The document outlines Beam Global's vision, mission, and financial objectives for 2013 national accounts. It then lists priorities to become the #2 supplier in dollars, use shopper insights to outperform competitors, focus on key brands, create growth through innovation, and align organizational objectives. The next section details goals to develop talent within Beam, achieve over 10% DGP growth led by key brands, integrate national accounts into state planning, improve compensation alignment, and strengthen key customer relationships. Finally, it includes the 2013 national accounts off-premise planning calendar outlining events, meetings, budgets, and new item reviews.
This document describes HMC Management Inc and their Integrated Planning Model (IPM) for organizations. The IPM includes 5 main components: a strategic plan setting long-term vision and priorities, operations plans for 12-24 months, action plans on 90 day cycles, and financial planning informed by program needs. Using this model provides a framework for coordinated planning that aligns boards, staff, budgets, and ensures plans can adapt and be executed successfully.
Strategic planing for competitive advantageSreang Buntith
The document summarizes key points from a chapter about strategic planning for competitive advantage. It discusses the importance of strategic planning and developing a marketing plan. It outlines elements of a marketing plan such as the business mission statement, objectives, SWOT analysis, and marketing strategy. It also covers identifying sources of competitive advantage through low cost, differentiation, and market niches. Strategic tools like the BCG matrix are presented to help evaluate strategic alternatives.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
This document provides an overview of an upcoming Strategy Huddle webinar hosted by MyStrategicPlan. The webinar will last 45-60 minutes and cover topics like the definition of strategy, goal and objective cascading, and keeping momentum after strategic planning retreats. Participants are encouraged to ask questions in the chat box. The agenda includes discussions of strategy stats, frameworks for strategy, and tips for effective execution. Participants will also have the opportunity to ask questions and share experiences.
The document discusses linking strategy to operations for competitive advantage. It argues that while strategy development and linking strategy to operations remains fragmented, taking a systems approach to integrate strategy and operations can help companies implement strategies more effectively. The "Six Stages" framework outlines a process for developing strategy, translating it into specific measures and initiatives, aligning operations, and continually monitoring and adapting the strategy based on performance.
The document provides information about the Corporate Performance Management Training Forum 2010, which will take place on January 20-21, 2010 in Arlington, VA. The forum will provide training on building strategy maps, balanced scorecards, and initiative maps through hands-on exercises. Participants can earn up to 12 CPE credits. The training is aimed at strategic planners, performance analysts, project managers, and other professionals. The agenda outlines the daily schedule and topics to be covered over the two-day event.
The document provides information about the Balanced Scorecard 2009 conference, including the dates, location, agenda, sessions, speakers, and registration details. The conference will be held on December 8-9, 2009 in Arlington, VA and focuses on helping attendees define, implement, and advance organizational strategy using the Balanced Scorecard approach. The agenda covers topics such as change management, strategy mapping, performance monitoring, measure development, cascading the scorecard, and next steps in implementation. Participants can earn up to 15 CPE credits.
The document describes an upcoming conference called "The Performance Conference 2009" being held from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks related to performance management, measures, metrics, and business analytics. It will provide executives and professionals tools and strategies for driving organizational performance and profitability, especially in turbulent economic times. Over 3,000 business leaders from various industries and functions are expected to attend the conference.
This document describes HMC Management Inc and their Integrated Planning Model (IPM) for organizations. The IPM includes 5 main components: a strategic plan setting long-term vision and priorities, operations plans for 12-24 months, action plans on 90 day cycles, and financial planning informed by program needs. Using this model provides a framework for coordinated planning that aligns boards, staff, budgets, and ensures plans can adapt and be executed successfully.
Strategic planing for competitive advantageSreang Buntith
The document summarizes key points from a chapter about strategic planning for competitive advantage. It discusses the importance of strategic planning and developing a marketing plan. It outlines elements of a marketing plan such as the business mission statement, objectives, SWOT analysis, and marketing strategy. It also covers identifying sources of competitive advantage through low cost, differentiation, and market niches. Strategic tools like the BCG matrix are presented to help evaluate strategic alternatives.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
This document provides an overview of an upcoming Strategy Huddle webinar hosted by MyStrategicPlan. The webinar will last 45-60 minutes and cover topics like the definition of strategy, goal and objective cascading, and keeping momentum after strategic planning retreats. Participants are encouraged to ask questions in the chat box. The agenda includes discussions of strategy stats, frameworks for strategy, and tips for effective execution. Participants will also have the opportunity to ask questions and share experiences.
The document discusses linking strategy to operations for competitive advantage. It argues that while strategy development and linking strategy to operations remains fragmented, taking a systems approach to integrate strategy and operations can help companies implement strategies more effectively. The "Six Stages" framework outlines a process for developing strategy, translating it into specific measures and initiatives, aligning operations, and continually monitoring and adapting the strategy based on performance.
The document provides information about the Corporate Performance Management Training Forum 2010, which will take place on January 20-21, 2010 in Arlington, VA. The forum will provide training on building strategy maps, balanced scorecards, and initiative maps through hands-on exercises. Participants can earn up to 12 CPE credits. The training is aimed at strategic planners, performance analysts, project managers, and other professionals. The agenda outlines the daily schedule and topics to be covered over the two-day event.
The document provides information about the Balanced Scorecard 2009 conference, including the dates, location, agenda, sessions, speakers, and registration details. The conference will be held on December 8-9, 2009 in Arlington, VA and focuses on helping attendees define, implement, and advance organizational strategy using the Balanced Scorecard approach. The agenda covers topics such as change management, strategy mapping, performance monitoring, measure development, cascading the scorecard, and next steps in implementation. Participants can earn up to 15 CPE credits.
The document describes an upcoming conference called "The Performance Conference 2009" being held from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks related to performance management, measures, metrics, and business analytics. It will provide executives and professionals tools and strategies for driving organizational performance and profitability, especially in turbulent economic times. Over 3,000 business leaders from various industries and functions are expected to attend the conference.
Palladium Services provides strategy management, performance management, business intelligence, and process management consulting services. They help clients clarify their strategy, align their organization, manage resources and portfolios, and report on governance. For performance management, they assist with integrated planning, forecasting, resource allocation, and investment management. Their business intelligence services include developing analytics strategies and roadmaps, as well as governance and infrastructure. For process management, they analyze, reengineer, optimize, and integrate clients' workflows and strategic and operational goals.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
1. Facilitation is key to the success of major pursuits. Good facilitation is results oriented, builds consensus, and develops winning strategies.
2. Major pursuits require an organized and disciplined approach including defining goals, understanding challenges, analyzing competition, and developing sales strategies and execution plans.
3. Capture plans provide guidance for major pursuits with elements like budgets, competition analysis, required resources, relationships, and action plans.
The document discusses the Retail Jewelry Management Program (RJMP) which provides strategies, leadership, and communication tools to improve efficiency and productivity. It introduces David Robinson who has 30 years of retail jewelry experience, including executive management positions. It then outlines several Key Performance Indicators and tools that are part of the RJMP, including reports on recruitment/training, store visits, staffing, sales performance, presentation standards, marketing, and productivity statistics.
The document summarizes an upcoming HR Measures, Metrics and Analytics Summit to be held from January 20-22, 2010 in Arlington, VA. The summit will provide attendees with tools and strategies to measure the effectiveness of HR programs, benchmark organizational effectiveness using metrics and analytics, and identify best practices in HR metrics. Over the three days, attendees will learn how to select metrics to increase workforce performance, measure the impact of HR on business outcomes, and design a metrics system to drive innovation. Speakers will address topics such as developing a balanced scorecard and measuring employee engagement and retention.
The document provides information on the person's professional experience in business development, sales, marketing, and people management roles over their career. They have led brand strategies that achieved rapid market share growth and launched new products successfully. Their people management experience includes implementing a new culture and values rollout, customizing skills development, and improving engagement survey metrics on their team. They have a track record of achieving business results and recognition for their leadership.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
The document provides information about the Balanced Scorecard 2010 conference taking place from August 23-25, 2010 in Washington, DC. The conference will focus on communicating Balanced Scorecard performance effectively, defining and implementing strategy, cascading strategy throughout the organization, and identifying next steps after implementation. It includes an agenda with keynote speakers and sessions on topics like developing measures, managing change, and linking performance to financial and business processes. Pre-conference workshops on August 23rd will cover Balanced Scorecard fundamentals and business intelligence fundamentals.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
The document summarizes a three-day training forum on corporate performance management held from January 20-22, 2010 in Arlington, VA. Attendees can earn up to 18 CPE credits. Day one focuses on building strategy maps and balanced scorecards through hands-on exercises. Day two covers identifying measures, setting targets, building initiative maps, and facilitating strategy-focused organization meetings. Day three is about communicating and reporting performance metrics. The forum teaches best practices for implementing performance management systems through case studies and exercises to help participants improve business results.
The document provides information about the Balanced Scorecard 2010 conference taking place from August 23-25, 2010 in Arlington, VA. The conference will focus on communicating Balanced Scorecard performance effectively, defining and implementing strategy, cascading strategy throughout the organization, and identifying next steps after implementation. Attendees can earn up to 18 CPE credits. Pre-conference workshops on August 23rd will cover Balanced Scorecard fundamentals and implementing BI to enable a strategy-aligned Balanced Scorecard. Conference sessions over the following two days will address topics such as developing key measures, the learning growth perspective, managing through strategic themes, and the role of leadership in BSC initiatives.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This lecture covers the human resources policies and practices needed in an entrepreneurial context, including everyone's favorite HR topics: hiring and firing! Find out why it’s so important to plan your human resources early on in the start-up process. Look at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
The document outlines a training program for territory managers, providing an agenda and timing for 3 sessions to teach managers how to develop effective territory plans, segment accounts, identify resources, leverage marketing, create opportunity maps, and develop and implement growth plans for their territories. The training uses activities, discussions, and a "teach back" session to help managers gain insights into their territories and optimize sales performance through strategic planning and prioritization.
The document provides information about the "Balanced Scorecard 2009" conference, including dates, location, agenda items, speakers, and registration details. The conference aims to teach attendees how to implement balanced scorecards to advance organizational strategy and goals. Over two days and optional workshops, topics will include developing measures, cascading scorecards, leadership, and monitoring performance. Attendees can earn up to 15 CPE credits. The conference will be held in Arlington, VA in December 2009.
The document provides information about The Performance Conference 2009 being held October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management such as performance measurement systems, workforce metrics, linking Lean Six Sigma methods to strategy, and customer management. It will provide over 23 hours of CPE credits. Attendees will include C-level executives, VPs, directors, managers, and analysts from various industries and functions involved in organizational performance planning and management. The goal is for attendees to learn how to effectively manage performance in an economic downturn through operational efficiencies, cost reductions, and improved profitability and financial stability.
- There is a significant difference in likelihood of having dinner based on education level (p=<0.001).
- Bachelor's degree and higher education levels reported significantly lower likelihood than less than high school or high school graduate.
- Master's degree and doctorate degree reported significantly lower likelihood than all other education levels.
- No other significant differences were found between other education level groups.
Palladium Services provides strategy management, performance management, business intelligence, and process management consulting services. They help clients clarify their strategy, align their organization, manage resources and portfolios, and report on governance. For performance management, they assist with integrated planning, forecasting, resource allocation, and investment management. Their business intelligence services include developing analytics strategies and roadmaps, as well as governance and infrastructure. For process management, they analyze, reengineer, optimize, and integrate clients' workflows and strategic and operational goals.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
1. Facilitation is key to the success of major pursuits. Good facilitation is results oriented, builds consensus, and develops winning strategies.
2. Major pursuits require an organized and disciplined approach including defining goals, understanding challenges, analyzing competition, and developing sales strategies and execution plans.
3. Capture plans provide guidance for major pursuits with elements like budgets, competition analysis, required resources, relationships, and action plans.
The document discusses the Retail Jewelry Management Program (RJMP) which provides strategies, leadership, and communication tools to improve efficiency and productivity. It introduces David Robinson who has 30 years of retail jewelry experience, including executive management positions. It then outlines several Key Performance Indicators and tools that are part of the RJMP, including reports on recruitment/training, store visits, staffing, sales performance, presentation standards, marketing, and productivity statistics.
The document summarizes an upcoming HR Measures, Metrics and Analytics Summit to be held from January 20-22, 2010 in Arlington, VA. The summit will provide attendees with tools and strategies to measure the effectiveness of HR programs, benchmark organizational effectiveness using metrics and analytics, and identify best practices in HR metrics. Over the three days, attendees will learn how to select metrics to increase workforce performance, measure the impact of HR on business outcomes, and design a metrics system to drive innovation. Speakers will address topics such as developing a balanced scorecard and measuring employee engagement and retention.
The document provides information on the person's professional experience in business development, sales, marketing, and people management roles over their career. They have led brand strategies that achieved rapid market share growth and launched new products successfully. Their people management experience includes implementing a new culture and values rollout, customizing skills development, and improving engagement survey metrics on their team. They have a track record of achieving business results and recognition for their leadership.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
The document provides information about the Balanced Scorecard 2010 conference taking place from August 23-25, 2010 in Washington, DC. The conference will focus on communicating Balanced Scorecard performance effectively, defining and implementing strategy, cascading strategy throughout the organization, and identifying next steps after implementation. It includes an agenda with keynote speakers and sessions on topics like developing measures, managing change, and linking performance to financial and business processes. Pre-conference workshops on August 23rd will cover Balanced Scorecard fundamentals and business intelligence fundamentals.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will teach participants to [1] apply Six Sigma tools to solve organizational challenges, [2] use the DMAIC process to improve projects and programs, and [3] implement Lean and Six Sigma more efficiently. [2] Attendees will learn techniques to continuously improve processes and complete an organizational improvement project.
The document summarizes a three-day training forum on corporate performance management held from January 20-22, 2010 in Arlington, VA. Attendees can earn up to 18 CPE credits. Day one focuses on building strategy maps and balanced scorecards through hands-on exercises. Day two covers identifying measures, setting targets, building initiative maps, and facilitating strategy-focused organization meetings. Day three is about communicating and reporting performance metrics. The forum teaches best practices for implementing performance management systems through case studies and exercises to help participants improve business results.
The document provides information about the Balanced Scorecard 2010 conference taking place from August 23-25, 2010 in Arlington, VA. The conference will focus on communicating Balanced Scorecard performance effectively, defining and implementing strategy, cascading strategy throughout the organization, and identifying next steps after implementation. Attendees can earn up to 18 CPE credits. Pre-conference workshops on August 23rd will cover Balanced Scorecard fundamentals and implementing BI to enable a strategy-aligned Balanced Scorecard. Conference sessions over the following two days will address topics such as developing key measures, the learning growth perspective, managing through strategic themes, and the role of leadership in BSC initiatives.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This lecture covers the human resources policies and practices needed in an entrepreneurial context, including everyone's favorite HR topics: hiring and firing! Find out why it’s so important to plan your human resources early on in the start-up process. Look at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
The document outlines a training program for territory managers, providing an agenda and timing for 3 sessions to teach managers how to develop effective territory plans, segment accounts, identify resources, leverage marketing, create opportunity maps, and develop and implement growth plans for their territories. The training uses activities, discussions, and a "teach back" session to help managers gain insights into their territories and optimize sales performance through strategic planning and prioritization.
The document provides information about the "Balanced Scorecard 2009" conference, including dates, location, agenda items, speakers, and registration details. The conference aims to teach attendees how to implement balanced scorecards to advance organizational strategy and goals. Over two days and optional workshops, topics will include developing measures, cascading scorecards, leadership, and monitoring performance. Attendees can earn up to 15 CPE credits. The conference will be held in Arlington, VA in December 2009.
The document provides information about The Performance Conference 2009 being held October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management such as performance measurement systems, workforce metrics, linking Lean Six Sigma methods to strategy, and customer management. It will provide over 23 hours of CPE credits. Attendees will include C-level executives, VPs, directors, managers, and analysts from various industries and functions involved in organizational performance planning and management. The goal is for attendees to learn how to effectively manage performance in an economic downturn through operational efficiencies, cost reductions, and improved profitability and financial stability.
- There is a significant difference in likelihood of having dinner based on education level (p=<0.001).
- Bachelor's degree and higher education levels reported significantly lower likelihood than less than high school or high school graduate.
- Master's degree and doctorate degree reported significantly lower likelihood than all other education levels.
- No other significant differences were found between other education level groups.
Company Analysis and Advertising Plan for changeCorey Wagner
This document outlines a social media marketing plan for Margherita's Pizza in Newark, Delaware. The plan includes objectives to develop a cohesive campaign across platforms and create relevant content. It performs a situation analysis noting lackluster organization and little customer outreach. Recommendations are made to improve SEO, the mobile site, and presence on Foursquare, Facebook, Instagram and Twitter. Content, hashtags and contests are suggested. Results will be measured after 6 months by growth in followers, engagement and revenue.
The document provides an overview of Beam's strategy for national accounts in 2013. It outlines Beam's vision, mission, and financial objectives. It then lists 10 priorities, including becoming the #2 supplier in dollars, using shopper insights to outperform competitors, and aligning organizational objectives with customer timelines. It also discusses key national accounts like Walmart, Target, and Kroger that represent major growth opportunities. The document emphasizes aligning the organization, programming to win priority accounts, and the fundamentals of national account management.
The document summarizes the alcohol drinks market in Thailand. It analyzes the industry structure, key competitors, Bacardi's market share and product profile. It then outlines Bacardi's segmentation, targeting, positioning and marketing strategies to increase market share over the next 3 years, including expanding distribution channels, new flavors, and an integrated marketing communications plan. Key performance indicators are identified to monitor progress.
Red bull - Présentation Marketing et innovationsArthur Hazan
Dans le cadre d'un projet pédagogique pour l'école Hetic, nous avons réalisé une présentation complète de la marque Red Bull, ses stratégies marketing, ses clients, ses concurrents et ses innovations.
The document provides guidance for entrepreneurs on starting and sustaining a successful business. It discusses common reasons for starting businesses and reasons they often fail, focusing on lack of clear direction. It then offers suggestions in three key areas: setting direction with a vision, mission, goals and plans; marketing with a focus on generating leads, conversion and profit; and building a strong team with leadership, common goals, involvement and development. The overall message is that having a well-planned direction and focusing execution is key to business success.
SBI Consulting provides SAS Business Intelligence solutions and services to customers. They offer demand planning, forecasting, and sales and operations planning solutions using SAS software in a SAAS environment. SBI values a pragmatic approach with quick implementation and scalable, flexible solutions. They aim to work closely as a team with customers to add value through their forecasting and S&OP planning expertise.
The document outlines an improvement plan for key account management in 2013. It discusses 8 key programs around key account separation, selection, organization, value proposition, recruitment, planning, plan execution, and monitoring/measurement. The goal is to improve customer satisfaction, increase business volume with key accounts, and optimize profitability. The plan involves establishing a dedicated key account department and hiring a key account manager to lead account strategy and relationship development. Progress and results will be tracked regularly.
The document provides templates for conducting a social business agenda workshop. The workshop is designed to help organizations align their social business strategy with organizational goals and culture. It involves assessing goals, audiences, and cultural fit, as well as developing plans for gaining trust, engaging audiences, networking processes, managing reputation and risk, and analyzing social data. The templates provide guidance on activities for each step of the workshop process.
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
The CRM at Oracle series highlights Oracle's internal implementation of Oracle CRM products such as Siebel CRM and Oracle CRM On Demand. This presentation discusses an overview of Oracle's Enterprise Reporting Architecture and highlights the Marketing Business Intelligence dashboards and reports.
Performance Management for Any Business - One Page SummaryAjay Koul
Business Performance Management (BPM) is a disciplined method for improving business performance in key areas like growth, profitability, productivity, and customer retention. The BPM process involves assembling a core team, researching and analyzing data needs, defining objectives and scope, conducting a SWOT analysis to prioritize issues, developing a vision and ambition, creating strategic and tactical actions, obtaining executive approval, rolling out the plan, monitoring results and making adjustments.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
Sullivan Consulting is a boutique management consulting firm specialized in softskills training. They have over 10 years of experience providing training and consulting services in areas such as leadership, communication, and change management. Their client-focused approach and proven training methodology have helped them achieve high returns on investment for clients in various industries in the US, Puerto Rico, and other Caribbean countries.
This document discusses the importance of performance management in helping companies successfully execute their strategies. It notes that most companies fail to translate their overall strategies into measurable goals for employees. The document then outlines a performance management process that involves defining corporate and departmental goals, aligning goals across the organization, cascading goals down to individual levels, and rewarding performance. It argues that this process helps increase profits, strategy execution, adaptation to change, and employee motivation. The document promotes a performance management software system called KeyneLink that can guide companies through implementing this process.
Performance Management for Any Business - One Page SummaryAjay Koul
Business Performance Management (BPM) is a disciplined method for improving business performance in key areas like growth, profitability, and productivity. It involves assembling a core team to research, analyze data, define objectives and scope, conduct a SWOT analysis, develop a vision and strategic actions, gain approval, roll out the plan, monitor results, and adjust as needed. The goal is to enhance customer retention through strategic planning.
The document outlines plans to improve the FP&A (financial planning and analysis) function over the next year at a company. It discusses assessing the current state, including issues with strategic planning, budgeting, forecasting, and performance reviews. The goals for FP&A are to continually improve processes and systems, provide better visibility and understanding of business performance and strategies, and become a more valued partner to the business. The year 1 strategy focuses on beginning to improve capabilities, creating visibility into drivers and KPIs, partnering with business leaders, and supporting strategy tracking.
Performance Management for Any Business - One Page SummaryAjay Koul
Business Performance Management (BPM) is a method for improving business performance in key areas like growth, profitability, productivity, and customer retention. The BPM process involves assembling a core team to research and analyze data needs, define the scope and objectives, conduct a SWOT analysis to prioritize issues, develop a vision and ambition, create strategic and tactical actions, obtain sponsor and executive approval, roll out the plan, monitor and report on progress, and adjust as needed.
Integrating Strategic Planning Targets with Operational Budgeting and Forecas...Alithya
This presentation flows through the strategic planning process to operational budgeting and forecasting. Mija demonstrates how the solution plugs right into the Oracle EPM framework allowing users to share reports, analysis and dashboards across the enterprise as well as integrate results with other business processes.
This document discusses Sales and Operations Planning (S&OP) and DuPont's journey with S&OP. It provides:
1) An overview of what S&OP is and why it is crucial for businesses. S&OP integrates planning across functions to optimize decisions for profitability and align tactics with strategy.
2) A brief background on DuPont and its business segments. DuPont implemented SAP solutions including APO for integrated planning.
3) Examples of DuPont's S&OP practices such as using consistent metrics and standards, zippered integration between planning systems, and governance of the S&OP process.
Resume-CA Amarendra Kar-Global Sales Incentives ManagerLulu Kar
Amarendra Kar is a Chartered Accountant with over 11 years of experience in finance, accounting, and business operations. He has worked for companies like Tata Communications, IBM Daksh, PepsiCo India, and Gati managing tasks such as financial reporting, budgeting, accounting, statutory compliances, and sales commission computations. Currently he is the Manager of Global Sales Incentives Planning and Payouts at Tata Communications handling processes for 1200 sales employees globally.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
Planning and Budgeting in Vietnam: Top challenges and solutionsTrang Nguyen
This presentation slide is used for the "Planning and Budgeting in Vietnam: Top challenges and solutions" seminar on August 9, 2012.
This seminar is organized by TRG International and PwC Vietnam.
The slide is shared through TRG International Blog. If you are really interested in this topic, I recommend you download the full slide at http://blog.trginternational.com/seminar-slides-download-planning-budgeting-in-vietnam/.
2013 BSC Forum Dubai offers a packed full of brand NEW features that goes beyond the Balanced Scorecard to take a broader look at the key strategy formulation, strategy execution & risk management challenges & themes faced by businesses & organizations in the Middle East today.
The Marketing Assessment: How to Use Your Marketing Score to Build Campaigns,...Marketing Score
Every element of an organization, as it relates to marketing, can be divided into assets, neutrals and escalators. Assets are existing strengths that can accelerate marketing success, and escalators are weaknesses that require additional resources to build and improve.
By evaluating and scoring these elements, you can devise marketing strategies; select the right marketing agency partners; allocate time, money and talent; and adapt resources and priorities based on performance.
Marketing Score is powered by PR 20/20. Visit www.TheMarketingScore.com to sign up free, and get your Marketing Score today.
The Marketing Assessment: How to Use Your Marketing Score to Build Campaigns,...
Via 2013 national accounts v4
1. 2013 Beam Global Vision Into Action – National Accounts
Vision Crafting The Spirits That Stir The World
Mission To Become The World’s Fastest Growing Spirits Company
Financial Objectives Exceed National Account Plan Numbers:
Off Premise Appox - 7% Depletions; 10% NSV & 12% DGP (Ex Innovation)
On Premise 4.5% Depletions; 6.2% NSV & 8.1% DGP (Ex Innovation)
Winning Competitive Edge: The Spirit Of Beam: Entrepreneurs…Creating Innovative Solutions…Beating The Competition,
Together - Beam NAM’S understand the importance & complexity of driving sustainable results
within our Platinum, Gold and Silver acct universe. All NAM’s are Gold Spirits Trainer Certified!
Priority No. 1: Become 2nd Largest supplier in dollars (12 Month Rolling) – Grow our Value share
faster then our Volume share TTL NA Accounts (12/31/13)
CREATE FAMOUS BRANDS BUILD WINNING MARKETS FUEL OUR GROWTH
Priority 2: Priority 5: Priority 8:
Use shopper insights to out execute Create Universal Vistaar pricing tool for Align Our Organizations objectives to our
competition and secure Customer Centric On & Off Premise National Accounts / customers timelines (TTB Approvals /
programs that drive industry leading growth Better understand, manage and reconcile Innovation)
on our Power and Rising Stars Brands funding streams from NAHQ Accounts
Priority 9:
Priority 3: Nail Pinnacle – make it big in Priority 6: Work seamlessly with Local Sales /
NAHQ off and on-premise (440K Off / 75K Exemplify industry leadership with all Marketing & Activation Center (Strengthen
On) National Accounts – Be viewed as trusted Feedback Loop & Increase Communication)
unbiased supplier
Priority 4: Priority 10:
Create Growth through securing Innovation Build zero based budgets & Cat +1 Plan
& Expanded Category leadership in Bourbon Priority 7: builds for 2014 – Platinum / Gold & Silver
& Tequila (SG Vodka & Wine) Accelerate Share Growth In Platinum, Gold Accounts – Refine On Premise National
& Silver Accounts – Drive Value – Protect Acct lists (Implement Exposure – Trial &
Pricing integrity Adoption model) CONFIDENTIAL
2. NAHQ BHAG & Top 5 Goals: 2013
BHAG: Make the NAHQ team both a clear source of talent for the company and a sought after career
progression experience within Beam. Success in 2013 would be 2 NAMS being recruited to other Beam
organizations and 75% of NAHQ job openings being filled internally
Top 5 Goals
1. DGP growth above 10% with Skinnygirl, Sauza Family, Jim Beam Family, Maker’s Mark and Pinnacle being
the 5 fastest growing brand families
– Acute focus on Sauza/Cinco partnership success and overall development/expansion of relationship
with Corona (Expand to 4th of July & Holiday – Attain 100% participation of NAHQ Accts)
2. Integrate NAHQ into state planning and pricing processes (IL, FL, CA, AZ, IN); have 4 QBRs with all DVPs,
state managers, and KAMs attending
3. Create clear compensation links between Local Field Sales/NAHQ & SWS Local Field Sales/NAHQ.
(California/Arizona/Illinois/Florida). Train & Develop all NAM’s/Kam’s on Vistaar (BR3) & the New IRI
Pricing tool
4. Be seen as best-in-class supplier to our NAHQ customers as evidenced by being the highest scoring
supplier on question 1 of the CM profit group survey
– Acute Focus: Win at Walmart with our new structure as evidenced by 25% growth in 2013 and at
least 4 regional activations, listings or other “wins” that would not have happened without Execution
Managers
5. Re-establish our hiring procedure in 2013 – build process of standardized background questions,
behavioral questions, exercises and interview settings to ensure we find the right cultural fit to our
organization.
3. 2013 National Account OFF-PREMISE Planning Calendar
National Account OFF-PREMISE Planning Calendar
January February March April May June July August September October November December
Brand Leadership CBT - H1 review
CBT - Q1
Activation Meeting - projected 2013
Review finish
Marketing / AC Planning Chicago
RNDC
Leadership Leadership SWS
Distributor Planning - IN review
Meetings Meetings Planning
Meetings 1/22/13
SWS
Bottom Up Initial Budget Account and Brand Lock in
innovation
Planning Ask BI
Budget Ask
Q1 - Update 2/15, Close 3/15 (BI and OP Ex) Q2 - Update 5/15, Close 6/15 (BI and OP Ex) Q3 - Update 8/15, Close 9/15 (BI and OP Ex) Q4 - Update 10/15, Close 12/1 (BI and OP Ex)
Budget Update
DISCUS - Military DISCUS -
Industry Military Exchange Military
Conference
Safeway - TTT /
Kroger - TTT SV TTT Target - TTT
Military TTT
Distillery Trips
IRI: Jan 7-8
Team Travel: PTW: Jan 14-17 QBR Review 2014 AC / brand QBR - Na-HQ
Leadership
National Sales
CBT - H1 review
SWS
Company CA/ WD: Jan 23-24
Meeting - projected 2013 Team Meeting
Deerfield planning Off Meeting Planning
Chicago finish
Meetings
NA-HQ CA NA-HQ WD NA-HQ CA NA-HQ CA
QBR - NA-HQ QBR - NA-HQ
QBR / Division Division Division Division Division
Off Off
Meeting Meeting Meeting Meeting
Meetings
Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit, Nielsen Summit,
MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM, MTCF, HUB, GM,
Monthly NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA NAM Calls, CA
Deliverable Planner Planner Planner Planner Planner Planner Planner Planner Planner Planner Planner Planner
Fall Pull review:
SV,Miejer, Fall Pull review: 2014 Innovation SV,CVS, Target, Meijer, Military, Kroger,
Walmart, Sam's Sam's
Safeway, WAGS planner / IFT Safeway, Wags Hyvee TWM
New Items Kroger, HyVee
Kroger - TTT
WAGs Charity SV TTT
Safeway - TTT CVS LMM SV - Chicago SV - Boise
SV Charity D&S National CVS Clam-bake Safeway Gala
Important Walmart / Sam's Meeting Charity Charity
Sales Meeting
Account Events YBM
Overlap preperation
3 Team Travel
2013
2014