Innovating Out of a Downturn
|
|
- Augusta Cole
- 6 years ago
- Views:
Transcription
1 Innovating Out of a Downturn Ronald Jonash September 2012 Locations: Bogota Boston Dubai London San Francisco São Paulo Seoul Shanghai Singapore
2 Innovating Out of a Downturn Index Four Pathways for Innovating Out of a Downturn Six Tenets of Conventional Wisdom Six Tenets of Thinking and Acting Differently 2
3 Innovating Out of a Downturn Vicious Cycle The global economy fell off a cliff at the end of 2008 as economies around the world were caught in a vicious cycle and is just now beginning to recover Company Growth Expectation is Reduced Employees Fear Job Losses and Spend Less Stock Market Declines Vicious Cycle Layoff Employees and Buy Less Materials Consumers Lose Confidence and Reduce Consumptio n Companies Decrease Production 3
4 Innovating Out of a Downturn Four Pathways AUTO INDUSTRY EXAMPLE What are the Options? Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 4
5 Innovating Out of a Downturn Index Four Pathways for Innovating Out of a Downturn Six Tenets of Conventional Wisdom Six Tenets of Thinking and Acting Differently 5
6 Innovating Out of a Downturn Conventional Wisdom Many are hunkering down while others don t know it but they are in danger of surviving this downturn Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 6
7 Innovating Out of a Downturn Conventional Wisdom Six Tenets These companies are following the conventional wisdom follow six key tenets to ride out the downturn 1. Cash is King 2. Don t Expand 3. Protect Yourself First 4. Don t Take Risks 5. Clean House 6. Focus on the Core 7
8 Innovating Out of a Downturn Conventional Wisdom Cash is King 1. Cash is King Cut operations costs Cut headcount of operations Drive revenue Implications of Going Too Far Cut muscle and bone and it will be hard to grow after the downturn 8
9 Innovating Out of a Downturn Conventional Wisdom Don t Expand 2. Don t Expand Curtail Investments Stay Close to Home Eliminate Distractions Implications of Going Too Far Stop investing in the future and there will be no future 9
10 Innovating Out of a Downturn Conventional Wisdom Protect Yourself 3. Protect Yourself First Eliminate Non-Essential Relationships Pay Suppliers Late Demand Payment Now Implications of Going Too Far Abandon your friends and they may never trust you again 10
11 Innovating Out of a Downturn Conventional Wisdom Don t Take Risks 4. Don t Take Risks X No New Markets No New Offerings No New Technologies Implications of Going Too Far Focus too much on risk avoidance and you will eliminate all opportunities for growth and competitive differentiation 11
12 Innovating Out of a Downturn Conventional Wisdom Clean House 5. Clean House Streamline Operations Reinforce Discipline Cut Non-Operational Employees Implications of Going Too Far Go too lean and mean and you lose essential flexibility and entrepreneurship 12
13 Innovating Out of a Downturn Conventional Wisdom Focus on the Core 6. Focus on the Core Eliminate Non-Core Stay True to Past Success Don t Add New Implications of Going Too Far Win the battle and lose the war as new convergent trends and disruptive players emerge 13
14 Innovating Out of a Downturn Conventional Wisdom Implications If you go too far on any of the six tenets then there is a risk that your business my not survive the recession and will certainly not be positioned to grow. Implications of Going too Far with Conventional Wisdom Cut muscle and bone and it will be hard to grow Stop investing in the future and there will be no future Abandon your friends and they may never trust you again Focus too much on risk avoidance and you will eliminate all opportunities for competitive differentiation Go too lean and mean and you lose essential flexibility and entrepreneurship Win the battle and lose the war as new convergent trends and disruptive players emerge 14
15 Innovating Out of a Downturn Index Four Pathways for Innovating Out of a Downturn Six Tenets of Conventional Wisdom Six Tenets of Thinking and Acting Differently 15
16 Innovating Out of a Downturn Thinking and Acting Differently Those who thinking and acting very differently, while still paying attention to conventional wisdom are more likely to win coming out of the downturn Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 16
17 Innovating Out of a Downturn Thinking and Acting Differently Winning out of this downturn will require thinking AND acting differently to create and be prepared for real opportunities now and as markets improve Follow the Conventional Wisdom Cash is King Think and Act Differently Cash and Other Assets are King Don t Expand Be Prepared to Expand Protect Yourself First Protect Yourself and Your Friends Don t Take Risks Take Some Risks Clean House Clean house and Fertilize Your Garden Focus on Core Focus and look around for options 17
18 Innovating Out of a Downturn Thinking and Acting Differently Lean Forward Some companies are leaning forward to dominate their markets Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 18
19 Innovating Out of a Downturn Thinking and Acting Differently Lean Forward Those with cash can lean forward with relative ease CEO John Chambers said that he looks forward to taking advantage of the crisis to expand Cisco has built up a $30 billion war chest and is moving into 28 different markets since the 2009 crisis Amazon has acquired two companies in the past 12 months with focus on Robotics and Voice Recognition software Amazon rolled out two Kindle Fires: a new version of the current tablet and bigger Kindle Fire HD Following Hyundai s lead, Pfizer launched a campaign for sick people who lost their jobs to access free Pfizer drugs for up to one year or until they have insurance again Source: News Articles, Company Press Releases, IXL Analysis 19
20 Innovating Out of a Downturn Thinking and Acting Differently Be Prepared for What s Next There are companies with low cash positions that are thinking and acting differently to survive through and lead after the recession Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 20
21 Innovating Out of a Downturn Thinking and Acting Differently Six Tenets These companies with less cash to invest can follow six key tenets to survive and be prepared to grow rapidly out of this downturn 1. Cash and Other Assets are King 2. Be Prepared to Enter New Markets 3. Protect Yourself and Your Friends 4. Take Some Risks 5. Clean House and Fertilize Your Garden 6. Focus and Look Around for Options 21
22 Innovating Out of a Downturn Thinking and Acting Differently Cash and Other Assets are King Companies who must scale back and conserve cash, can still offset the risk of limiting the upside when the market turns 1. Cash and Other Assets are King Cut operations costs Cut headcount of operations Drive Revenue Focus on tighter and refocused Portfolio and Pipeline Focus on investments that will conserve cash and also ensure your future What are the Benefits? Provide insurance and assurance against What If? In the last downturn, 3M lost its way when it cut to the bone The company is now rebalancing its portfolio to retake its innovation leadership position 22
23 Innovating Out of a Downturn Thinking and Acting Differently Be Prepared to Enter New Markets Companies who must focus more on present business performance need to invest so that they don t lose sight of the future 2. Be Prepared to Enter New Markets Curtail investments Stay close to home Eliminate distractions Focus on low-cost Open Innovation with offsets Focus on restructuring mid to long-term investments What are the Benefits? Generate leveraged Investments in Real Options and capabilities for What s Next? P&G continues to use its Connect & Develop shared innovation model to rapidly source, develop and commercialize new offerings with stakeholders inside and outside the company 23
24 Innovating Out of a Downturn Thinking and Acting Differently Protect Yourself and Your Friends Companies need to save themselves first, but they must avoid the risk of ruining relationships that will be key in the future 3. Protect Yourself and Your Friends Eliminate non-essential relationships Pay suppliers late Demand payment now Focus on win-win innovation across the value chain Focus on support for your friends and building new alliances What are the Benefits? Use hard times to build stronger relationships and more sustainable business models Continental had no cash to achieve their a number one ranking in JD Powers as they emerged from bankruptcy Used partnerships with their unions (including sharing equity) and joint innovation initiatives to support the goal 24
25 Innovating Out of a Downturn Thinking and Acting Differently Take Some Risks Companies often need to focus on sure bets, but they also need to pursue and explore new opportunities 4. Take Some Risks X No new markets No new offerings No new technologies Focus on rapid experimentation and de-risking Focus shared risk reward What are the Benefits? Build a more balanced risk opportunity portfolio across time horizons Toyota has sparked a new model in the auto industry with its rental before you own model, which offers increased time to trial and consumer confidence, spurring new-car sales 25
26 Innovating Out of a Downturn Thinking and Acting Differently Clean House and Fertilize Your Garden Companies have to streamline operations and cut costs but they need to continue to invest in innovation and creativity 5. Clean House and Fertilize Your Garden Streamline operations Reinforce discipline Cut non-operational employees Focus on tighter and refocused Portfolio and Pipeline Focus on investments that will conserve cash and also ensure your future What are the Benefits? Use the downturn to build and develop stronger innovation competence Rather than completely eliminating development training budgets, BAE is currently expanding Innovation training and leadership development through the recession 26
27 Innovating Out of a Downturn Thinking and Acting Differently Focus and Look Around for Options Companies who are focused on short term survival need to also invest in longer term sustainability as new trends emerge 6. Focus and Look Around for Options Eliminate non-core Stay true to past success Don t add new Focus on low cost side bets and options to drive future growth Focus on more powerful convergent themes and growth platforms What are the Benefits? Connect the dots to drive more compelling and differentiated value propositions Pepsi continues to develop and maintain its expansion into functional foods and beverages to complement its current product line and link into the growing health-conscious trend 27
28 Innovating Out of a Downturn Thinking and Acting Differently Winning in this market requires thinking AND acting differently to create real opportunities now and as markets improve Follow the Conventional Wisdom Cash is King Think and Act Differently Cash and Other Assets are King Don t Expand Be Prepared to Expand Protect Yourself First Protect Yourself and Your Friends Don t Take Risks Take Some Risks Clean House Clean house and Fertilize Your Garden Focus on Core Focus and look around for options 28
29 Innovating Out of a Downturn Four Models Companies across industries are making choices about their future Cash Hunker Down Lean Forward Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 29
30 Innovating Out of a Downturn Four Models Companies across industries are making choices about their future : WHAT CHOICES ARE YOU MAKING Cash Hunker Down Lean Forward What Are Your Resources? Hunker Down Survive or Die Lean Forward 1 2 Be Prepared for What is Next What Are You Going to Do? Survive or Die Be Prepared for What is Next No Cash Follow Conventional Wisdom Think and Act Differently 30
Innovation in Innovation Breakthroughs
Demystifying Innovation Innovation in Innovation Breakthroughs Dr. Hitendra Patel Locations: May 2009 Copyright & Property of IXL Center Innovation Theory Our Research IXL Center and its leaders have produced
More informationA Values-Based Approach to Cultural Resilience
A Values-Based Approach to Cultural Resilience What to focus on in an economic downturn By Richard Barrett Abstract This paper focuses on actions that you can take and values that you need to focus on
More informationMondelēz International
Mondelēz International GMA July 31, 2016 Forward-looking statements This presentation contains a number of forward-looking statements. Words, and variations of words, such as will, expect, estimate and
More informationFor personal use only
Integrated Research Limited 19 August 2014 ABN: 76 003 558 449 9 of the top 10 US banks 5 of the world s 10 largest companies 4 of the 8 biggest stock exchanges www.ir.com 8 of the 10 biggest telcos 4
More informationBECOMING RECESSION PROOF
BECOMING RECESSION PROOF TAKING COSTS OUT OF SALES ENSURING CUSTOMER RETENTION ilinc Webinar February 26, 2009 RESEARCH PARTNERS. The ROBB Group LLC Founded in 2002 as Sales R&D and Optimization Company
More informationWhen customers can power themselves, will they need energy suppliers?
When customers can power themselves, will they need energy suppliers? John, the CEO at Energy X, sees it every day his customers becoming more active players in a power and utilities sector in which he
More informationBeyond Survival Thriving on Innovation in a Down Economy
Thriving on Innovation in a Down Economy Laura Mooney, Metastorm Introduction Not everyone is affected equally by economic crisis, but regardless all organizations are facing a wealth of challenges and
More informationThe Empire Strikes Back
The Empire Strikes Back Amit Pau Partner & MD Ariadne Capital @amit_pau 2017 TM Forum 1 Table of Content Digital Disruption - Blink and You Miss it..3 The Three Visions of the Future...4 Is Silicon Valley
More informationCreating Value in Key Accounts
Creating Value in Key Accounts Mark Lubkeman and Vikas Taneja July 2010 Creating Value in Key Accounts Key account management (KAM) is falling short of its potential because of four common mistakes. One,
More informationNavigating the Crude Cycle
Navigating the Crude Cycle With Low Oil Prices, 10 Strategic Actions for Canadian Energy Companies February 2015 $$$$ 10 Strategic Actions for Canadian Energy Companies Amid volatile how-low-will-they-go
More informationCEO Challenge CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations
CEO Challenge 2015 CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations 1 Background on CEO Challenge Annual survey in its 15 th year; fielded from September 2014 to October
More information(R)Evolution in the Telco & Media Sector
15. konference Telekomunikacije (R)Evolution in the Telco & Media Sector Future challenges - Extract November 2014 Marko Derča This document is exclusively intended for selected client employees. Distribution,
More informationFor personal use only
Presentation Goldman Sachs Small and Mid-Cap Conference 2018 Presented by Paul Gillespie Smart Parking Group CEO Business overview World-leading technology for parking design, development and management
More informationPSD2. a directive of possibilities. Whitepaper by
PSD2 a directive of possibilities Whitepaper by INTRODUCTION European banks are facing a game-changing 2018. With the new PSD2-directive from EU banks need to rethink their business model and how they
More informationWhy Sourcing Speed is Critical
Why Sourcing Speed is Critical How to keep pace with changing technology and increase speed-to-value Introduction In today s world of rapid technological development and fastpaced transformation, the year-long
More informationTwo Perspectives on Customer Experience
Two Perspectives on Customer Experience Hakon Jacobsen VP Digital, Asia Pacific May 18 th 2016 Digital disruption came to almost all sectors of the economy Impact of digitalization MEDIA RETAIL TELECOM,
More informationDo not open this examination paper until instructed to do so. Section A: answer one question. Section B: answer two questions.
88105012 BUSINESS AND MANAGEMENT HIGHER LEVEL PAPER 2 Friday 19 November 2010 (morning) 2 hours 15 minutes Instructions to candidates Do not open this examination paper until instructed to do so. Section
More informationFIVE KEY ISSUES WORTHY OF BOARD AND CEO ATTENTION IN CONSUMER PACKAGED GOODS
FIVE KEY ISSUES WORTHY OF BOARD AND CEO ATTENTION IN CONSUMER PACKAGED GOODS 1 1. CEO SUCCESSION Chief executive officer (CEO) turnover among consumer packaged goods (CPG) companies in 2013 was the highest
More informationM&A Conference M&A in the New Unlock the Value of Digital Disruption
M&A Conference M&A in the New Unlock the Value of Digital Disruption AGENDA 1 2 3 4 5 INTRODUCTION MARKET OVERVIEW & CONTEXT SUCCESS FACTORS FOR M&A IN THE NEW FJORD CASE STUDY Q&A 2 INTRODUCTION Gregg
More informationPRESS RELEASE. Ref: Corporate/Recession/ /HR November 2009
PRESS RELEASE Ref: Corporate/Recession/12.2009/HR November 2009 Despite The Worst Economic Recession In 20 Years, Award Winning March Engineering Company s Innovative Plans And Continuing Investment Helps
More informationHealth Care Viewpoint
Turning Industry Turbulence to Advantage Lessons From Other Industries Health Care Viewpoint Number 7 Bain health care expertise As the year 2000 approaches, the health care industry is still turbulent.
More informationFY2018 First-Quarter Results Conference Call
FY2018 First-Quarter Results Conference Call Date: May 15, 2018 Participants: Yushin Soga, Director & Executive Officer, Dentsu Inc., Jerry Buhlmann, CEO, Dentsu Aegis Network Nick Priday, CFO, Dentsu
More informationMotivating people: Getting beyond money
1 NOVEMBER 2009 Motivating people: Getting beyond money The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than
More informationCollaborative Innovation
Collaborative Innovation A.T. Kearney: Growth through essence and influence Our success as consultants will depend upon the essential rightness of the advice we give and our capacity for convincing those
More informationSession 1. Mr. Sang-Hoon Lee, President and CFO of Samsung Electronics
Session 1. Mr. Sang-Hoon Lee, President and CFO of Samsung Electronics Good morning and welcome to Samsung Analyst Day 2013. I am Sang-Hoon Lee, President and CFO of Samsung Electronics. First, on behalf
More informationEnhancing performance through employee engagement the MacLeod Review
Enhancing performance through employee engagement the MacLeod Review Presentation to the CIPD Scottish Conference, 12 March 2010 Nita Clarke, Director IPA Vice-chair of the Review The MacLeod Review A
More informationManagement Tools and Trends 2009 By Darrell Rigby and Barbara Bilodeau
As executives shift gears amid economic worries, they are changing the tools they use to manage their businesses Management Tools and Trends 2009 By Darrell Rigby and Barbara Bilodeau A history of Bain
More informationFirst floor access all day from 8am to 10pm for partners to entertain guests, hold meetings and network Use of the Cardiff stand for networking and meetings Invites to: Cardiff Sponsor breakfasts* Sponsors
More informationSupply Chain Innovation: Thinking Outside the Box
Supply Chain Innovation: Thinking Outside the Box Joel Sutherland Managing Director Supply Chain Management Institute University of San Diego joelsutherland@sandiego.edu USD & SCMI (Supply Chain Management
More informationIt starts today. Chief Executive Officer s Message
It starts today Darryl White Chief Executive Officer BMO is on the move. Adapting. Innovating. Working hard to anticipate customers expectations and deliver value to shareholders. Always. Now it s year
More informationLondon & Partners Strategy
London & Partners Strategy 2018-2021 Contents 1. Mission and remit p. 3 2. Executive Summary p. 4 3. Context p. 7 4. Strategic priorities p. 14 5. Key Performance Indicators p. 34 2 Mission and remit We
More informationFuture of Retail Banking in Romania
What do Banking Executives expect to happen Future of Retail Banking in Romania Survey Summary May 2014 Bucharest Agenda Executive summary "Future of Retail Banking in Romania" survey Y8YbtcQklln07kHyQ1
More informationDIGITAL TRANSFORMATION STRATEGIES COURSE
DIGITAL TRANSFORMATION STRATEGIES COURSE RHICS TECHNOLOGY Innovation through Creativity Digital Transformation Strategies Course > Course Details Aim of the Course Understanding Digital Transformation
More informationGroup strategic overview
Group strategic overview MMI s client-centric journey Dieter von Staden Slide No 01 Agenda Strategy development Strategy execution Slide No 02 1 Strategy development Where to play and how to win Roger
More informationSecure your business
Secure your business 2005 2006 2007 2008 Balance sheet total (m e u r ) 764 843 824 751 Net debt (m e u r ) 124 210 192 171 Equity ratio (%) 57 51 50 52 EBITDA (m e u r ) 74 114 91 85 Gross investiments
More informationFLUCTUATIONS NO MORE: HOW EQUIPMENT LEASING COMPANIES CAN RIDE OUT SUPPLY AND DEMAND
FLUCTUATIONS NO MORE: HOW EQUIPMENT LEASING COMPANIES CAN RIDE OUT SUPPLY AND DEMAND September 2018 Tel: (855) 898-6058 Email Us: info@assetpanda.com In many industries, supply and demand levels regularly
More informationTALENT ECONOMY LEADING IN A CRISIS
LEADING TALENT IN A CRISIS ECONOMY Contributors: Amy Mills, Ph.D., Vice President, Aon Consulting Seymour Adler, Ph.D., Senior Vice President, Aon Consulting Leading Talent in a Crisis Economy Organizations
More informationStrategic Plan. Uniting to care & cure
2017-2020 Strategic Plan Uniting to care & cure Table of Contents Message from the President & CEO Page 2 Overview Page 3 Mission Page 4 Core Values Page 5 2017-2020 Objectives & Strategies Page 6 Mission
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Management System Fundamentals
Operational Excellence in Healthcare Creating a Culture of High Reliability: Management System Fundamentals OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
More informationHOW CAN DIGITAL SUPPLIERS ACCELERATE CUSTOMERS TRANSFORMATIONS?
HOW CAN DIGITAL SUPPLIERS ACCELERATE CUSTOMERS TRANSFORMATIONS? By Astrid Rauchfuss, Tobias Schmitter, Philipp Bode, and Dominik Michaelis There s a big opportunity for digital suppliers out there, but
More informationForecasting Cash Flows
Forecasting Cash Flows Cash flow Cash flow describes the movements of cash into and out of a business When you look at the bank statement of any business, you soon realise that cash flow is a dynamic and
More information7 Pivotal HR competencies for global business in 2017
Your Leadership Partner 7 Pivotal HR competencies for global business in 2017 Karen Fogh-Andersen, Managing Partner Stanton Chase Copenhagen, Denmark March 2017 www.stantonchase.com How companies need
More informationSapporo Group Long-Term Management Vision SPEED150 SAPPORO Eternal Expansion Design. November 2, 2016 Sapporo Holdings LTD.
Sapporo Group Long-Term Management Vision SPEED150 SAPPORO Eternal Expansion Design November 2, 2016 Sapporo Holdings LTD. 1 Management Philosophy and Fundamental Management Policy Management Philosophy
More informationThe world of bank restructuring
Africa Advisory Services Strategic Direction July 2013 The world of bank restructuring Contents title Contents subjects To restructure or not to restructure? That is the question. Scope of work The strategic
More informationCan Amazon Take Customer Loyalty to the Bank?
Amazon is crushing traditional banks on loyalty scores. The challenge for banks: become more simple and digital. By Gerard du Toit and Aaron Cheris Gerard du Toit is a partner with Bain & Company s Financial
More informationThe [Future] New Economy
The [Future] New Economy Michael Hanson, President & CEO Massachusetts Share Insurance Corporation Saturday, January 20, 2018 8:30 am 10:00 am Learning Objectives 1. Identify trends impacting credit unions
More informationDeveloping Business and Acquisition Plans: Phases 1 & 2 of the Acquisition Process
Developing Business and Acquisition Plans: Phases 1 & 2 of the Acquisition Process If you don t know where you are going, any road will get you there. Alice in Wonderland Course Layout: M&A & Other Restructuring
More informationGood afternoon, welcome to our annual shareholder meeting. I am Lee Rudow, President and CEO of Transcat and I will provide an overview of the
1 Good afternoon, welcome to our annual shareholder meeting. I am Lee Rudow, President and CEO of Transcat and I will provide an overview of the current state of Transcat an our direction for FY17 and
More information10/06/2016. Sustainable biosimilar policies. Panel discussion - Joint 22 nd Medicines for Europe and 19 th IGBA Annual Conference in Dubrovnik.
Sustainable biosimilar policies Panel discussion - Joint 22 nd Medicines for Europe and 19 th IGBA Annual Conference in Dubrovnik June 9, 2016 Michael Dilger Matthias Liefner Mark Kastner Nicklas Jacobsen
More informationXerox Premier Partners Survey
Xerox Premier Partners Survey August 28, 2009 KEY FINDINGS OF THE PREMIER PARTNERS SURVEY SUMMARY OF FINDINGS OVERALL CONSENSUS: The majority (more than 80%) of Premier Partners still agrees, or strongly
More informationFour Models to Weather the Turbulence in Banking
Four Models to Weather the Turbulence in Banking As profit pools shift, here s how banks can extend their digital reach and relevance. By Richard Fleming, Joe Fielding and Eduardo Roma Key contacts in
More information37 th Annual J.P. Morgan Healthcare Conference
37 th Annual J.P. Morgan Healthcare Conference Ronald Rittenmeyer, Executive Chairman and CEO January 8, 2019 1 FORWARD-LOOKING STATEMENTS This presentation includes forward-looking statements. These statements
More informationHow companies approach innovation: A McKinsey Global Survey
How companies approach innovation: A McKinsey Global Survey Jean-François Martin Not surprisingly, executives say innovation is a top priority for driving growth, according to a McKinsey Global Survey.
More informationDon t forget the customer! Darwinism in effect - Customer retention and margin management during the downturn
Don t forget the customer! Darwinism in effect - Customer retention and margin management during the downturn By Ralf Möbus & Joachim Klein Evolution and natural selection If Charles Darwin had been an
More informationManaging Talent for Business Success in Challenging Times By Sandra Yap Siew Hua BA (Econs Hons), MBA, FSBP (UK)
Managing Talent for Business Success in Challenging Times By Sandra Yap Siew Hua BA (Econs Hons), MBA, FSBP (UK) Introduction The current economic situation has created pressure on businesses to cut costs
More informationCompetitive and Corporate Strategy
Competitive and Corporate Strategy What is Strategy? Professor Nicolaj Siggelkow Different Types of Strategies Seven (7) different types of strategies as described by Henry Mintzberg (Strategy Safari)
More informationAccenture Digital Customer Solutions: Design to Delivery
Accenture Digital Customer Solutions: Design to Delivery Your digital customers are here to stay: They can make or break your future Digital customers are always connected at home, at work and at play.
More informationHow Coalitions Work:
How Coalitions Work: The Practice of Community Collaboration Presented by INSTITUTE FOR COALITION BUILDING 2013 Institute for Coalition Building The Practice of Community Collaboration The Concept WHO
More informationEnabling, Engaging, & Rewarding Employees A Study of Most Admired Companies
Enabling, Engaging, & Rewarding Employees A Study of Most Admired Companies Tom McMullen Mexico City (April 6, 2011) Fortune survey of World s Most Admired Companies What is it? Fortune has combined the
More informationHow to Future-Proof Your Indirect Tax Team WHITE PAPER
How to Future-Proof Your Indirect Tax Team WHITE PAPER Survive Smarter: Why Tax Digitalization Means Act Now or Get Left Behind 2 Technology is increasing the rate at which pressures impact your indirect
More informationEPICC. Electronic Payments for Insurance Customers and Clients. A new secure online payment portal built with brokers, for brokers.
EPICC EPICC Electronic Payments for Insurance Customers and Clients A new secure online payment portal built with brokers, for brokers. The EPICC system is brilliant, it looks very professional and it
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Driving Culture Change
Operational Excellence in Healthcare Creating a Culture of High Reliability: Driving Culture Change OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
More informationGrupa Azoty today BROAD PRODUCT PORTFOLIO TOP EU PRODUCER LEADER AT HOME
2 Grupa Azoty today BROAD PRODUCT PORTFOLIO LEADER AT HOME TOP EU PRODUCER Grupa Azoty's core business lines: Agro Fertilizers, Plastics OXO Titanium white Melamine Specialty low-tonnage products Our products
More informationSTRATEGIC REPORT. Business model. Capital Inputs. Natural and sustainable. Manufactured. Intellectual. Human. Financial. Social and relationships
Business model Delivering better nutrition Source Our core ingredients are pure and clean ingredients, such as milk and grains, from the primary producers. In addition we source inputs from other food
More informationCutting costs and focusing on the core business enables fundamental transformation
2011 WINNING CASE STUDY Operational Performance in the Private Sector Boxwood with Trader Media Group Cutting costs and focusing on the core business enables fundamental transformation Executive Summary
More informationLeading High Growth Ventures
Leading High Growth Ventures Lynda M. Applegate, Baker Foundation Professor NY Women s Leadership Accelerator March 1, 2019 Copyright President & Fellows of Harvard College. Building Businesses Like Pros
More informationManaging capital. The essential guide for growth oriented companies
Managing capital The essential guide for growth oriented companies How you manage your capital today will define your competitive position tomorrow. Focusing on capital Capital is the lifeblood of every
More informationLeaders in Country Competitiveness
2 0 0 3 AMSTERDAM ATHENS BEIJING CAMBRIDGE CHICAGO FRANKFURT HONG KONG ISTANBUL JOHANNESBURG LONDON LOS ANGELES MADRID MANILA MELBOURNE MILAN MOSCOW MUMBAI MUNICH NEW YORK PARIS SAN FRANCISCO SÃO PAULO
More informationFUEL THE CORE OF YOUR MEDIA AND ENTERTAINMENT BUSINESS
FUEL THE CORE OF YOUR MEDIA AND ENTERTAINMENT BUSINESS Three growth strategies A NEW WAVE OF CRISIS IS LOOMING FOR TRADITIONAL MEDIA COMPANIES Recent research by Accenture and Ovum reveals that media companies
More informationTo unleash LeasePlan s potential in an exciting and dynamic market, we have defined a three-year strategic plan. Our strategic plan has three goals:
26 LeasePlan annual report 2016 What s next? 2017-2020 Our strategy To unleash LeasePlan s potential in an exciting and dynamic market, we have defined a three-year strategic plan. Our strategic plan has
More informationBuild a Recession-proof Practice. 5 key ways to help you strengthen your practice now for greater efficiency and profitability. seic.
Build a Recession-proof Practice 5 key ways to help you strengthen your practice now for greater efficiency and profitability seic.com/advisors There s no doubt about it. Since the financial crisis of
More informationChartered Insurance Institute. Your CII. Strategic Manifesto 2021 Roadmap
Your CII Strategic Manifesto 2021 Roadmap We are here to build public trust in insurance My dream is that, during my lifetime, insurance professionals will achieve parity of reputation with the established
More informationDigital Physician Outreach
Leveraging Technology in Physician Relations Gelb Consulting, An Endeavor Management Company 950 Echo Lane P + 281.759.3600 Suite 200 F + 281.759.3607 Houston, Texas 77024 www.endeavormgmt.com Overview
More informationWhy Low Risk Innovation Is Costly
Why Low Risk Innovation Is Costly Overcoming the Perils of Renovation and Invention By Wouter Koetzier and Adi Alon Innovation is not working out the way many companies expected. Despite increasing commitment,
More informationThe future enterprise. A transformation road map for the automotive organization
The future enterprise A transformation road map for the automotive organization The view The Fourth Industrial Revolution represents an existential threat to companies in every industry. Automotive incumbents
More informationMatas Q3 2017/18 Update
Matas Q3 2017/18 Update Long View: What questions are we asking and why? Short View: What do we do right now? 2 Strategy update in progress - with broad stakeholder engagement 3 Our new reality includes
More information1 People have a clear idea of how innovation can help us compete
How well do we manage innovation? This simple self-assessment tool focuses attention on some of the important areas of innovation management. Below you will find statements which describe 'the way we do
More informationTop Solutions for Corporate Partnership Program Challenges
Top Solutions for Corporate Partnership Program Challenges ASAE Annual Meeting August, 2018 Mission and Revenue Growth Guide Sponsorship Programs Selling solutions is at the heart of creating compelling
More informationPlanning to outperform markets and competitors: the new dynamic management tools for CFOs. Growth Management and Commercial Intelligence
Planning to outperform markets and competitors: the new dynamic management tools for CFOs Growth Management and Commercial Intelligence Executive summary The planning and forecasting model used by most
More informationMADISON COUNTY ECONOMIC DEVELOPMENT AUTHORITY
MADISON COUNTY ECONOMIC DEVELOPMENT AUTHORITY Competitive Economic Development Assessment Executive Summary April 20, 2017 Introduction As one of the fastest growing counties in Mississippi, Madison County
More informationDRIVING FOCUSED GROWTH
OUR GROUP 01 GROUP MATERIAL ISSUE 1 DRIVING FOCUSED GROWTH Our approach to growth and related activities is to leverage our capabilities in a manner which is strategically aligned and disciplined. Diversification,
More informationMerchant Attrition & Retention Kurt Strawhecker
Merchant Attrition & Retention Kurt Strawhecker Managing Partner, The Strawhecker Group www.thestrawgroup.com / www.paymentspulse.com The Attrition Challenge The Attrition Challenge in today s Acquiring
More informationDigital Excellence index
Digital Excellence index Key findings - September 2018 Marko Derča, Vice president, Head of Digital Transformation, Eastern Europe Marko.derca@atkearney.com 1 Digital transformation is entering a new phase,
More informationMake Your Business Case
Make Your Business Case How to Use Business Planning for Successful Business Growth George Simmons, Senior Partner Derby Management Consultants www.derbymanagement.com Quick Agenda Ok? A bit about me Stages
More informationEnabling Wireless Infrastructure Solutions. Brian Bronson, President & CEO May 9, 2013
Enabling Wireless Infrastructure Solutions Brian Bronson, President & CEO May 9, 2013 Safe Harbor & Non-GAAP Measures Safe Harbor Statement This presentation contains forward-looking statements, including
More informationHealth Care Viewpoint
R&D: The New Imperatives for Driving Superior Returns Health Care Viewpoint Number 4 Bain health care expertise As the year 2000 approaches, the health care industry is still turbulent. Customer requirements
More informationTechnology Driven Marketing Innovation
Technology Driven Marketing Innovation How digital technology disrupts the way you innovate your marketing Martin Hermsen July 2017 Dicitas Consulting Marketing has always been driven primarily by human
More informationmicrogen INTERIM RESULTS Six months ended 30 June July 2017
microgen INTERIM RESULTS Six months ended 30 June 2017 24 July 2017 microgen GROUP OVERVIEW Across its two operating businesses Microgen develops, implements and supports business critical software and
More information1 01. Customer Acquisition vs. Customer retention: the big challenge The role of Retention Marketing in e-commerce
1 01. Customer Acquisition vs. Customer retention: the big challenge 3 02. The role of Retention Marketing in e-commerce 6 03. Refine Customer Experience and drive customer retention with these 7 tips
More informationStrategic Meetings Management: Solutions and Consolidation Opportunities
About Egencia Meetings & Incentives Egencia Meetings & Incentives combines strategic meetings management expertise with fullservice meeting and incentive planning, all backed by an expert team of meetings
More informationContract Lifecycle Management
Graham Inglis, Chief Executive Officer EMEA Dan Ellerton, Chief Development Officer Contract Lifecycle Management Capital Markets Day Tutorial Workshop London, 27 November 2012 Frankfurt, 29 November 2012
More informationSpeech Nancy McKinstry Annual General Meeting of Shareholders 2008 April 22, 2008 Okura Hotel Amsterdam
Speech Nancy McKinstry Annual General Meeting of Shareholders 2008 April 22, 2008 Okura Hotel Amsterdam Welcome and good morning. It is a pleasure to be here today to share our 2007 results and provide
More informationFINTECHS, NEOBANKS, AND BEER GARAGES
FINTECHS, NEOBANKS, AND BEER GARAGES March 17, 2017 Fear, fight or join them to grow your bank? SERVICE JUST GOT TRUMPED J.D. Power 2016 U.S. Retail Banking Satisfaction Study, where the biggest banks
More informationTurnaround Management - Linking to M&A and Integration Success
Turnaround Management - Linking to M&A and Integration Success Anton E. Tremp Siemens, Building Technologies HQ, Switzerland 'Thought Leader Global' Conference Amsterdam, November 15 th &16 th, 2012 Siemens
More informationDiagnosing and Treating Disruptive Innovation*
Diagnosing and Treating Disruptive Innovation* Christian Terwiesch, Andrew M. Heller Professor The Wharton School and Perelman School of Medicine terwiesch@wharton.upenn.edu www.terwiesch.com *This material
More informationHOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS. Leading4Growth Australia
HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS Leading4Growth Australia Introduction By Peter Cox Leadership 101 Do you wonder why some people can lead a team of hundreds,
More informationQuestions and Answers with Key Executives from Akcelerant and Temenos
Questions and Answers with Key Executives from Akcelerant and Hear what the CEOs are saying... G.A. (Jay) Mossman III Founder & CEO David Arnott Chief Executive Officer Why is this event significant and
More informationFinding the right student.
Finding the right student. Curating a custom higher education audience. Harsha Mokkarala Chief Revenue Officer June 5, 2018 1 Safe Harbor This presentation contains forward-looking statements regarding
More informationManaging Disruption requires Fostering Innovation and Scaling the Digital Supply Chain
Managing Disruption requires Fostering Innovation and Scaling the Digital Supply Chain The growth of digital business, acceleration of digitalization and demand for sustainability present significant challenges
More informationHow to drive customer retention in e-commerce. 7 tips to transform your online business and thrive
How to drive customer retention in e-commerce 7 tips to transform your online business and thrive Table of Contents 1 01. Customer Acquisition vs. Customer retention: the big challenge 3 02. The role of
More information