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Chiquita eveneens klant..

1. [verwijderd] 15 september 2006 10:58

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   quote:

   beeldscherm schreef:

   [quote=wilfredo]
   het is inderdaad een foutje, want dit mochten wij eigenlijk niet weten..........................
   [/quote]
   
   www.u3.dk/default.asp?u3=news/lean-14...
   
   miss. ligt hier de verwarring (maar hij staat er wel...)probe.
   
   ftmba.mba.dk/Includes/GetBinary.aspx?...
   

   in cooperation with Dr. Cooper, the creator of ProBE®, which is a tool for benchmarking new product development practices and performance. ProBE allows a company to benchmark against U3's database of several hundred companies and over 2,000 projects. It enables a company to compare their practices and performance against a typical business and the top 20% in the database. As a result, managers can develop ways to significantly improve their company's performance.
   
2. [verwijderd] 15 september 2006 11:45

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   quote:

   Corporaal schreef:

   Misschien willen ze reageren via mail.
   

   Echt niet.Op Mars wordt ook niet gereageerd.
   Hots.
3. [verwijderd] 15 september 2006 11:49

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   quote:

   hotsirio schreef:

   [quote=Corporaal]
   Misschien willen ze reageren via mail.
   [/quote]
   Echt niet.Op Mars wordt ook niet gereageerd.
   Hots.
   

   Ik heb aberdeen.com gemaild ;) ;)
4. [verwijderd] 15 september 2006 11:55

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   quote:

   Corporaal schreef:

   [quote=hotsirio]
   [quote=Corporaal]
   Misschien willen ze reageren via mail.
   [/quote]
   Echt niet.Op Mars wordt ook niet gereageerd.
   Hots.
   [/quote]Ik heb aberdeen.com gemaild ;) ;)
   

   Het zou mooi zijn als je antwoord krijgt,maar reken er maar niet op.
   Hots.
   
5. [verwijderd] 15 september 2006 11:55

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   quote:

   Corporaal schreef:

   [quote=hotsirio]
   [quote=Corporaal]
   Misschien willen ze reageren via mail.
   [/quote]
   Echt niet.Op Mars wordt ook niet gereageerd.
   Hots.
   [/quote]Ik heb aberdeen.com gemaild ;) ;)
   

   of anders Trix van Bea,hahahahahaha
6. [verwijderd] 15 september 2006 12:00

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   Nog geschoten is altijd mis ;)
7. [verwijderd] 15 september 2006 12:11

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   quote:

   Corporaal schreef:

   Nog geschoten is altijd mis ;)
   

   .
   Daarin heb je gelijk.
   Niet(noch) geschoten is inderdaad altijd mis.
   Ik hoop ook dat er antwoord komt.
   Hots.
8. [verwijderd] 15 september 2006 12:41

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   Of Chiquita klant is/wordt weet ik niet, wel dat ze meer doen dan alleen bananan. Eerder dit jaar is bv een bedrijf overgenomen met een veelheid aan producten waar Accolde niet zou misstaan.
   www.foodingredientsfirst.com/newsmake...
   
9. [verwijderd] 15 september 2006 12:59

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   gisteren had hier toch ook iem. gepost omtrent Colgate???
   
   Ze zijn inderdaad ook behoorlijk bezig met "Innovation", waarbij ze het hebben over the cornerstone of the Company's.
   
   ze werkem met SAP maar ik kan me uit eerdere berichten herinneren dat SAP goed met Accolade samengaat.
   
   Colgate partnered with a Swiss company to jointly develop the brush, uniquely designed and manufactured for greater efficacy. A new method of attaching the bristles during production allows for the unusual bristle shape that is clinically proven to offer superior cleaning. Strong information technology relationships drive business efficiency. Collaborating with information technology partners IBM and SAP, Colgate keeps costs down as its infrastructure grows. Testing new systems and scaling them to their greatest effectiveness results in greater reliability, flexibility and speed, and gives Colgate a competitive advantage.
   
   Innovation, a cornerstone of the Company's strategy to drive and fund growth, is encouraged and rewarded at Colgate. Colgate is building innovation into its culture with the ten category innovation centers located across every geographic region and new external partners to help accelerate new product activity. For example, all departments and functions are now eligible to apply for funding for development of new products or other innovative projects from an expanded Global Innovation Fund program. Previously open only to the research and development function, the fund received 40 applications within the first two months after being open to all, and approximately 30% of those submitted received funding. To emphasize the importance of innovation across the entire organization, Colgate introduced a new training course called "Personal Creativity for Innovation." Designed for all employees globally, this course provides the knowledge and skills needed to develop an environment supportive of creativity, to generate and nurture more new ideas. Colgate is augmenting its internal product development process by working with outside experts to create even more opportunities for growth. The Company has recently entered into new partnerships with outside innovation specialists to collaborate on ideas that should begin bringing a stream of new products to the marketplace in the next few years. Another initiative under way is collaboration with external leaders in packaging, raw materials and technology as well as with "think tanks," institutes and universities where fresh thinking abounds
   
   dus ik zie weer een paar punten die overeen komen met stage gate (acc)
   
   
10. [verwijderd] 15 september 2006 13:04

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    Ik zou zeggen Google eens op Chiquita en kijk in hoeveel landen Chiquita actief is.
    
    www.prnewswire.co.uk/cgi/news/release...
    
    Wel een stukje uit 2004 maar toen was Chiquita al met NPD in de weer.
11. [verwijderd] 15 september 2006 13:13

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    CEOs Need To Embrace Innovation
    CEOs must view innovation as a blueprint rather than a brainstorm.
    
    By Sam Kogan, president, chief operating officer, GEN3 Partners Inc.
    Sept. 6, 2006 -- A light bulb overhead may signal a bright idea in cartoons and comic books, but in today's business world companies can't sit around waiting for creative bolts of inspiration. Long-lasting success requires a process of innovation that is predictable and consistent. But here's the challenge: How can that message be conveyed to top-tier executives? What must be done to persuade middle managers to embrace innovation? What's the fastest route to the "innovation buy-in?"
    
    
    
    Why Is Innovation Necessary?
    
    Today innovation is necessary to survive. The global market has become so competitive that innovation is now as valuable an investment as sales and marketing. Markets are becoming more global, not less, so the value of innovation will continue to increase. Here's why:
    
    Overseas companies have huge advantages over U.S. firms including lower labor costs and government subsidies. U.S. companies can't compete on price -- they must compete on the value that they bring to customers. To do that they must be consistently more innovative than overseas competitors.
    
    The best ideas and technologies spread rapidly around the world now. A company with a new product may make a one-time splash, but before long everyone else will have adopted it. A consistent, predictable innovation process enables companies to overcome this.
    
    Brands aren't as powerful as they used to be. Experience is now more important than brand name as the basis for a person's purchasing decision.The Internet allows people to share experiences about a company with millions of others. People now choose the products that give them the highest value, not just the best-known brands. Relying on a strong brand name is no longer enough. Consistent, predictable innovation is the answer.
    
    A New View Of Innovation
    
    For too long we've viewed innovation as a creative process that leaps from the minds of imaginative people like Albert Einstein or Steve Jobs. It's time to change that view. Innovation today is a reliable, measurable process that yields dependably positive business results.
    
    Successful innovation means developing new ideas and adopting new product design and production methods that drive significant improvement along the main parameters of customer value. In other words, manufacturers must identify those attributes of a product upon which consumers base their purchasing decisions, and then improve them using new tools and techniques.
    
    Here are five steps companies can take to achieve consistent and dependable innovation:
    
    Create an impetus for innovation that starts at the top. Companies that find the most success usually have an innovation champion in the corner office -- a person with enough authority and respect to topple roadblocks and oblige others across the company to think in a new way. Former Procter & Gamble chief executive John Pepper was one of the first to understand this. He led an effort to train 6,000 engineers and scientists to think in a more innovative way. He felt that if every one of those 6,000 worked 5% more innovatively, the company as a whole would operate much more effectively.
    
    Reform the risk-averse middle manager. Middle managers are often the greatest obstacle to innovation. They're busy doing their jobs, so they don't have time to manage the adoption of a new innovative mindset. Also, their jobs are easier to fill than top executives, so they tend to be risk-averse. CEOs can win over risk-averse middle managers by reducing the risk associated with change. Remember: implementing innovation as a discipline makes it dependable and predictable, unlike the old way of waiting for innovation to strike out of the blue. CEOs must set up incentives for managers to adopt innovative behaviors. They must demonstrate the tools for managers to adopt innovation. And they must constantly support the process with a carrot-and-stick approach enforced from the corner office.
    
    Adopt innovation in every department across the company. Innovation shouldn't be geared solely for the business end, the marketing end or the technical end. Innovation in the 21st century is a process that must involve the whole company.
    
    Hire professional innovators. Years ago, when companies realized the necessity of research and development, they created full-time R&D positions such as CTO and vice president of R&D. Today a similar change is needed with innovation professionals -- people whose full-time job is to drive innovation within the company.
    
    Start "basic training" in innovation. Choose a group of employees to receive professional innovation training and serve as disciples.These teams become centers of innovation excellence that together form a self-sustaining innovation process across the company.
    
    It's time to think about innovation in a new way: as a reliable, measurable process that yields consistently positive business results. Companies such as Proctor & Gamble, Alcoa, Intel and Chiquita have adopted this approach. They realize that the old way of thinking about innovation as a creative, unreliable process is outdated and ineffective. Forget that old light bulb overhead. There's a new paradigm in town.
    
    Sam Kogan is president and chief operating officer of GEN3 Partners, Inc., a product innovation consulting company. Based in Boston and St. Petersburg, Russia, GEN3 helps manufacturers identify the best opportunities for new products and new manufacturing processes and solve the technical barriers to achieving them.
    
    www.industryweek.com/ReadArticle.aspx...
    
    
12. [verwijderd] 25 september 2006 15:50

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    quote:

    sniper22 schreef:

    Campina, Chiquita...gaat lekker zo!
    
    Sopheon
    Sopheon is an international provider of product lifecycle management software and services.
    Its AccoladeTM solution combines advanced product portfolio management with
    innovation process governance. The Sopheon system has been adopted by top innovators
    throughout the world, including industry leaders such as Cadbury Schweppes, BASF,
    Parker Hannifin, Electrolux, American Express, Timex, Chiquita and Vodafone.
    Accolade:
    • Increases the net-present value of portfolios by identifying product winners and
    killing losers early in the development cycle;
    • Maximizes enterprise innovation-process adoption and continuous improvement;
    • Strengthens the predictability and volume of innovation-process output.
    Accolade users have reported reducing time-to-market by as much as 30%, and increasing
    revenue from new products by 40% and more.
    

    Chiquita Brands International,
    
    Exploring Strategic Alternatives for Shipping-Related Assets
    
    After several months of evaluation, Chiquita is launching a process to
    
    explore strategic alternatives with respect to the sale and long-term
    management of its overseas shipping assets and shipping-related logistics
    operations. The company will consider various structures, including the sale
    and lease-back of the company's owned ocean-going shipping fleet, the sale
    and/or outsourcing of related ocean-shipping assets and container operations,
    and entry into a long-term strategic partnership to meet all of Chiquita's
    international cargo transportation needs.
    
    maarja, "various structures" daar kun je ook iets anders bij denken en ze kunnen natuurlijk NIET achterblijven bij Cadburry/Campina/Orangina
    
    www.investegate.co.uk/Article.aspx?id...
    
13. [verwijderd] 13 oktober 2006 13:33

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    www.mbtmag.com/emergingvendors/40Emer...
    
    hij staat er toch weer bij "Chiquita"
14. [verwijderd] 13 oktober 2006 16:03

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    www.innozone.dk/fileadmin/Filbibliote...
    
    Voice of the customer????
    
    www.iirusa.com/portfolio/4898.xml toeval of meer??
15. [verwijderd] 13 oktober 2006 16:55

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    Bassie/BG
    Hier een Nederlands bericht over Chiquita waaruit blijkt dat het een flinke speler is op de groente en fruitmarkt in Amerika en Europa.
    
    "CINCINNATI (ANP) - Het Amerikaanse fruitconcern Chiquita Brands International koopt voor 855 miljoen dollar (648 miljoen euro) in contanten Fresh Express, de grootste leverancier van verpakte salades in de Verenigde Staten met een marktaandeel van 40 procent in de detailhandel. De woensdag aangekondigde overname moet de afhankelijkheid van bananen verder verminderen en zorgen voor een betere balans tussen de activiteiten in Noord-Amerika en Europa. Chiquita neemt Fresh Express over van Performance Food Group. De aanwinst heeft een jaaromzet van ongeveer 1 miljard dollar. Chiquita zag zijn omzet vorig jaar stijgen met 18 procent tot 3,1 miljard dollar, deels door een overname. Bananen zorgden voor 1,7 miljard. Van de omzet komt nu nog 72 procent uit Europa. Na de overname van Fresh Express wordt dat 55 procent en komt 44 procent uit Noord-Amerika. De nettowinst van Chiquita daalde vorig jaar van 99,2 miljoen dollar tot 55,4 miljoen dollar. Exclusief bijzondere posten was er een stijging van 80 miljoen dollar naar 85 miljoen dollar."
    Groet, SuperTelstar
16. [verwijderd] 13 oktober 2006 17:06

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    Hoe herken je Sopheonbeleggers met carnaval?
    Zie:
    www.bananenmuts.nl/
    
    Groet, SuperTelstar