Transcript: STRENGTHS Combination of catalog protective products and custom molding capabilities is a differentiator Qualified vendor at most medical device manufacturers Brand recognition in the Design Engineering community Quality system that understands needs of medical customers Library of standard materials with supporting certifications increases customer’s confidence and expedites approval WEAKNESSES Lack of clear direction on types of opportunities to pursue Sales team’ technical sales capabilities Industrial manufacturing company trying to add Medical Capabilities (e.g. automation, cleanliness) organically, competing against specialized, existing Medical Molders Significant gaps in non-protective/functional catalog product offering Lack of Strategic sourcing to support Long quote turnaround on custom opportunities THREATS Updated costing on cannulas shows this is not profitable and we will likely lose all of this revenue ~$500K in addition to $550K already lost Long sales cycle and frequency of product development stalls/cancellations Decline in number of new product introductions due to FDA (recalls and slower 510k/PMA) Low cost off shore sources for functional products Directives to move away from vinyl OPPORTUNITIES Promote Extrusion capabilities to support orthopedic and other packaging Traditional and Specialized materials Focus on Custom, Manufactured Silicone Poor market perception of Qosina due to pricing Show how things would improve Pro Conclusion Con SWOT EXAMPLE Describe the next steps Describe the desired state Get your audience excited Idea 2 Pro Pro Con Con Refer back to the pros and cons Idea 1 How problems can be resolved Pro Describe the idea you think is best Strategy Recommendation What if we do nothing? Medical Segment Dashboard Based on Jim Harvey's speech structures Explain how it will help Con
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Transcript: Staging and pacing refer to the sequence and speed of strategic moves. Staging choices typically reflect available resources, including cash, human capital, and knowledge. Several factors such as, resources, urgency, credibility, and the need for early wins should drive staging decisions. Thierry Baril Chief Human Resources Officer Airbus Group & Airbus Military Aircraft Tom Williams Executive Vice President Programmes 1. First, there is configured wingspan which has longer and slimmer wings that make it better glide through the skies, as the flow of air over the wing surface reduces drag and in turn, improves fuel efficiency. The economic logic element reflects how all the pieces tie together in a way that satisfies key stakeholders. Economic logic for profit-oriented firms can take the form of scale economies, scope economies, premium pricing or some combination of these. Toulouse, France cheap price 7. The empennage (tail section of the aircraft) is U-shaped, acting as a shield to reduce external noise pollution. The concept plane does not use a vertical tail, as seen on the planes of today. Vertical tails are required when engines are installed on the wings as they provide directional stability in case of engine failure. The engines of the future will have no risk of failure, eliminating the need for a vertical tail. Fabrice Brégier President and Chief Executive Officer VISION AND MISSION - In early 1970s, Boeing faced a host of problems - Boeing's market share (70% in early 1970s) began to decline when Airbus Industry was formed - By the end of 1977, Boeing was affected by Asian Economic crisis and lost 17% of its market share. - Boeing's internal problems are excessive bureaucracy, redundant manufacturing process, and outdated information technology setup. Harald Wilhelm Chief Financial Officer Airbus Group & Airbus Alliance Eliza Tan Irene Janice Agatha Nadia Karlina Wirhan Pandutama Freighter Aircraft EXECUTIVE COMMITTEE MEMBERS 1. GERMANY: Hamburg, Bremen, Stade, and Buxtehude 2. FRANCE: Toulouse, Toulouse Saint-Eloi, The Saint-Nazaire and Nantes 3. UK: Broughton site (North Wales) and Filton 4. Spain: Getafe, Illescas, and Puerto Real Boeing's Problem VARIETY OF AIRBUS Technology The “Xtra” flight experience Geographically, Airbus which headquartered in Toulouse, France, continues to grow on an international scale, with final assembly lines in Europe and China – to be joined by the U.S. It is a truly global enterprise with an active workforce of 61,000 around the world, fully-owned subsidiaries in the United States, China, Japan, India and the Middle East, and spare parts centres in Hamburg, Frankfurt, Washington DC, Dubai, Beijing and Singapore, training centres in Toulouse, Miami, Hamburg and Beijing and more than 150 field service offices around the world. Airbus also relies on industrial co-operation and partnerships with major companies all over the world, and a network of some 2,000 suppliers in 20 countries. There are family or passenger aircraft, corporate jet, freighter aircraft, and military aircraft. This diverse aircraft line-up provides airline customers and other operators around the globe with tailored solutions to meet the needs of any market – from low-cost and full-service carriers to the air freight, VIP transport and military airlift segments. Acquisition Acquisition to create the best and safest aircraft Type Subsidiary Industry Aerospace Founded 18 December 1969 (as Airbus Industrie) 2001 (as Airbus SAS) Founders Bernard Lathière, Roger Béteille, Henri Ziegler Headquarters Blagnac, France Area served Worldwide Products Commercial airliners (list) Revenue Increase €33.10 billion (FY 2010) Net income Increase €1.597 billion (FY 2008) Employees 63,000 Parent Airbus Group (formerly EADS) Subsidiaries Airbus Corporate Jets Airbus Operations S.A.S. Airbus ProSky Website www.airbus.com Coroporate Jets ECONOMIC OF LOGIC Airbus builds highly capable freighters to fulfill a full range of cargo lift requirements. The freighter aircraft types are A330-200F, A380F, Beluga and A330P2F freighters set new standards in the general and express freight markets. to meet the needs of airlines and operators by producing the most modern and comprehensive aircraft family on the market, complemented by the highest standard of product support Product Line 3. State of the art In-Flight Entertainment All Airbus aircraft, from short-medium range A320 Family up to ultra-long range A380, can be fitted with the latest state-of-the-art In-Flight Entertainment (IFE) systems offering passengers individual screens with audio and video on demand throughout the cabin with access to hundreds of high quality audio and video programmes. In addition, passengers can enjoy satellite live television broadcasts, outside live views from landscape cameras and access the internet from their individual monitor. Vehicles identify the degree to which the strategy relies on internal development efforts relative to partnering
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Transcript: Presented by Muhammad, Violet, Iris, Felicity, and Aiden STRATEGY FOR CONTINENTAL Introduction Our team Name Title Name, Title Name Title Name, Title Name Title Name, Title Details about strategy Offering Questionnaire Solution Strategy Strategy diamond Economic logic Staging Competitive Advantages Differentiators Vehicles Arenas Case Study Before After Recommendation References Q A & Thank you
Transcript: Goals: What change needs to happen? Advocacy Capacity Benchmarks collaboration and alignment new champions organizational visibility or recognition more or diversified funding new donors partnerships or alliances new advocates organizational capacity Policy Change Benchmarks attitudes or beliefs media coverage awareness political will issue reframing public will Vision: What do we want to see? Examples: policymakers, -NGO -media -grassroots -business -candidates Examples: placement on policy agenda policy adoption policy blocking policy maintenance policy implementation Tactics/Activities: How will we get it done? Examples: economic climate elections issue competition. political climate potential partners/competitors/opponents prior experience/institutional knowledge Explain how these factors will impact your ability to succeed in your goals. Context: What else is happening? Inputs: What do you have? What do you need? Organizational Capacity Building fundraising staffing and leadership development - infrastructure development - skills development Preparation/Planning goal setting message development problem assessment landscape mapping partner development strategy development materials development policy assessment Achievable steps to take in the intermediate that work toward the aforementioned goal and reflect FCNL’s unique position to influence and shift current policy, procedure, attitude or service. This is attainable in a defined timeframe. Timely, measureable and realist action steps taken to move pieces of a strategy to achieve an objective. A world free of war and the threat of war. Objective: What steps will lead to the change? Policy and politics activities: lobbying relationship building with policymakers candidate education, issue/policy analysis and research policy proposal development Communications and Outreach: briefings/presentations coalition and network building conferences grassroots organizing and mobilization voter registration paid media social media earned media An identified outcome that reflects a shift in current policy, procedure, attitude or service that may or may not be attainable on its own in a given timeframe. FCNL Change Strategy Template Benchmarks: How will we know we’re on the right track? Audiences: Who can make it happen?
Transcript: How will we WIN in the marketplace? Image Customization Price Product styling Reliability Speed to market Safety VEHICLES What's missing in all the buzz is understanding what actually constitutes a strategy. How will we obtain our returns? Much like a diamond ring represents a clarification of the direction and commitment of a relationship, strategy provides this for a company. Off•Grid:Electric will achieve its returns through low price and scalability LED lights that are 50X brighter More reliable payment method Product fits more closely with consumer wants Local tech and phone support Price is same or cheaper than kerosene VEHICLES DIFFERENTIATORS STAGING The Strategy Diamond framework explains just that DIFFERENTIATORS The strategy diamond framework is a useful tool to create or test your company's framework. There are five elements to consider when using this model. Where will we be active? Product categories Market segments Geographic areas Core technologies Value-adding stages STAGING Obtain premium prices by offering customers a difficult-to-match product Must reside on the cost side of the profit equation To get there, Off•Grid:Electric should consider an acquisition of African Solar Rise, bringing together Off•Grid's funding and value chain with ASR's knowledge base. A strategy developed through the use of the strategy diamond framework is more cohesive, comprehensive and likely to succeed than strategy developed without consideration of its five key elements. APPLIED BUSINESS CASE Off•Grid:Electric will serve rural African communities, specifically those off the power grid infrastructure Product category is "Solar as a service" Replaces kerosene with a cleaner, safer power source Value creation stages include product design, selling, serving, overall value chain Presented by: Kristin Edwards, Roger Flick, Carrie Meyer & Wade Wingler A diamond's strength, clarity and weight are important. We know a business needs one. Are you sure you have a strategy? CONCLUSION Bringing clean, safe power to rural African communities ARENAS Strategy has become a buzzword Let's walk through them together. Off•Grid:Electric will power 10 million rural African homes within 10 years through developing, marketing, distributing and servicing low-cost solar products. We leave you with this thought ... So what makes up a good strategy? What are its parts? A brighter, safer power source is a key differentiator. The properties that make a diamond valuable are what make strategy valuable, too. THEORY ARENAS Off•Grid has gained funding from at least 3 strong sources Must now focus on aligning its production and distribution channels Off•Grid:Electric indeed has a sound strategy. We hope they apply it and stay the course, for much is to be gained. Returns can be realized. And lives can be forever changed and improved. ECONOMIC LOGIC So, let's test this theory. How will we get there? Internal product development Joint ventures Licensing/franchising Alliances Tactical acquisitions THE END What will be our speed and sequence of moves? Driven by a number of factors: Resources Urgency Market signals Achievement of credibility Pursuit of early wins Off•Grid:Electric The Strategy Diamond: A Girl's Best Friend STRATEGY STATEMENT Putting it all together ... ECONOMIC LOGIC
Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.
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