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Casual Articles - Case Study - Would you Have Invested?
My flight from Miami to Los Angeles the other day was something special.Although the 757 was filled to the gills with passengers, which is a circumstance that makes most flight attendants especially prickly, ours did their best to smile throughout the entire trip and to actually thank customers for their business.Apart from hearing the customary phrase, “Thank you for flying with us,” during the initial announcement, and when leaving the plane, I’ve never heard this reinforcing phrase or anything like it being uttered DURING the trip.
Too often in my many years toiling in the Corporate world I had to sit through poorly facilitated meetings that started late, ended late and had no clear stated purpose. Starting my career in the early 1980's, as a Professional Purchasing Agent, I was fortunate to have been trained in Kepnor-Tregoe methodologies at a time when the organization I was working for was investigating 'Consensus Decision Making'. I won't spend any time in this blog post speaking about consensus decision making except to say it does not work. Someone ultimately needs to make a d
We are based in India and import cashew nuts. Sales last year were ?1.7m ($3m) on which we made a pre-tax profit of 1.31% of sales. We have a vision to become the first global, fully integrated supply chain manager for commodity agricultural products and food ingredients and we are seeking investment to enable us to realise that vision.
Would you invest? - commodities, Indian, tiny profit margins - it would be very easy to decline the proposal wouldn't it?
I was privileged recently to share a platform with Sunny Verghese, the very impressive CEO of Olam International and he told a fascinating story.
Last year Olam achieved an annual turnover of nearly ?1bn ($1.8bn) and a market capitalisation of ?700m ($1.2bn). They have 5100 employees in 42 countries and are known as "the brand behind the brands". They operate an integrated supply chain for 14 products including sheanuts, robusta coffee beans, cocoa, sesame and cashew nuts, from 12,000 collection points in 40 origin countries delivering these to over 3,300 customers in 50 destination markets. Olam is a world leader in many of these commodities
6. Make Lots of Money Taking SurveysYou probably get one of these in your email a week. Sign up for free or for a few of them a fee, and you will soon earn a steady income just filling out surveys. It is true that people used to make money doing this. Not enough to quit there jobs and pay there bills but $30-$100 or more a month. With the influx of people surfing the internet trying to get a buck anywhere they can, this is no longer the case. If it were that easy to make money everyone would quit there jobs and do it and companies wouldn’t be makin
Would you invest? - commodities, Indian, tiny profit margins - it would be very easy to decline the proposal wouldn't it?
I was privileged recently to share a platform with Sunny Verghese, the very impressive CEO of Olam International and he told a fascinating story.
Last year Olam achieved an annual turnover of nearly ?1bn ($1.8bn) and a market capitalisation of ?700m ($1.2bn). They have 5100 employees in 42 countries and are known as "the brand behind the brands". They operate an integrated supply chain for 14 products including sheanuts, robusta coffee beans, cocoa, sesame and cashew nuts, from 12,000 collection points in 40 origin countries delivering these to over 3,300 customers in 50 destination markets. Olam is a world leader in many of these commoditie
According to Finance professors Dave Yermack of NYU and Crocker Liu of Arizona State, there is a strong inverse correlation between the size of a CEO's home and the share price performance of their company. By big, the authors were referring to homes over 10,000 square feet or on at least 10 acres. While quoting some anecdotes like the poor performance of Rich-Man complexes owned by the CEOs of Home Depot and Hilton Hotels, the broader data set showed that large home owners lagged the S&P by 25% for the 3 years following their purchase compared to 22% ret
I was privileged recently to share a platform with Sunny Verghese, the very impressive CEO of Olam International and he told a fascinating story.
Last year Olam achieved an annual turnover of nearly ?1bn ($1.8bn) and a market capitalisation of ?700m ($1.2bn). They have 5100 employees in 42 countries and are known as "the brand behind the brands". They operate an integrated supply chain for 14 products including sheanuts, robusta coffee beans, cocoa, sesame and cashew nuts, from 12,000 collection points in 40 origin countries delivering these to over 3,300 customers in 50 destination markets. Olam is a world leader in many of these commoditie
They say that the bigger, the better. This would seem true: the bigger a kid then the most likely will that kid be a leader of his group because he will command respect out of sheer size, the bigger the ads in the papers the better that is why companies spend so much for full page ads, quick service restaurants have biggie options for people who prefer to share meals at a cheaper share price and for people who have big appetites and many other examples of why big is better or in some occasions best.Hot air balloons are big and that is why hot air b
Years of Gallup Organization polls say consumers believe service quality in the U.S. has fallen and will continue to fall. Brand loyalty has been declining for years. The biggest gripes of customers are failure to do work correctly, slowness, high cost and employees who are unqualified, indifferent or even rude.Some typical examples of poor service:Government agencies that emphasize paperwork rather than personal service. And many federal offices have almost incomprehensible voice mail systems.Hospitals whose first concern s
Without doubt Olam International is seen by everyone as a very impressive, highly successful company.
In 1983, however, Olam was seen very differently. It was an Indian based importer of cashew nuts with a turnover of ?1.7m (?3m) and a return on sales of 1.31%.
Sunny and his colleagues however had a very clear vision for the future potential of the business and one in which they passionately believed.
Traditionally the market for agricultural commodity products was governed by, in the supplier countries, local buying houses and in the industrial user countries the commodity futures markets. The result was generally poor returns for farmers and poor continuity of supply to users. Sunny and his colleagues’ vision was to cut out both the local buying house and the futures markets and to provide guaranteed supplies to the factory gate of industrial users whilst at the supply end
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