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will also recognize that our label converter members’ product/market portfolio more and more includes other things like sleeves, flexible packaging, pouches, cartons etc.
2. Concentrating our value proposition on those target groups and stakeholders to which FINAT as a European association is most relevant. For each of the three different stakeholders, FINAT has a different value proposition:
• At the core of FINAT are the label converters. Contrary to 1958, in most of the leading European markets national platforms have developed, and it should not be FINAT’s interest to duplicate the excellent work that national associations are doing. Instead, FINAT aims to offer a ‘leading edge’ platform for those label converters which have an interest in international networking, business knowledge, influence and/or experience.
Our programmes aim to provide a unique European ‘top level’ executive meeting point, dealing with strategic, high level trade, technology and legislative issues which are relevant to the future success of their businesses.
• For direct suppliers to the label industry, FINAT offers an opportunity to meet the top management of their customers (and vice versa), have access to a platform to
influence pan European issues and interests and gain access to first-hand knowledge about European market trends and statistics.
• For indirect suppliers, FINAT provides access to an important part of their downstream supply chain, to meet their customers and their customers’ customers in order to better understand the use of their products, educate label converters and influence industry technical standards and best practices.
• For the national label associations, finally, FINAT offers a vehicle to share the documentation and workload with peers in other national associations, learn from each others experiences, align positions on issues of common interests, and elevate national industry standards and best practices to the European level.
More than ever before, FINAT’s programmes and initiatives will need to take into account relevance to these more narrowly defined value propositions.
DESTINATION POINT B: VISION AND ROADMAP 2018
Continuing the planning of an organisation’s strategic journey, the intended destination is the point on the horizon that it wishes to reach. The vision describes where the organisation is going, its ambitions, taking into account the possible scenarios for the foreseeable future and their upside and downside risks (‘dreams’ and ‘nightmares’). Scenarios allow the organisation to build a degree of flexibility into their strategy plan.
A famous example of successful scenario planning is Shell which used this methodology to successfully anticipate the consequences of the oil crisis which hit the world economy in the 1970s.
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FINAT YEARBOOK 2014 |