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  • Avoid stagnant inventory performance - EY - Global
    be in the best interest of supply chain or the organization as a whole Supply chain executives need to take a holistic cross functional approach that aligns supply chain finance operations and other affected stakeholders to a consistent agreed upon set of inventory performance objectives 1 What s the issue With increasing globalization many companies have broadened the range and complexity of their supply chains Traditional functions including product development inventory management operations planning and scheduling manufacturing and procurement are often dispersed across geographies and trading partners This makes optimizing the company s inventory investment challenging Many companies have made continuous investments to ensure that the right product is in the right location in the right quantity at the right time For some companies this approach has paid off They ve seen a combination of improved order fill and inventory turn rates However for a majority of companies historical investment has not netted the projected benefits 2 Why now Companies are under increasing pressure to maintain continuity of supply while simultaneously reducing aggregate investment in inventory Business objectives creating challenges to inventory performance include Business growth new and emerging markets increase the rate of product proliferation and supply chain complexity Accelerated product innovation and shorter product life cycles add to inventory challenges Increasing customer expectations drive product complexity and compress order response times Cost reduction low cost sourcing tends to lengthen supply lead times and increase supply variability Increased outsourcing of supply chain functions adds inventory management complexity and reduces its visibility Financial pressure to rapidly reduce inventory investment provides temporary benefits while adversely affecting inventory mix Structural changes global supply chain hubs created to leverage centralized models and improve tax effectiveness often distance key functions from core manufacturing and distribution activities Breakdown in process policy and technical alignment adversely affect inventory performance Supply risk mitigation increasing supply chain geographic span and complexity in turn increases risk of supply shortages and breakdowns Lack of end to end inventory visibility and supply uncertainty prompt redundant inventory hedging throughout the supply chain Inventory is gaining greater appreciation from supply chain and finance executives for its role in driving business performance Incremental inventory investment is becoming more of a conscious value based decision 3 How does this affect you As supply chain executives compete with other functional leaders for limited financial resources those who control investment are establishing higher thresholds for the magnitude speed probability and sustainability of returns Executives with a proven track record for return on investment will gain the greatest access to financial resources Conversely each failed investment initially justified by projected improvement in inventory performance further limits an executive s access to financial resources A fundamental challenge relating to inventory performance lies in its disparate governance control and accountability Supply chain executives working in concert with the finance organization must broaden their control and drive inventory performance into the strategies policies processes and performance management constructs of all functions that have the potential to impact inventory performance 4 What

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Avoid-stagnant-inventory-performance (2016-02-10)
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  • The DNA of the COO > Time to claim the spotlight - EY - Global
    Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Services Advisory Time to claim the spotlight The DNA of the COO Time to claim the spotlight Inside Time to claim the spotlight Resetting the logic of the COO s role Proving their worth Managing change shaping strategy Making the contacts managing the politics The COO s contribution DNA of the rapid growth market COO What s next for the COO A toolkit for the aspiring COO Share Successful COOs have to adapt constantly to a fast changing corporate and external environment They must possess a mastery of change to help translate strategic vision into action The role of the chief operating officer COO often defies a one size fits all description In the The DNA of the COO we uncover a compelling story of a wide ranging role that still needs to fight to justify its existence despite having a clear rationale Why is so little known about the role of the COO despite its long history To offer much needed insight into what it is to be a COO today in this report we explore the role of a COO As one of the C suite s toughest roles The need for a figurehead in the operations role is more pressing than ever One in three COOs strongly agrees that their role is one of the most difficult in the management team Their peers in the C suite are even more certain half of them think that few other roles are as tough Thriving on the adrenaline of complexity and change For COOs the inherent challenges of the job are part of its appeal Overall about 6 in 10 say that the complexity and diversity of the role makes it worthwhile for them Forty nine percent strongly agree that they thrive on this constant change and challenge As a stepping stone to the top job Forty percent of COOs polled aspire to be promoted to CEO within the next five years Among respondents from rapid growth markets the proportion aspiring to become CEO is as high as 54 As a role not yet strategic enough Beyond the mastery over operational issues which is a given COOs have a clear opportunity to help define the strategy that underpins a CEO s vision and to then take the lead in implementing it Their C suite peers strongly agree 70 consider the ability to participate in strategic discussions a vital skill for the job In rapid growth markets COOs in rapid growth markets have a more enviable priority list than their peers in the developed markets Topping it is the need to build capacity scale up production and ensure that the right resources are in place to capture growth opportunities About the

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/The-DNA-of-the-COO---Time-to-claim-the-spotlight (2016-02-10)
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  • EY - Will your brand survive in a digital world? - EY - Global
    CSO to ask The CIO is the CMO s new best friend In a world where things are instant from a data acquisition consumption and analytics perspective any CMO worth his or her salt has come to realize that technology and data holds the key to measuring the return on investment for everything that marketing does Read more from blogs Uwe Michael Mueller EMEIA Advisory Performance Improvement Leader at EY The CIO is the CMO s new best friend In a world of big data and analytics CIOs and CMOs ought to be the best of friends In a world where things are instant from a data acquisition consumption and analytics perspective any CMO worth his or her salt has come to realize that technology and data holds the key to measuring the return on investment for everything that marketing does The CIO and CMO need to develop a total understanding of what the other is trying to achieve and the restrictions they need to accept To achieve this this must learn to speak a common business language and translate IT concepts into terms the business can relate to too often relationships fall down because marketing and IT fail to understand one another If the job of the CMO is to deliver a strong brand and shape customer experience the CIO is ideally placed to help CIOs know how to work with the exponentially increasing flow of information available today and the CMO has the customer specific knowledge to help the CIO ask the right questions of that data The CMO needs to ensure that IT is focusing on protecting the data and intellectual property that is identified as being the most valuable to the organization especially confidential customer data The CIO needs to implement new technology solutions that will improve the CMO s understanding of customer preferences To move marketing up the IT agenda CMOs will need to spend time with the CIO and reach agreement on how IT and marketing can work together and what should be the business s priorities right from the planning stage and what outcomes are the mutual aim One way to foster better understanding between IT and marketing could be to encourage closer working at all levels even by sending colleagues to work in each other s departments for specific projects Extracted from blogs by Uwe Michael Mueller EMEIA Advisory Performance Improvement Leader EY Share There are only two types of organizations those who have suffered a cyber breach and those who do not know it yet Ken Allan Global Cybersecurity Leader EY The fragility of organizational reputation in the digital age Would you trust your good money to an organization that didn t have good cybersecurity Customers need to trust the people they buy from Organizations need to trust the companies they partner with Companies must work hard to build that trust But all that hard work can be ruined by one careless employee opening an email or a lone wolf hacker

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/EY-will-your-brand-survive-in-a-digital-world (2016-02-10)
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  • EY - Partnering for performance: the CFO and the CMO - EY - Global
    consumer B2C markets the rise of price comparison sites has put pressure on margins and commoditized products forcing organizations to re evaluate their marketing strategies and bottom line And whereas historically marketing departments have evaluated their customers wants needs and behaviors through focus groups and correlations between promotional campaigns and sales now sophisticated analytics tools can provide data driven predictive models that look more like an output from the finance department than from marketing For organizations to remain relevant and thrive the CMO needs to call into question all aspects of the marketing mix across products price distribution channels and promotions The CFO meanwhile needs to make the strategic investments that will enable established companies to adapt without cannibalizing their inherent strengths and new companies to leapfrog their competitors Success in a digital world relies on the CFO and the CMO developing a collaborative focused relationship Setting the foundations the evolving role of the CMO and CFO The foundations for a closer relationship between the CFO and CMO are already being established EY s 2014 study into the changing role of the CMO involving more than 800 marketing and sales leaders and C suite executives found that digital technologies have revolutionized the CMO s job with empowered and informed customers calling the shots like never before More demanding customers are requiring new skills for marketers particularly when it comes to capturing and interpreting data traditionally a finance led domain Conversely EY s 2010 DNA of the CFO based on a survey of nearly 700 CFOs around the world also showed that finance was becoming more closely involved in the strategic growth agenda with a third playing an active role in developing and defining overall strategy This increased focus on delivering growth and value has brought the CFO closer to marketing s traditional sweet spot Collaboration is growing but not quickly enough A majority 54 in our survey of 652 CFOs say that their collaboration with the CMO has increased over the past three years see Chart 1 Chart 1 Over the past three years what change has there been to the extent that you collaborate with the CMO CFOs point to changes in marketing strategy and new products and services as the top two drivers of greater collaboration between CFOs and CMOs see Chart 2 Chart 2 What are the main reasons you are collaborating more closely with the CMO Please select up to three Kurt Kuehn CFO at United Parcel Service Inc UPS says a disrupted market environment is driving this increasing alignment With channel shifting and proliferation in the digital world customers can interface with the company in lots of different formats It puts pressure on all of us to understand the best way to drive demand and then meet it while being cost effective The CFO and CMO should collaborate to bring their different skills and perspectives to the common goal of driving profitable sustainable growth The stereotypical CFO and CMOs are very different in terms of

    Original URL path: http://www.ey.com/GL/en/Issues/Managing-finance/EY-CFO-program-partnering-for-performance-the-CFO-and-the-CMO (2016-02-10)
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  • EY Consumers on Board: how to copilot the multichannel journey - EY - Global
    Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Services Advisory How to copilot the multichannel journey Consumers on Board How to copilot the multichannel journey Inside Customer behavior evolving rapidly Key findings Setting a course The digital purchasing journey An engaging customer experience Recommendations Contact us Organizations face turbulent times so buckle up tight The consumer purchasing journey is more interesting than ever before and full of opportunity for buyer and seller alike Consumers on Board EY 2014 Consumer behavior is changing It s time for new ideas to take flight Online purchase is increasing across all categories 3 out of 9 categories face significant decline in in store purchases Consumer electronics and clothes are tied in first place with 39 the highest share of online purchase At 10 and 14 cars and consumers loans have the lowest online purchase rates Social media has now crossed traditional organizational structures Through a social media channel in comes anything from inquiry to complaint to sales or after sales support or even a job application And organizations now need to start focusing on handling these interactions in the right way Adlai Goldberg EY Advisory Partner and Global Social Media Analytics Hub Leader It s just as important to engineer the experience as it is to engineer the product Woody Driggs EY Global Customer Leader Full collaboration must go beyond including a few select business partners it must include the consumer too David Jensen EY Global Innovation and Digital Strategy Leader 172 000 blogs are created every day 1 34 of bloggers post opinions about products and brands 2 90 of consumers trust peer recommendations while only 14 trust advertisement 3 1 How Many Blogs are on the Internet accessed March 2014 2 39 Social Media Statistics to Start 2012 accessed March 2014 3 39 Social Media Statistics to Start 2012 accessed March 2014 Share The way customers behave is evolving rapidly Technology has empowered consumers They have become smarter better informed and more demanding than ever Gone are the days when they were passive passengers with little choice other than to comply with the direction you set In 2012 our first Consumers on Board report This time it s personal from consumer to co creator highlighted the changing nature of commerce It painted a picture of consumers who want products and services to be designed sold delivered serviced and purchased in a way that suits them Our new Consumers on Board research shows consumers have now moved even further down this path Today they are knowledgeable and self confident with the will and the means to share the controls For Consumers on Board we conducted an extensive international

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/EY-consumers-on-board (2016-02-10)
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  • Marketing's two-headed beast - EY - Global
    customers and keep them They need to understand rapidly evolving technology become an integral part of IT transformations use data to mine customer preferences and use social media to maximum advantage all areas that stretch the traditional disciplines of marketing 1 What s the issue As growth becomes the top issue in most boardrooms CMOs and their teams are challenged to evolve their value to the organization Today s CMOs are serving as transformation leaders for the enterprise and increasingly owners of the customer experience across marketing sales service and even operations Within many large companies the ubiquity of mobile devices and social media has spawned the creation of the chief experience officer CXO or chief commercial officer CCO Typically younger tech savvy and digitally minded the CXO CCO has overall responsibility for the customer experience and often unfortunately limited authority Companies that compete to win will elevate customer experience and the associated marketing disciplines to the level of research and development within the organization 2 Why now Technology is moving faster than ever and accelerating every day The massive mainstreaming of mobile devices and social media combined with the rise of the super consumer means companies are competing with every other company in existence to create the ultimate customer experience The person they look to initially to create this experience is the CMO If the CMO fails to deliver companies are creating the CXO CCO role often outside of marketing to cover the gaps The digital revolution also means that digital is now interwoven into the customer experience As such within some companies the CXO CCO will also serve as the chief digital officer and vice versa 3 How does this affect you The role of the CMO has expanded significantly The pressure to remain at the forefront of leading digital marketing strategies and the technology and competencies required to support them are enormous In this environment IT is often unable to cope with the speed of change at the customer interaction level and that s not where the function s focus is IT is more concerned with maintaining operational systems CMOs now spend approximately 15 to 20 of their budget on technology The result may be greater speed to market in the short term but also greater headaches for IT over the long term as systems and infrastructure become increasingly fragmented across the enterprise If companies expect to differentiate themselves on the customer experience the marketing team of the future needs to be constantly learning about the rapidly evolving technologies that enable it to provide the best experience at scale The CMO has traditionally been more of a creative role however more and more customer experience requires a mixture of both creative and analytical activities CMOs are being pushed to justify marketing spend measure the voice of the customer and transition digital vanity metrics such as likes and followers into business impacts Amid such complexities companies also need to determine where the CXO CCO fits how it can

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Marketings-two-headed-beast (2016-02-10)
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  • The future of decision making - EY - Global
    capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Services Advisory The future of decision making Using driver analytics to improve insights and decisions The future of decision making Contents Overview What s the issue Why now How does it affect you What s the fix What s the bottom line Share Operating for more than a century and in 200 countries one consumer products company had seen its fair share of economic market and consumer ups and downs But there was something about today s unpredictable environment that was different The company knew that to remain competitive it needed better visibility into what it was selling globally to whom and how volatile consumer economic and market forces would impact future sales The company was already collecting data on its financial and operational activity But its employees had little or no access to that information data they needed to make strategic effective and timely decisions The company was unable to turn its information into insights in a way that enabled it to link strategy planning execution and reporting Instead it had to rely on a combination of instinct and experience supported by ad hoc analysis The company recognized the need for a structured approach to improve both tactical and strategic decision making The company needed to enable

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/The-future-of-decision-making (2016-02-10)
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  • Want sustainable cost reduction? Know your culture - Overview - EY - Global
    we help Entrepreneurship EY SGM Initial public offering Venture capital Family business services Transactions About Transaction Advisory Services Corporate Development Divestiture Advisory Services Lead Advisory Operational Transaction Services Restructuring Strategy Services Transaction Support Transaction Tax Valuation Business Modelling Specialty Services Climate Change and Sustainability Services CertifyPoint China Overseas Investment Network Family Business Services French Business Network Global Business Network Japan Business Services Careers Students The EY difference Your role here Your development Life at EY Joining EY Global Delivery Network Experienced Advisory Assurance Tax Transactions Industries The EY difference Your development Life at EY Joining EY Global Delivery Network Alumni Home Services Advisory Want sustainable cost reduction Know your culture Overview Want sustainable cost reduction Know your culture Your culture can make cost savings last Inside Overview 1 What s the issue 2 Why now 3 How does this affect you 4 What s the fix 5 What s the bottom line Share Our Global Consumer Products Center recently commissioned a survey to understand how volatile economic and demographic environments are consumer products companies Less than a third of companies think they re very good at increasing efficiency Here s what we learned 74 think they need to make significant changes to their business model to sustain historic margin levels 51 cite greater cost of controls and 47 cite efficiency improvements as the top areas of activity to deliver the majority of margin improvements Fewer than 33 say that their company is very good at increasing efficiency or productivity Maintaining profit margins demands that companies constantly focus on cost and efficiency And yet despite years of effort many companies have found that ordering 10 cuts across the enterprise without considering the differences in impact those costs may have on individual functions or cost centers hasn t worked A more strategic

    Original URL path: http://www.ey.com/GL/en/Services/Advisory/Want-sustainable-cost-reduction--Know-your-culture---Overview (2016-02-10)
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