Platts Moving Forward Strategy

We are on a continuous Mission to provide growth opportunity to all stakeholders including Stockists, distributors, retailers, suppliers, etc. and remain ahead of competitors through product-innovation, adopting modern technologies and achieve optimum cost of production.

to achieve the highest returns for our clients and to deliver a client experience that is second to none in the industry.

This strategy is vital and attracts customers that have been loyal and meet the company vision of customer first. This strategy boosts sales in their industry.

As a result, the company focuses on its target markets and effectively delivers on its value proposition to satisfy its customer’s needs, wants, and demands.

progress in achieving our goal and the implementation of our strategies, the leadership team agreed to

The goals and challenges of this past year include all of those activities that advanced

It supports web services that align with continuous growth opportunities, expanded customer relationships, and ability to cross-sell between the divisions.

The ability to compete on analytics is made possible by certain qualities some companies possess which allows them to collect and use immense amounts of data in a way that differentiates the success and practices of those companies amongst any other businesses. Davenport and Harris (2007) define analytics as “extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact-based management to drive decisions and actions” (p. 7). Therefore, to be able to compete on analytics, a firm must not only use the data to extrapolate and execute strategies and models in order to drive business, but also to use that data better and smarter than their competitors. This requires forward thinking and continual developments of current analyses and practices. With regard to Davenport and Harris’s criteria and concepts on the ability to compete on analytics, Old Navy LLC’s practices will be analyzed to find whether the company is able to compete, is a competitor, and how it competes, if at all.

This Chapter is intentional about three specific areas requiring action that all leaders must focus on to mobilize a system of change. Section 3 is comprised of five chapters: 1. Make Interpretations (2), Design Effective Interventions (3), Act Politically (4), Orchestrate Conflict (5) and Build an Adaptive Culture (6).

The major success of this project has been the achievement of our goals. One of our main goals was to

business purpose. All-in-all their promise is to have the best quality in customer service with a

Exposure to be achieved: this is to ensure that customers are aware of the brand and what the business has to offer to potential customers.

Distribution – to make certain they are getting the latest most innovative products to customers quickly

To inspire moments of optimism through our brands and actions. To create value and make a difference everywhere we engage.

They are distribution channel firms that make sales to final customers and Whittaker’s has to improve and sustain a close relationship with these resellers as they have the biggest customer base amongst all with 45.3% patron’s, holding a substantial amount of power. As such, Whittaker’s can obtain better advantages such as getting prime product area shelf-displays. (KPMG, 2012)