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IBM:重设品牌价值-把目标与利润汇聚于核心业务(2023)(英文版)(32页).pdf

上传人: Kell****reet 编号:123916 2023-04-26 32页 1.49MB

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1、In association with IBM Institute for Business Value|Research InsightsRedesigning brand valuesPurpose and profit converge in core operations2IBM researchers and consultants create innovative solutions that help consumer products companies become more consumer-centric by delivering compelling brand e

2、xperiences,collaborating more effectively with channel partners,and aligning demand and supply.For more information,please visit: a comprehensive portfolio of retail solutions for merchandising,supply chain management,omnichannel retailing,and advanced analytics,IBM helps deliver rapid time to value

3、.With global capabilities that span 170 countries,we help retailers anticipate change and profit from new opportunities.For more information,please visit: put your sustainability goals into action,you need a strategy and solutions that are specific to your needs.Make informed decisions by making the

4、 most of your data.Connect your strategy with day-to-day operations to embed sustainability into your business transformation.For more information,please visit: IBM can help1Finally.The strategic alignment of sustainability and operations.Organizations in the consumer industry have made a significan

5、t pivot to align their sustainability goals and operational objectives,according to our latest research.As they redesign their supply chain and manufacturing operations following the massive pandemic-driven disruptions,sustainability is no longer a standalone priority.Instead,executives are seizing

6、this moment to integrate it into core operations.This shift is putting organizations on the fast track to the radical reinvention needed to achieve the quadruple bottom line:protecting people,planet,profit,and purpose.The need for this change?Its immediate.Progress reports on greenhouse gas(GHG)redu

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本文主要讨论了消费品行业如何将可持续性目标与运营目标相结合。主要观点包括: 1. 大多数领导者不再将可持续性和运营视为单独的倡议,而是有意识地将它们的目标结合起来,以优化在两个领域的投资和努力。 2. 近75%的领导者同意需要重新调整他们衡量和报告可持续性目标的方式,但他们没有实时监控和衡量进展的能力。 3. 因此,他们正在转向技术以帮助他们实现运营化可持续性的承诺。他们估计技术预算将在未来三年内增长34%。 4. 领导者认识到可持续性对品牌的价值,77%的领导者同意可持续性投资将加速业务增长。 5. 可持续性已成为企业运营的一个组成部分,从产品设计、开发和制造到供应链运营,再到其扩展生态系统,都融入了可持续性。 6. 近一半的受访者专注于重新设计他们的供应链网络,以避免未来的中断,降低风险,并变得更加可持续。 7. 跟踪行业内的材料流动和碳强度更容易说难做。尽管近一半的领导者表示他们正在与生态系统合作伙伴创建共同的可持续性指标和仪表板,但更深层次的问题是知道确切地衡量什么和如何衡量。
企业如何将可持续性目标与运营目标相结合? 可持续性投资如何加速业务增长? 企业如何通过产品设计和制造实现可持续性?
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