What allows certain companies to deliver best-in-class distribution performance while others turn in only average performance or fail altogether? Leaders in distribution consistently think outside the box for sustained competitiveness.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
This document discusses customer retention and maximization. It begins by defining different levels of customer relationships from always-a-share to lost-for-good customers. It then discusses the benefits of long-term customer relationships for sellers, including additional business opportunities, premium prices, and reduced costs. The document also covers sources of competitive advantage to build customer loyalty, factors that tie customers to relationships, and tools for customer retention like satisfaction surveys.
Based on the information provided, Papa John's does attempt to differentiate its products compared to competitors through focusing on higher quality ingredients in its pizza dough and toppings. However, the document does not provide enough detail to conclusively determine whether Papa John's products possess a meaningful competitive advantage over major competitors like Domino's and Pizza Hut. The products appear fairly standard for the pizza delivery/takeout space.
The document discusses pricing strategies and considerations for a new coffee shop. It covers factors to consider like demand, costs, competition, trade relationships, and legal issues. It provides models and frameworks for setting prices, including analyzing break-even points, margins, and negotiating strategies. The key takeaways are to determine pricing objectives based on costs and customers, analyze competitive factors and channel power, and consider legal restrictions to develop an optimal pricing plan linked to marketing strategy.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Setting up an effective distribution system in emerging markets requires considering many factors, such as fragmented markets with both modern and traditional trade, developing a clear channel strategy tailored to each market, and gaining an understanding of the potential outlet base including regional differences. It is also important to select distributors based on key criteria, define roles and processes, understand the true cost to serve, and establish key performance indicators to track success.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
This document discusses customer retention and maximization. It begins by defining different levels of customer relationships from always-a-share to lost-for-good customers. It then discusses the benefits of long-term customer relationships for sellers, including additional business opportunities, premium prices, and reduced costs. The document also covers sources of competitive advantage to build customer loyalty, factors that tie customers to relationships, and tools for customer retention like satisfaction surveys.
Based on the information provided, Papa John's does attempt to differentiate its products compared to competitors through focusing on higher quality ingredients in its pizza dough and toppings. However, the document does not provide enough detail to conclusively determine whether Papa John's products possess a meaningful competitive advantage over major competitors like Domino's and Pizza Hut. The products appear fairly standard for the pizza delivery/takeout space.
The document discusses pricing strategies and considerations for a new coffee shop. It covers factors to consider like demand, costs, competition, trade relationships, and legal issues. It provides models and frameworks for setting prices, including analyzing break-even points, margins, and negotiating strategies. The key takeaways are to determine pricing objectives based on costs and customers, analyze competitive factors and channel power, and consider legal restrictions to develop an optimal pricing plan linked to marketing strategy.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Setting up an effective distribution system in emerging markets requires considering many factors, such as fragmented markets with both modern and traditional trade, developing a clear channel strategy tailored to each market, and gaining an understanding of the potential outlet base including regional differences. It is also important to select distributors based on key criteria, define roles and processes, understand the true cost to serve, and establish key performance indicators to track success.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
The document summarizes key aspects of marketing control and evaluation. It discusses (1) measuring actual performance against standards, (2) dimensions of control like input and output variables, (3) dealing with variance in outcomes through tinkering, systematic changes, or external factors, and (4) tools for control like budgets, reporting systems, and marketing audits. The goal is to improve marketing performance through effective measurement and management of variances.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The document discusses different business strategies and competitive advantages. It presents a 2x2 matrix that categorizes strategies as either differentiation or cost leadership focused, and as either prospector, analyzer, defender, or reactor based on a company's emphasis on new product-market growth. It provides examples of how the scope, objectives, resource deployment, and synergies differ for low-cost defenders versus differentiated defenders and prospectors versus analyzers. Finally, it discusses applying this framework to examine the book retailing industry and questions about product adoption curves and how opportunities evolve over a product's lifecycle.
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
Chap005 market opportunities current and potential customersHee Young Shin
The document discusses various methods that businesses can use to identify market opportunities and find potential customers. It describes developing opportunities with existing customers through feedback programs and customer research. It also covers acquiring new customers by targeting new market segments, expanding geographically, or adapting existing products for other industries. Market research methods like surveys, focus groups, and customer visits are also presented as ways to better understand customer needs and identify new opportunities.
This document provides a framework for conducting a strategic case analysis. It outlines performing an external analysis of the PEST factors, five forces, and industry attractiveness. An internal analysis includes examining the value chain and core competencies. Key steps are identifying the strategic issues facing the business, generating alternatives for the corporate and business level strategies, and selecting strategies that address the issues based on the external and internal analyses. The framework provides a comprehensive approach for strategic decision making.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The document discusses elements of business strategy including determining the product market and level of commitment of resources. It provides models for the strategic planning process involving external and internal analysis to identify and select strategies. Additional topics covered include developing objectives and functional plans, defining mission and vision, conducting environmental scanning, and addressing competitive challenges. The key aspects of strategy development and implementation are analyzed.
Effective Sales Lead Generation (Forte Consultancy Group)Berkin Ozmen
The document discusses strategies for boosting sales through lead generation. It identifies five key external sources: existing customers, independent agents, channel partners, business partners, and lists. It provides examples of partner programs and emphasizes creating win-win scenarios to motivate referrals. Effective reward mechanisms, warm referral programs, and partnerships with complementary companies that serve priority segments are presented as ways to rapidly expand the accessible customer base.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
1) Approach new markets with a deep understanding of customers and broad product ranges tailored to local needs.
2) Innovate new products/services faster and closer to customers to gain competitive advantages.
3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
The document discusses strategic brand management and defines what a brand is, the benefits of branding for consumers and manufacturers, how branding can be done for different types of products and services, challenges in branding, how to build brand equity, and the role of a brand or product manager.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
Customer relationship management the emperor has no clothesARC Advisory Group
This document discusses customer relationship management (CRM) and the concept of profitable-to-promise (PTP). It argues that traditional CRM focuses on gaining and retaining customers, rather than determining customer profitability. True PTP requires understanding customer behaviors, product costs using activity-based costing, and dynamic pricing models. Implementing PTP brings cultural challenges but often achieves quick payback by focusing on the most profitable customers and orders.
The document summarizes the findings from a benchmarking study of supply chain management processes conducted as part of the SMArTMAN SME project. The study involved comparing processes at eight benchmarking partners across different industries in Europe. Two key findings were identified: 1) A "best practice" supply chain process was developed by merging the best elements of each partner's process. This represents superior performance compared to individual processes. 2) Descriptions of specific best practices observed, such as the use of shared IT databases, make-or-buy decision teams, supplier progress reports, and long-term supplier agreements. The goal of the benchmarking was to help industrial partners learn from others' best practices.
The document contains multiple choice questions about topics related to supply chain management, retail management, information systems, strategic alliances, SCM strategies, green supply chain management, and project management. For each question there are 4 possible answers and 1 answer is indicated as being correct. The questions test knowledge on concepts such as retail categories, inventory turnover, functional roles of IT in SCM, benefits of strategic alliances, SCM strategies, dimensions of green supply chains, and factors related to project selection methods.
The document outlines different approaches to music recommendation including content-based using audio signal analysis, context-based using tag-based latent semantic analysis (LSA), and hybrid approaches. It provides examples of recommendations using these approaches for jazz and rock seed songs and concludes that audio analysis provides broad recommendations while LSA narrow it based on tags, leaving open the question of what type of new music the user prefers. The future work discussed optimizing audio analysis and exploring new audio descriptors and collaborative filtering.
Content: Get off my property...brand propertyJan Godsk
Fra biler over øl og telefoni til finansielle produkter. Produkterne er ”same-same”, men de kæmper om at være ”different.” Og mens man bruger mange penge på at beskytte navne, logo’er, grafiske identiteter, så hænger markedsføringen og kampagnerne lidt i luften.
Det er ifølge branded content-eksperten Jan Godsk udfordringen i en tid, hvor ”det meste er sagt, og produkterne ligner hinanden.” Selv kampagnernes slogans ligner hinanden, eller noget der er lånt af konkurrenterne
WinWire Technologies is a consulting firm focused on Microsoft SharePoint and Business Intelligence. It has offices in Silicon Valley, Bangalore, and Hyderabad. The presentation discussed WinWire's services and competencies around Microsoft BI tools like SharePoint, Reporting Services, Excel Services, PowerPivot, and PerformancePoint. It provided examples of dashboards and reports created with these tools and outlined delivery options for business intelligence.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
The document summarizes key aspects of marketing control and evaluation. It discusses (1) measuring actual performance against standards, (2) dimensions of control like input and output variables, (3) dealing with variance in outcomes through tinkering, systematic changes, or external factors, and (4) tools for control like budgets, reporting systems, and marketing audits. The goal is to improve marketing performance through effective measurement and management of variances.
My latest article has been published in APICS Magazine. We all know companies no longer battle other companies. More and more, it’s supply chains competing against other supply chains in the race to market supremacy.
Misalignment, which is often experienced by different silo’s/business functions, can now be methodically mapped.
The document discusses different business strategies and competitive advantages. It presents a 2x2 matrix that categorizes strategies as either differentiation or cost leadership focused, and as either prospector, analyzer, defender, or reactor based on a company's emphasis on new product-market growth. It provides examples of how the scope, objectives, resource deployment, and synergies differ for low-cost defenders versus differentiated defenders and prospectors versus analyzers. Finally, it discusses applying this framework to examine the book retailing industry and questions about product adoption curves and how opportunities evolve over a product's lifecycle.
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
Chap005 market opportunities current and potential customersHee Young Shin
The document discusses various methods that businesses can use to identify market opportunities and find potential customers. It describes developing opportunities with existing customers through feedback programs and customer research. It also covers acquiring new customers by targeting new market segments, expanding geographically, or adapting existing products for other industries. Market research methods like surveys, focus groups, and customer visits are also presented as ways to better understand customer needs and identify new opportunities.
This document provides a framework for conducting a strategic case analysis. It outlines performing an external analysis of the PEST factors, five forces, and industry attractiveness. An internal analysis includes examining the value chain and core competencies. Key steps are identifying the strategic issues facing the business, generating alternatives for the corporate and business level strategies, and selecting strategies that address the issues based on the external and internal analyses. The framework provides a comprehensive approach for strategic decision making.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The document discusses elements of business strategy including determining the product market and level of commitment of resources. It provides models for the strategic planning process involving external and internal analysis to identify and select strategies. Additional topics covered include developing objectives and functional plans, defining mission and vision, conducting environmental scanning, and addressing competitive challenges. The key aspects of strategy development and implementation are analyzed.
Effective Sales Lead Generation (Forte Consultancy Group)Berkin Ozmen
The document discusses strategies for boosting sales through lead generation. It identifies five key external sources: existing customers, independent agents, channel partners, business partners, and lists. It provides examples of partner programs and emphasizes creating win-win scenarios to motivate referrals. Effective reward mechanisms, warm referral programs, and partnerships with complementary companies that serve priority segments are presented as ways to rapidly expand the accessible customer base.
Chap002 the character of business marketingHee Young Shin
The document discusses key aspects of business-to-business relationships and supply chain management. It describes how Cessna Aircraft integrated new product development, strategic sourcing, and production processes into its turnaround strategy. Effective supply chain management involves information sharing, joint planning, and coordination to eliminate waste, encourage innovation, improve quality, and provide flexibility. The types of business relationships that can form are transactional relationships and strategic partnerships, depending on the motivation level of both the buyer and seller to maintain an ongoing relationship. High-performance relationships require more than just financial considerations and depend on factors like integrity, fairness, loyalty, flexibility, and commitment.
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
1) Approach new markets with a deep understanding of customers and broad product ranges tailored to local needs.
2) Innovate new products/services faster and closer to customers to gain competitive advantages.
3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
Delivering measurable results through pricing (DMRTP) outlines challenges faced by organizations in delivering transformational results through pricing and approaches that have proven to be effective in overcoming those challenges. I delivered this presentation at PPS fall 2011 conference in Las Vegas
The document discusses strategic brand management and defines what a brand is, the benefits of branding for consumers and manufacturers, how branding can be done for different types of products and services, challenges in branding, how to build brand equity, and the role of a brand or product manager.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
Customer relationship management the emperor has no clothesARC Advisory Group
This document discusses customer relationship management (CRM) and the concept of profitable-to-promise (PTP). It argues that traditional CRM focuses on gaining and retaining customers, rather than determining customer profitability. True PTP requires understanding customer behaviors, product costs using activity-based costing, and dynamic pricing models. Implementing PTP brings cultural challenges but often achieves quick payback by focusing on the most profitable customers and orders.
The document summarizes the findings from a benchmarking study of supply chain management processes conducted as part of the SMArTMAN SME project. The study involved comparing processes at eight benchmarking partners across different industries in Europe. Two key findings were identified: 1) A "best practice" supply chain process was developed by merging the best elements of each partner's process. This represents superior performance compared to individual processes. 2) Descriptions of specific best practices observed, such as the use of shared IT databases, make-or-buy decision teams, supplier progress reports, and long-term supplier agreements. The goal of the benchmarking was to help industrial partners learn from others' best practices.
The document contains multiple choice questions about topics related to supply chain management, retail management, information systems, strategic alliances, SCM strategies, green supply chain management, and project management. For each question there are 4 possible answers and 1 answer is indicated as being correct. The questions test knowledge on concepts such as retail categories, inventory turnover, functional roles of IT in SCM, benefits of strategic alliances, SCM strategies, dimensions of green supply chains, and factors related to project selection methods.
The document outlines different approaches to music recommendation including content-based using audio signal analysis, context-based using tag-based latent semantic analysis (LSA), and hybrid approaches. It provides examples of recommendations using these approaches for jazz and rock seed songs and concludes that audio analysis provides broad recommendations while LSA narrow it based on tags, leaving open the question of what type of new music the user prefers. The future work discussed optimizing audio analysis and exploring new audio descriptors and collaborative filtering.
Content: Get off my property...brand propertyJan Godsk
Fra biler over øl og telefoni til finansielle produkter. Produkterne er ”same-same”, men de kæmper om at være ”different.” Og mens man bruger mange penge på at beskytte navne, logo’er, grafiske identiteter, så hænger markedsføringen og kampagnerne lidt i luften.
Det er ifølge branded content-eksperten Jan Godsk udfordringen i en tid, hvor ”det meste er sagt, og produkterne ligner hinanden.” Selv kampagnernes slogans ligner hinanden, eller noget der er lånt af konkurrenterne
WinWire Technologies is a consulting firm focused on Microsoft SharePoint and Business Intelligence. It has offices in Silicon Valley, Bangalore, and Hyderabad. The presentation discussed WinWire's services and competencies around Microsoft BI tools like SharePoint, Reporting Services, Excel Services, PowerPivot, and PerformancePoint. It provided examples of dashboards and reports created with these tools and outlined delivery options for business intelligence.
Apostol t m calculus and linear algebra vol 1 2 ed (wiley)(686s)Maria Paula Martins
This document discusses the benefits of exercise for mental health. It states that regular exercise can have short-term effects in reducing stress and improving mood, as well as long-term effects in reducing symptoms of depression and anxiety. The endorphins released during exercise can help induce feelings of euphoria and act as natural painkillers. Overall, exercise is a healthy way to boost mental well-being and reduce the risk of developing mental illnesses.
The document provides responses to questions about a media coursework evaluation. For question 1, the response discusses how the opening of the thriller challenged conventions by not using dialogue, building anticipation, and using music instead. It also followed some conventions like introducing the main protagonist seeking revenge.
For question 2, the response indicates the opening represented social groups like teenagers and gender stereotypes. It showed males as aggressive and females as initially weak but becoming strong. It also represented age, ethnicity, sexuality, and social class through clothing and situations.
For question 3, the response suggests the film could be released through a major distributor across the UK and funded by the UK film council. It would likely receive a 15 rating and could
Virksomheder som Coca Cola, Virgin, Unilever/Axe og Oreo’s er blandt de brands, som er frontløbere inden for brand newsrooms. Det vil sige, at man har et team eller en afdeling, der producerer og udgiver fedt indhold på virksomhedens vegne i sociale medier, på en underside eller et selvstændigt site.
The document provides suggestions for Valentine's Day gifts to make one's significant other feel special, such as a thoughtful present, sarees, designer wear, or jewelry. It encourages celebrating Valentine's Day to spice up a relationship. It also lists various products available for purchase like salwar kameez, sarees, kurtis, accessories, and mens wear on the website www.indiansalwarkameezdesigns.com.
The document outlines the schedule over 6 days of an event. It includes activities such as breakfast, plenary sessions on topics like leadership and project management, coffee breaks, lunch, and dinners. Evening activities involve self reflection, discussions, games and parties. The schedule aims to access the current state, form winning directions, and have an impact through leadership and project discussions and simulations.
The document discusses the past perfect continuous tense in English grammar, stating that it has an affirmative form using "had been verb+ing", a negative form using "had not been verb+ing", and a question form using "had sub verb(past participle) complement?".
The Innovation Gap in Pharmaceutical Drug Discovery and New Models for R&D Su...Michael Hu
Whitepaper exploring the root causes behind Pharma Industry's widening Innovation Gap and discusses several R&D innovation models for addressing the productivity conundrum.
1) The document discusses telecom reforms in Taiwan and the sequencing of privatization and competition. It uses Taiwan's experience privatizing CHT as a case study.
2) An econometric analysis of CHT's market share from 1997-2004 found that handset subsidies were the most effective policy at increasing market share, with effects seen within 1-2 months. Advertising and lowering prices had delayed effects.
3) CHT's market share declined until it began offering handset subsidies in 1999, at which point the decline stopped and its share began growing again. This confirmed that handset subsidies were key to halting and reversing CHT's market share loss.
This document lists the occupations of over 150 individuals who attended the Bilderberg Meetings in 2009. It includes politicians, business executives, academics, journalists, and others from North America and Europe. Their occupations span government, business, media, think tanks, and international organizations like NATO and the European Commission.
Debra Borheck is an HR professional with over 30 years of experience in various HR roles including recruiting, benefits administration, payroll, and employee relations. She holds a Bachelor's degree in Business Administration and is PHR certified. Currently she is the Director of HR, Payroll, and Benefits at Horizon Healthcare Center in Daytona Beach, Florida where she oversees all HR functions for 150 employees.
The document provides examples and best practices for online public engagement in urban planning. It discusses tools like IdeaScale, Google Maps, and GIS Cloud that can be used to facilitate online discussions, brainstorming, and mapping of community assets and issues. The document also provides tips for making online engagement projects successful and outlines training resources and contact information for getting help.
IAF605 week 8 the strategy of international businessIAF605
The chapter discusses the role of strategy in international business. It examines how industry structure and competitive forces impact firm strategy and performance. Managers develop strategy to attract customers, operate efficiently, and compete effectively. The value chain framework helps managers analyze how the company creates value through primary and support activities. Firms face pressures for global integration to benefit from efficiencies but also pressures for local responsiveness to address host country needs. Different industry types and strategy types determine a firm's appropriate integration-responsiveness approach. The homework is to review exam performance, chapter 11, and prepare for chapter 12 by reading the case study on Burger King.
This document discusses segmenting industrial markets using a nested approach with five levels of criteria from general to specific:
1. Demographics (easiest to assess) such as industry, company size, location
2. Operating variables like company technology, user/non-user status, capabilities
3. Purchasing approaches including function organization, power structures, policies
4. Situational factors like product application, order size, timing of needs
5. Personal characteristics (hardest to assess) such as decision makers' traits
The nested approach moves from outer, general criteria to inner, specific criteria. It is presented as a way for industrial marketers to better understand customer differences and select key market
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
Benchmarking involves comparing an organization's performance metrics and processes to industry best practices. It is used to identify areas for improvement and adopt superior strategies and tactics. The document discusses different types of benchmarking, examples of companies that successfully used benchmarking, and best practices for effective benchmarking.
Spend management is the process of controlling and optimizing a company's spending. It requires reducing operating costs through activities like procurement, supply chain management, and e-sourcing. Spend analysis provides visibility into a company's spending through data collection and analysis to identify opportunities to cut costs, improve services, and add value rather than just cost cutting. It allows focusing on overall value generation through performance optimization and strategic sourcing rather than just cost reductions. Case studies show spend analysis can save companies millions annually by moving spending to better suppliers and gaining insights into market conditions.
Segmentation is a key challenge for marketers that can increase commercial effectiveness and efficiency. While many companies primarily use basic segmentation methods like firmographics, segmentation aims to identify and quantify customer segments with similar profiles, needs, behaviors and expectations to develop tailored value propositions and go-to-market strategies. There are four main segmentation methods - firmographic, needs-based, usage-based, and value-based - that can be used together based on specific business objectives like sales, marketing, finance, and organization. Benefits of segmentation include higher efficiency and effectiveness of initiatives, enhanced marketing focus and optimal budget allocation.
The document provides an overview of concepts for understanding market attractiveness and a company's position within an industry value chain. It includes:
1. An example value chain for personal computers and questions for analyzing different stages.
2. Porter's Five Forces framework and factors for identifying opportunities and constraints firms face.
3. A taxonomy of market structures ranging from perfectly competitive to winner-take-all based on returns to scale and demand drivers.
4. Frameworks for assessing a company's vantage point based on industry attractiveness and competitive position, and how scope and governance contribute to value.
297 as the success of directv demonstrates, a company can ssusera34210
DirecTV has successfully positioned itself as unique in the marketplace by focusing on state-of-the-art technology, unmatched programming, and industry leading customer service. It emphasizes sports packages, HD channels, and allowing viewing on multiple devices. With over 32 million subscribers, DirecTV faces competition from cable companies, other satellite providers, and streaming services, but has differentiated itself through its combination of features and positioning slogan "Don't Just Watch TV, DirecTV."
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This document discusses best practices for integrating metrics when measuring shopper marketing efforts. It recommends using marketing mix modeling, which analyzes the impact of various marketing activities on sales. However, marketing mix modeling has limitations, such as not capturing effects on attitudes or individual shopper behavior. The document advocates developing customized marketing mix models at the retailer level to better measure shopper marketing programs. It also recommends measuring programs more frequently and aligning brand objectives with shopper behavior metrics to improve marketing strategies.
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The document discusses key concepts related to business strategy including core competencies, capabilities, strategic planning, and defining a company's mission and vision.
The main points are:
1) A firm's success depends on having distinctive capabilities and core competencies that are difficult for competitors to imitate. These provide the strategic platform for the business.
2) It is important to define what business a company is truly in based on customer needs, rather than just products. The mission statement should communicate the company's core values, purpose, and goals.
3) Developing the right marketing strategy is key to exploiting a company's strengths and selecting the right target markets that fit its capabilities.
The document discusses key aspects of developing capabilities and achieving corporate success. It states that firms must design offerings for well-defined markets and focus on being part of the value delivery process rather than just making and selling products. It also discusses examining costs and capabilities, benchmarking against competitors, and coordinating inter-departmental activities to improve core business processes. Core competencies provide the strategic platform for long-term profitability and competitive advantage. The document emphasizes identifying capability gaps and investing in capabilities rather than individual business units. Measuring added value through output minus input costs is key to assessing corporate success.
The document discusses various frameworks for analyzing a company's strategic capabilities, including its resources, competencies, core competencies, and thresholds and distinctive capabilities. It also covers tools for diagnosing strategic capabilities such as benchmarking, value chain analysis, value networks, and activity system mapping. Finally, it discusses managing strategic capabilities through internal and external development, ceasing non-core activities, and monitoring outputs and benefits.
The document discusses frameworks for disruptive innovation and how established companies can successfully pursue it. It argues that companies should:
1) Frame disruptive innovations as threats to gain commitment for resources, and later shift them to autonomous units where they are seen as opportunities.
2) Evaluate whether innovations target non-consumers or the low-end of existing markets.
3) Consider production design and modular architectures that improve flexibility when pursuing disruptions, as performance overshooting often occurs. Heavyweight teams and autonomous units can successfully commercialize disruptions.
This document discusses core competencies and competitive advantage. It defines a core competency as a unique skill or expertise that provides benefits to customers and is difficult for competitors to imitate. It then provides examples of Apple's core competency in user interfaces and Walmart's in low prices. Competitive advantage is gaining an edge over rivals through lower costs or differentiation. The document outlines Porter's four generic strategies: cost leadership, differentiation, cost focus, and differentiation focus. It explains each strategy and how firms can achieve a competitive advantage.
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3. P
roduct distribution is critical to top-line growth and bottom-line
performance for manufacturers and their channel partners across
virtually all industries. An efficient and competitive distribution
operation can increase profits, while an inefficient operation can inflate
costs and depress top line potential. Companies that achieve best-in-
class distribution are more flexible, can realize a 15 to 30 percent cost
advantage over average peers, provide customers with better quality
and lead times, and are more able to adapt to change.
When Toys "R" Us entered the online retail petitor Lowe’s. Since Home Depot migrated
business in the late 1990s, it lacked the requisite its DSD network in favor of in-house distribu-
distribution capabilities and experience to support tion, the results have been positive — plus the
the new channel. The company tried various company has leap-frogged the conventional
distribution operating models, beginning with stock-and-pick distribution model to go with a
in-house distribution, then migrated to an out- flow-based model.
sourced relationship with Amazon, and finally How did these companies finally succeed
parted ways with Amazon in 2006 to partner after years of distribution setbacks? Both compa-
with Exel, a third-party logistics provider. Today, nies learned to think outside the box and thus
comfortably delivering products via its online improve their distribution performance.
channel, the toy company still bemoans “the lost
years” when it was unable to achieve its top line Thinking in Three Dimensions
e-commerce market penetration goals. What allows certain companies to deliver best-in-
Home Depot also had its share of distrib- class distribution performance while others deliver
ution headaches. The do-it-yourself behemoth average performance or fail altogether? From our
spent 20 years opening new stores and establish- work in this area, the leaders in distribution —
ing regional store clusters supported by a direct- those that deliver on a defined set of quality and
to-store delivery (DSD) model. Never getting service levels at the best possible cost — consis-
a total store net-work perspective, by the mid- tently think “outside the box.” They push their
2000s its fragmented supply chain was harming competitiveness to an efficiency frontier, achieving
profits and causing customers to shop at com- a 15 to 30 percent distribution cost advantage
“OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney 1
4. over competitors while delivering equal or better of complacency. The leaders understand their true
levels of service. Some of these leaders go a step peer group and compare their distribution perfor-
further to improve performance across the entire mance against these peers.
value chain—from demand planning, to inven- Determining which companies are your true
tory and logistics—both to improve the top-line peers can be somewhat difficult, however. It is not
and unlock additional savings. For example, unusual to find after years of benchmarking that
restructuring delivery programs can reduce inven- you’ve been comparing performance against the
tory carrying and freight costs. wrong peer group. For example, a firm in the
We call this “3D” outside-the-box thinking motor-vehicle sector historically benchmarked its
because it requires the following three dimensions: after-market distribution against the automotive
industry and ranked its cost-to-serve in the top
1. Benchmark Beyond Industry Boundaries 90th percentile. This is illustrated in the top
Solid distribution requires first establishing an panel of figure 1. Was this motor-vehicle firm
accurate picture of your distribution competitive- really performing in the 90th percentile? We
ness vis-à-vis true peers. The leaders establish didn’t think so. This company, like many others,
a competitive gap assessment whereby they was mistakenly defining its peer group largely
neither underestimate their distribution capa- by its overall business profile rather than by
bilities (devoting valuable resources without an its after-market business requirements. When
adequate return on investment) nor overestimate benchmarked against firms in other industries
their performance and get lulled into a false sense with similar distribution requirements — mid-
Figure 1
Benchmarking against the right peer group is essential to informed decision making
Approach Cost benchmarking ($/grab unit) Result
• Select peers within • Assume in-house operations
the industry sector are competitive
Before
• Compare performance • Obtain a false sense of
against leading auto security
and industrial vehicle
manufacturers
Client Leading peers
Approach Cost benchmarking ($/grab unit) Result
• Select peers with similar • Identify significant cost
distribution profile and gaps and improvement
characteristics regardless potential
After
of industry
• Reevaluate the rationale and
• Compare performance limitations of an in-house
against mid-tier apparel distribution model
retailers and after-market
parts providers Client Leading peers
Source: A.T. Kearney analysis
2 “OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney
5. scale apparel retailers and after-market parts 2. Challenge Preconceived Views
firms — the company discovered its distribu- Determining what is the right level of technology,
tion performance was lagging well behind others. or whether or not it makes sense to outsource or
The results are shown in the bottom panel of insource (make versus buy) are key decisions that
figure 1.
Rather than rely on proxies for
selecting a peer group for bench-
marking such as “what industry do Distribution leaders push
I play in?” or “who are my direct
competitors?,” distribution leaders their competitiveness to an
use segmentation metrics to identify
the correct benchmark peer group. efficiency frontier — achiev-
Figure 2 illustrates some possible
dimensions and metrics to look for
ing a 15 to 30 percent cost
in peer selection: scale, order han-
dling, product and service profiles,
advantage over competitors.
and even the geographic region the
customer base is in. The segmenta-
tion variables should have sufficient detail to: affect distribution. The right solution in fact has
capture the key operational dimensions that both components: technology and a make-versus-
characterize the underlying distribution require- buy assessment. Let’s discuss each:
ments, and align with the company’s overall Selecting fit for purpose technology. Dis-
business strategy as well as customers’ needs. tribution technology includes a holistic suite of
Figure 2
Dimensions and metrics to consider in peer selection
Dimension Associated metrics Rationale
Scale • Number of outbound order lines per year* • Creates baseline for total outbound labor
handling requirements
Order handling • Distribution of outbound orders across picking/packing • Determines labor requirement for picking,
handling categories, namely: full case picking, break pack packing and shipping orders
unit picking, break pack pre-packed picking
Product profile • Number of unique stock-keeping units (SKUs) • Gauges how product size and dimensions affect
• SKU distribution across the high-, medium- and low- productivity and labor requirements across all
velocity profile activities
• Physical dimension of SKUs
Service level • Percentage of outbound orders across lead time cutoffs • Assesses how service level affects order lead
(for example, next-day air or three-day guarantee) time requirements
Customer • Number of customers segmented by geographic regions • Considers freight mode versus lead time tradeoffs
geography
Note: *An order line is an SKU-based line on the order receipt Source: A.T. Kearney analysis
“OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney 3
6. Figure 3
Issues to consider when determining appropriate level of distribution technology
Technology level
Low Medium High
Pick zone Manual carts • Partial conveyer system (in high velocity • Full conveyer system
routing and picking zones) • Automated robotic systems
passing • Pallet runners and forklifts
Paper picking • Smart carts (mobile radio frequency (RF) • Fixed pick-to-light zones
Piece
or pick-to-light on carts) • Fixed laser pick zones
or unit
• Voice-based pick zones • RF pick zones (wireless bluetooth)
picking
Distribution • Automated robotic systems
technology
categories Manual order • Automated storage and retrieval systems • Automated conveyer sorting
Packing consolidation (AS/RS) and carousel tote systems and zone diverts
and and verification • Manual conveyer sorts • Automated weight checking
shipping • Automated weight checking
Spreadsheet • Order batching and stock • Enterprise WMS
WMS* based; limited keeping unit (SKU) slotting • EDI and XML data integration
and IT integration • Enterprise WMS • RFID tracking
• EDI and XML data integration • ERP integration
Notes: *WMS is warehouse management systems; EDI is electronic data interchange; XML is extensible markup language; Source: A.T. Kearney analysis
RFID is radio frequency identification; ERP is enterprise resource planning
warehouse automation, material handling systems smarter: The company plays in an industry with
and warehouse management system (WMS) soft- well-defined customer segments characterized by
ware that collectively enable distribution, from large-scale orders and a significant amount of com-
product receiving to shipping (see figure 3). plexity. There are multiple stock-keeping units
Determining the appropriate level of distribution (SKUs) per order and few opportunities to consol-
technology, or whether or not you need it at all, idate orders. Therefore, an automated process
requires considering several trade-offs, including would offer a better cost-value tradeoff.
capital investments, productivity, and longer term What is the lesson from this example? There
flexibility. To illustrate, executives of an industrial is a long list of issues to consider when making
machinery company asked whether they needed a distribution technology decision. The technol-
an automated system and decided against it. ogy should align with the distribution require-
Instead, the firm implemented a largely manual ments as dictated by order profiles of current and
distribution center (DC) solution. When pressed future customer segments. The key considerations
for an explanation, the main decision makers said are the complexity that a given distribution center
it was primarily because of the company’s corpo- must support and the need for flexibility. Figure 4
rate policy of rationalizing capital investments in depicts the key criteria to inform the degree of
“non-core” competencies. Their decision, how- flexibility versus the degree of complexity.
ever, was not the right one. Note that the optimal configuration may
Indeed, there was sufficient evidence to sug- not require a homogeneous solution across the
gest an automated solution would have been entire distribution network. Certain network nodes
4 “OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney
7. Figure 4
Mapping distribution center technology to distribution requirements
High
Distribution complexity and scale
• Geographic coverage (regional or national customers served) Low-tech
• Number of distribution channels served solution
• Number of orders and breakdown of labor-intensive activities
Flexibility requirement
(break pack and unit picking)
• Order fulfillment lead time (average time and variance from
order drop to shipment)
• Daily orders predictability
• Variation in order basket
• Inbound suppliers and shipment variation Medium-tech
solution
Flexibility requirement
High-tech
• Percentage of volume from stable business compared to solution
emerging or risky business
• Role for distribution center in context of the long-term
business strategy
• Material change in channel mix (for example, growth in Low
the online channel) Low High
Complexity and scale
Source: A.T. Kearney analysis
(or distribution centers) can have a less automated, tions and improve delivery time. In addition, by
less technological setup while others can have a expanding their distribution network, they could
more automated high-tech configuration. also lower freight costs as a portion of outbound
Performing the make-vs.-buy assessment. orders could switch from air to land parcel (due to
Distribution gaps can be closed by tapping into closer proximity to customers).
the external market for key capabilities. For Finding the optimal make-versus-buy balance
example, third-party logistics providers can help and then executing an outsourcing initiative
reduce costs and allow companies to offer differ- requires the following:
entiated services. Adopt a strategic view. Before dismissing
We can use another example from the motor outsourcing as too risky or embracing it as a silver
vehicle industry to illustrate this. This vehicle bullet to achieve best-in-class competitiveness,
company handles distribution in-house, and while the risks and the benefits should be systemati-
executives have considered using a third-party cally weighed, as shown in Figure 5 on page 6.
provider for distribution, strong internal hurdles The three main questions to answer: Is product
such as a unionized workforce always prevented it. distribution a core competency? Is there a cost
The recent economic downturn provided an oppor- advantage to outsourcing? Is there a third-party
tunity to perform a make-versus-buy assessment, provider that could handle the job? Answering
and executives jumped at the chance. They found these questions will help develop a good under-
that by outsourcing aftermarket distribution, they standing of the cost benefits and risks associated
could save more than 20 percent in DC opera- with outsourcing.
“OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney 5
8. Figure 5
The framework for making a “make versus buy” decision
Strategic Economic Value capture
Is product distribution Is there a cost Is there a third-party
a core competency? advantage to adopting distribution provider
or migrating to an that could handle
• Do you rely on product outsourced model? the job?
distribution as a key
competitive advantage? No Yes Yes Outsource
• Is this cost advantage • Do you possess
net of switching costs sufficient bargaining
• Do you possess the
(considering capital power vis-à-vis vendors
critical technology
outlay and restructuring to capture the cost
or proprietary infor-
costs)? advantage ?
mation processing
in distribution? • Is the cost advantage
sustainable?
Yes No No
In-house In-house In-house
Source: A.T. Kearney analysis
Understand the third-party logistics market the low-cost or the most high-tech provider, the
trends and capacity early. Third-party logistics ideal 3PL has a solution and technology that is
provider, also called 3PL, capacity must be under- aligned with your distribution requirements.
stood at both the industry and individual levels. Consider strategic fit in the due-diligence
A provider with limited capacity could drastically process. During 3PL selection and due diligence,
temper a firm’s bargaining power during negotia- the intangibles matter — looking at the strategic
tions or may even rule out outsourcing as a viable fit of your business through the lens of the 3PL.
option. Performing a capacity assessment early There are a few questions to ask: Are my distribu-
on—before launching an official supplier bid tion requirements and capabilities a focus area for
process and due diligence—can save significant the 3PL? How will my business affect the 3PL’s
time and resources and better inform downstream overall revenue base? Is my industry vertical a key
bargaining power, which is crucial to capturing sector for the 3PL? Answers to such questions will
cost advantages from outsourcing. not only provide a stronger bargaining position
Recognize technology differentiation in the but also ensure that the 3PL continues to be
3PL market. Although all large integrated third- responsive and flexible after the contract is signed.
party logistics providers possess broad capabilities Given the high switching costs and steep
and can arguably play across the entire technology learning curve associated with outsourcing dis-
spectrum, many tend to have a technology “sweet tribution operations, doing a rigorous 3PL due
spot.” Figure 6 shows the leading 3PLs and their diligence and selecting the right partner is pivotal
core technology sweet spots. Rather than go with to success.
6 “OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney
9. 3. Trigger Chain Reaction in Supply Chain Figure 7 on page 8 outlines some of the
Optimization implications of inventory carrying costs dis-
Early successes in distribution can be a catalyst for covered while redesigning a distribution network.
change. Transformational change usually requires It could reveal poor inventory turns and inaccu-
first getting past organizational impediments such rate cycle counts as underlying root causes of
as silos where key decision makers sit in different supply chain inefficiencies, or inventory prob-
functions and departments and there is very little lems could be symptoms of poor compliance
collaboration among the groups. Focusing on a of inbound shipment suppliers. Going through
particular activity such as distribution can create a a simple exercise can uncover improvement areas
“wedge” to break down organizational and func- in the overall supply chain and encourage cross-
tional silos and drive broader transformation functional collaboration.
across the entire supply chain—from demand A recent client example will help explain this
forecasting to inventory and freight management. point. This company consistently grappled with a
We have created situations in which the inventory 75 to 100 percent gap in inventory turns com-
management group is brought in to discuss the pared to its top competitors. Executives blamed
implications of footprint redesign on inventory the poor performance (and inability to fix it) on
stocking and carrying costs. This conversation organizational constraints and supply chain com-
leads to other questions and uncovers additional plexity. The organizational constraints essentially
opportunities in inventory management that can put the logistics group in charge of distribution
dwarf the original distribution opportunity. and logistics, while the product group managed
Figure 6
Core technology “sweet spot” for leading third-party logistics providers (illustrative)
Philosophy on solutions technology
Low High
Exel
Cat
Logistics
Genco
Ceva
Uti
Source: A.T. Kearney analysis
“OUTSIDE THE BOX” DISTRIBUTION | A.T. Kearney 7
10. Figure 7
Distribution can be the catalyst for a value chain transformation
Starting point
Sourcing
Category Inventory Distribution Logistics
and supplier
management management (operations) (operations)
management
(marketing) (inventory) (procurement)
IT and finance
• Demand planning • Demand forecasting • Materials sourcing • Distribution center • Import and export
Improvement areas
• Assortment planning • Order management technology and planning
• Product life-cycle • Replenishment 3 • Supplier compliance solution engineering • Shipment reliability
planning • Freight and load
2 consolidation
• Inventory carrying 1 • Distribution foot- • Shipment tracking
and stocking • Supplier base print and network
configuration
• Replenishment
• SKU rationalization
Source: A.T. Kearney analysis
inventory policies. The reasons for the problems Challenging Entrenched Perspectives
were becoming clear. The logistics group could As companies continue to enter new market seg-
not improve its distribution operations since they ments, create new channels to markets, and roll
were so tightly intertwined with inventory (for out additional products and services, distribution
example, the tradeoffs between number of distri- will always be essential to profitable growth. Best-
bution centers in a network versus inventory car- in-class performance requires thinking outside the
rying costs), and the product group was not that box and challenging entrenched perspectives.
interested in improving inventory turns. The steer- Benchmarking across industry boundaries to
ing committee used a DC improvement initiative identify true distribution gaps and potential,
as a catalyst to improve total operations—expand- conducting rigorous assessments of technology
ing the scope of this one initiative to launch a needs and make-versus-buy decisions and closing
holistic distribution network restructuring that performance gaps can drive broader transforma-
included revamping inventory carrying policies. tions across the entire supply chain.
Authors
Joachim Ebert is a partner in the operations practice and head of the firm’s complexity management practice. Based in the
Chicago office, he can be reached at joachim.ebert@atkearney.com.
Kumar Venkataraman is a principal in the firm’s operations practice. Based in the Chicago office, he can be reached at
kumar.venkataraman@atkearney.com.
Michael Hu is a consultant in the firm’s Chicago office and can be reached at michael.hu@atkearney.com.
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