EMC Perspective: Big Data Transforms the Life Science Commercial ModelEMC
This EMC Perspective discusses EMC Global Services and its use of Big Data to transform the way life sciences companies develop their commercial sales models.
Example of a designed Brochure. Worker Ant design specialises in converting agency artwork into perfect MS Office templates. We also design presentations and Word documents.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
EMC Perspective: Big Data Transforms the Life Science Commercial ModelEMC
This EMC Perspective discusses EMC Global Services and its use of Big Data to transform the way life sciences companies develop their commercial sales models.
Example of a designed Brochure. Worker Ant design specialises in converting agency artwork into perfect MS Office templates. We also design presentations and Word documents.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
Running head: organizational assessment 1
Organizational assessment 8
Student name
University affiliation
Date
Nestle organizational assessment
Nestle is globally known to be one of the largest multinational company that specializes in beverages and food. Nestlé Company has had a very successful business strategies and product expansion. Nestle company has achieved the industry leadership through embracing research and development activities and networks. Through the development and research, Nestle Company has been able to offer safe, high quality and healthier beverages and food categories.
Nestle vision
Since the time Nestle Company was incepted, it has been aware that beverages and food choices can have a great impact on the quality of life of its consumers. Therefore, the company is very much committed to ensure that the products they manufacture are healthier and tastier. They are also committed to ensure that they offer various products to the worldwide consumers. The backbone of Nestle product portfolio is the unmatched research and development capability, innovation and nutrition science and also the high food quality. Nestlé Company, therefore, employs a team of high qualified nutritionists, engineers, scientists, designers, consumer care personnel and regulatory specialists. The goal of this team of talented personnel is to nearn the trust of the consumers by ensuring creation and delivery of products that are safe and of high quality. As a result of solid trust from the stakeholders and financial health, Nestle Company is able to achieve its goal of being the global leader in health, wellness and nutrition (Lee, 2014).
Nestle mission
The main objective of Nestle Company is to become the leader in health, wellness and nutrition while promoting protection of the environment they operate their business in and common value in the provision of nutrition. Nestlé Company believes that its behavior and size is the main contributor to its leadership within the nutrition and food industry. The company acknowledges that trust from the consumers is built and developed over time via continuous promise. The conduct and the mission of Nestle Company is entrenched in the term, Good Food, Good life. This term gives the summary of the company ambitions. Nestle company is very committed to encouraging its staff to offer high-performance level in order to support the company goals.
Objectives
The objectives of Nestle Company are to become a leader in wellness, health, and nutrition and also to be trusted by the company stakeholders. Also the company objective is to become the reference for performance in finance within the food industry. The company seeks to promote leadership and achieve trust simply by satisfying all the consumer expectations. The company believes in the creation of.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
Gaining Competitive advantage through Knowledge process outsourcing WNS Global Services
Understanding every aspect of customer behavior. Getting the most out of marketing spend. Driving sales force productivity to the next level. Optimizing logistics to gain supply chain efficiency. Reducing risk. Entering new markets with a targeted strategy. If accomplished, these goals quickly differentiate a company from its competitors. Read more such articles at http://www.wns.com/Insights/Articles/tabid/81/Default.aspx
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
Building innovative, effective RWE platformsIMSHealthRWES
As more pharmaceutical companies pursue RWE as a core
capability in their organization, they have been increasing their
investment in integrated evidence platforms.
Inevitably every business function and every level in traditional organizations needs an overhaul when it comes to promoting data driven decision making. This transformation often is over simplified and is limited to introducing new data scientists/ machine learning expert roles in an isolated function. However, the underlying life blood of the organization including its value proposition, people, processes, data and technology will have to be reshaped to support new insights driven business strategies in enhancing customer satisfaction, marketing effectiveness and bottom line growth. From cultivating right performance metrics to maintaining agile operations, the journey towards successful transformation is beyond simply running a business analytics function.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Weitere ähnliche Inhalte
Ähnlich wie Qualitative-Analysis (Business-Forecasting) Nestle.pptx
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
Running head: organizational assessment 1
Organizational assessment 8
Student name
University affiliation
Date
Nestle organizational assessment
Nestle is globally known to be one of the largest multinational company that specializes in beverages and food. Nestlé Company has had a very successful business strategies and product expansion. Nestle company has achieved the industry leadership through embracing research and development activities and networks. Through the development and research, Nestle Company has been able to offer safe, high quality and healthier beverages and food categories.
Nestle vision
Since the time Nestle Company was incepted, it has been aware that beverages and food choices can have a great impact on the quality of life of its consumers. Therefore, the company is very much committed to ensure that the products they manufacture are healthier and tastier. They are also committed to ensure that they offer various products to the worldwide consumers. The backbone of Nestle product portfolio is the unmatched research and development capability, innovation and nutrition science and also the high food quality. Nestlé Company, therefore, employs a team of high qualified nutritionists, engineers, scientists, designers, consumer care personnel and regulatory specialists. The goal of this team of talented personnel is to nearn the trust of the consumers by ensuring creation and delivery of products that are safe and of high quality. As a result of solid trust from the stakeholders and financial health, Nestle Company is able to achieve its goal of being the global leader in health, wellness and nutrition (Lee, 2014).
Nestle mission
The main objective of Nestle Company is to become the leader in health, wellness and nutrition while promoting protection of the environment they operate their business in and common value in the provision of nutrition. Nestlé Company believes that its behavior and size is the main contributor to its leadership within the nutrition and food industry. The company acknowledges that trust from the consumers is built and developed over time via continuous promise. The conduct and the mission of Nestle Company is entrenched in the term, Good Food, Good life. This term gives the summary of the company ambitions. Nestle company is very committed to encouraging its staff to offer high-performance level in order to support the company goals.
Objectives
The objectives of Nestle Company are to become a leader in wellness, health, and nutrition and also to be trusted by the company stakeholders. Also the company objective is to become the reference for performance in finance within the food industry. The company seeks to promote leadership and achieve trust simply by satisfying all the consumer expectations. The company believes in the creation of.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
Gaining Competitive advantage through Knowledge process outsourcing WNS Global Services
Understanding every aspect of customer behavior. Getting the most out of marketing spend. Driving sales force productivity to the next level. Optimizing logistics to gain supply chain efficiency. Reducing risk. Entering new markets with a targeted strategy. If accomplished, these goals quickly differentiate a company from its competitors. Read more such articles at http://www.wns.com/Insights/Articles/tabid/81/Default.aspx
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
Building innovative, effective RWE platformsIMSHealthRWES
As more pharmaceutical companies pursue RWE as a core
capability in their organization, they have been increasing their
investment in integrated evidence platforms.
Inevitably every business function and every level in traditional organizations needs an overhaul when it comes to promoting data driven decision making. This transformation often is over simplified and is limited to introducing new data scientists/ machine learning expert roles in an isolated function. However, the underlying life blood of the organization including its value proposition, people, processes, data and technology will have to be reshaped to support new insights driven business strategies in enhancing customer satisfaction, marketing effectiveness and bottom line growth. From cultivating right performance metrics to maintaining agile operations, the journey towards successful transformation is beyond simply running a business analytics function.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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1. SUBMITTED TO
DR VISHAKHA KUTUMBLE
3rd Internal assignment
QUALITATIVE FORECASTING
{DELPHI METHOD}
Business forecasting & planning techniques
SUBMITTED BY
CHETAN
VIPUL SETHIYA
MBA (BUSINESS ECONOMICS)
4TH SEMESTER
2. Qualitative Analysis in
Business Forecasting: A
Case Study on Nestlé
Nestlé, the renowned global food and beverage company, has long
recognized the importance of effective business forecasting in navigating
the ever-changing market landscape. In this presentation, we will explore
how Nestlé has leveraged the power of qualitative analysis, particularly
the Delphi method, to enhance their forecasting capabilities and drive
strategic decision-making.
3. Introduction
Nestlé, founded in 1866, has grown to become one of the largest food
and beverage companies in the world, with a presence in over 190
countries. Known for iconic brands such as Nespresso, KitKat, and
Nescafé, Nestlé's success is largely attributed to its ability to anticipate
and adapt to market trends and consumer preferences. Business
forecasting plays a crucial role in this process, allowing Nestlé to make
informed decisions and maintain its competitive edge.
Accurate forecasting is essential for Nestlé to effectively manage its
supply chain, optimize production, and allocate resources efficiently. By
leveraging qualitative analysis techniques, Nestlé can gain valuable
insights into the future, ultimately enhancing their decision-making
capabilities and driving sustainable growth.
4. Objective
The primary objective of this case study is to demonstrate the application of qualitative
analysis, specifically the Delphi method, in Nestlé's business forecasting process. By
examining Nestlé's implementation of this approach, we aim to illustrate the benefits and
challenges of using qualitative techniques to inform strategic decision-making in a complex,
global business environment.
5. Qualitative Analysis Overview
Definition and
Importance
Qualitative analysis is a
critical decision-making tool
that goes beyond numerical
data, focusing on the
collection and interpretation of
non-numerical information. In
the context of business
forecasting, qualitative
analysis allows companies to
incorporate expert opinions,
industry trends, and
subjective insights into their
decision-making processes.
Qualitative Methods
Nestlé has explored various
qualitative methods to
enhance their forecasting
capabilities, including the
Delphi method, expert
judgment, scenario analysis,
and focus groups. Each of
these approaches offers
unique strengths and can be
tailored to specific forecasting
challenges.
Benefits of Qualitative
Analysis
By leveraging qualitative
analysis, Nestlé can gain a
deeper understanding of
market dynamics, consumer
behavior, and industry-
specific factors that may not
be fully captured by
quantitative data. This holistic
approach helps the company
make more informed,
nuanced decisions that drive
long-term success.
6. The Delphi Method
1
Overview
The Delphi method is a structured, iterative
forecasting technique that relies on the collective
expertise of a panel of subject matter experts. This
approach aims to achieve consensus through a
series of anonymous questionnaires and feedback
rounds, allowing participants to refine their
judgments and provide valuable insights.
2 Implementation Steps
Nestlé's application of the Delphi method typically
involves the following steps:
1) Assembling a panel of experts,
2) Conducting an initial survey to gather individual
forecasts and rationale,
3) Providing anonymized feedback to the panel,
4) Facilitating multiple rounds of discussion and re-
evaluation, and
5) Reaching a consensus on the final forecast.
3
Advantages and Limitations
The Delphi method offers several advantages,
such as its ability to leverage diverse perspectives,
reduce bias, and foster collaborative decision-
making. However, it also faces limitations,
including the potential for participant attrition, the
time-consuming nature of the process, and the
subjectivity inherent in expert judgments.
7. Application to Nestlé
Forecasting Challenge
Nestlé faced a unique
forecasting challenge in
predicting the demand for a
new line of plant-based
protein products. With
rapidly evolving consumer
preferences and an
increasingly competitive
plant-based market, the
company recognized the
need for a more
sophisticated forecasting
approach to guide its
strategic planning and
resource allocation.
Delphi Method
Implementation
Nestlé assembled a cross-
functional panel of experts,
including market analysts,
product development
specialists, and industry
thought leaders. Through a
series of structured
surveys and feedback
rounds, the panel
examined market trends,
consumer insights, and
potential scenarios to
arrive at a consensus
forecast for the new plant-
based product line.
Key Insights
The Delphi process
enabled Nestlé to gain
valuable insights, including
the anticipated rate of
market adoption, the
potential impact of
emerging competitors, and
the optimal pricing and
positioning strategies.
These insights were crucial
in informing Nestlé's
strategic decision-making
and resource allocation for
the plant-based product
launch.
8. Results
1 Forecast Accuracy
The Delphi-based forecasting
process demonstrated a high level
of accuracy, with the final consensus
forecast aligning closely with the
actual market performance of
Nestlé's new plant-based product
line.
2 Competitive Positioning
The insights gained from the Delphi
method enabled Nestlé to adjust its
product pricing, marketing
messaging, and distribution
strategies, allowing the company to
effectively compete in the rapidly
evolving plant-based market.
3 Strategic Decision-Making
The forecasting results directly informed Nestlé's strategic decisions, such as
expanding production capacity, investing in targeted marketing campaigns, and
exploring new partnership opportunities to further strengthen its position in the plant-
based protein segment.
9. Impact on Nestlé
Enhanced Agility
Nestlé's successful application of the Delphi method in forecasting the plant-based product demand has enabled the company to
become more agile and responsive to market changes, allowing it to adapt its strategies and operations accordingly.
Improved Resource Allocation
The accurate forecasts derived from the Delphi process have helped Nestlé optimize its resource allocation, ensuring that
investments in production, marketing, and distribution are aligned with the anticipated demand, thereby improving overall
efficiency and profitability.
Strengthened Competitive Edge
By leveraging qualitative analysis through the Delphi method, Nestlé has been able to gain a deeper understanding of
consumer trends and market dynamics, allowing the company to make more informed strategic decisions and maintain its
competitive advantage in the plant-based protein segment.
10. Conclusion
Nestlé's case study demonstrates the valuable role that qualitative analysis, particularly the Delphi method, can
play in enhancing business forecasting capabilities. By tapping into the collective expertise of a panel of
industry experts, Nestlé was able to gain crucial insights that informed its strategic decision-making and
ultimately drove the successful launch and growth of its new plant-based product line.
As companies navigate an increasingly complex and rapidly evolving business landscape, the integration of
qualitative analysis techniques, such as the Delphi method, can provide a crucial competitive advantage. By
combining the power of expert knowledge, collaborative decision-making, and a structured forecasting process,
organizations can make more informed, data-driven decisions that lead to long-term success.