The goal is to differentiate BASF's offering and identify business opportunities through a dialogue with customers about sustainability needs.
Pursuing Customer Inspired Growth is the third presentation in A.T. Kearney's 2017 IIA series on taking difficult steps towards growth. The presentation focuses on pursuing customer-inspired growth as an answer to companies' growth imperative. It discusses traditional growth approaches and their limitations, and proposes becoming truly customer-centric by focusing on "blockbuster" customer experiences that are critical, frequent, and high in emotional value. The presentation outlines A.T. Kearney's methodology for discovering blockbusters, designing customer propositions around them, delivering proofs-of-concept, and driving organization-wide adoption through change management best practices.
Sharing Recipes for Staying Competitive – SustainabilityECR Community
The document discusses sustainability trends in retail and consumer goods industries and how leading companies are addressing these trends to gain competitive advantage. It provides insights from consumer surveys in China about attitudes and willingness to purchase green products. It also outlines different strategic options for companies to develop distinctive capabilities and focus on sustainability to position their brands, reduce costs and risks, and increase revenues and intangible assets.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
Roland berger: fight_or_flight_shortversion_20101025Óscar Miranda
The pharmaceutical industry is facing a strategic crisis according to 65% of executives surveyed. Changing healthcare environments, budget pressures, and upcoming patent expiries are challenging the traditional business model focused on innovative drugs. Diversification is seen as a potential way out of the crisis by 67% of executives. The most common diversification areas pursued are generics, due to their proximity to existing businesses and high margins. Drivers of diversification include the R&D productivity crisis, emerging market opportunities, and the merging of medical disciplines. Executives believe diversification will help overcome challenges and sustain growth.
This document summarizes the findings of the 2017 HEC/EcoVadis Sustainable Procurement Barometer survey. Some key findings include:
- Sustainable procurement programs have grown in importance and are considered critical by nearly all organizations surveyed.
- Top drivers for sustainable procurement programs are brand reputation, risk mitigation, and compliance.
- There is a shift toward prioritizing social/labor issues and business ethics over environmental issues.
- Most organizations now have supplier codes of conduct but reporting on sustainability performance still lags behind other areas.
- Coverage of supply chains by sustainable procurement programs has expanded significantly since 2013.
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
This document discusses how adopting sustainable design practices can benefit manufacturers through increased revenues, cost savings, and innovation. It advocates starting with implementing sustainable design in product development, as decisions made there impact the entire product lifecycle. The document promotes using SolidWorks Sustainability software to evaluate products' environmental impacts at each lifecycle stage to guide sustainable design and help manufacturers gain competitive advantages.
This document provides an overview of developing a sustainable supply management strategy. It discusses understanding customer, market, and business sustainability requirements. It also covers principles for developing a supply sustainability strategy, executing the strategy, and monitoring/institutionalizing it. The document outlines NLPA's model for realizing a strategic supply sustainability management approach. Key aspects include understanding requirements, conducting an environmental scan, developing a strategy, and executing sustainable procurement, production, and logistics processes. It emphasizes the importance of measurement to ensure supply sustainability success.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
This document provides an overview of facts and trends related to global consumption patterns and their relationship to business activities, consumer behavior, and environmental and social challenges. It was developed by the World Business Council for Sustainable Development to stimulate discussion among businesses and other stakeholders. The document presents information on key drivers of global consumption like population growth and rising affluence. It also discusses global consumption patterns and their impacts, the roles of consumers and business in sustainable consumption, and the challenges ahead in achieving sustainable consumption.
The document provides definitions and examples for sustainability considerations that should be included in procurement planning and specifications. It defines sustainable purchasing as meeting present needs without compromising future generations by considering environmental, social equity, and economic impacts. Key areas for environmental considerations include toxic reduction, water conservation, waste management, energy conservation, and food vendor practices. Social equity focuses on workforce diversity and working with minority-owned, women-owned, and emerging small businesses. Economic impacts relate to employee wellness. The document aims to be a quick reference guide for procurement staff.
We are the worldwide pioneer in progressing business opportunities for confirmed Asian, Black, Hispanic and Native African business undertakings. We interface these organizations to our corporate parts in an exertion to build acquirement and upgrade supplier assorted qualities.
The document discusses cross-functional integration in the sustainable new product development process and examines the role of the environmental specialist. It finds that integrating an environmental specialist into new product teams has a positive influence on sustainable new product project performance. The influence is strongest in the later commercialization stage of development and even greater for high-innovative projects. The study is based on a sample of 219 firms across various industries.
Hitech was founded in 1991 with a vision to inspire positive change through innovative ideas. The company has grown to over 1000 employees across 15 locations in India, serving over 2000 customers in 12 countries. Hitech focuses on research and development to provide customized solutions for customers' packaging needs in industries like food and beverages, personal care, and more. Through strategic management practices and a focus on quality, Hitech aims to strengthen customer relationships and stay ahead of competitors.
1) Global sourcing is growing rapidly among retail and consumer companies, with projected growth rates of over 10% in the next 5 years for 40% of surveyed companies.
2) While cost is still the primary driver of global sourcing, companies are beginning to shift their focus to quality, the environment, and supplier relationships as global sourcing becomes more widespread.
3) There is a disconnect between what companies say is most important, like quality, and what they actually measure and reward, like cost reductions, highlighting the need for better aligned strategies, measurements, and incentives.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
The webinar covered emerging procurement trends and strategies for chief procurement officers (CPOs) to address them. Panelists included experts from LLamasoft, SSPG, Elite Airline Services, and Next Level Purchasing Association. They discussed top trends like managing supply disruption risks and developing talent. CPOs were advised to leverage procurement as a profit center, focus on sustainability and relationships. Attendees then voted on trends they wanted to learn more about, like risk management and the role of technology. The summary highlighted key discussions and polls to prioritize future learning.
This document discusses key environmental sustainability trends impacting the cosmetics and personal care industry. It finds that sustainability has become embedded in daily operations and strategic decision making for companies. Key trends include companies measuring environmental footprints, addressing packaging waste, ensuring product and ingredient toxicity and safety, and engaging in sustainable procurement. Regulations on these issues vary between regions and can pose challenges for companies operating globally.
The 2012 Georgia Manufacturing Survey found that:
1) Most Georgia manufacturers focus on quality and price-based strategies over innovation to compete, though innovation strategies are associated with higher profits.
2) While outsourcing affected about 14% of manufacturers, in-sourcing was higher at 16%.
3) Half of manufacturers exported, but adoption of advanced technologies and innovation activities was relatively low.
4) Marketing/sales concerns remained the top concern, followed by skills shortages, though concerns weakened slightly from previous surveys.
Avery Dennison's core commitment has not changed: to improve their sustainability performance while helping their partners do the same. In this report, the company shares what they have accomplished to date and where they are headed next.
Digital transformation of supply chain in pharmaNeeraj Shah
Digital transformation of the bio-pharmaceutical supply chain is critical due to rising costs, regulatory scrutiny, and a complex product portfolio. This presentation outlines a 7-step roadmap for digital transformation: 1) establish urgency, 2) form a change coalition, 3) establish a vision, 4) engage change champions, 5) communicate the vision, 6) identify capabilities and enablers, and 7) develop an execution roadmap. The roadmap involves assessing the current state, envisioning the future state, prioritizing gaps, and planning initiatives to address gaps through a multi-year roadmap. The goal is to create an integrated, data-driven, scalable supply chain to support growth and cost optimization.
How to Influence a Multitude of Industries and Markets: Next-level Applied Su...Sustainable Brands
BASF is a major player in diverse industries that seeks to drive sustainable solutions through its business strategies and innovations. It integrates sustainability into business strategies using a four-step process of analyzing needs, evaluating product performance, developing action plans, and clustering solutions into categories based on their sustainability contributions. BASF has categorized over 85% of its products, with over 70% meeting basic sustainability standards and nearly 22% making substantial contributions. The company addresses key sustainability issues through over 1,000 action plans and 9,000 "accelerator" solutions generating over 10 billion euros in sales. BASF works to reduce risks, integrate sustainability into management systems, and create new opportunities through sustainable solutions.
The document discusses how the COVID-19 pandemic has impacted global supply chains and manufacturing companies. It summarizes the results of a survey of Nordic supply chain managers. Key findings from the survey include:
- Transparency, agility, and scalability were essential for companies during the crisis. Digitalization, manufacturing footprint, and sourcing strategy will be important going forward.
- For most companies, business will return to normal but some changes accelerated by the pandemic will remain, like greater virtual collaboration. The concept of a "new normal" is really a refinement of trends already underway toward more resilient, demand-driven, and sustainable supply chains.
Winning Product Sustainability Programs, Approaches, and Metrics - tim greinerSustainable Brands
1) Leading companies have high levels of integration of product sustainability programs with executive leadership and across key business functions like product development and procurement.
2) Successful programs establish clear, measurable sustainability goals that are relevant to the business, such as tying a certain percentage of products or revenue to sustainability benefits by a target date.
3) Companies face trade-offs between having sustainability metrics that are simple, accurate, and generalizable across diverse product lines. The best approaches allow for some trade-offs to prioritize metrics that are highly accurate and relevant for high-impact products.
Driving Revenue Growth Through Sustainable Products and ServicesSustainable Brands
The document summarizes key findings from a report on how select companies in the S&P Global 100 are driving revenue growth through sustainable products and services. On average, sustainable products accounted for 21% of revenues in 2013, up from 18% in 2010. Revenues from sustainable products grew 91% between 2010-2013, compared to 15% for overall company revenues. Some companies have set measurable goals to increase sustainable product revenues, with most goals already achieved. Inclusion in sustainable product portfolios is typically determined by products' performance on environmental criteria like reducing emissions and improving efficiency.
This report summarizes the sustainability programs and practices of major retailers. It finds that most retailers have full-time sustainability teams that are growing in size and seniority within organizations. These teams primarily focus on orchestrating internal sustainability efforts, developing strategies, and interacting with senior management. The report identifies a class of "top performers" that focus on a wide breadth of sustainability issues across their facilities, products/supply chains, and stakeholder engagement. These top performers see greater business benefits from their sustainability activities compared to other retailers.
The report summarizes the findings of a survey of 42 major retail companies on their sustainability programs and practices. It finds that while 30% of respondents have only one executive dedicated to sustainability, 20% have six or more people on their sustainability teams. Most common titles for sustainability leads are Senior Director, Director, and Vice President. Survey respondents indicated their sustainability programs provide benefits such as innovation, risk mitigation, and brand enhancement. Budgets for sustainability mostly stayed the same in 2015, with 30% increasing, and the typical payback period required for sustainability projects is 2-3 years.
This document provides an overview of developing a sustainable supply management strategy. It discusses understanding customer, market, and business sustainability requirements. It also covers principles for developing a supply sustainability strategy, executing the strategy, and monitoring/institutionalizing it. The document outlines NLPA's model for realizing a strategic supply sustainability management approach. Key aspects include understanding requirements, conducting an environmental scan, developing a strategy, and executing sustainable procurement, production, and logistics processes. It emphasizes the importance of measurement to ensure supply sustainability success.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
This document provides an overview of facts and trends related to global consumption patterns and their relationship to business activities, consumer behavior, and environmental and social challenges. It was developed by the World Business Council for Sustainable Development to stimulate discussion among businesses and other stakeholders. The document presents information on key drivers of global consumption like population growth and rising affluence. It also discusses global consumption patterns and their impacts, the roles of consumers and business in sustainable consumption, and the challenges ahead in achieving sustainable consumption.
The document provides definitions and examples for sustainability considerations that should be included in procurement planning and specifications. It defines sustainable purchasing as meeting present needs without compromising future generations by considering environmental, social equity, and economic impacts. Key areas for environmental considerations include toxic reduction, water conservation, waste management, energy conservation, and food vendor practices. Social equity focuses on workforce diversity and working with minority-owned, women-owned, and emerging small businesses. Economic impacts relate to employee wellness. The document aims to be a quick reference guide for procurement staff.
We are the worldwide pioneer in progressing business opportunities for confirmed Asian, Black, Hispanic and Native African business undertakings. We interface these organizations to our corporate parts in an exertion to build acquirement and upgrade supplier assorted qualities.
The document discusses cross-functional integration in the sustainable new product development process and examines the role of the environmental specialist. It finds that integrating an environmental specialist into new product teams has a positive influence on sustainable new product project performance. The influence is strongest in the later commercialization stage of development and even greater for high-innovative projects. The study is based on a sample of 219 firms across various industries.
Hitech was founded in 1991 with a vision to inspire positive change through innovative ideas. The company has grown to over 1000 employees across 15 locations in India, serving over 2000 customers in 12 countries. Hitech focuses on research and development to provide customized solutions for customers' packaging needs in industries like food and beverages, personal care, and more. Through strategic management practices and a focus on quality, Hitech aims to strengthen customer relationships and stay ahead of competitors.
1) Global sourcing is growing rapidly among retail and consumer companies, with projected growth rates of over 10% in the next 5 years for 40% of surveyed companies.
2) While cost is still the primary driver of global sourcing, companies are beginning to shift their focus to quality, the environment, and supplier relationships as global sourcing becomes more widespread.
3) There is a disconnect between what companies say is most important, like quality, and what they actually measure and reward, like cost reductions, highlighting the need for better aligned strategies, measurements, and incentives.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
The webinar covered emerging procurement trends and strategies for chief procurement officers (CPOs) to address them. Panelists included experts from LLamasoft, SSPG, Elite Airline Services, and Next Level Purchasing Association. They discussed top trends like managing supply disruption risks and developing talent. CPOs were advised to leverage procurement as a profit center, focus on sustainability and relationships. Attendees then voted on trends they wanted to learn more about, like risk management and the role of technology. The summary highlighted key discussions and polls to prioritize future learning.
This document discusses key environmental sustainability trends impacting the cosmetics and personal care industry. It finds that sustainability has become embedded in daily operations and strategic decision making for companies. Key trends include companies measuring environmental footprints, addressing packaging waste, ensuring product and ingredient toxicity and safety, and engaging in sustainable procurement. Regulations on these issues vary between regions and can pose challenges for companies operating globally.
The 2012 Georgia Manufacturing Survey found that:
1) Most Georgia manufacturers focus on quality and price-based strategies over innovation to compete, though innovation strategies are associated with higher profits.
2) While outsourcing affected about 14% of manufacturers, in-sourcing was higher at 16%.
3) Half of manufacturers exported, but adoption of advanced technologies and innovation activities was relatively low.
4) Marketing/sales concerns remained the top concern, followed by skills shortages, though concerns weakened slightly from previous surveys.
Avery Dennison's core commitment has not changed: to improve their sustainability performance while helping their partners do the same. In this report, the company shares what they have accomplished to date and where they are headed next.
Digital transformation of supply chain in pharmaNeeraj Shah
Digital transformation of the bio-pharmaceutical supply chain is critical due to rising costs, regulatory scrutiny, and a complex product portfolio. This presentation outlines a 7-step roadmap for digital transformation: 1) establish urgency, 2) form a change coalition, 3) establish a vision, 4) engage change champions, 5) communicate the vision, 6) identify capabilities and enablers, and 7) develop an execution roadmap. The roadmap involves assessing the current state, envisioning the future state, prioritizing gaps, and planning initiatives to address gaps through a multi-year roadmap. The goal is to create an integrated, data-driven, scalable supply chain to support growth and cost optimization.
How to Influence a Multitude of Industries and Markets: Next-level Applied Su...Sustainable Brands
BASF is a major player in diverse industries that seeks to drive sustainable solutions through its business strategies and innovations. It integrates sustainability into business strategies using a four-step process of analyzing needs, evaluating product performance, developing action plans, and clustering solutions into categories based on their sustainability contributions. BASF has categorized over 85% of its products, with over 70% meeting basic sustainability standards and nearly 22% making substantial contributions. The company addresses key sustainability issues through over 1,000 action plans and 9,000 "accelerator" solutions generating over 10 billion euros in sales. BASF works to reduce risks, integrate sustainability into management systems, and create new opportunities through sustainable solutions.
The document discusses how the COVID-19 pandemic has impacted global supply chains and manufacturing companies. It summarizes the results of a survey of Nordic supply chain managers. Key findings from the survey include:
- Transparency, agility, and scalability were essential for companies during the crisis. Digitalization, manufacturing footprint, and sourcing strategy will be important going forward.
- For most companies, business will return to normal but some changes accelerated by the pandemic will remain, like greater virtual collaboration. The concept of a "new normal" is really a refinement of trends already underway toward more resilient, demand-driven, and sustainable supply chains.
Winning Product Sustainability Programs, Approaches, and Metrics - tim greinerSustainable Brands
1) Leading companies have high levels of integration of product sustainability programs with executive leadership and across key business functions like product development and procurement.
2) Successful programs establish clear, measurable sustainability goals that are relevant to the business, such as tying a certain percentage of products or revenue to sustainability benefits by a target date.
3) Companies face trade-offs between having sustainability metrics that are simple, accurate, and generalizable across diverse product lines. The best approaches allow for some trade-offs to prioritize metrics that are highly accurate and relevant for high-impact products.
Driving Revenue Growth Through Sustainable Products and ServicesSustainable Brands
The document summarizes key findings from a report on how select companies in the S&P Global 100 are driving revenue growth through sustainable products and services. On average, sustainable products accounted for 21% of revenues in 2013, up from 18% in 2010. Revenues from sustainable products grew 91% between 2010-2013, compared to 15% for overall company revenues. Some companies have set measurable goals to increase sustainable product revenues, with most goals already achieved. Inclusion in sustainable product portfolios is typically determined by products' performance on environmental criteria like reducing emissions and improving efficiency.
This report summarizes the sustainability programs and practices of major retailers. It finds that most retailers have full-time sustainability teams that are growing in size and seniority within organizations. These teams primarily focus on orchestrating internal sustainability efforts, developing strategies, and interacting with senior management. The report identifies a class of "top performers" that focus on a wide breadth of sustainability issues across their facilities, products/supply chains, and stakeholder engagement. These top performers see greater business benefits from their sustainability activities compared to other retailers.
The report summarizes the findings of a survey of 42 major retail companies on their sustainability programs and practices. It finds that while 30% of respondents have only one executive dedicated to sustainability, 20% have six or more people on their sustainability teams. Most common titles for sustainability leads are Senior Director, Director, and Vice President. Survey respondents indicated their sustainability programs provide benefits such as innovation, risk mitigation, and brand enhancement. Budgets for sustainability mostly stayed the same in 2015, with 30% increasing, and the typical payback period required for sustainability projects is 2-3 years.
Nielsen Global New Product Innovation Report- June 2015Aidelisa Gutierrez
Innovation matters. It can drive profitability and growth, helping
companies succeed even during tough economic times. Nielsen’s
Breakthrough Innovation research found that the top innovations
launched in the U.S. generate more than $50 million revenue their first
year; in fact, the 2015 winners generated, on average, more than twice
this amount, $119 million. In Europe, the top innovations produce
upwards of £/€10 million in their launch year. Innovation also helps
companies stay relevant to shoppers, and it can build long-term loyalty
Effect of Customer Relationship Management and Customer Retention in Nigeriaijtsrd
This study investigated the effect of customer relationship management on customer retention in Nigeria with reference to Unilever Nigeria Plc. Apapa, Lagos. The objectives of this paper are to examine if relationship marketing influence customer satisfaction in manufacturing company, to examine the effect of customer orientation on consumer purchase decision and to examine customer motivation on consumer buying behavior. The study made use of questionnaire to gather relevant data for the study. The population comprise of the management staff and customers of the company while non probability sampling technique was used to select sample size of 45 from the population. The total 50 questionnaire were administered out of which 45 was duly filled and returned. Data collected were analyzed using frequency counts and percentage. Findings reveal that customer relationship management influence customer satisfaction in the industry and helps in retaining customer in the industry. The study concludes that, customer relationship management is tools that stimulates customer patronage, influence and build performance in the industry and preferably customer belief and attitude. This study recommended that managers should integrate customer relationship in organizations in an effort to yield substantial result and the industry must always shows sign of relationship to customers at all time in order to retain customers in manufacturing companies. Adebayo, A. P. | Ademokoya, J. I. | Akinkuotu, F. "Effect of Customer Relationship Management and Customer Retention in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50402.pdf Paper URL: https://www.ijtsrd.com/management/marketing/50402/effect-of-customer-relationship-management-and-customer-retention-in-nigeria/adebayo-a-p
Minimising reputation risks through sustainable change delivery assessment - ...Michael Young
This presentation provides an overview of the reputation risks facing organisations and how they can be minimised through a sustainable change delivery assessment.
This document discusses frameworks for developing sustainable global supply chains. It identifies motivations for addressing social and environmental issues in supply chains such as customer demands, compliance with regulations, reducing costs, gaining competitive advantage, and moral obligations. Key levers for influencing supply chain sustainability are a company's purpose, policies, people, relationships with peers/partners, public policy environment, and power within the supply chain. The document recommends establishing a code of conduct, obtaining third-party certifications, selectively choosing suppliers, and monitoring suppliers as baseline practices for building a sustainable supply chain.
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?
This document outlines an 8-step strategy for developing effective sustainability reporting. The steps include: creating a roadmap; identifying key players; developing accountability structures; leveraging technology; identifying quick ROI opportunities; communicating successes; continually assessing and refining the strategy; and creating a sustainable culture from the top down. The overall strategy is meant to help companies capture and report on sustainability goals in the face of challenges collecting and analyzing sustainability data from different business units.
Business organisation & productivity.pptVictor Mageto
This document discusses concepts of productivity and how it relates to business organization. It begins by outlining the objectives of explaining various productivity concepts and how they affect business management approaches. It then defines productivity from individual, management, and economic perspectives. Productivity is important for competitiveness and quality of life. Barriers to productivity include internal factors like work organization and external factors like infrastructure. The document presents frameworks for productivity management and achieving higher productivity, quality, and competitiveness through continuous improvement.
Next-generation supply chains Efficient, fast and tailored: Key findings from...Infinite Myriaads
The document summarizes the key findings from PwC's 2013 Global Supply Chain Survey, which collected data from over 500 supply chain executives. The survey compares "Leaders", the top 20% of companies based on financial and operational performance, with "Laggards" in the bottom 20%. The summary finds that Leaders achieve significantly better delivery, inventory turnover, and profitability numbers. However, only 45% of respondents view the supply chain as a strategic asset. The survey identifies six findings that help explain how Leaders operate more efficiently: 1) Recognizing supply chain as strategic leads to 70% higher performance. 2) Leaders focus on delivery, cost, flexibility. 3) Leaders tailor supply chains for customer segments. 4
Sustainability as a differentiating factor for brands and companiesInterbrand London
In November 2015, Interbrand, the world's leading brand consultancy, participated in the World Textile Summit. Paula Oliveira from Interbrand London explored how companies can differentiate themselves from their competitors through their commitment to sustainability and build a unique identity that will attract customers.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
The PwC Global Supply Chain Survey 2013 found that:
1) Companies that view their supply chain as a strategic asset achieve 70% higher financial performance than peers.
2) Leaders focus on perfect order delivery, cost reductions, and supply chain flexibility to meet demanding customer requirements.
3) Leaders tailor their supply chains to meet the needs of different customer segments through distinct processes and networks.
The survey found that companies which view their supply chain as a strategic asset achieve significantly better financial performance than those that do not. Specifically:
- "Leaders" that delivered on time in full over 95% of the time had 15% higher profit margins on average than "Laggards" below 75% delivery.
- Leaders also turned their inventory 8.7 times more per year than Laggards, optimizing working capital while maintaining high delivery rates.
- However, only 45% of respondents said their company sees the supply chain as strategic, and just 9% believe it helps them outperform peers. Greater recognition of the supply chain's importance is needed.
This document is my summer internship project report during my PGDM Course. I have done my summer internship from A C Nielsen India Pvt.Ltd. I have mentioned my experience of working on different market research projects which gave me exposure to different industries such as Retail, Information technology, Automobile, Banking, Etc.
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2. THE PRODUCT MINDSET 2013 | 2
The Product Mindset is an annual study created to better understand manufacturer and
consumer concerns and priorities about the products they make, sell, buy and use. Now in
its third year, the study is broader in scope and more nuanced in its findings. A fifth country,
Brazil, has been added, allowing us to define the collective mindset based on data from five
of the world’s top 10 largest economies. We have also expanded our research to further
explore emerging issues related to the supply chain and human health. We hope that you
find the study informative and thought provoking.
UL is a premier global independent safety science company with more than 118 years of
history. Building on our product safety heritage, we created The Product Mindset to
help businesses better understand the growing concerns and priorities of your diverse
constituents and peers. The study’s insights can provide a platform for you to consider how
you think, plan and deliver in today’s complex product ecosystem.
THE
PRODUCT
MINDSET
2013
3. TABLE OF CONTENTS
CONTEXT · 5
GLOBALIZATION · 6
MOOD · 7
RANKINGS · 10
UNDERSTANDING THE RANKINGS · 11
IMPORTANCE & IMPROVEMENT · 12
THE FUNDAMENTALS · 13
QUALITY · 14
RELIABILITY/PERFORMANCE · 16
COST/PRICE · 17
PRODUCT SAFETY · 18
INNOVATION/SPEED TO MARKET· 19
RISING PRIORITIES · 20
ENVIRONMENT · 21
HEALTH IMPACT · 23
TRANSPARENCY · 25
OUTSOURCING/COUNTRY OF ORIGIN · 26
TRACEABILITY · 27
ETHICAL SOURCING · 28
CONCLUSION · 29
MORE PRODUCT MINDSET · 30
ACKNOWLEDGEMENTS & METHODOLOGY · 31
This year’s study is organized into five sections.Context reveals
key developments that are helping shape this year’s findings.
Rankings is a new feature that demonstrates and dimensions
the Fundamentals and Rising Priorities of manufacturers and
consumers.Fundamentals then details which issues are
most essential and why,while Rising Priorities showcases
those considerations that are becoming more significant
in today’s mindset.
THE PRODUCT MINDSET 2013 | 3
4. NAVIGATING THE PRODUCT MINDSET
AUDIENCES
THE FUNDAMENTALS
Quality Cost/Price ReliabilitySpeed To Market/Newest FeaturesInnovation Product SafetyPerformance
Key considerations focused on the essential or primary drivers of decision making
Director-level executives specializing in
management, research and development,
marketing and sales, quality control, sustainability,
product management or design
The following highlights key components of the study.
1,521
MANUFACTURERS
1,528
CONSUMERS
A representative mix of age, gender,
education and income
High-tech/Consumer
Electronics
Home Building
Materials
Food Smart
Appliances
INDUSTRIES
GEOGRAPHIES
Brazil China Germany India USA
Encompass a broad range of products and usage behaviors from fast-moving consumer goods to durables
Include five of the top 10 largest economies and represent four continents
RISING PRIORITIES
Key considerations focused on the emerging drivers of decisions that are becoming increasingly important
Health ImpactOutsourcing/
Origin
TransparencyTraceabilityEthical Sourcing Environmentally
Friendly
Manufacturing
Environmentally
Friendly
Products
THE PRODUCT MINDSET 2013 | 4
5. The Context this year reveals that globalization is
reshaping both the business landscape and the collective
mindset. For manufacturers and consumers, globalization
is contributing new complexity and heightening the
importance of emerging considerations such as
transparency, traceability, ethical sourcing and country
CONTEXT
of origin. Additionally, we have witnessed a shift to a more
positive outlook by both manufacturers and consumers
despite continued volatility across the social, economic
and political spectrums. The renewed optimism varies
by audience and country but demonstrates a departure
from last year’s uncertainty.
THE PRODUCT MINDSET 2013 | 5
6. CONTEXT
GLOBALIZATION
Globalization is a core business reality that is increasing
in importance and influencing our priorities.
The supply chain is a significant priority and is increasingly global
Sourcing is manufacturers’most global function today
SAY: They operate
multinationally
AGREE: Global sourcing
is a means to improve
product quality
78%
78%BELIEVE: Supply chain
management
is becoming more
important
88%
Percent of manufacturers that operate
multinationally in the following areas:
70% | SOURCING
61% | DISTRIBUTION/SALES
48% | MARKETING/PROMOTION
43% | MANUFACTURING
Manufacturers state they will increase global
sourcing over the next five years...
...and the search for new countries will also increase
2013
25%
48% 2012
21%
THE PRODUCT MINDSET 2013 | 6
7. Consumers appear more positive about their
relationships with manufacturers, feeling increasingly
respected for being informed and empowered...
Consumer confidence in improving product
quality is also on the rise...
2013
2012
2011
+10%
2012 2013RESPECT
53%
DEVELOPED EMERGING
63% 79% 81% 92%
MOOD
68%
63%
59%
Curiously, while more optimistic about manufacturers overall, consumers
in emerging markets desire more stringent governmental regulation
A tangible sense of optimism is emerging — a shift from last year’s pervasive uncertainty.
...and this is more true in emerging markets than in
developing markets
...and related to quality, there is a more optimistic outlook
in emerging markets this year, particularly in Asia
EMERGING
EMERGING
DEVELOPED
DEVELOPED
50%
50%
61%
66%
79%
77%
59%
63%
88%
86%
CONTEXT
QUALITY IS IMPROVING
THE PRODUCT MINDSET 2013 | 7
8. A growing number of manufacturers are
becoming more optimistic about their profitability
Cost
Ethical Sourcing
Env. Friendly Manufacturing
Env. Friendly Products
Health Impact
90%
Manufacturers already feel stringently regulated
This is particularly true in developed markets shown by the
percentage who agree that it is easier to be profitable today
Manufacturers see a need for improvement across 13 business
success measures (despite consumers being increasingly positive;
see Quality, page 14)
2013
16%
% INCREASE
VS. 2012
9%
24%
114%
2012
13%
CONTEXT
EASIER TO BE PROFITABLE TODAY
13 measures:
-5%
Innovation
Performance
Quality
Reliability
Safety
Speed to Market
Traceability
Transparency
EMERGING DEVELOPED
MOOD
88%
83%
86% 86% 87%
THE PRODUCT MINDSET 2013 | 8
9. Across 13 business success factors, Brazilian manufacturers express
a far greater need for improvement than do manufacturers in
other countries, which may reflect a higher degree of openness
about their issues, pessimism about their prospects or need
relative to their competitiveness.
BRAZIL STANDS APART
see a need for
improvement
64%
CHINA | 41%
INDIA | 40%
USA | 35%
GERMANY| 42%
THE PRODUCT MINDSET 2013 | 9
10. RANKINGS
This year, our research revealed insights that resulted in a
new way to classify the complex and growing considerations
facing manufacturers and consumers today.We divided
them into two categories to compare like-minded issues.
The Fundamentals are the most important factors driving
behavior, including considerations such as quality and
product safety. Rising Priorities are newer factors that are
becoming increasingly more critical in today’s marketplace,
including supply chain transparency and making
environmentally friendly products.
THE PRODUCT MINDSET 2013 | 10
11. UNDERSTANDING THE RANKINGS
RANKINGS
Seeing how forces such as globalization, technological
advances, macroeconomic trends and the evolving
regulatory environment were changing both the product
ecosystem and the collective mindset, we began to more
closely examine additional manufacturer and consumer
considerations (e.g., supply chain transparency and
traceability).Two key findings resulted: first, the newer
considerations were consistently rated as important, and
second, they were consistently ranked below those that
were more established (e.g., quality and product safety).
Between manufacturers and consumers, the Fundamentals
account for approximately 75% of the total prioritization
based on composite importance and improvement rankings,
with the Rising Priorities accounting for 25%. However, we
THE FUNDAMENTALS
RISING PRIORITIES
Looking more deeply, we found that the established and
emerging considerations were inherently different.The more
established considerations,the Fundamentals,are those that
are important to successful businesses and good products.
The emerging considerations,Rising Priorities,are growing in
both visibility and relevance.They have advanced largely as a
result of complexity and will likely become more important
over time.We created a new classification system,separating
the two types of considerations to provide a more refined
understanding of each.
Quality Reliability Speed To Market/
Newest Features
InnovationProduct
Safety
Performance
believe that because the two sets of considerations are
so different, direct comparisons between them are less
meaningful than comparing each group within its own
consideration set.
Health Impact Environmentally
Friendly Manufacturing
Environmentally
Friendly Products
Outsourcing/
Country of Origin
Ethical
Sourcing
TraceabilityTransparency
Cost/Price
THE PRODUCT MINDSET 2013 | 11
12. 1 3 52 4 6 71 3 52 4 6 7
1 3 52 4 6 7
IMPORTANCE & IMPROVEMENT
The data reveal interesting alignments and gaps between manufacturers
and consumers across the Fundamentals and Rising Priorities.
FUNDAMENTALS
RISING PRIORITIES
1 3 52 4 6 7
IMPORTANCE:
(PRIMARY DRIVER OF
SUCCESS/CHOICE)
IMPROVEMENT:
(AREA MOST IN NEED OF
ENHANCEMENT)
Quality
Cost/Price
Innovation
Reliability
Product Safety
Performance
Speed to Market/Newest Features
Environmentally Friendly Manufacturing
Health Impact
Environmentally Friendly Products
Transparency
Outsourcing/Country of Origin
Traceability
Ethical Sourcing
N/A
N/A
N/A
N/A
RANKINGS
most to least most to least
IMPORTANCE
(PRIMARY DRIVER OF
SUCCESS/CHOICE)
IMPROVEMENT:
(AREA MOST IN NEED OF
ENHANCEMENT)
most to least most to least
THE PRODUCT MINDSET 2013 | 12
13. THE FUNDAMENTALS
The Fundamentals are considerations like quality, safety,
cost/price and innovation that are the primary drivers of
manufacturer success and consumer choice. In general, there
is considerable alignment around them. However, under
closer review, we discovered gaps between what is expected
or desired and what is being delivered. Highlighting these
gaps helps to pinpoint opportunities for manufacturers to
optimize their focus to better address consumer concerns.
THE PRODUCT MINDSET 2013 | 13
14. % of manufacturers in these countries
who rate quality as very important
% of all consumers who rate products
from these countries as high quality
82%
THE FUNDAMENTALS
QUALITY
Although it is the most important manufacturer and consumer priority, quality
appears to be an area where there is a sizable gap in consumer confidence.
Manufacturers in both developed and emerging
markets rank quality as highly important...
...however, significantly more consumers agree that
products made in developed markets are high quality
QUALITY
THE FUNDAMENTALS
#
1 #
1
RANK RANK
However, there is a gap related to trust or confidence in quality
AGREE: Product quality is very important, making it
the #1 overall manufacturer consideration
BELIEVE: Manufacturers use the lowest-
cost materials for their products, regardless of quality
YET
BUT
AND AND
51%
95%
MOST IMPORTANT MOST IMPORTANT
Ranks #1 for both consumers and manufacturers,
making it the most fundamental priority
60%
26%
88%
EMERGING EMERGINGDEVELOPED DEVELOPED
all rankings out of seven. for more details, see rankings on page 12.
THE PRODUCT MINDSET 2013 | 14
15. -5%
5% 5%
8% 9%
15%
20%
-8%
-9%
Consistent
Quality
%ABOVE/BELOW
AVERAGEIMPORTANCE
On-time
Delivery
Reliable
Suppliers &
Distribution
Partners
Raw
Material/
Component/
Ingredient
Availability
Quick
Reaction
to Supply
Chain
Disruptions
Managing
Costs
Supply Chain
Transparency
Suppliers
that Ensure
Ethical/Fair
Treatment
ofWorkers
Suppliers
that Ensure
Environmental
Responsibility
While many supply chain issues play an important role with
manufacturers, it is clear that consistent product quality
dominates in terms of its importance.
$
QUALITY IS KING
THE PRODUCT MINDSET 2013 | 15
16. THE FUNDAMENTALS
RELIABILITY/PERFORMANCE
Reliability and performance
are closely related to quality
and taken together, account
for almost half of what is most
important across all industries
8% 8%
8%
8%
7%
6%
42% 44%
39%
48%
37%
11%
25% 25% 23% 33% 18%
9% 11%
10%
Total High-tech/Consumer
Electronics
Home Building
Materials
Food Smart
Appliances
45%
20%
17%
8%
48%
25%
14%
9%
47%
18%
19%
10%
46%
23%
10%
12%
8%
51%
38%
5%
Reliability and performance are mid-tier priorities that manufacturers
and consumers appear to link to quality.
#
5
#
4
PERFORMANCE
RELIABILITY
#
2
#
4
RANK
RANK
RANK
RANK
Product performance is a more important priority to consumers,
pointing to a potential opportunity for manufacturers
Reliability is an area of strong alignment
MOST IMPORTANT
MOST IMPORTANT
MOST IMPORTANT
MOST IMPORTANT
all rankings out of seven. for more details, see rankings on page 12.
Quality
Reliability
Performance
THE FUNDAMENTALS
THE PRODUCT MINDSET 2013 | 16
17. 79%
91%
#
3
THE FUNDAMENTALS
COST/PRICE
Cost/price is an area of alignment between manufacturers
and consumers, who both see it as a key driver.
...with the exception of Brazil, cost/price is significantly
more important to manufacturers in developed markets
Cost/price is one of the most
important success factors to manufacturers...
COST/PRICE #
3
RANK RANK
DEVELOPED
EMERGING
92%
85%
93%
95%
MOST IMPORTANT MOST IMPORTANT
There is strong alignment around the importance of cost/price
all rankings out of seven. for more details, see rankings on page 12.
THE FUNDAMENTALS
THE PRODUCT MINDSET 2013 | 17
18. THE FUNDAMENTALS
PRODUCT SAFETY
Product safety remains important and fundamental, although consumers do not believe
it is prioritized enough by manufacturers.
...but the two audiences are not aligned
Manufacturers and consumers agree that product safety
is a priority that is becoming more important...
BELIEVE: Consumer confidence in product safety is increasing BELIEVE: Manufacturers value sales over product safety
BUT
AND
58%
73%
84%
92%
PRODUCT
SAFETY
#
4 #
2
RANK RANK
IMPROVEMENT
PRIORITY
IMPROVEMENT
PRIORITY
Consumers believe manufacturers need to improve product safety
more than manufacturers will admit
all rankings out of seven. for more details, see rankings on page 12.
THE FUNDAMENTALS
THE PRODUCT MINDSET 2013 | 18
19. THE FUNDAMENTALS
INNOVATION/SPEED TO MARKET
Innovation and speed to market are perhaps the clearest examples of misaligned manufacturer priorities —
seen as essential to their ability to compete — while consumers feel that new products are brought
to market faster than needed.
Manufacturers and consumers are not aligned
about the importance of innovation
However, manufacturer importance ratings on innovation and speed to
market are trending down, suggesting a decrease in emphasis
BELIEVE: Innovation is becoming
more important
INNOVATION
BELIEVE: Manufacturers introduce new products
more quickly than consumers need them
SPEED TO MARKET
YET
63%
91%
-3%
-5%
2012 20122013 2013
INNOVATION#
2 #
7
RANK RANK
MOST IMPORTANT MOST IMPORTANT
Manufacturers and consumers are far apart about
how much of a priority innovation should be
all rankings out of seven. for more details, see rankings on page 12.
THE FUNDAMENTALS
THE PRODUCT MINDSET 2013 | 19
20. Rising Priorities are considerations that are becoming
increasingly important to both manufacturers and
consumers. They highlight that decision making is much
more complex for both audiences. This year, we have begun
to gauge the growing impact of significant issues like
RISING PRIORITIES
the environment, health impact, transparency, country
of origin, traceability and ethical sourcing. While Rising
Priorities do not supplant the Fundamentals, they do
play a vital and expanding role today in shaping the
collective mindset.
THE PRODUCT MINDSET 2013 | 20
21. RISING PRIORITIES
ENVIRONMENT
The Environment has continued to advance as a priority; however, consumers seem to doubt the intentions of
manufacturers in terms of their commitment to environmentally friendly products and manufacturing procedures.
...but the environment remains an area in which
manufacturers and consumers are not aligned
AGREE: Manufacturers are not doing
enough in terms of environmentally friendly
manufacturing procedures or products
40%
AGREE: The environment is
becoming more important
90% YET
Manufacturers and consumers agree:
price is not a barrier, and consumers will
pay more for eco-friendly products...
AND
68%
72%
all rankings out of seven. for more details, see rankings on page 12.
ENVIRONMENT
#
2 #
2
RANK RANK
MOST
IMPORTANT
MOST
IMPORTANT
RISING PRIORITIES
Manufacturers and consumers agree that environmentally
friendly products are very important
THE PRODUCT MINDSET 2013 | 21
22. Manufacturers and consumers are not aligned on the
most important impact related to environmental products.
NOTEWORTHY GAP
VS.
61% of manufacturers agree the impact to
the environment
is more important than the impact to human health
61% of consumers agree the impact to
human health
is more important than the environmental impact
THE PRODUCT MINDSET 2013 | 22
23. RISING PRIORITIES
HEALTH IMPACT
The health impact of products is a consumer priority — one that intensifies based on perceived intimacy with
the body — and an area where consumers feel manufacturers do not do enough.
However, there is a gap between what manufacturers say and
what consumers see relative to health impact
AGREE: Consumers are becoming more interested in
the potential health impact of products
AGREE: Manufacturers do not provide all the important
information about the potential health impact of their products
YET
39%
87%
5%
10%
16%
19%
23%
28%
None High-tech/
Consumer
Electronics
Smart
Appliances
Home
Building
Materials
Processed
Food
Fresh Food
Consumers’health impact concerns — related to the degree of desired improvement — appear to intensify based on
how close or involved the product or product category is with the human body
all rankings out of seven. for more details, see rankings on page 12.
RISING PRIORITIES
#
2 #
1
RANK RANK
HEALTH IMPACT
IMPROVEMENT
PRIORITY
IMPROVEMENT
PRIORITY
Health impact is an important improvement priority for both
manufacturers and consumers
THE PRODUCT MINDSET 2013 | 23
24. The severity of consumer concerns is
directly related to product intimacy.
PRODUCT INTIMACY
19%
Interact
with Other
Products
%OFCONCERN
RELATIVETOTHEBODY
62%62%
43%
Go into
the Body
(e.g., Medical
Devices)
Children
Use
Are Applied
to the Body
66%
Are
Ingested
(e.g., Food)
22%
AreTouched
and Used
31%
Affect
Home or
Office
31%
Are Located
Close to
the Body
THE PRODUCT MINDSET 2013 | 24
25. TRANSPARENCY
42%
84%
...but at this time, transparency appears to be an area of
disconnect in terms of what manufacturers deliver
AGREE: Internal and external stakeholders are
increasingly demanding supply chain transparency
AGREE: Manufacturers do not provide sufficient
transparency into their supply chains
YET
#
3 #
4
RANK RANK
RISING PRIORITIES
TRANSPARENCY
Gaining visibility into all aspects of the supply chain is one of the
Rising Priorities that is an area of opportunity.
Most manufacturers believe supply
chain transparency is important...
80%
IMPROVEMENT
PRIORITY
IMPROVEMENT
PRIORITY
all rankings out of seven. for more details, see rankings on page 12.
RISING PRIORITIES
Transparency is less of a priority for improvement than
health impact or the environment
THE PRODUCT MINDSET 2013 | 25
26. RISING PRIORITIES
OUTSOURCING/COUNTRY OF ORIGIN
Manufacturers and consumers are aligned in the belief that
consumers are aware of country of origin...
59%AND67%
...and there is close alignment about the importance
of knowing country of origin
83%
80% AND
AGREE: It’s important to know the country of origin
for products you purchase
Outsourcing/country of origin, which takes into account where products are made,
is an area of growing awareness where there is significant alignment.
all rankings out of seven. for more details, see rankings on page 12.
RISING PRIORITIES
OUTSOURCING/
COUNTRY OF ORIGIN#
3 #
4
RANK RANK
MOST
IMPORTANT
MOST
IMPORTANT
Manufacturers and consumers agree that outsourcing/
country of origin is important
THE PRODUCT MINDSET 2013 | 26
27. RISING PRIORITIES
TRACEABILITY
The ability to track which ingredients and components are in products
and where they come from is rising in awareness and importance.
Consumers’stated desire for traceability is increasing... ...and the need for traceability varies greatly across
product categories
2013
61%
There is a disconnect between manufacturers and
consumers over traceability
AGREE: It is very important to clearly show consumers
which ingredients/components are included in their products
AGREE: Manufacturers do not make it easy to know where
raw materials or ingredients come from and where the product
was manufactured
54%
2011
43%
69% YET
TRACEABILITY #
4
RANK
#
7
RANK
MOST IMPORTANT MOST IMPORTANT
INFORMATION
all rankings out of seven. for more details, see rankings on page 12.
RISING PRIORITIES
Traceability has not yet become a significant priority
to either manufacturers or consumers
83% | FOOD
58% | HOME BUILDING MATERIALS
45% | SMART APPLIANCES
56% | HIGH-TECH/CONSUMER ELECTRONICS
THE PRODUCT MINDSET 2013 | 27
28. RISING PRIORITIES
ETHICAL SOURCING
Relative to other Rising Priorities, ethical sourcing — focused on the fair and humane
treatment of workers throughout the supply chain — is not yet as significant.
Ethical sourcing represents another divide
between manufacturers and consumers
BELIEVE: Manufacturers haven’t taken adequate
steps to ensure the ethical/fair treatment of workers
AGREE: Consumers are concerned about
the ethical/fair treatment of workers
AGREE: Ensuring the fair and ethical treatment
of workers throughout the supply chain is the most
important factor impacting their ability to compete
AGREE: How a company ensures the fair and ethical
treatment of workers throughout the supply chain is
important to know when buying a product
YET78%
71%
#
7 #
6
RANK RANK
ETHICAL SOURCING
Few see ethical sourcing as an important
priority at this time
2%
2% AND
ONLY ONLY
IMPROVEMENT
PRIORITY
IMPROVEMENT
PRIORITY
all rankings out of seven. for more details, see rankings on page 12.
RISING PRIORITIES
Ethical sourcing currently ranks near the bottom in
terms of being an improvement priority
THE PRODUCT MINDSET 2013 | 28
29. CONCLUSION
This year’s study is largely an attempt to untangle
and better classify the complexities of the global
marketplace to gain a deeper understanding of
what’s important and what’s evolving. We’ve
developed a more effective way to dimension the
growing considerations impacting manufacturers
and consumers. The study has highlighted where
there is alignment between our two stakeholder
groups, notably across the Fundamentals; however,
we’ve also detailed misalignments in delivery and
perception. The newer Rising Priorities have
been dimensioned, and these issues will likely gain
traction and increasingly influence the Fundamentals.
Last, Health Impact and the important, although
distinct, role it plays with manufacturers and
consumers was introduced.
THE PRODUCT MINDSET 2013 | 29
30. MORE PRODUCT MINDSET
Enhanced this year, we have made the results of The Product Mindset more interactive. An online data visualizer will enable
you to explore and compare the information in meaningful ways.We will also field questions and comments from our many
subscribers around the world and engage in dialogue through social media channels.
Visit: www.ul.com/productmindset
Email: productmindset@ul.com
Call: +1 847.664.2226
EXPLORE THE STUDY AT A GLANCE
VISIT
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EXPLORE
PARTICIPATE
ORDER A PRINTED VERSION
IMMERSE YOURSELF IN THE DATA
FOLLOW, SHARE AND ENGAGE
FURTHER INFORMATION
FACEBOOK TWITTER
LINKEDINYOUTUBE
THE PRODUCT MINDSET 2013 | 30