Recent TRG blog posts

Today’s customers expect great service, excellent selection, and competitive pricing. And they not only do not care whether that’s online or at a physical location — but they also expect to be able to “mix it up” a bit. Customers have come to expect that if they order an item online, they can return it in the store, for example. 

Retailers want to embrace the omnichannel methodology but they realise they can’t be all things to all customers. While it is true that today’s shoppers, and in particular Millennials, want to purchase goods and services through different channels, many retailers are still struggling to adapt to the latest iteration of retail reality in which shopping takes place 24/7, and may start in one channel and finish in another.

From cloud computing and robotic process automation to analytics, AI, and machine learning,  a new class of digital disruptors is transforming the role of finance. Will all the automation and technology that CFOs have at their fingertips ultimately replace the need for a traditional finance chief, or will CFOs be able to harness that technology to improve their bottom lines?

For years, retailers have looked for ways to influence shopper behaviour, from the early days of paper punch cards to sophisticated big CRM and ERP systems. Since then, loyalty programs have evolved from basic check-in solutions to more sophisticated check-in solutions that were able to communicate with shoppers via mobile app, text or SMS messages, and email. 

Integrated Business Planning (IBP) has delivered significant benefits to practicing businesses. According to a recent study conducted by Aberdeen Research, companies with a well-structured IBP process achieved the following benefits over a two-year period post IBP implementation:

Integrated business planning (IBP) is a business-focused evolution of traditional sales and operations planning (S&OP) that aligns sales, business strategy, and operations with enterprise-wide financial performance.

Vienna House is an Austria-based hotel chain that currently has 34 hotels under its brand. The brand is famous for their classic Viennese charm with a touch of modern comfort. During the past five years, Vienna House has grown and acquired a few more hotels. The steady growth brings in the inevitable IT challenge: the need for a revenue management system to help unify and manage all of the hotels in the group.  

Hospitality is a fast-paced and constantly changing industry which receives heavy impacts from the consumer behaviours and technological advancements. More and more hotels compete against each other to win the travellers' hearts; they all face the same challenge: mining the overflowing mountain of data to offer their clients with what they most desires.  

Objectives and Key Results (OKRs) form a powerful goal-setting framework that helps improve the engagement of both the employees and managers, keeping focused and motivated to thrive for organisational success. Follow these best practices in implementing OKRs for the best results. 

The success of an organisation is normally defined by growth. And a constant and sustainable growth would require focused leaders and a workforce that understands their collective aims and priorities. Yet, ensuring the alignment between the leaders and their workers toward mutual goals is a challenging task without a suitable goal-setting and progress-tracking method. This is where OKRs come in.