...Engaging with our customers - A fresh approach The Brief • How does the Greggs brand remain relevant across key consumer life stages? – Environmental scanning – Segmentation, targeting & positioning – Marketing Strategy Strategy Insight Customer Segmentation Format • • • • • • Our roles A little bit about Greggs... Insight: Trends and influences Customer Segmentation Marketing: Communicating to our customers Questions Greggs: The Trading Team Or try using this Introductions • Scott Graham, Customer Research Manager – Responsible for bringing the voice of the customer to life within Greggs, delivering research-driven consumer insights across the business to help shape thinking, ideas and direction. • Neil Knowles, Digital Brand Manager – Responsible for the development and delivery of Marketing Communications via digital channels. • • • • Focused on: Developing our brand within the market Gaining credit for our quality and freshness Through a customer-focussed strategy Where wewewithin the wider wider team Where fit fit within the team The Trading Function Commercial Director Marketing Scott Graham Research Mgr Category Management Neil Knowles Digital Brand Mgr Purchasing Greggs: Our Past & Present Or try using this A little bit about Greggs… Greggs established (eggs & yeast) 1930s Ian Gregg takes over family business 1951 1st Shop Gosforth High Street ...
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...Chapter 1 Marketing: Managing Profitable Customer Relationships GENERAL CONTENT: Multiple-Choice Questions 1. Central to any definition of marketing is _____. a. demand management b. transactions c. customer relationships d. making a sale e. making a profit (Answer: c; p. 5; Easy) 2. All of the following are accurate descriptions of modern marketing today, except which one? a. Marketing is creation of value for customers. b. Marketing is customer satisfaction at a profit. c. Selling and advertising are synonymous with marketing. d. Marketing involves building and managing profitable customer relationships. e. None of the above statements is true. (Answer: c; p. 5; Easy) 3. Like NASCAR, successful companies recognize a crucial dimension of an outstanding marketing company to be _____. a. a strong customer focus b. a relentless pursuit of customer needs c. customer relationships built by everyone in the organization d. all of the above e. none of the above (Answer: d; p. 5; Moderate) 4. _____ is defined as a social and managerial process by which individuals and organizations obtain what they need and want through value creation. a. Selling b. Advertising c. Barter d. Marketing e. None of the above is correct. (Answer: d; p. 5; Challenging) 1 5. Society and culture shape the basic form of human needs called _____. a. needs b. wants c. demands d. value e. an exchange (Answer: b; p. 6; Moderate) 6. When backed by buying power...
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...Part 1: Defining Marketing and the Marketing Process (Chapters 1–2) Part 2: Understanding the Marketplace and Consumers (Chapters 3–6) Part 3: Designing a Customer-Driven Strategy and Mix (Chapters 7–17) Part 4: Extending Marketing (Chapters 18–20) 4 Marketing Information to Gain Managing Customer Insights Chapter Preview In this chapter, we continue our exploration of how marketers gain insights into consumers and the marketplace. We look at how companies develop and manage information about important marketplace elements: customers, competitors, products, and marketing programs. To succeed in today’s marketplace, companies must know how to turn mountains of marketing information into fresh customer insights that will help them deliver greater value to customers. Let’s start with a good story about marketing research and customer insights in action at P&G, one of the world’s largest and most re- spected marketing companies. P&G makes and markets a who’s who list of consumer megabrands, including the likes of Tide, Crest, Bounty, Charmin, Puffs, Pampers, Pringles, Gillette, Dawn, Ivory, Febreze, Swiffer, Olay, Cover Girl, Pantene, Scope, NyQuil, Duracell, and dozens more. The company’s stated purpose is to provide products that “improve the lives of the world’s consumers.” P&G’s brands really do create value for consumers by solving their problems. But to build meaningful relationships with customers, you first have to understand them and how...
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...Leadership: Managing Director of Hayasa In a small team of strangers, like the one thrown together for this module, the Managing Director should be the source of leadership and control over numerous responsibilities and functions of their team. • They should pursue the successful completion project goals. • They should keep the team motivated and happy, • They should ensure that the team is giving sufficient effort to the task. The Managing Director should be the most influential and important member of Hayasa car company. The behaviour of this person directly affects the behaviour of his or hers group members, therefore they must show certain key traits and attributes which will exert their leadership and control into the performance of the team, but also themselves. For Hayasa, the leadership was the key factor which influenced and built the group dynamics, the behaviour and motivation of the members during the practical, but also is what I believe the key problem to our lack of success in three years of trading. “The power and influence perspective focuses on the use of power by effective leaders. Two major themes have been identified: a) social power: how leaders influence followers (b) social exchange: discusses the give-and-take relationship between leaders and followers through which leaders are themselves influenced as they try to influence others” (Bensimon et al., 1989) My questions on the lack of social power our Managing Director would...
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...Manager’s Job in Context Contents Introduction……………………………………………………………………………………3 The organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...Rob Parson at Morgan Stanley Rob Parson was a market coverage professional in the Capital Markets division. He had been hired by Paul Nasr and had generated substantial revenues since joining the firm. Unfortunately, Parson's reviews from the 360º feedback said that he was having difficulty adapting to the firm's culture. So Nasr faces the difficult decision to promote Parson to Managing Director. Nasr must complete Parson's performance evaluation summary and conduct Parson's performance review. Question 1 What are the advantages and disadvantages of the 360º feedback system at Morgan Stanley? When John Mack became President of Morgan Stanley in 1993, he brought a new vision to the bank named “One-Firm Firm”. That vision focused on performance which can be translated in creating value for the clients, the employees and the shareholders. Mack thought that could only be achieved through a culture that promoted teamwork and innovation and never sacrificed the firm’s integrity. The 360º performance evaluation process was brought by Mack to Morgan Stanley with the intention to “encourage employees to conform to a new way of doing business that emphasized team-work, cooperation, and cross-selling”. It also intended to “provide comprehensive development feedback so that employees could continue to improve their skills in four areas: Market/Professional skills, Management and Leadership effectiveness; commercial Orientation; and Teamwork/One Firm Contribution”. These...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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... * ------------------------------------------------- | | | | | | | | | | | | | | | | | People often think of the elevator pitch as something you use when you’re interviewing for a new job or trying to raise capital for a new venture. The elevator pitch, however, is no less important once you’ve got the job as it is when you’re looking. In fact, your personal 30-second spiel about who you are, how you’re different, and why you’re memorable is arguably more important once you’ve landed that great position or won the support of investors and now interact with senior colleagues and important clients regularly. A managing director on Wall Street once told me of a summer associate who made an uncharacteristically strong impression on senior leadership during a welcoming cocktail party. Within days, the managing director received numerous calls from senior partners advising him to “make sure she gets the attention and resources she needs to succeed this summer.” The young woman’s career has been on the fast track ever since. So what can you possibly say over canapés and white wine to create so many powerful advocates so quickly and effectively? Think through the following ideas before you craft your pitch: 1. Have a compelling reason for why you want to be there, as in “why did you decide to join the firm?” 2. Know what it is that uniquely qualifies you for the position so that you can answer the how, as in “how did you actually get a job here...
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...[pic] MGMT 436 Strategic Management Activity 2.4 – Assignment: Analyze Board of Directors NUR ANISAH AFIQAH BTE ABDUL AZIZ #2401198 |Board of Directors | | |Executive Chairman |Mr Lim Hock Eng | |Chief Executive Officer |Mr Lim Hock Chee | |Managing Director |Mr Lim Hock Leng | |Executive Director |Mr Tan Ling San | |Lead Independent Director |Mr Goh Yeow Tin | |Independent Director |Mr Jong Voon Hoo | |Independent Director |Mr Francis Lee Fook Wah | |Non-Executive Director |Mr Lee Teck Leng, Robson | [pic] Sheng Siong Group Limited Board of Directors [pic] |Background |Employed...
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...CHAPTER 1 COMPANY PROFILE 1.1 COMPANY DESCRIPTION Smart-Tech Product Technology SDN BHD was incorporated under the Companies Act, 1965 on 30th June 2015. Smart-Tech Product Technology SDN BHD performance has stepped forward to increase the supply of its expertise in the field of kitchen equipment innovation. With a leading of board of directors skill in business field, Smart Product Technology SDN BHD now aims to diversify its activities to participate in the field of industrial and service sectors and field of business thrive. Smart Product aims to make a company successful in the rural sector as well as create a more dynamic, attractive and profitable operation in line with the strategy of the program orientation profit and social obligations of the program. Smart-Tech Product Technology SDN BHD also have confidence in building a reputation and image of their own business to ensure quality of product provided are effective and provide best product to customers. The company is confident with the capability to continue taking an active and growing a business, thereby the quality of the company will continue to provide quality work to gain the trust of any parties involved. The company also takes about competition that exists in this sector. However, with the dedication of all staff and workers in the production of a quality standard, the company felt that this creates a healthy competition in the development of this industry. Healthy competition will soon provide...
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...• Frank Anderson , President and CEO, Strategic Public Sector Solutions • Karen Barley, President, Corporate University Enterprise Inc. • Kent Barnett, CEO, KnowledgeAdvisors • Bob Beeman, Vice President, National Workforce Solutions, University of Phoenix • Patricia Begley, COO, RWD Technologies • Jim Bowles, Senior Director, BTS, USA • Stephen Carman, Vice President, Client Services, Element K Corp. • Sun Sun Chung, Vice President, Global Learning and Development and Strategy Integration, Pfizer Inc. • Cedric Coco, Senior Vice President, Learning and Organizational Effectiveness, Lowe's Companies Inc. • Bill Concevitch, Director, Learning and Development, CommVault Systems Inc. • Lance Dublin, CEO, Dublin Consulting • Tamar Elkeles, Vice President, Learning and Development, Qualcomm • Michael Echols, Ph.D., Executive Vice President, Bellevue University • Michael Forte, Assistant Commissioner, New York City Government • Chris Hardy, Director, E-Learning and Technology Center, Defense Acquisition University • Jeanette Harrison, Former CLO, American Express • John Higgins, Founder, Higgins Learning Group • Tim Hill, President, Professional Education Division, Blackboard Inc. • Edward Hoff, Vice President, Learning, IBM • Gerry Hudson-Martin, Director, Corporate Learning Strategies, Business Architects • Beverly Kaye, CEO and Founder, Career Systems International • Barbara Keen...
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...that the committee was faced with and had totaled more than (euro) EUR316 million. Unfortunately the board of directors had set in place a spending limit of EUR120 million. Even with this restriction the investment at this rate would cause a major increase in the firm’s current asset base of EUR965 million. The firm’s main challenge was to allocate the funds among a range of projects to satisfy the following: new-product introduction, acquisition, market expansion, efficiency improvements, preventative maintenance, safety, and pollution control. BACKGROUND OF FIRM: Theo Verdin, a Belgium Farmer, as an offshoot of his dairy business, founded Euroland Foods S.A in the year 1924. Theo paid great attention to product development and marketing, and because of his close attention to detail the firm had grown steadily over the years. The company had gone public in 1979, and by 1993, was listed for trading on the London, Frankfurt, and Brussels exchanges. In the year 2000, Euroland Foods S.A had approximately EUR1.6 billion in sales. Ice cream accounted for most of the company’s revenue, at 60%, yogurt was at 20%, and the remaining 20% of sales was divided up equally between bottled water and fruit juices. Euroland Foods S.A leading brand name was “Rolly”, which was represented by a fat dancing bear in farmer’s clothing. The company’s main product in ice cream had a loyal base of...
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...The Wayward Anchorman The PTV Sports was launched on January 11th, 2013 and amongst the launching team besides others included Dr Nauman Niaz, a cricket writer and anchorperson. He was commissioned in the PTV Sports as Head of Contents by the then Managing Director Yousaf Baig Mirza. It is erroneous to state that he joined the channel only as an anchorperson. The business model of the PTV Sports seems conspicuously obvious: buy the rights to show sports; discuss sports; repeat. What's more, PTV Sports seems like just the kind of media business our increasingly atomized culture should unravel-and indeed, a vast array of sport channels have proliferated in recent years, many offering deeper, more finely targeted sports coverage. And yet PTV Sports seems to only grow stronger from month to month. Nauman, besides his operational and administrative duties, also hosts the signature show and conducts an archive-based programme, the exclusive archives are provided by Nauman from his own right protected library and without seeking additional financial benefits. To say that 70 percent of the programmes aired on PTV Sports are being hosted by Nauman is also a fallacy and evidently concocted. There are also other hosts and experts who feature regularly on PTV Sports. PTV Sports is progressive and successfully provides the major chunk of revenue to the PTV Network. Its financial health has progressed tremendously and the ratings have been constantly on the rise. Quite recently there have...
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...RETAIL FOOD GROUP is a leading Australian retail food brand manager, franchisor and wholesale coffee roaster. It designs, develops and manages franchise systems and is the intellectual property owner and manager of the following retail and coffee brands: Donut King, Michel’s Patisserie, Brumby’s Bakery, Esquires Coffee Houses, bb’s cafe, Evil Child, Roasted Addiqtion and Barista’s Choice. For the 6th consecutive year since Listing (in June 2006), Retail Food Group continued to deliver enhanced performance and record outcomes for stakeholders. NPAT and EPS 6 year cumulative annual growth rates (cagr) of 35.8% and 24.2% respectively, reinforces Retail Food Group as an enterprise with franchise systems, business model and revenue streams capable of significant growth. NPAT Core NPAT EPS (Basic) 30 30 25 25 20 20 15 15 10 DPS 10 5 0 5 FY07 FY08 FY09 FY10 FY11 ($m) Revenue 140 FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11 (cents) Net Operating Cashflows Adj. Revenue 120 25 80 20 60 15 40 Net Debt Reduction 30 100 (cents) 10 20 0 5 FY07 FY08 FY09 FY10 FY11 ($m) FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 ($m) Outlets Network Sales 700 600 1200 500 1000 400 800 300 600 200 400 100 200 0 FY07 FY08 FY09 FY10 FY11 ($m) 0 FY07 FY08 FY09 FY10 FY11 FY10 FY11 ($m) ...
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