DOCSLIB.ORG

Online-Offline Cooperation and Complementation Analysis Pág

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Online-Offline Cooperation and Complementation Analysis Pág ‘SUPPLY CHAIN, TRANSPORT AND MOBILITY’ MASTER PROJECT. UNIVERSIDAD POLITÉCNICA DE BARCELONA ONLINE‐OFFLINE COOPERATION AND COMPLEMENTATION ANALYSIS Author: Laura Tarela Alonso. June, 2016 DIRECTED BY PROFESSOR DR. YI YANG, DEPARTMENT OF MANAGEMENT SCIENCE AND ENGINEERING, SCHOOL OF MANAGEMENT. ZHEJIANG UNIVERSITY. HANGZHOU. CHINA Online-Offline cooperation and complementation analysis Pág. 1 Abstract Due to the fast and efficient implementation of new purchase and sales processes, different current options through how both sides, consumers and retailers carry out purchases, are gaining importance over the last years, what generates the research of growth and improvement processes. Nowadays online sales are moving forward by leaps and bounds though the need of keeping offline traditional system has been verified, so the strategy seeks combining both of them and with it obtaining the maximum benefit for consumers and also to ensure retailers’, as well as providing an experience to customers during the buying process through the omnichannel strategy. But this paper’s objective is to answer the different questions related to the online and offline connection, their origins and development, such as: 1. Which is the relationship between online and offline channels. 2. If they are complementary strategies rather than substitutes. 3. And in case of being complementary strategies, how do they work together and what profits do they award. With this it is sought not only to understand the new tendencies and their development through the last years and to know how to obtain the higher profit with each of them but also to find out how the business development will be for the coming years depending not only on consumers’ behavior facing all these new strategies but also on each industry and its possibilities. To better understand the behaviour of these channels and its operation three companies from three different sectors whose business approaches were quite different in their beginnings, as well as their strategies, focusing on a single platform, have been chosen to analyse how they have been evolving since their starts until today, where both online and offline channels and the different platforms that compose them through which the client can interact with the brand become links in a single chain achieving the fusion not only between the different channels but also between the customer and the company. Online-Offline cooperation and complementation analysis Pág. 2 Contents Abstract ....................................................................................................................... 1 Chapter 1 ..................................................................................................................... 4 Introduction to firms’ Omnichannel Strategy. Offline and Online channels .............. 4 1.1 Introduction to Omnichannel Retail Strategy ................................................... 5 1.1.1. Omnichannel origins ................................................................................. 5 1.1.2. Online & Offline’s relationship .................................................................. 5 1.1.3. Online ↔ Offline. Complementary effects ............................................ 11 1.2 Last strategy step. Multichannel to Omnichannel .......................................... 15 1.3 Complementary strategies: the new strategic concept ................................. 17 1.3.1. O2O ......................................................................................................... 17 1.3.2. Multiple modalities ................................................................................. 20 1.4 Trends examples ............................................................................................. 28 1.4.1. Bringing the best of online to the real world .......................................... 28 1.4.2. Be everywhere: offline and online .......................................................... 28 1.4.3. Buy online, pick up offline ....................................................................... 29 1.4.4. Rewarding visits ...................................................................................... 30 1.4.5. Hyperlocal deals ...................................................................................... 30 1.4.6. More than a store ................................................................................... 31 1.4.7. All of the world is a shop ......................................................................... 31 1.4.8. Tryvertising ............................................................................................. 31 1.4.9. Please do touch the merchandise ........................................................... 32 1.4.10. Trying out first ....................................................................................... 32 1.4.11. In‐store classes ...................................................................................... 33 1.4.12. In‐store exhibitions ............................................................................... 33 1.4.13. Limited locations ................................................................................... 33 1.4.14. Technological retailers .......................................................................... 34 1.5 Following chapters’ approach ......................................................................... 37 Chapter 2 ................................................................................................................... 38 Companies’ O2O (online ↔ offline) conversion processes ..................................... 38 Online-Offline cooperation and complementation analysis Pág. 3 2.1 Grocery‐sector company: Walmart ................................................................ 39 2.1.1. Walmart’s origins .................................................................................... 39 2.1.2. Walmart nowadays ................................................................................. 40 2.1.3. Walmart O2O general resume ................................................................ 51 2.2 E‐commerce company: Amazon ..................................................................... 54 2.2.1. Amazon’s origins ..................................................................................... 54 2.2.2. Amazon nowadays .................................................................................. 54 2.2.3. Amazon O2O general resume ................................................................. 67 2.3 Press‐sector company: ‘El Mundo’ (general information newspaper) ........... 70 2.3.1. El Mundo’s origins ................................................................................... 70 2.3.2. El Mundo nowadays ................................................................................ 70 Internet effects over El Mundo ......................................................................... 70 Executive Management online strategies (2015) ............................................. 72 Products offered nowadays (2016) ................................................................... 75 Online model introduction results (2016) ........................................................ 76 2.3.3. El Mundo O2O general resume ............................................................... 78 Chapter 3 ................................................................................................................... 79 Most important conclusions ..................................................................................... 79 3.1 Offline versus Online ....................................................................................... 80 3.2 Advantages and disadvantages ....................................................................... 80 3.3 How to take full advantage of online and offline? .......................................... 82 3.4 Web control and social networks. .................................................................. 84 3.5 Email marketing and balance between channels ........................................... 84 3.6 Basic research. Online trading areas ............................................................... 86 3.6.1. Modeling problem approach .................................................................. 87 3.6.2. Results ..................................................................................................... 88 3.6.3. References about mathematical modeling ............................................. 89 Acknowledgements ................................................................................................... 90 Bibliography .............................................................................................................. 91 Online-Offline cooperation and complementation analysis Pág. 4 Chapter 1 Introduction to firms’ Omnichannel Strategy. Offline and Online channels At the beginning of the twenty first century many commercial firms adopted the omnichannel strategy to improve their customer services. With that purpose they added the online methods to the more traditional way of working, the offline one. To start studying the different questions considered, it is necessary to know first not only how the natural tendencies of demand work but also the possibilities that retailers have to find new models which can generate different and designed experiences in each case. The origin of these questions, together with the new purchasing concepts
Load more

Recommended publications
  • WAL-MART STORES, INC. (Exact Name of Registrant As Specified in Its Charter) ______
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ___________________________________________ FORM 10-K ___________________________________________ Annual report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 for the fiscal year ended January 31, 2013, or ¨ Transition report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 Commission file number 1-6991. ___________________________________________ WAL-MART STORES, INC. (Exact name of registrant as specified in its charter) ___________________________________________ Delaware 71-0415188 (State or other jurisdiction of (IRS Employer incorporation or organization) Identification No.) 702 S.W. 8th Street Bentonville, Arkansas 72716 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: (479) 273-4000 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, par value $0.10 per share New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None ___________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for at least the past 90 days.
    [Show full text]
  • KDD 2019 Program
    // 25TH ACM SIGKDD CONFERENCE ON KNOWLEDGE DISCOVERY AND DATA MINING // KDD2019 TABLE OF CONTENTS 4 Agenda at a Glance 10 General Chairs’ Welcome Message 11 Program Chairs’ Welcome Message Program Highlights Lecture–Style Tutorial Program Workshop Program 12 Earth Day Program Deep Learning Day Program Health Day Program KDD Cup Day Program Project Showcase Program Keynotes Keynote Panel Women’s Lunch Social Impact Workshop Hands-On Tutorial Program Applied Data Science Invited Talks ADS and Research Track Oral Presentations Awards 36 KDD 2019 Organizing Committee 37 Sponsors & Supporters www.kdd.org/kdd2019/ Page - 2 // Page - 3 // // 25TH ACM SIGKDD CONFERENCE ON KNOWLEDGE DISCOVERY AND DATA MINING // KDD2019 1:00PM - 5:00PM T21. Interpretable Knowledge Discovery Reinforced by Visual Methods – Summit 11- AGENDA Ground Level, Egan 1:00PM - 5:00PM T22. Explainable AI in Industry – Summit 2- Ground Level, Egan AT A GLANCE 1:00PM - 5:00PM T23. Advances in Cost-sensitive Multiclass and Multilabel Classification – Summit 3- Ground Level, Egan 1:00PM - 5:00PM T24. Recent Progress in Zeroth Order Optimization and Its Applications to Adversarial KDD 2019: Sunday, August 4 (TUTORIAL DAY) Robustness in Data Mining and Machine Learning – Summit 4- Ground Level, Egan 7:00AM - 5:00PM KDD 2019 Registration – Tikahtnu Foyer- Level 3, Dena’ina 1:00PM - 5:00PM T25. Forecasting Big Time Series: Theory and Practice – Summit 5- Ground Level, Egan 8:00AM - 5:00PM T1: Learning From Networks: Algorithms, Theory, & Applications (FULL DAY) – Summit 1- Ground Level, Egan 1:00PM - 5:00PM T26. Deep Natural Language Processing for Search and Recommender Systems – Summit 6- Ground Level, Egan 8:00AM - 12:00PM T2: Data Integration and Machine Learning: A Natural Synergy – Kahtnu 2- Level 2, Dena’ina 1:00PM - 5:00PM T27.
    [Show full text]
  • Online VS. Offline Shopping, Impact of Covid-19 on the Digitalization Process in Austria
    Online VS. Offline shopping, impact of Covid-19 on the digitalization process in Austria Bachelor Thesis for Obtaining the Degree Bachelor of Science International Management Submitted to Yuliya Kolomoyets Maximilian Philip Matz 1721520 Vienna, 22nd of January 2021 Affidavit I hereby affirm that this Bachelor’s Thesis represents my own written work and that I have used no sources and aids other than those indicated. All passages quoted from publications or paraphrased from these sources are properly cited and attributed. The thesis was not submitted in the same or in a substantially similar version, not even partially, to another examination board and was not published elsewhere. 22.01.2021 Date Signature 2 Abstract The ongoing digitalization in the retail industry is a process that has been going on for many years. However, the outbreak of the novel disease Covid-19 fastened the digitalization process by forcing businesses to adapt to a needed digital way of operating within weeks. This thesis aims to identify the influence of Covid-19 on the retail industry's digitalization process as well as how it affected the consumers' decision to shop online versus offline. An online questionnaire helped to understand to what extent the novel disease Covid-19 influenced the decision to shop online versus offline and how the participants' perception towards shopping online has changed. The researcher was able to receive 117 valid responses from the questionnaire. The received data presents the strong impact of Covid-19 on the participants online shopping frequency. Since the outbreak of Covid-19, most participants indicated a substantial increase in their shopping frequency.
    [Show full text]
  • China's E-Commerce Market Leapfrogged
    05 August 2015 Asia Pacific/India Equity Research India Internet Primer #2 Connections Series Ten lessons from China Figure 1: E-commerce in India is 4-10 years behind China on several parameters Organised retail Online shopping penetration penetration Online Internet shoppers penetration China (1999): ~10% China (2007): 0.6% India (2014): 9-10% India (2014): 0.7% China (2006): 43 mn China (2008): 23% India (2014): 38 mn India (2014): 20% Urbanisation GDP per-capita (US$) Spend per online Smartphone The Credit Suisse Connections Series buyer (US$) penetration China (1997): ~33% China (2004): 1,498 India (2014): 32% India (2014): 1,487 leverages our exceptional breadth of China (2007): 135 China (2010): 13% macro and micro research to deliver India (2014): 104 India (2014): 14% 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 incisive cross-sector and cross-border (-17) (-16) (-15) (-14) (-13) (-12) (-11) (-10) (-9) (-8) (-7) (-6) (-5) (-4) thematic insights for our clients. Year (years from 2014) Source: Credit Suisse research Research Analysts Anantha Narayan ■ India at the 'tipping point', based on the China experience. While there 91 22 6777 3730 are differences, the two internet markets are similar in many ways—a large [email protected] population, growing middle class, and an underdeveloped organised market. Nitin Jain 91 22 6777 3851 From 0.2% of GDP in 2007, the Chinese e-tailing market rose to about 5% in [email protected] 2014, an 80% CAGR from US$7.4 bn to US$458 bn.
    [Show full text]
  • How Ceos and Boards Drive Sustained Value Creation by Kevin Sneader, Sarah Keohane Williamson, Tim Koller, Victoria Potter, and Ariel Babcock
    Corporate long-term behaviors: How CEOs and boards drive sustained value creation by Kevin Sneader, Sarah Keohane Williamson, Tim Koller, Victoria Potter, and Ariel Babcock McKinsey & Company is a global management consulting firm committed to helping organizations create Change that Matters. In more than 130 cities and 65 countries, our teams help clients across the private, public, and social sectors shape bold strategies and transform the way they work, embed technology where it unlocks value, and build capabilities to sustain the change. Not just any change, but Change that Matters—for their organizations, their people, and in turn society at large. FCLTGlobal is a non-profit organization that develops research and tools that encourage long-term investing. Our Members are leading global asset owners, asset managers, and companies that demonstrate a clear priority on long-term investment strategies in their own work. FCLTGlobal conducts research through a collaborative process that brings together the entire global investment value chain, emphasizing the initiatives that market participants can take to make a sustainable financial future a reality for all. Foreword Time and again, research has shown that companies create the most value when executives and directors concentrate on achieving superior long-term results rather than meeting short-term targets. Yet executives can find it difficult to resist focusing on the here and now when they face pressure from investors and boards to deliver strong near-term results. Our analysis of companies’ performance also shows that behavior focused exclusively on the short term has grown more prevalent during the past several years. The COVID-19 pandemic has only placed further short-term demands on executives.
    [Show full text]
  • Walmart Inc. Takes on Amazon.Com
    For the exclusive use of Q. Mays, 2020. 9-718-481 REV: JANUARY 21, 2020 DAVID COLLIS ANDY WU REMBRAND KONING HUAIYI CICI SUN Walmart Inc. Takes on Amazon.com At the start of 2018, Walmart faced critical decisions about its future as e-commerce continued to explode. Walmart just lost its long-held crown as the most valuable retailer in the world to online leader Amazon. With Amazon’s recent acquisition of Whole Foods for $13 billion, Amazon moved aggressively into the offline world to challenge Walmart in its biggest business, grocery. Walmart was not standing still, making moves like buying Jet.com for $3 billion in 2016. While Walmart’s U.S. e- commerce revenues grew to $11.5 billion in 2017, there was no debate in Bentonville, AR: Walmart remained far behind. The question for Walmart CEO Doug McMillon and Walmart.com head Marc Lore was how to respond to its most aggressive competitor ever (Exhibits 1a and 1b).1 Amazon The Early Years (1994–2001) Jeff Bezos founded Amazon in 1994 to exploit the Internet, still a relatively nascent technology. He determined that selling books online was most promising, because the number of titles available was greater than even the largest brick-and-mortar store could stock. Bezos and his wife drove west to start “Earth’s Biggest Bookstore” in Seattle, WA. Amazon offered 1 million titles for sale on its opening day in July 1995. Next year, the company had over 2.5 million book titles for sale, with revenue doubling every quarter (Exhibit 2).
    [Show full text]
  • Online and Offline Retail Distribution
    Concurrences REVUE DES DROITS DE LA CONCURRENCE | COMPETITION LAW REVIEW Online and offline retail distribution On-Topic l Concurrences N° 3-2018 www.concurrences.com Antoine Chapsal Principal, Analysis Group, Brussels/Paris Nikita Piankov Vice President, Analysis Group, Boston Emily Cotton Vice President, Analysis Group, Boston Aaron Fix Vice President, Analysis Group, Boston Claudio Calcagno Vice President, Analysis Group, London Joshua White Vice President, Analysis Group, London On-Topic Online and offline retail distribution Introduction The assessment of mergers in online Antoine Chapsal and offline retail sales: Are new tools needed Principal, Analysis Group, Brussels/Paris for the economist’s toolbox? Emily Cotton Analysis of online vs. offline competition in a spatial Vice President, Analysis Group, Boston framework Aaron Fix Nikita Piankov Vice President, Analysis Group, Boston Vice President, Analysis Group, Boston Competitive assessment of digital comparison platforms: In search of consensus Claudio Calcagno Vice President, Analysis Group, London Joshua White Vice President, Analysis Group, London Art. Intellectuelle). Personal use of this document is authorised within the limits Intellectuelle and DRM protection. L. 335-2 Code de la Propriété L 122-5 ABSTRACT In this On Topic we explore a number of competition issues that arise at the Dans cet article nous explorons un certain nombre de problèmes pertinents intersection of online and offline retail distribution. We first provide a brief à la concurrence qui se posent à l’intersection de la vente au détail en ligne et overview of the effects of online distribution and the associated potential de celle en dur. Nous proposons d’abord un survol des effets de la distribution challenges for competition policy.
    [Show full text]
  • WALMART INC. (Exact Name of Registrant As Specified in Its Charter) ______
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ___________________________________________ FORM 10-K ___________________________________________ ☒ Annual report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended January 31, 2020, or ☐ Transition report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934 Commission file number 001-6991. ___________________________________________ WALMART INC. (Exact name of registrant as specified in its charter) ___________________________________________ DE 71-0415188 (State or other jurisdiction of (IRS Employer Identification No.) incorporation or organization) 702 S.W. 8th Street Bentonville, AR 72716 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: (479) 273-4000 Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol(s) Name of each exchange on which registered Common Stock, par value $0.10 per share WMT NYSE 1.900% Notes Due 2022 WMT22 NYSE 2.550% Notes Due 2026 WMT26 NYSE Securities registered pursuant to Section 12(g) of the Act: None ___________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ý No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ¨ No ý WorldReginfo - ddf1e3e1-b7d7-4a92-84aa-57ea0f7c6df3 Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for at least the past 90 days.
    [Show full text]
  • POMS Practitioner Forum / UCLA Global Supply Chain Blog
    POMS Practitioner Forum / UCLA Global Supply Chain Blog Yihaodian’s co-founder and CEO and 2012 POMS MKS Practice Excellence Winner Gang Yu (于刚) shares his insights about “his career path and e- commerce in China” Interview conducted by Christopher Tang in Shanghai November 1, 2012 Founded in 2008, Yihaodian.com is China’s fastest growing company – a B2C retailer selling over 900,000 SKUs to consumers online. In addition to winning the first prize for Deloitte Technology Fast500 Asia Pacific in 2011 with 19,200% growth in three years, its success has motivated Walmart to strategically invest in Yihaodian in both 2011 and 2012. The success of Yihaodian is phenomenal because Chinese consumers are prudent about online purchases especially when consumer protection laws are not fully enforced in China and making home deliveries in China can be Photo of Gang Yu a logistical nightmare. To learn more about the success recipe, I interviewed Yihaodian’s Chairman Gang Yu in Shanghai. 1. Knowing Chinese consumers are prudent about online purchases, how does Yihaodian overcome this hurdle? The major concerns Chinese consumers have about online shopping are centered on the following: a) authenticity and quality of products; b) safety of online payments; c) reliability of delivery; d) quality of post-sale services. Yihaodian has adopted the following strategies to win customers’ trust: i) We build the foundation of our corporate culture on Integrity, Customers, Execution, and Innovation. We enabled “no questions asked” free return policy, and implemented a very rigorous quality control process with severe penalties to merchants and suppliers who supply fake products.
    [Show full text]
  • WAL-MART STORES, INC. (NYSE: WMT) Second Quarter Fiscal Year 2014 Earnings Call August 15, 2013 Management Call As Recorded
    1 WAL-MART STORES, INC. (NYSE: WMT) Second Quarter Fiscal Year 2014 Earnings Call August 15, 2013 Management Call as recorded Welcome to the Walmart earnings call for the second quarter of fiscal year 2014. The date of this call is August 15, 2013. This call is the property of Wal-Mart Stores, Inc. and is intended for the use of Walmart shareholders and the investment community. It should not be reproduced in any way. You may navigate through this call as follows: • Press 4# to rewind playback 20 seconds. • Press 5# to pause and resume playback. • Press 6# to fast-forward playback 20 seconds. This call will contain statements that Walmart believes are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended, and that are intended to enjoy the protection of the safe harbor for forward-looking statements provided by that Act. Please note that a cautionary statement regarding the forward-looking statements will be made following Charles Holley’s remarks in this call. Carol Schumacher Introduction Hi, this is Carol Schumacher, vice president of investor relations for Wal-Mart Stores, Inc. Thanks for joining us today for our earnings call to review the second quarter of fiscal year 2014. Our press release and transcript of this call are available on our website; that’s www.stock.walmart.com. 2 Here’s today’s agenda. • Mike Duke, president and CEO of Wal-Mart Stores, Inc., will provide his thoughts about the quarter and the challenging retail environment we face in all of our markets.
    [Show full text]
  • Software Engineer, Products If You Were Given the Opportunity to Paint
    Title: Software Engineer, Products If you were given the opportunity to paint the future of ecommerce on a canvas of over 1 billion consumers and had the strength of the Fortune 1Company behind you, what would it look like? Walmart Labs, Silicon Valley- newest development lab, we're working on this exact challenge. Only bound by our imaginations, we are a team of 60+ relevance/platform/application engineers, scientists and product visionaries all working together to design, prototype and build technology- driven products and experiences that will change the future landscape of ecommerce. We believe this to include social, mobile, community, integrated in-store products and experiences and much, much more. According to Anand Rajaraman; Stanford PhD & Technology Executive At WalmartLabs: Social media and the mobile phone will have as profound an effect on the trajectory of retail in the early years of the 21st century as did the development of highways in the early part of the 20th century. We are at an inflection point in the development of ecommerce. The first generation of ecommerce was about bringing the store to the web. The next generation will be about building integrated experiences that leverage the store, the web, and mobile, with social identity being the glue that binds the experience. It is every technologist dream that the products they build will impact billions and will continue on to the next generation. The social commerce opportunity is huge, and today is day zero. We have liftoff! Come join an organization where you'll get to work as part of a world-class team, spend 100% of your time innovating, and get to build products that are only bound by the scope of your imagination.
    [Show full text]
  • M&A in Disruption: 2018 in Review
    M&A in Disruption: 2018 in Review Using M&A to ride the tide of disruption. Acknowledgments This report was prepared by Les Baird, who leads Bain & Company’s Global Mergers & Acquisitions practice; David Harding, an advisory partner with Bain based in the Boston offi ce; Peter Horsley, a Bain partner in the London offi ce; and a team led by Shikha Dhar, a practice manager with Bain’s Mergers & Acquisitions practice. The authors thank Dale Stafford, Arnaud Leroi, Phil Leung and Suzanne Kumar for their contributions. They are also grateful to Karen Harris for her insights as managing director of Bain’s Macro Trends Group; Hugh MacArthur, Dan Haas, Mike McKay and Brenda Rainey for their perspectives on the M&A activity of fi nancial sponsors; Nicolas Bloch for his perspectives on M&A strategy; Martin Holzapfel and Richard Lichtenstein for their perspectives on due diligence; Allison Snider, Matthew Meacham, Jean-Charles van den Branden and Charlotte Apps for their perspectives on M&A in consumer products; Eric Garton, Sarah Elk, Marc Berman and Ludovica Mottura for their perspectives on operating model and culture; Adam Borchert and Joost Spits for their perspectives on M&A in retail; Jim Wininger for his reviews and perspectives on divestitures; Sachin Shah, Laurent Hermoye and Rajesh Narayan for their perspectives on business process and systems integration; Andrew Schwedel, Julien Faye and Tom De Waele for their perspectives on M&A in fi nancial services; Tina Strasse and a team led by Vinayak Jain at the Bain Capability Network for their analytic support; Mateusz Kaminski, Emily Lane and John Peverley for their research assistance; and David Diamond for his editorial support.
    [Show full text]