Search results “Business services value chain”
Value Chain Analysis Explained
Michael Porter's Value Chain Analysis can get complicated; particularly when applying the concept to services businesses. Watch this video for a straightforward 3-step process that can help you enhance your customer's value.
Views: 155852 Soma Datta
What is Value Chain? Value Chain Definition, its Management and Analysis | AIMS Lecture
Lecture: What is Value Chain? http://www.aims.education/study-online/what-is-value-chain-definition/ As per Value chain definition, it is a model that explains how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers.
Views: 172166 AIMS Education - UK
McDonald's Value Chain
-- Created using PowToon -- Free sign up at http://www.powtoon.com/youtube/ -- Create animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video. PowToon's animation templates help you create animated presentations and animated explainer videos from scratch. Anyone can produce awesome animations quickly with PowToon, without the cost or hassle other professional animation services require.
Views: 5438 hakim zulkifli
Business restructuring and value chain transformation
Business restructuring is a complex process. Value chain transformation can help you align your operational, tax and legal structures to achieve greater profitability and more sustainable growth. Joel Segal discusses what value chain transformation is, how it can help transform businesses and why PwC are perfectly positioned to help you achieve this. http://www.pwc.com/gx/en/consulting-services/value-chain-transformation.jhtml?WT.mc_id=link_youtube+channel_vid+desc
Views: 3002 PwC
Value Chain Innovations in Business Eco-Systems
Innovating through new products or services can bring forth great business value, but understanding how you work within the eco-system of your business can be of the utmost value. Uncover how you can innovate with the design of the processes, the inter-relationships with the others, and the business models within the eco-system of your business to enhance your value in this webinar with Stanford professor Hau Lee. Learn more about the Stanford Innovation and Entrepreneurship professional certificate: http://create.stanford.edu/
Views: 2487 stanfordonline
Michael Porter Generic Value Chain
Diagrammatically explain the Michael Porter’s Generic Value Chain. Value Chain refers to all the activities that create and build value at every step. Thus the total value added to the final product or service is the sum of the individual value added at every step. As per Michael Porter value chain refers to the higher level model of - How the business procures the raw materials - Add value to the raw-materials through various processes - Sell the finished products or services to the end users. Thus value chain analysis is performed at every step of the business with one goal of delivering maximum value, from getting raw-materials to end users. Michael Porter suggested that the activities in an organization should add value to the products and services. And all these activities should be run optimum level. Then only the organization can achieve true competitive advantage. When these processes are run efficiently, the value delivered far exceeds the cost incurred in adding the value. This leads to customer satisfaction and encourage customers to do the business with the organization again and again. The following is the diagrammatic representation of porter’s value chain. As per Michael Porter, the activities within an organization should be split into primary and support activities as follows. - Primary Activities: - Inbound Logistics: Procure the goods from suppliers and use them in producing the end products. - Operations: Raw materials and goods are manufactured into the final product. Value is added as the product moves through the production line during this process. - Outbound Logistics: It deals with the distribution of the finished goods to - Customers - Distribution centers - Retailers - Wholesalers - Marketing and Sales: Establish an effective strategy using marketing mix to target the product to the appropriate customer group. The competitive strategy is clearly communicated to the target group through the promotional mix. - Services: Post sales, there will be support services in the form of - Sales Training - Guarantees - Warranties - Support Activities: - Procurement: Sourcing the best quality raw materials at the best price within budget. - Technological Development: Using the technology to gain competitive advantage. The technology is used in - Availability of the products on the internet so that the customers can access the firm 24/7. - Cost reduction to create value addition - Develop new products through research and development - Production - Human Resource Management: Recruit, train and develop suitable personnel to run the business successfully. The employees should stay motivated and compensated as per the market value if they should continue with the organization and add value. - Firm Infrastructure: The infrastructure such as finance, legal structure and management should be efficient to help the organization realize its goals. If the infrastructure is inefficient it will lead to bad reputation, fines and sanctions. Additional content on this topic can be found at http://www.eduxir.com/curriculum/cbse/class-xii/entrepreneurship/enterprise-growth-strategies/
Views: 1006 Eduxir
Service PLUS - Enhanced Services for the Entire Value Chain
Service PLUS from Trelleborg Sealing Solutions is featured in this video. Service PLUS is a ‘total solution’ program that can simplify the workflow in every part of your value chain; from engineering to manufacturing, procurement to aftermarket. A variety of enhanced services match our customers’ needs at every step of the business process, ultimately reducing total costs and throughput time. The offering ranges from simplified stock replenishment, component assembly, expedite delivery services to digital tools. For further Information visit us at https://www.tss.trelleborg.com/en/resources/service-plus Download our brochure at: https://www.tss.trelleborg.com/-/media/tss-media-repository/tss_website/pdf-and-other-literature/brochures/service_plus_eng_2016.pdf Trelleborg Sealing Solutions: https://www.tss.trelleborg.com Worldwide Contacts: https://www.tss.trelleborg.com/en/contact/contact-form Join us on Facebook: http://www.facebook.com/TrelleborgSealingSolutions Join us on Twitter: http://www.twitter.com/TrelleborgSeals Join us on LinkedIn: http://www.linkedin.com/company/Trelleborg-Sealing-Solutions
Views: 2591 TrelleborgSeals
Upstream vs Downstream
Oil 101 - Introduction to the Oil and Gas Industry http://www.ektinteractive.com http://www.ektinteractive.com/oil-101 http://www.ektinteractive.com/upstream-vs-downstream What is the difference between Upstream and Downstream in Oil and Gas? The collapse of oil prices and subsequent layoffs in the Upstream oil and gas sector has led to an increase in people asking, “What is the difference between Upstream and Downstream?” We have received this question from our members of our learning community, seen the question raised Linkedin discussions, and you can even see that ‘Upstream vs Downstream’ is a growing inquiry in Google searches. You are not alone! The oil and gas industry is like a see-saw. The low oil prices that are crushing upstream economics right now are a boon to downstream and petrochemical operations. Just look at the stock prices of upstream E&P operators (like Continental Resources) versus pure refiners (like Valero). Yet when most people think of the oil and gas industry, they think of upstream – searching for oil, drilling wells, and getting hydrocarbons out of the ground. There is much less common knowledge about the midstream and downstream segments of the industry. Maybe it’s just because they are more regulated and less exciting. And yes, the wildcatter holds a special place in our imaginations. What is Upstream? Most oil and gas companies’ business structures are segmented and organized according to business segment, assets, or function. The upstream segment of the oil and gas business is also known as the exploration and production (E&P) sector because it encompasses activities related to searching for, recovering and producing crude oil and natural gas. The upstream oil and gas segment is all about wells: where to locate them; how deep and how far to drill them; and how to design, construct, operate and manage them to deliver the greatest possible return on investment with the lightest, safest and smallest operational footprint. Exploration The exploration sector involves obtaining a lease and permission to drill from the owners of onshore or offshore acreage thought to contain oil or gas, and conducting necessary geological and geophysical (G&G) surveys required to explore for (and hopefully find) economic accumulations of oil or gas. Drilling There is always uncertainty in the geological and geophysical survey results. The only way to be sure that a prospect is favorable is to drill an exploratory well. Drilling is physically creating the “borehole” in the ground that will eventually become an oil or gas well. This work is done by rig contractors and service companies in the Oilfield Services business sector. Production The production sector of the upstream segment maximizes recovery of petroleum from subsurface reservoirs. Production activities include efficiently recovering the oil and gas in a producing filed using primary, secondary and tertiary, or enhanced oil recovery (also referred to as improved oil recovery). Plug and abandonment marks the end of the productive life of a well. That event can occur anywhere from a few years after the well is drilled to five or six decades later. What is Downstream? Processing, transporting and selling refined products made from crude oil is the business of the downstream segment of the oil and gas industry. Key downstream business sectors include: Oil Refining Supply and Trading Product Marketing and Retail The downstream industry provides thousands of products to end-user customers around the globe. Many products are familiar such as gasoline, diesel, jet fuel, heating oil and asphalt for roads. Others are not as familiar such as lubricants, synthetic rubber, plastics, fertilizers and pesticides. The downstream segment is a margin business. Margin is defined as the difference between the price realized for the products produced from the crude oil and the cost of the crude delivered to the refinery. Although the price of crude sets the absolute level of product prices, it may or may not affect refining or marketing margins. Downstream margins tend to be reduced, or squeezed, when crude price increases often cannot be recovered in the marketplace. On the other hand, margins tend to hold, or even increase, when crude prices drop and the marketplace more slowly adjusts to these lower crude prices. We’ve all seen this in action lately! The downstream segment includes complex and diverse activities including manufacturing, petrochemical refining, distribution, and retail. A global perspective is important because of the global nature of the energy supply chain as well as the impact of supply and demand on both feedstock and product prices. ------------------------------------------------------------------ JOIN THE OIL 101 LEARNING COMMUNITY TODAY! http://www.ektinteractive.com/oil-101
Views: 59871 EKTInteractive
Module 1: What is Supply Chain Management? (ASU-WPC-SCM) - ASU's W. P. Carey School
Part 1 of 12 - This module introduces viewers to the field of supply chain management. It describes the complex supply chain of a simple product, a bottle of water. The video also illustrates the importance of supply chain managers and their skill sets in our modern global economy for both manufacturing and service industries. In defining supply chain management, the video also hopes to educate and inspire business students, young and old, about the opportunities available to those with supply chain management degrees. This is the first installment in Arizona State University's twelve-part introduction to supply chain management video series. ASU, the W. P. Carey School of Business, and the Supply Chain Management Department are proud and happy to share this video series with supply chain management departments, supply chain instructors, career specialists in high schools and universities, as well as industry leaders in an effort to inspire a new generation of supply chain management professionals across the country and around the world. Further installments in this series will be made available during the spring of 2010. For more information, visit W. P. Carey's SCM Web site at http://wpcarey.asu.edu/scm or send an e-mail to [email protected]
What is PwC's value chain?
Learn more at PwC.com - http://pwc.to/1dOzSLw As a professional services firm, PwC doesn't have a typical value chain. Ours revolves around our people. Watch this video to learn more.
Views: 20772 PwC US
What is Supply Chain Management? Definition and Introduction | AIMS UK
Lecture: What is Supply Chain Management http://www.aims.education/study-online/what-is-supply-chain-management-definition/ Its definition and brief introduction. A supply chain is a global network, used to deliver products and services, from raw materials to end customers through an engineered flow of information, physical distribution, and cash.
Views: 483509 AIMS Education - UK
Service Providers: Moving Up The Value Chain
HP, the world's largest technology company, has a history of technology innovation to support new markets. So what is it doing for service providers -- where the rallying call today is differentiate or die? Robert Wigger, Director Service Provider Business / Enterprise Group, EMEA, HP talks to MeetTheBoss TV.
Views: 164 MeetTheBoss
Service PLUS - Value Added Solutions for the Entire Supply Chain
Service PLUS from Trelleborg Sealing Solutions is featured in this Video. It includes solutions for the entire supply chain, from special handling to advanced delivery services to assemblies and machined seals. Trelleborg Sealing Solutions: https://www.tss.trelleborg.com Download our Brochure at: https://www.tss.trelleborg.com/-/media/tss-media-repository/tss_website/pdf-and-other-literature/brochures/service_plus_eng_2016.pdf Worldwide Contacts: https://www.tss.trelleborg.com/en/contact/contact-form
Views: 3788 TrelleborgSeals
Internal Value Creation - Michael Porter's Value Chain in Business Analysis
This video from AnalystZone walks you through Michael Porter's Value Chain. This popular business analysis technique dwells on the fundamental ways to generate value in a typical traditional business firm. It identifies primary activities and supporting activities that drive the firm in creating value internally to the stakeholders/customers.
Views: 153 AnalystZone
Agri Value Chain - Trends and Opportunities
Value chains may include a wide range of activities and day by day the trends in the Agribusiness Industry in India are evolving. From Burning issues to look for in this fast growing sector to the Business potential and opportunities in this sector, this session will explain about the growing opportunities, need for the technology in the space of Agribusiness in India and much more.
Views: 721 TiE Chennai
Architecture Value Chain and Capability Model
This webinar discusses the architecture value chain in conjunction with a supporting capability/service model. Subscribe to the ITMPI to access over 1000+ hours of on demand, PDU approved webinars: http://www.itmpi.org/subscribe Free membership gives you access to over 150 live, PDU approved, educational broadcasts throughout the year at www.itmpi.org/webinars Premium membership gives you unlimited access -- for a period of one whole year -- to over 1000+ hours of archived PDU approved recordings at www.itmpi.org/library Use coupon code YOUTUBE during checkout to reduce your premium membership price from $199 per year to $99 per year. That's a $100 discount. And that's $99 for unlimited PDUs for ONE WHOLE YEAR! CONNECT WITH US: Google+ - http://bit.ly/13TR5FU Facebook - http://www.facebook.com/ITMPI Twitter - http://www.twitter.com/ITMPI LinkedIN - http://linkd.in/1tKbrOB Pinterest - http://www.pinterest.com/itmpi/ ABOUT US: The IT Metrics and Productivity Institute (ITMPI) is an organization dedicated to best practices education in IT management, project management, and software development. Our mission is to pull together the expertise and educational efforts of the world's leading IT thought leaders and to create a single online destination where IT practitioners and executives can meet all of their educational and professional development needs. We also have created the largest repository of high quality, PDU and CDU approved, online education in the world. ABOUT THE PRESENTER: Chris Armstrong, President of Armstrong Process Group, Inc., is an internationally recognized thought leader and expert in enterprise architecture, systems engineering, software development, iterative/agile development, objectoriented analysis and design, the Unified Modeling Language (UML), use case driven requirements, and process improvement. Over the past twenty years, Mr. Armstrong has worked to bring modern management and engineering best practices to practical application at many different private companies and government organizations all over the world. He has worked in many different industries including telecommunications, government/military, aviation/aerospace, financial services, manufacturing, energy/utilities, retail, healthcare/medical devices, education, publishing, real estate, life sciences, and social services.
SKF IT - Propelling change across the whole business value chain.
The industry is undergoing a real revolution. Digitalization is changing businesses and entire industries beyond the point of no return. The true value lies in its transformative power. Something, that Jennie Ravn-Fischer, Program Manager at SKF IT, experienced at first hand. In a mere two years, Jennie and her team managed to design, create and roll out an end-to-end ERP solution at numerous sales and manufacturing units at SKF, as well as implement a CRM tool and a new e-commerce platform. Propelling change across the whole business value chain. The rate of change we are experiencing today is only a pale reflection of what we will see in the next few years. What will the future look like? It’s up to you. Join our team at SKF IT and create pioneering work that will continue to shape the industry for decades to come. Are you tech-savvy and eager to make a change? Then what are you waiting for? Listen to Jennie tell the whole story: SKF is a leading global supplier of bearings, seals, mechatronics, lubrication systems, and services which include technical support, maintenance and reliability services, engineering consulting and training. SKF is represented in more than 130 countries and has around 17,000 distributor locations worldwide. Annual sales in 2017 were SEK 77 938 million and the number of employees was 45 678. Read more on http://www.skf.com Or look at our job openings on https://www.linkedin.com/company/skf/jobs/ Don’t forget to subscribe to our channel to get the latest videos!
Views: 310 SKF Group
How to run Value Chain Analysis in 2018 - 3 Practical Studies
How to run Value Chain Analysis in 2018 - 3 Practical Case Studies A presentation on how to run a VCA in light of digital economy re-writing business models The ongoing digital economy has transformed the traditional business models of companies in various sectors with retail, telecom, media, value based healthcare, hospitality and services industry being the prominent ones. Further, unlike the traditional business models where it is comparatively easier to identify the value creating activities which are contributing to the profits of a company, it is highly challenging in digital companies to identify where value is created and how to measure that value. As a result, how to tax the digital economy has become a hotly contested topic among countries today. Thus, in this age of digitization, it has become of utmost importance for companies to understand how to conduct a value chain analysis which is streamlined for digital businesses. This is of increasing relevance as the classical qualitative methods to conduct a value chain analysis such as a Porter’s type of analyses are redundant for the digital businesses as they do not have standard business processes such as manufacturing, research and development, sales, marketing etc. For example, the e-commerce companies such as Alibaba, Amazon, ASOS, Airbnb, Spotify etc. have completely different value creating factors from those of the traditional players operating in these industries. Thus, the webinar will identify and analyze the differences between the value chain of traditional businesses and digitized businesses to understand the factors/processes which add the element of profitability to the digital businesses. The webinar will: 1. Identify and differentiate between the value chains of traditional and digitized businesses of the following industries: - RetailT - Telecom - Media - Value based healthcare - Hospitality - Services 2. Analyze the techniques used for conducting a value chain analysis. - In general, a the benefits of undertaking a value chain analysis beyond compliance related benefits, for example, controversy management. Speakers - Avisha Sood, Senior Associate, TPA Global, The Netherlands - Anusha Pande, Associate, TPA Global, The Netherlands
Views: 217 MyTPAGlobal
What is Logistics Management? Definition & Importance in Supply Chain | AIMS Lecture
http://www.aims.education/study-online/what-is-logistics-management/ Lecture explains What is Logistics? and What is Logistics Management? Logistics in supply chain management is defined as “the art and science of obtaining, producing, and distributing material and product in the proper place and in proper quantities"
Views: 626141 AIMS Education - UK
How Philips have used their business process outsourcing relationship to move up the value chain
Simone Noordegraaf, Global head of finance operations, Philips explains how Philips have utilised their business process outsourcing relationship to move up the value chain at the Deloitte 2013 Shared Services & BPO Conference - Since 2007, Philips has been focusing on delivering greater value out of its BPO relationship. Could you please share some of that story, from the sale of your shared service centre up to and including the experience today? - You talked about 'moving up the value chain' using BPO, what are the key areas of focus for Philips in delivering this? - How has this helped Philips to improve end-to-end delivery? To see more insights from the Deloitte 2013 Shared Services & BPO conference, visit: http://www.deloitte.co.uk/beinspired
Views: 1817 Deloitte UK
Sustainability at Unilever - The Value Chain
We all need to grow our businesses but not at the cost of the planet. We're teaming up with suppliers, customers and consumers to see how we can all reduce our impact on the world.
Views: 139968 Unilever
Automotive Value Chain 2025+
The automotive industry is in the midst of an historic change right before our eyes. Nearly every day we read in the news about an actual or future shake-up in the market, new business models, or a new value chain. The question is how to deal with this change? Follow us: ● Facebook: https://www.facebook.com/Deloitte.Deutschland/ ● LinkedIn: https://www.linkedin.com/company/deloitte-deutschland ● XING: https://www.xing.com/company/deloitte ● Instagram: https://www.instagram.com/deloittedeutschlandkarriere/ ● Twitter: https://twitter.com/DeloitteDE & https://twitter.com/InnovationDE ● Google+: https://plus.google.com/+DeloitteDeutschland
Views: 4204 Deloitte Deutschland
Daimler: How to get your global supply chain future ready?
Daimler AG aims to lead the market with the latest innovations while creating a sustainable, flexible, and agile IT environment. Look how they deployed a next-generation global order and supply solution with SAP S/4HANA to remain competitive and deliver key capabilities successfully to its business and its valued customers.
Expert Advice Series: Managing Your Products and Services Along the Value Chain
Understanding the value chain for competitive advantage.
Views: 996 ShareAmerica
BROWSE The Internet EASY way with The Audiopedia owned Lightina Browser Android app. INSTALL NOW - https://play.google.com/store/apps/details?id=com.LightinaBrowser_8083351 What is VIRTUAL VALUE CHAIN? What does VIRTUAL VALUE CHAIN mean? VIRTUAL VALUE CHAIN meaning - VIRTUAL VALUE CHAIN definition - VIRTUAL VALUE CHAIN explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. The virtual value chain, created by John Sviokla and Jeffrey Rayport, is a business model describing the dissemination of value-generating information services throughout an Extended Enterprise . This value chain begins with the content supplied by the provider, which is then distributed and supported by the information infrastructure; thereupon the context provider supplies actual customer interaction. It supports the physical value chain of procurement, manufacturing, distribution and sales of traditional companies. To illustrate the distinction between the two value chains consider the following: “when consumers use answering machines to leave a message, they are using an object that is both made and sold in the physical world, however when they buy electronic answering services from the phone company they are using the marketspace—a virtual realm where products and services are digital information and are delivered through information-based channels.” (Rayport et al. 1996) Many businesses employ both value chains, including banks, which provide services to customers in the physical world at their branch offices and virtually online. The value chain is separated into two chains because the marketplace (physical) and the marketspace (virtual) need to be managed in different ways to be effective and efficient (Samuelson 1981). Nonetheless, the linkage between the two is critical for effective supply chain management. In the last decade the advancement of IT and the development of various concepts in manufacturing, such as 'just In time (JIT) have led to the situation where businesses no longer focus purely on the physical aspect of the value chain as the virtual value chain became equal in importance. Michael Porter stated that no value is added by the Internet itself, however the Internet should be incorporated into the business’ value chain. As a result the Internet affects primary activities and the activities that support them in numerous ways. Porter describes the value chain in the following: “The value chain requires a comparison of all the skills and resources the firm uses to perform each activity.” The products and services the business supplies to the market need to conform to a channel that fits the customer’s needs. Therefore this channel controls the strategy of the business. The channel comprises different events, and each of these events should accord with the overall strategy of the business. In the virtual value chain (VVC), information became a dynamic element in the formation of a business’ competitive advantage. The information is utilized to generate innovative concepts and ‘new knowledge’. This translates to new value for the consumer. The VVC model reveals what function they have in the chain. If they are not currently offering information-based services (i.e. Internet services), how they can make the transition. The transfer of information between all events and among all members is a fundamental component in using this model. In the VVC the creation of knowledge/added value involves a series of five events: gathering, organization, selection, synthesis, and distribution of information. Businesses implement value-adding information by using the three stages of the Rayport and Sviokla model: 1. Visibility—By using information, businesses learn the ability to view physical operations more effectively. This means that the foundation for the virtual value chain is used to co-ordinate the activities of the physical value chain. Furthermore, with the assistance of IT, it is then fully possible to plan, implement, and assess events with greater precision and speed. 2. Mirroring capability—Businesses recreate their once-physical activities for virtual ones by producing a parallel value chain in the marketspace. In other words, the business moves the value-adding activities from the marketplace to the virtual marketspace.
Views: 182 The Audiopedia
Porter's Generic Value Chain Model
Learn more about Porter's Value Chain at www.mindtools.com/porters-chain Discover strategy expert Michael Porter's model to help you to identify and maximize value in your organization. Learn about Primary and Support activities and sub-activities, and how they affect each other. And reduce the costs of creating value, so that your profit margin can grow. Enjoy watching and sharing!
Views: 42608 MindToolsVideos
Just in Time by Toyota: The Smartest Production System in The World
Whenever you buy a complex piece of equipment such as a TV or a car, do you ever wonder: how exactly did they put this all together? This video analyzes Toyota's Just in Time production system. Well, ever since the industrial revolution, that “how” has been a vital question for many businesses. Today, we’re going to look at how in post-war Japan, Toyota helped to create one of the smartest production systems that we have, named “Just In Time”. We’ll look at how it works and how you can apply the philosophy and practises to many other areas of business too. After World War 2, Japan faced some difficult problems; they didn’t have a lot of cash, resources were scarce, and there wasn’t a lot of free land to expand factories. However, Taiichi Ohno at Toyota managed to turn these problems into advantages by slowly creating the Just In Time system. The idea didn’t all come at once, it’s more that through the 50s and 60s, various changes were implemented and improved until the 70s were the wider world began to realise the benefits and start to adopt a similar approach. So, what is Just In Time? Watch the video to learn more. -----------------Support the channel: Support this channel: https://www.patreon.com/alexberman SUBSCRIBE for more videos like this: http://youtube.com/alxberman?sub_confirmation=1 Check out our Digital Agency Marketing Podcast: https://itunes.apple.com/hr/podcast/digital-agency-marketing-1/id1200614219?mt=2&ls=1 Need lead generation or marketing support for your agency? Check out http://experiment27.com . /// R E S O U R C E S Get the sales and service agreement we use to close business (free client contract template) [$1,000 value]: http://bit.ly/2mpyFLs Get the actual questions we use to qualify clients on the first call: https://experiment27.lpages.co/discovery-call-structure-and-questions/ Free Sales Courses: https://experiment27.teachable.com/ __ /// MORE FROM ALEX Subscribe for more videos: http://youtube.com/alxberman The Alex Berman Podcast: https://itunes.apple.com/hr/podcast/digital-agency-marketing-1/id1200614219 __ /// WORK WITH ALEX More enterprise clients for your agency: http://experiment27.com Turn your book into a documentary: https://loreliapictures.com/ Book a one on one with Alex: http://experiment27.com/consult __ /// BUSINESS INQUIRIES: For sponsorships you can reach me at: [email protected] __ /// R E S O U R C E S Get the sales and service agreement we use to close business (free client contract template) [$1,000 value]: http://bit.ly/2mpyFLs Get the actual questions we use to qualify clients on the first call: http://bit.ly/2vqZCyK Get the proposal template you can use to sell 5 and 6 figure deals: http://bit.ly/2NqiPJw Free Sales Courses: https://experiment27.teachable.com/ __ /// WORK WITH ALEX More enterprise clients for your agency: http://experiment27.com Turn your book into a documentary: https://loreliapictures.com/ Work one-on-one with Alex: http://experiment27.com/consulting __ /// SHIRTS & HOODIES http://wohello.com __ /// MORE FROM ALEX Subscribe for more content like this: https://www.youtube.com/user/alxberman?sub_confirmation=1 The Alex Berman Podcast: iTunes: https://itunes.apple.com/us/podcast/the-alex-berman-podcast/id1200614219?mt=2 Spotify: https://open.spotify.com/show/6fnAZkjzRhtPYvsZkcMmjK?si=7gwE0NuPSqSMFpGM9MskGg __ /// BUSINESS INQUIRIES: For sponsorships you can reach us at: [email protected]
Views: 63732 Alex Berman
Restructuring the Value Chain
As Head of Relations of Xchanging's Financial Services Sector, Andreas Povel is responsible for the positioning of the Xchanging service offering in target market segments. This includes the qualification and development of senior management contacts and business opportunities as well as media relations, events, and incentives.
Views: 108 fsokx
International Trade and Supply Chains
Global trade in the 21st century often includes and relies on international supply chains. Companies split the production of goods and services among many countries, creating supply chains that reduce overall costs. http://www.imf.org/fandd
Views: 16303 IMF
Simplifying the IT Value Chain, HP Presentation
Hear from Jonathan Martin, worldwide VP and general manager of HP's Information Management solutions business as he discussed how to optimize the IT value chain. Watch more videos like this at http://beta.kyte.com/trial/accela/channels/455361/1196864
Views: 752 ITbriefingcenter
Business Circle: Moving Up The IT Value Chain
Business Circle managed to catch up with several panel members of the International Advisory Panel, a panel that advises the Government on the Multimedia Super Corridor and its related execution. Members of the panel include industry leaders such as Huawei, Intel and Paypal. Business Circle talks to Gregory Bryant, Vice President, Sales & Marketing Group & General Manager of Intel. We also hear from Faraz Ahmed who is General Manager of Paypal Asia. Last but not least, we hear what Guo Jun Feng, Senior Vice President of Huawei Technologies Co . Ltd has to say about Huawei's first International Hua Wei Training Centre in Malaysia. The panel members said that Malaysia remains an important platform for their products and services because of several reasons. First, the high take-up of smart devices enables them to push mobile solutions on a large scale. Second, the evolution of the infrastructure and development of the talent pool means that Malaysia is now an important originator of its own products and services. For more on Shaping the Malaysian Marketplace head to http://www.businesscircle.com.my/
Views: 957 ETP Roadmap
Insetting Gathers Momentum - Creating Value in Supply Chains & Ecosystems
Insetting now looks set to take off as a new business supply chain and carbon management approach. This 101 Vision explains insetting, based round a gathering of thought leaders. Carbon Insetting is an innovative new way for businesses to manage their Carbon Footprint and invest in Supply Chain Sustainability. This new way of creating value in the Supply Chain enhances a business’ 'ecosystem' through strengthening supplier relationships, and at the same time, tackling deforestation and reducing carbon emissions. Plan Vivo recently held a capacity building event in London to discuss the opportunities and challenges of insetting with project developers, researchers and businesses. "Thank you everybody for coming here today, to our big Insetting event 'Insetting within your Value Chain', organized by the Plan Vivo Foundation." Insetting creates long-term positive change by compensating for the social and environmental impact of a business within its own Supply Chain. While Carbon Offsetting allows companies to manage their Carbon footprint, Insetting is a way to do this with additional benefits for the business. Businesses partner with communities that fall within their sphere of influence or that they purchase commodities from and then together they develop new projects that reduce carbon emissions. These projects not only benefit the local ecosystems and the community, but increase supply chain stability for the business. "We hear time and again in our conversation with Green Mountain, Ben and Jerry's and others, that they are already investing and want to invest back in their Supply Chain as part of their overall concern about the sustainability of supply over time." Business is rapidly waking up to the need for action on climate change and deforestation, but for many action and expenditure is still not directly linked to the core operations of the business. Insetting has the potential to fast-track action as it provides multiple benefits to businesses as well as to the environment and to local communities. For example, Nespresso are working with Pur Projet on ambitious tree planting programs with coffee farmers in Colombia and Guatemala. "We started with Nespresso last year with two pilot projects, one in Colombia and one in Guatemala. The program objective is to plant 10 million trees within 2020; to fully inset the footprint of Nespresso." By working within their own Supply Chains, businesses can gain insight into their operations, strengthen relationships with local suppliers, improve the stability the local ecosystems and ensure long-term quality. "By explaining to them and I'm not just there with them for three years, but for a long time. This makes the people happy because they feel like they have got support and support that is trying to understand very well how they live." The first step when Insetting is to establish the Carbon Footprint as well as looking at other social and environmental impacts of a business. Organizations then map out the relationships that they have within their own business ecosystem. What they're looking for is opportunities to create new projects with people that they already work with. The growing network can provide know-how and shared experience to make this easier. These are long-term projects, often developed and implemented over many years. The business provides finance for the project and for the work done by local communities. Projects can be certified by voluntary Carbon Standards like Plan Vivo. For example, Green Mountain Coffee Roasters recently teamed up with Catholic Relief Services to develop a coffee Insetting project in Nicaragua, under the Plan Vivo Standard. The coffee industry is a focus for early Insetting projects. Source Climate Change coffee have already seen the benefits from working with farmers in Mexico and Insetting is core to the conservation let brand. Communities who supply businesses also share in the success of Insetting. Plan Vivo have produced the first guidance manual for businesses who are looking at Insetting. This was launched at the recent networking event in London. An international platform for Insetting is currently being developed to speed the integration of the idea into business and get really clear on best practice as more and more organizations align with the communities and ecosystems that underpin their success.
Views: 2144 101VISIONS
The benefits of global business services adoption
Nick Prangnell, Director and Global Business Services lead, Deloitte UK explains the benefits of global business services adoption at the Deloitte 2013 Shared Services & BPO Conference - What kind of benefits can organisations potentially unlock through the adoption of a Global Business Services approach? - How do you go about building a business case for Global Business Services? How do you gain buy-in from Executive level sponsors? To see more insights from the Deloitte 2013 Shared Services & BPO conference, visit: http://www.deloitte.co.uk/beinspired
Views: 1457 Deloitte UK
The Six Professionals in the Construction Value Chain
This animation video gives you a quick overview of how the roles and responsibilities of each of the six main professionals in the construction value chain interact and come together to construct a building from blue-print to reality. The main tasks of each of these professionals will be explained in a simple yet comprehensive manner. The six professionals are: Architect, Civil and Structural Engineer, Mechanical and Electrical Engineer, Project Manager, Quantity Surveyor and Facility Manager.
Views: 238867 BCAsingapore
Process Design Services: Restructuring Processes for the Product Value Chain: Xavor Corporation
The ability to think critically about processes while designing them and keeping the overall impact is an important skill needed for almost everyone that is part of the product value chain. This includes individuals responsible for running all or parts of a business function or department; managing the implementation of a system; or managing work with internal or external partners. During this webinar, you will learn about the essential tools for thinking about process design. To learn more visit: xavor.com.
Views: 174 Xavor Corporation
SAP IoT Application Services Overview
Soon 50% of new business processes will incorporate the Internet of Things and more than 50 billion things will be connected to the global value chain. How do you transform live data into new value? Change the nature of how you work and create live business with SAP IoT Application Services. Learn more, visit http://www.sap.com/IoT
Views: 9691 SAP
IBM and Maersk demo: Cross-border supply chain solution on blockchain
Demo of how IBM and Maersk are digitizing and simplifying global trade to create trust and transparency in the supply chain using blockchain technology--a distributed, permissioned platform accessible by the supply chain ecosystem designed to exchange events data and handle document workflows. The example shows how shipping flowers can create trust and security in a digitized workflow while improving efficiencies of global supply chains. LINKS What is blockchain?: https://ibm.co/2OhrYWc Get a free guide to getting started with blockchain: https://ibm.co/2LMK7tp IBM Blockchain Platform Starter Plan – now in GA: https://ibm.co/2mJmVS0 Develop. Govern. Operate a blockchain network: https://ibm.co/2uQCbAQ #Blockchain #Technology #SupplyChain
Views: 130160 IBMBlockchain
Duck Value Chain
HELVETAS Swiss Intercooperation, an international NGO, works in the domains of rural economy, water and infrastructure, environment and climate change, governance and peace, and skills development and education. Its main activities in about 30 countries consist of the planning and implementation of development initiatives as well as the provision of thematic advisory services. Samriddhi undertook farm and non-farm value chain studies in August 2010 to identify key constraints of the market systems which have since been addressed by the project. Nine value chains in the field of agriculture, livestock, fisheries and crafts, form the technical core element of Samriddhi. 9 value chains promoted by Samriddhi are bull fattening, chicken, duck, milk. fish, fruit, Medicinal plant, vegetables and cotton crafts. The project selected value chains based on a set of criteria considering inclusiveness of poor and extreme poor men and women, growth potential and sustainability. chain value value chain analysis value chain example what is value chain analysis value chain example importance of value chain industry value chain value chain template ways of economic empowerment example of economic empowerment examples of economic empowerment economic empowerment through agriculture economic empowerment programs marketing strategies in rural areas products for rural market types of distribution channel in rural marketing rural products list value chain implementation value chain in poultry business poultry value chain value chain of poultry industry value chain in poultry farming value chain analysis of poultry industry value chain analysis example
Views: 195342 Helvetas Bangladesh
Unilever Case Study Video - IBM Global Process Services
This animated video brings to life the exciting story about Unilever and their European finance transformation working with IBM Global Process Services. In context, consumer product companies are now facing serious -- and unprecedented -- challenges. Creating growth and innovation in such a difficult environment requires a new approach -- and strategic changes in business processes. Unilever Europe was able to build a flexible and agile delivery model that not only created greater economies of scale but also helped drive future business development by building and sharpening their brand in markets around the globe. This approach to financial transformation is now being implemented with equally successful results across all Unilever businesses and markets, globally. About IBM: ►Visit the IBM Consulting website: http://ibm.com/consulting ►Follow IBM Consulting on Twitter: http://twitter.com/ibmgbs ►Subscribe to our channel: https://www.youtube.com/subscription_center?add_user=consulting ►Read our blog: http:///ibm.com/blogs/insights-on-business/gbs-strategy/
Views: 1129 IBM Services
Raunak Onkar talks about the evolution of the Media Value Chain
Financial Opportunities Forum (January 9th, 2018) Raunak Onkar talks about the evolution of the Media Value Chain as streaming & subscription services have started to dominate viewers' wallet share & argues about its effect on linear TV consumption. The presentation is available here for download: https://amc.ppfas.com/pdf-docs/fof/raunak-onkar-streaming-businesses-jan-2018.pdf Disclaimer: Viewers should assume that PPFAS's Clients, PPFAS, its Directors, Employees have investments in the stocks and Mutual funds which are spoken about (long investment positions). We do not short stocks or indices. We do not speculate in Futures and Options.
Views: 2900 PPFAS Mutual Fund
Where is Value in the HR Supply Chain?
David Frayer of the Michigan State University Eli Broad Graduate School of Management speaks on where value resides in the supply chain along with how service supply chains differ from traditional ones, why they are important to businesses and the challenges business and procurement professionals face today.
Views: 498 Talent Project
Strengthening the BOP Value Chain
The base of the pyramid serve as critical links in many companies' business value chain -- as suppliers, distributors or retailers of goods and services. Successful inclusive businesses invest in building their BOP value chain, realizing that strengthening their own value chain ensures their own sustainability and scalability. This session will explore approaches companies commonly employ-- including capacity building and financing the BOP -- to strengthen their value chain. This video includes presentations from and discussion with Cristine Handel, Consultant, Tribanco and Adedapo Omoni, CFO, Food Concepts Plc., moderated by Marcos Vaena, Operations Officer, IFC
Views: 108 InclusiveBusiness
What is PROCUREMENT? What does PROCUREMENT mean? PROCUREMENT meaning, definition & explanation
Do you travel a lot? Get yourself a mobile application to find THE CHEAPEST airline tickets deals available on the market: ANDROID - http://android.theaudiopedia.com - IPHONE - http://iphone.theaudiopedia.com or get BEST HOTEL DEALS worldwide: ANDROID - htttp://androidhotels.theaudiopedia.com - IPHONE - htttp://iphonehotels.theaudiopedia.com What is PROCUREMENT? What does PROCUREMENT mean? PROCUREMENT meaning - PROCUREMENT pronunciation - PROCUREMENT definition - PROCUREMENT explanation - How to pronounce PROCUREMENT? Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. Procurement is the act of finding, acquiring, buying goods, services or works from an external source, often via a tendering or competitive bidding process. The process is used to ensure the buyer receives goods, services or works the best possible price, when aspects such as quality, quantity, time, and location are compared. Corporations and public bodies often define processes intended to promote fair and open competition for their business while minimizing risk, such as exposure to fraud and collusion. Almost all purchasing decisions include factors such as delivery and handling, marginal benefit, and price fluctuations. Procurement generally involves making buying decisions under conditions of scarcity. If good data is available, it is good practice to make use of economic analysis methods such as cost-benefit analysis or cost-utility analysis. An important distinction should be made between analyses without risk and those with risk. Where risk is involved, either in the costs or the benefits, the concept of best value should be employed. Procurement activities are often split into two distinct categories, direct and indirect spend. Direct spend refers to production-related procurement that encompasses all items that are part of finished products, such as raw material, components and parts. The first category being direct, production-related procurement and the second being indirect, non-production-related procurement. Direct procurement, which is the focus in supply chain management, directly affects the production process of manufacturing firms. In contrast, indirect procurement activities concern “operating resources” that a company purchases to enable its operations. Indirect procurement comprises a wide variety of goods and services, from standardized items like office supplies and machine lubricants to complex and costly products and services;, like heavy equipment, consulting services, and outsourcing services. Procurement is one component of the broader concept of sourcing and acquisition. Typically procurement is viewed as more tactical in nature (the process of physically buying a product or service) and sourcing and acquisition are viewed as more strategic and encompassing. The Institute of Supply Management defines strategic sourcing as the process of identifying sources that could provide needed products or services for the acquiring organization. The term procurement used to reflect the entire purchasing process or cycle, and not just the tactical components. ISM defines procurement as an organizational function that includes specifications development, value analysis, supplier market research, negotiation, buying activities, contract administration, inventory control, traffic, receiving and stores. Purchasing refers to the major function of an organization that is responsible for acquisition of required materials, services and equipment. The United States Defense Acquisition University (DAU) defines procurement as the act of buying goods and services for the government. DAU defines acquisition as the conceptualization, initiation, design, development, test, contracting, production, deployment, Logistics Support (LS), modification, and disposal of weapons and other systems, supplies, or services (including construction) to satisfy Department of Defense needs, intended for use in or in support of military missions. Acquisition and sourcing are therefore much wider concepts than procurement. Multiple sourcing business models exist, and acquisition models exist.
Views: 65693 The Audiopedia
Boeing transforms their supply chain processes using Oracle BPM
Boeing transforms their supply chain processes for Global Services & Support division with a 38% reduction in proposal and development costs using Oracle BPM Suite 11g with Oracle Distributed Order Orchestration & Oracle Fusion Product Hub
Views: 2446 oraclefusionmiddle
Transforming the Value Chain - How Smart, Connected Product Are Transforming Companies
PTC President and CEO and co-author of How Smart, Connected Product Are Transforming Companies, introduces the impact of IoT on business functions across the value chain: Product Development, After-Sales Service, Marketing and Sales, and Security
Views: 705 PTC
SmartWay for Logistics Service Providers: Delivering Greater Value in the Supply Chain
NOTE: If you need captions, please click the CC button on the player to turn them on. Third party logistics service providers connect shippers and freight carriers, and create more value in the supply chain when they join SmartWay! Through SmartWay logistics service providers can enhance their services with analyses that include efficiency and emissions reports that clients can integrate into their sustainability planning. For more information about how EPA SmartWay and its partners are improving freight efficiency in the supply chain visit https://www.epa.gov/smartway. For more about EPA: http://www.epa.gov/
Buying business services
This short film, will take you through the process of buying services.
Views: 217 jens johansen
Uber Value Chain
-- Created using Powtoon -- Free sign up at http://www.powtoon.com/youtube/ -- Create animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video. PowToon's animation templates help you create animated presentations and animated explainer videos from scratch. Anyone can produce awesome animations quickly with PowToon, without the cost or hassle other professional animation services require.
Views: 66 Anhar Rassa
DWS15 - Thierry BONHOMME, Orange Business Services - Digital infrastructure
"Digital infrastrucutre: from ultra-fast networks to predictive analytics How far should telcos go in helping their vertical clients in their digital transformation? The tremendous focus that businesses are putting on their digital transformation represents a real opportunity for telcos. But they are also having to contend with veteran IT companies and new disruptors. Just how far along the value chain can they go with their customers, and what strategic partnerships will they need to establish? Where does the value-added lie in cloud, IoT and Big Data markets? What are enterprises’ new demands and expectations? Which vertical industries are the most developed? What benefits do size and geographical footprint bring to players in these markets? "
Views: 911 IDATE DigiWorld
√ Strategic Role of Operations Management | Business Studies
#iitutor #BusinessStudies #OperationProcess https://www.iitutor.com Strategic means affecting all business functions. The strategic role of operations management is to contribute to the direction and plan of the business. The main goal of business is to minimise costs to maximise profits. A strategic role of operations is the management of costs. The different operations costs for a business are: Input costs, Labour costs, Processing costs, Inventory costs, Quality management. • Cost leadership aims to have the lowest costs and be the most prices competitive in the market. The business must still be profitable. Operations Management therefore must find ways to reduce costs in production. Example: Bunnings. A business can cut costs by increasing the scale/size of the business. How? By buying in bulk, the business is able to negotiate lower costs per unit. Goods/service differentiation: Tangible – they can be seen and touched. Tend to be standardised. Can be owned and transferred between people. Can take considerable time between production and consumption. Easy to determine costs by calculating inputs and adding margin. Services: Intangible. Generally customised. Cannot be owned. Production and consumption occurs at the same time. The value of a service depends on what the consumer is prepared to pay. Product Differentiation. Operations must find a way to distinguish their products from their competitors. This gives them a competitive advantage. This will differ between goods and services. Product Differentiation: Goods. Varying the actual product features. Operations search for ways to make their product features attractive to the consumer. Varying product quality. Making a low quality alternative to attract a different group of consumers. Varying the augmented features. This refers to add-ons or additional benefits. Product Differentiation: Services. Varying the amount of time spent on a service. Example: Hair salons. Varying the level of expertise brought to a service. Some service providers will offer a higher level of expertise. Varying the qualifications and experience of the service provider. This can be an important factor when consumers are choosing their service provider. Varying the quality of materials/ technology used in service delivery. Computer Aided Manufacturing (CAM). Medical technologies. Cross Branding: Operations may choose to offer consumers added benefits from a cross-branding arrangement.
Views: 33245 iitutor.com

Bayer back and body 500mg
Low dose naltrexone 4 5 mg nedir soussi
Midterm generic lipitor
Minocin akne 50 mg nebenwirkungen blutdrucksenker
Amk 1000 mg