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- Global Sales and Operations Planning at Newell Rubbermaid (Slides)
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These slides—from a 2010 presentation by Andrew Downard, supply chain director, and Diana Mark, supply chain manager, at Newell Rubbermaid—explain how Newell Rubbermaid implemented sales and operations planning (S& ...
Type: Presentations Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Change Management, Organization and Management, Process Design, Inventory Management, Logistics, Sales Management, Sales and Marketing Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.3 Produce/Manufacture/Deliver product, 4.5 Manage logistics and warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 53%
- Member Price: FREE
- Global Sales and Operations Planning at Newell Rubbermaid
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Andrew Downard, supply chain director, and Diana Mark, supply chain manager, explain how Newell Rubbermaid implemented sales and operations planning (S&OP) throughout the entire global organization.
Type: Presentations Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Change Management, Organization and Management, Process Design, Inventory Management, Logistics, Sales Management, Sales and Marketing Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.3 Produce/Manufacture/Deliver product, 4.5 Manage logistics and warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 53%
- Member Price: FREE
- Salesforce Effectiveness
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APQC's perspective on metric data from APQC's custom benchmarking research on Salesforce Effectiveness.
Type: Best Practices and Business Drivers Topics: Sales Management, Sales and Marketing, Sales Training Processes: 3.3 Develop sales strategy, 3.0 Market and Sell Products and Services, 3.5.4 Manage sales orders, 3.5 Develop and manage sales plans- Relevance: 44%
- Member Price: FREE
- Best Practices in the Sales Forecasting Process Secondary Research Summary
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A summary of secondary research providing organization examples, trends, best approaches and insights. Further information may be found within the articles cited.
Type: Articles and White Papers Topics: Market Research, Customer-focused Processes and Functions, Sales and Marketing Processes: 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 44%
- Member Price: FREE
- Total Cost of Defining Customer Management Strategy per $1,000 Revenue
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APQC's perspective on metric data from APQC's Open Standards Benchmarking on the total cost of defining customer management strategy per $1,000 in revenue.
Type: Benchmarks and Metrics Topics: Supply Chain Management Processes: 3.3 Develop sales strategy, 3.0 Market and Sell Products and Services- Relevance: 44%
- Member Price: FREE
- Forecasting Demand for Sales
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Many companies have become victims of ineffective demand forecasting software.However, software is only part of the bigger picture of demand forecasting.A system is only as good as the data plugged into it, and ...
Type: Articles and White Papers Topics: Supply Chain Management Processes: 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 43%
- Member Price: FREE
- Increasing Customer Loyalty
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APQC's perspective on best practices in Increasing Customer Loyalty, featuring case examples from Dow Chemical, Motorola, Harrah's Entertainment, and Cisco Systems.
Type: Best Practices and Business Drivers Topics: Customer Loyalty, Customer-focused Processes and Functions Processes: 3.3.5 Establish customer management measures, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 42%
- Member Price: FREE
- Measuring End-User Satisfaction
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APQC's perspective on best practices in Measuring End-User Satisfaction, featuring case examples from Eastman Kodak and Medrad.
Type: Best Practices and Business Drivers Topics: Customer Satisfaction, Customer-focused Processes and Functions Processes: 3.3.5 Establish customer management measures, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 42%
- Member Price: FREE
- Transaction-Level Customer Profitability
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APQC's perspective on best practices in Transaction-Level Customer Profitability, featuring case examples from North Shore Credit Union and FedEx Services.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.3.5 Establish customer management measures, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 42%
- Member Price: FREE
- APQC's Passport to Success Series/Branding
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As technology becomes more transferable, the tangible advantages of one product or service over another become less perceptible to the increasingly cost-driven consumer.
Type: Reports and Books Topics: Branding, Sales and Marketing Processes: 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.3.5 Establish customer management measures, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 42%
- Member Price: FREE
- Nonmember Price: $19.95
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