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As the service sectors play an increasingly important role in all economies worldwide, service executives and professionals are well advised to recognize two main pathways to achieving sustainable success in services, namely, enhancing the strategic differentiation and operational excellence of their service enterprises; obviously, these executives and their employees need to develop the knowledge and skills required to achieve such success. This book discusses actionable methodologies needed to generate creative ideas, including deciding on which ones to pursue, how to justify projects financially, how to manage the development projects for innovative services, how to reach out to customers, and how to offer them superior service support.
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An analysis of a production department with the objective to achieve Operational Excellence via organizational optimizations rather than technological innovation or investments.
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For years, automotive supplier GAFFER has been able to survive using its old management and production practices. But times have been changing and GAFFER's future looks bleak. Jake is a retired production planner, reflecting on his long history with the GAFFER factory and what is currently happening. He wonders how things might change as their main customer wants a completely new part to be not only produced, but also designed at GAFFER. Just when the old management is about to mess up the relationship with the customer, there is a new factory manager. He starts turning the factory around and Jake shares all of the juicy stories with his coffee mate, Ben.
Production management --- Organizational change --- Automobile supplies industry --- change management --- collaborative design --- management training --- manufacturing management --- operational excellence --- organizational knowledge --- people development --- quality management --- supply chain management --- teamwork
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The paper deals about the reviewing of the dominant sales and marketing model of a medtech company active in the Blood Glucose Monitoring in Benelux, answering the research question about the readiness and ability of the current sales force to be successful in the perspective of the launch of a new disruptive technology in the Bloog Glucose Market. As part of the Lifesciences industry , including pharmaceutical, biotechnology and medtech companies, the Blood Glucose industry is facing high environment changes forcing it to revise and reengineer its sales and marketing model to face new healthcare realities. The Abbott Diabetes Care case illustrates the limits of the share of voice model as country environments are undergoing radical changes that diminish sales force effectiveness of traditional representative oriented selling, characterized by a breakdown between share of voice and sales results. Through an exhaustive literature review describing and explaining the urgent need for change, the Abbott Diabetes Care Business Case illustrates how the company has reviewed its current model (Share of voice model) to a Strategic Key Account Management approach that enables the company to better understand the stakeholder’s network in order to define a unique Value Proposition aligned on all customer’s needs and expectations. As result, the Key Account Management project has enabled the company to redefine new segmentation criteria and focus sales efforts on key strategic centers and customers. The new Key Account mindset has enabled the sales force team to collect data and insights that enables them to design new segmentation criteria based on their value proposition instead of client’s size and sales potential. By better identifying their key clients , including allies and partners inside every hospital center, the sales force has defined activities and tactics that enable them to take a robust strategic competitive advantage.
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bpost is Belgium’s leading postal operator and universal service provider. bpost offers addressed and unaddressed mail services, and efficient, high-quality business and administrative communication solutions. bpost is well-positioned on the Belgian parcel delivery market thanks to the wide range of delivery options and an outstanding international network. The project developed in this thesis was undertaken in the Financial and Accounting department of bpost (F&A), within a team supporting the department in terms of process improvement and operational excellence: the F&A process team. Recently, F&A experienced several organizational changes, including the creation of a shared service center named “Global Services Operations” (GSO) in April 2016. As key actor of the operational excellence within F&A, the F&A process team wants to improve itself. They expect a fresh, impartial, analytical and scientific approach regarding their work. They want to apply the best practices of their colleagues/(competitors) to better satisfy their clients (namely F&A and particularly the GSO) and their management. Thus, the project consists of the evaluation and optimization of the F&A Process team through the axes of methodology, organization, communication, tools and systems, change management and services offered. In a first phase, audits have been carried out. On the one hand, it helped develop a better understanding of the context; on the other hand, it allowed to establish the evaluation of the F&A process team through its “present state”. Moreover, research was performed in the scientific literature as well as on the internet. Then, internal and external benchmarking was conducted. Firstly, knowledge was shared with the process teams of other departments within bpost. Secondly, benchmarking with advanced companies in terms of business process management and continuous improvements was accomplished. Afterwards, the expectations of the F&A process team’s clients have been collected. Finally, the outputs of all these approaches have been gathered and analyzed. All this led to the formulation of recommendations in each of the investigation domains: methodology, organization, communication, tools and systems, change management and services offered.
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When we discuss accelerating top line growth and maximizing profitability, we often consider hiring more people or cutting expenses or raising prices. We don't always look at ways to better exploit what we already have. Instead of hiring new people, we need to improve the performance of our current employees. Instead of cutting costs, we need better invest the money we do spend. Instead of raising prices we need to identify our ideal customers and sell to them. This book will discuss strategies on how to do all of these things and more. It will give you 25 ways to accelerate revenue growth and increase profitability immediately, without making any new financial investments. That is the Unified Theory of Profitability. It means you look at your organization and find ways to better leverage what you already have. It means focusing on those strategies that can provide the best results. It means becoming an expert on executing on those strategies. You can do this. You just need to find the ideas that work for you and commit to implementing them.
Industrial management. --- Success in business. --- Corporate profits. --- accelerating growth --- accelerating revenue growth --- boost performance --- excellence --- maximizing profitability --- operational elegance --- operational excellence --- operations excellence --- performance --- profit margins --- profitability --- revenue growth --- top line growth
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