Consumer products: Literature

Market forces are leading to a global consumer marketplace that will look radically different in 2010 than it does today. Traditional mass market strategies will be eclipsed by unprecedented consumer diversity, market polarisation and mega-retailer dominance.

With increased pressure from consumers and retailers, consumer products companies can no longer afford to operate linear, "one size fits all" supply chains. What steps must consumer products companies take to help ensure that their supply chains efficiently respond to demands?

How can consumer products manufacturers and retailers fundamentally change the way they conduct business to dramatically improve operational efficiencies and deliver differentiated value to their trade partners and consumers in the rapidly changing ecosystem of the future?

A gentle decline into a sedentary old age threatens the consumer products industry, requiring a powerful counterpunch. The prescription is to realign the core goals of consumer products companies and to increase leverage with retailers.

This survey identifies current practices, captures significant trends and establishes operational performance benchmarks in five key areas of supply chain management (SCM): new product development, supply chain planning, customer order management, procurement and logistics.

Very broadly, the goal of customer segmentation is to know your customers better, and to use that knowledge to enhance corporate profitability. Companies paying attention to customer segmentation are reaping rewards.

What are the different models for data synchronisation and what steps do industry participants need to take to begin exploiting data synchronisation's promised benefits?

The race for leadership has become more difficult for companies in all industries. Not only has the competition become tougher, but the very rules of the race are changing. Can companies achieve sustainable advantage in this environment?

E-procurement systems have substantially reduced requisition costs and increased internal efficiencies. But the true benefits result from incorporating procurement into a supply chain strategy and building stronger linkages to suppliers and electronic marketplaces.

Electronic bill presentation and payment (EBPP) has reached a point where companies no longer ask whether they should take strategic advantage of this billing process. They are asking, 'How?'

Faced with the increasingly complicated and changing marketplace, companies of all sizes are finding that two companies working together can often be better than one company competing alone.

The role of the corporate Chief Financial Officer is evolving. CFOs are moving beyond their traditional role of external reporting and are increasingly being asked to help guide and improve business performance. So how are CFOs responding?

This study of 151 Australian CIOs reveals the depth of thinking and strategic direction among those dedicated and determined to make a lasting contribution to the vision of their CEO, increasing the value of IT investments and creating competitive advantage.

More than ever, government decisions have long-lasting impact on privacy, security, safety, efficiency, effectiveness and, of course, customer satisfaction. In short, national and global events have raised the bar on expectations from government.

It is possible, in today’s environment, to fully engineer a company from a strategic point of view in a way that was unthinkable five years ago.

The HR function was more “traditional” 5-8 years ago, but has become more strategic with the company's strategic initiatives... but, the business units will not let HR be strategic unless they deliver operations well. Find out how IBM can change you handle HR.