In partnership with RBC Capital Markets, MAPI examined how companies manage their mergers and acquisitions programs and transactions, including deal sourcing practices, internal deal communications practices and protocols, valuations and returns practices, due diligence processes, M&A perform
Growth & Innovation, Marketing, Marketing Communications, Digital Marketing, Lead & Demand Generation, Social Media Management, Strategic Marketing, Channel Management, Operations, Information Technology
Customer-centricity is on the rise. But are marketers in B2B manufacturing doing what they can to embrace it? MAPI teamed up with the experts at Oracle Marketing Cloud to survey sales and marketing leaders at global MAPI-member manufacturing companies headquartered across North America.
Over the last 20 years, the growing global economy has allowed manufacturers to enter new markets to serve an increasingly global customer base while also shortening supply chains and reducing cost structures.
Most respondents (57%) have a single corporate-level sustainability leader, either in the form of an individual primarily responsible for the company’s sustainability efforts or a chair of a corporate sustainability committee.
When asked about the basic reporting structure within the corporate RM function, 71 percent of respondents said it is hierarchical (up from 64 percent in 2010 and 49 percent in 2006), while only 5 percent characterized it as team-oriented.
Inventory is often considered the most valuable category of assets on manufacturers’ books. Since it has its downsides—tying up large amounts of cash and sometimes diminishing in value—it is common practice to minimize inventory as much as possible without hurting customer service levels.
Corporate Affairs, Public Relations, Investor Relations, Shareholder Management, Shareholder Activism, Leadership, Board of Directors, Fiduciary Responsibilities, Functional Management, Performance Measurement, Human Resources, Compensation, Executive Compensation
Total shareholder return (TSR)—the sum of dividend yield and share price appreciation—is widely used by boards and governance committees because of rising pressure in the investment community, increased investor activism, watchdogs such as ISS, and say-on-pay practices. Many boards are tying pay to TSR without realizing that it can be misleading and opaque.
This survey, conducted in collaboration with PwC, evaluated manufacturers' tax functions and examined how they are positioned with respect to leading tax technology practices, where they stand in terms of adopting and enabling tax technology initiatives, the operational challenges they are facing, their satisfaction with existing technology; and where they stand with respect to developing a tax technology strategy.