Consumentenproducten: Literatuur

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?

Is your company ready to grow? Do you know why the next consumer will buy from your company, or buy from your competitor? Can you win more share in your market without knowing why you don't win every consumer?

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.

In its recent research study on CRM Done Right, IBM set out to understand what separates companies that are successful with their CRM efforts from those that are not successful. The results of the survey pointed to the fact that achieving success with and driving value from CRM is no small task.

To understand how companies currently are addressing language translation related to knowledge management, the IBM Institute for Business Value conducted over 20 in-depth interviews with a cross-section of Fortune 500 companies and government agencies.

Large-scale outsourcing can help IT departments cut their budgets by more than 40%, but IT departments must pursue a range of options.

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.

A key aspect of satisfying customers, and one that companies can decisively influence, is New Product and Service Development (NPSD).

New accounting guidelines will force consumer product manufacturers to classify much of their consumer and trade promotion expenses as a reduction in revenue. What are the strategic and operational implications of these changes for CPG firms?

The beginning of the twenty-first century marks the era in which the structure of business begins to reflect fully the changes brought about by the information age.

A gentle decline into a sedentary old age threatens the CPG industry, requiring a powerful counterpunch. The prescription is to realign the core goals of CPG companies to establish much-improved importance with consumers and to increase leverage with retailers.

Remember the impact of the barcode some 25 years ago. Auto-ID is the next generation of product identification and tracking - a revolutionary advance that is on the verge of transforming the value chain.

Though companies are understandably reluctant to tackle the issue of rising trade funds investment costs, new tools and techniques can help them regain control.