THE ACADEMY OF BUSINESS STRATEGY - UNITED KINGDOM
LEO JANSSENS (SGP)
SENIOR GLOBAL PARTNER (SGP)
GEOGRAPHICAL LOCATION: Bedford (United Kingdom)
Bedford, situated a short distance north of London, south east of Birmingham, to the west of Cambridge and to the north east of Oxford. Thus centrally situated in UK’s commercial and industrial heartland. Young. Vibrant. Just like the retail market, geared for growth. Whereby one always needed to keep a check on the factual consumer debt, rising interest rates, inflation, house prices and job security as they all affected how much people shop. Customer confidence being a key issue: if people feel optimistic about their situation, they will spend more. If they are nervous about their own financial security, they will spend less. Whatever the economic conditions, many larger organisations saw graduates as a long-term investment. UK competitiveness remained a big issue. Luckily the manufacturers’ organisation have had to notice that their January 2010 expected slow recovery was proven incorrect. But as Morgan Stanley stated earlier this year one has to offer compelling differentiation. In other words: some companies have to do catching up to rivals. One possibly is to boost one’s strategic partnership(s). Bedford. Cute. Yet with a history. A Saxon settlement on the great river Ouse, the reputed burial site of King Offa. An old town. A planned burgh with a grid of streets, defensive ditches erected in 921, a Norman castle. The Town Bridge built during 1811 -13 was widened in 1938 together with the construction of a causeway. The name refers to the Viking times; Bed ford: river crossing. Its most famous citizens: Sir William Harpur (c.1497-1574) endowed the Bedford Charity, which would allow for the educational expansion (The Harpur Trust) in 1566. It would prove the most significant influence on the town’s development for the 19th and most of the 20th century. John Howard, High Sheriff and philanthropist (1726-90), author of The State of Prisons (1776) is the great prison reformer (of Bedford Goal) and is depicted in his riding clothes on the statue in the Market Square. The industrial revolution was started by again a Howard family about 1830, making ploughs. The Victorian Embankment, created in the 1860’s as a landscaped promenade and Bedford Modern School are beautiful and can still be admired to date. The most famous son of Bedford without doubt is John Bunyan (1628-88), author of The Pilgrim’s Progress – on the Mayflower. The statue of the tinker’s son, a nonconformist preacher, can be admired on St Peter’s green. As mentioned, the first industrialist, with its iron foundry, was John Howard (1791-1878). Two sons further expanded the foundry. In more recent times immigrants came to town as brick-workers. Italians were the greatest in numbers. Airship Industries set up their hangars at Cardington together with the Fire Research Establishment, the two huge hangars can still be seen near Wilstead. The Shorts Brothers Aircraft was built in Bedford’s Shortstown, prior to its move to Belfast for further and global expansion. The Shuttlewood Collection, with the first plane, with which Bleriot crossed the Channel in 1909, can be admired in Old Warden. So too the Half a Pound of Tuppeny Rice, half a Pound of Treacle, a fascinating exhibition in Bedford Central Library shows the history of Bedford’s High Street shops and businesses.
With the UK retail industry employing over 3 million people it represents a culture being commercially driven, so there is pressure to perform. Almost 8 % of the Gross Domestic Product (GDP) is generated in retail. Its sales reach £265 billion (2007), it consequently means hard work and the dynamic nature of the business requires a flexible attitude as the industry and the jobs in the industry are susceptible to economic and consumer trends. As the retail market is set to increase in size by 15% over the next five years, to reach £312bn whilst representing a slowing down of annual growth, noting operating costs will be crucial so too the cost of credit, set to rise. The retail sector is facing a challenging time. Companies will need to be prepared for shrinking margins. Falling house prices influence house moving. And thus the retailers in the home sector. From the manufacturing side, nothing but encouraging news after the 2010 less than great prospects. Here not so many uncertainties for credit restraints, or a host of other risks. The outturn has been stronger than most forecasters had anticipated. Yet, 20 May 2011 with retail sales up 1.1 %, a 0.3 % gain over expectation, growth prospects remain poor, as an additional bank holiday and record high temperatures could explain the fear of not sustained growth. As always every downside has its upside – for some: the UK housing prices are to drop 3% in 2011 meaning a real fall in value of 8 % for house owners. With a pay freeze for earners above 21,000 £ as from 2011 companies could take an advantage on re-engineering their deliveries. In order to facilitate this, Bedford was chosen, centrally located, a great gateway with ample access and infrastructure, right in the heart of the great existing business area of Birmingham, Coventry, Northampton, Milton Keynes and London in order to be able to service client companies easiest. Current service subject position: Distribution assurance: most important for customers, consumers, end-users, patients and client companies alike. Especially as household disposable incomes are down 0.8 % since 2010 and are feared to go down 2% over 2011. Companies are looking five years ahead in their recruitment plans. This will incorporate more of a reason for companies to become even more efficient, possibly to cut costs, but smartly. One of the opportunities is devising a top of the range improved delivery methodology. A tool to improve the service, allowing more customers to avail of the offers. Bedford Borough Council is committed to working with its communities and partners to improve local quality of life. Working together with their partners as part of the Bedford Borough Partnership, they are determined to make the Borough a better place to live, work and visit. Bedford invites you. It became a Unitary Authority on 1st April 2009 and provide a vast range of services for over 158,000 residents and 64,000 homes in Bedford, Kempston and 45 rural parishes. Council services include economic development opportunities, tourism and local events. And a University. The Bedford Borough Council Transport and Streets area provide a good transport system, a fundamental necessity of everyday life. It serves the social and economic needs of an area in a safe and efficient manor with minimal impact on the local and global environment. Central Bedfordshire Council serving the former areas of Mid and South Bedfordshire amongst others with education and learning. Whether you are young, or not so young, you can always try and better yourself through further education. For that reason they provide education to all residents of Central Bedfordshire. The role of the Head of Service includes: The strategic planning of school provision, ensuring that capital investment in schools reflects the strategic priorities and changing needs of the Children’s Services Directorate, as well as the needs of the communities of Central Bedfordshire, capital investment and overseeing budgets for Children’s service and being the Lead Officer for delivery of the Council’s Learning Transformation Programme whilst ensuring Central Bedfordshire has a robust approach to the asset management of its schools. These days, there’s more to libraries than just books where you can access a whole host of resources and information. You can take a web-trip to any of the 12 county libraries without leaving the comfort of your armchair. Or visiting neighbours Milton Keynes and Luton.
Facilitating assuring distribution will remain easily feasible from Bedford helped by the ever increasing provided infrastructure. The A421 and the enlarging of the M1, just a few examples of foreseeing needs. This will affect the economy both locally and at a national level. Availing of these services facilitating client companies. Bedford’s location will continue to offer and have as many opportunities within reach to assist in client customers’ endeavours, be that local, county geared, England wide or including further a field, even global requirements. Distribution assurance will be able to be provided linking Demand/Marketing/Sales/DC/ Distribution and vice versa in closest to perfection delivery performance. Companies can produce new products, develop ranges. Finance can analyse, report, change strategy. IT can develop new business systems. Promotion, communication will continue to play its role. Work-private life balance could become a very significant issue for the industry with its traditional long working hours image. Many might focus on the 2011 out-performer, the electrical sector with a predicted growth of 24%. Regarding future competitiveness, there is a warning damaging the economy from further carbon budget commitment. There is hardly any interest for any further move to a higher goal as there is so much economic uncertainty. On the UK property market, the mentioned anticipated 3 % decline in price for 2011, equalling an 8 % drop in value for owners, will see a further drop in price in 2012. Bedford, a City. Bedford Borough Council Planning Application Support & Search: The Support Services team provides a full range of administrative and reception services to the Planning department, providing a high level of customer care. The planning reception desk in the Town Hall is open for inspections of current applications. The Development Management consist of two main teams. Major applications and Minor applications (householder developments). Within the Development Management team there are also officers who specialise in enforcement, appeals, trees and access issues. Their role is to develop, sustain and enhance the Pride in the Borough of Bedford. It is their responsibility to act a catalyst for the various initiatives with regard to the environment and community partnerships in order to promote local citizenship. They aim to improve communications, promote and create links with the community and business, advise on improving the environment, raise standards and promote best practice, provide quality, continually monitor, evaluate to improve efficiency. And pride in Bedford. Bedford Borough will handle Tourism and Business. The interest in people and surroundings nicely rounded off by the Bedford Borough A-Z Guide and Bedford Borough Council Values. Central Bedfordshire council informs you what can affect you and your business as Bedfordshire has a strong entrepreneurial culture and in recent years business growth in the area has been dynamic. Central Bedfordshire Council works closely with partners to ensure relevant support and advice is available for existing businesses and those wishing to start-up and develop a business so that each can continue to build on Bedford’s strong performance. You are invited to research Simon Dunning’s Invest in Bedford: You Can See The Future From Here and Business2Business, The Bedfordshire and Luton Business community newspaper as well as finding out about the Social Enterprise East of England. Recommending vibrant and innovative businesses come here to grow. Bedford I-Lab, Investment Innovation and Funding, Trade and Investment, the East of England Development Authority improving the economy of East of England. Listen to your requirements, facilitating providing distribution assurance regarding products that need to be delivered within Bedfordshire, England, originating in UK or abroad or from England to UK and European or global destinations. Foresee for future developments. Allow your employees to come up with the best possible solution, an efficient, professional, cost effective set up with the required maximum of information available to your customers in order to satisfy their needs correctly. Your staff will be trained in order to become even more pro-active, interested and qualified co-workers.
Global Partner status (Associate – Executive – Senior): Senior
Country of registration: United Kingdom
City of registration: Bedford
Operations and Performance management
Procurement – Purchasing strategy
Customer service strategy
INDUSTRY SECTOR EXPERIENCE:
QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
Management, Transport Commissioner, Institute of Ministry of Transport Brussels
Logistics and Distribution, Institute of Ministry of Transport, Brussels
Marketing, Shields London, Cork
E-Commerce: Quality Business Development, Shields London, Cork
Leo assists assuring distribution witnessed by his considerable achievement with Ray-Ban and ReNu; acknowledged as “the Benchmark” by a great number of companies, guests of Vision in Business, SMI and I.I.R. London. A life-long learner, studying economics and languages, distribution and transport, 1971-75, management, 1977-81, becoming transport commissioner, in Belgium, 1985; interpersonal skills and management, Hemsley Fraser, London, 1988, influencing skills, appraisal and teambuilding Sheppard Moscow, London, 1989, marketing, 1990-1991 and e-commerce: quality business development, 1992, Cork. Leo likes meeting and helping people. Allowing customers and client companies skilfully and flawlessly achieving their goals. Tasked by Kersten, Hunik, the family owned, highly reputable, middle large logistics company, to create distribution opportunities in EU; 30 personnel hired, giving quite a few a deserved pat on the back, publicly, Leo solved customers’ question marks during 19 successful years, also in Warrington. Meeting Senior Vice President Jim Shields, Leo’s determination, sense of compliance; evaluation, securing: leaving nothing to risk, appealed. Giving customers the edge and certainty. That’s what a customer is looking for. And finding out what exactly the client appreciates. British Airways’ on-board article congratulated Leo’s ground work and finishing touches: Shaping, transforming. Leo’s Greenfield work was honoured when Bausch & Lomb received the European FMCG First Prize, London September, 2000. Re-engineering from A to Z, uniting existing DC’s into a European DC, designing a new supply chain. Ameliorating, creating velocity, continuity. Stopping customers worrying. Inducing a “we” feeling and pride in co-workers’ minds. Allowing staff of 22 nations becoming business drivers using best practices as team players. Important details. Only then reassured. Interested executives mentioned needing time to get to know him. They got to know him and to appreciate his work, especially at Birmingham. At his career start, Leo spent many days in Finland, which required flax, used by modern pioneering designers, only originating in Flanders and in today’s Russia. 15 years on, Leo is introduced to Mississippi yarn. Asked by the Industrial Development Authority, Ireland to explain possibilities and advantages setting up a factory in the EU, creating important employment too: Wilson Sport Socks’ products seen at Wimbledon, were pleased and obliged. TNT and DHL showed gratitude, their turnover enhanced, whilst Leo being instrumental opening depots. Molnlycke very happily accepting Leo’s proposals maintaining 300 local jobs. Co-working 3 worldwide services were created at and for Bax Global. Asked by North European VP to devise why not in the number one position like in all other EU countries; learning Leo’s information, Danone soon took, rightly so, the number 1 spot. Communication. Creating. Familiarising all with change. Explaining strategy, responsibility. Enhancing packaging, information and knowledge. Coaxing others to shine. Gaining co-workers’ trust. Ensuring there’s only 1 weakest link, on BBC1. Client focused, understanding values, finance and global purchasing. Quantifying performance measurement, defining and writing procedures and parameters, handling returns, obsolete. Visualising future results. Reducing EMEA Plan by 25%, suppliers from 600 to 23, receiving-, confirming-, picking-, packing-, invoicing up to 20,000 orders, using 560 hubs, 15,000 vans and trucks, per day, delivering 97,4% next day, re-engineering bringing reliability to 98,4%. “Checking, paying” up to “140,000 debits” per day. 65,000 SKU’s heading to 50,000 High Street customers, amongst which household names Sunglass Hut and Boots, each serving their demanding consumers. Adequate labels. Also to 68 countries. Leo, critical of own work, worked simultaneously on the 4 parts of the supply chain. Auditors AD Little and Chubb Insurance passed highest merits twice regarding people and process management stating Leo handles complex local county area tasks just as well as country or larger requirements. Confirmed by Marsh’ s audit passing their highest merits also twice regarding planning and budget. Trenite van Doorne’s (Landwell Global) praised highly regarding contract stipulations. Leo assisted enhancing value: Ray-Ban sold for 625 million $, worth 400 M $ when he joined. Intrigued by the yoghurt deliveries Leo studied filled racks at Tesco, Asda, Waitrose, Co-op & Lidl. And ensures pleasure in life with daily speed walking and pushbike racing, also enjoyed by his wife. The experience as manager in a logistics company, inspiring co-workers and clients, followed by EMEA Distribution manager designing, agreeing, motivating and European Logistics Development Director, proposing set-ups according Marketing and Finance requirements, proved putting all stakeholders at ease. Aware of abilities of 37 of the world’s top 40 logistics and parcels companies, optimising the supply chain as consultant for Novo Nordisk Europe, noting its customers’ contentment and advancement having developed a temperature controlled delivery method bringing peace of mind to hospitals, doctors, nurses, wholesalers, pharmacists and private patients in 25 countries, improving technical methodologies within Alitalia and Iberia, motivating, enticing co-workers’ input; enhancing engineers’ business acumen as Division manager, developing business and production as General manager Vandervelden, as Consultant improving service and cost at Brington Europe and Kreglinger import, giving training, accelerating performance. So too for Liz Claiborne and Eli Lilly, improving existing set ups. Always ensuring KPI’s and SOP’s are understood and agreed upon. Exceeding goals, confirming corporate identity. Facilitating reaching fullest potential. Delivering. First time round, correct, complete, in time, without damages or excuses. Standardising, yet personalising. Improving mobility and control. Ensuring issues will not reappear. Cultivating awareness. Explaining precautionary costs are only a fraction of (unnecessary) pay-outs later. Reporting timely, Leo focuses, even when priorities are changed. Working together. Reaching agreed, considered solutions. A tranquil leader, dedicated, calm under pressure. Named an ENFP in 2005, Leo listens to customers’ aspirations before planning, checking they received top service, after implementation. Giving and appreciating feedback. Leo, a diplomatic professional, caring passionately about quality pre-empted issues; counters complacency, raises standards, improves profitability, co-workers’ safety and pilferage prone products’ security. Satisfies customers’ expectations and corporate requirements. Ensures competitiveness, upgrades communication and information, structures from demand till delivery, the nearest to perfection. Leo facilitates. Assuring Distribution.
Global Partner preferred location
Country: United Kingdom
To contact Leo Janssens (SGP), please forward an email to the Academy of Business Strategy.