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Wool Stocktake : AWI Annual Report 2016-17
BUSINESS DEVELOPMENT INVESTMENT FOCUS Communications AWI will implement a communications strategy using its digital channels (social media, newsletter, e-learning) to support the use of Australian wool in interiors and promote the use of AWI’s premium apparel care brands through the easy to care story for wool products. Educational AWI will educate high level interior designers, architects and retailers about the benefits of wool for use in interiors by demonstrating how using wool can address particular problems such as; fire safety, climate control, acoustics and insulation. Key Account Management Robust global Account Management processes with TWC staff focussing on key partners (from an agreed list of key accounts, development accounts and maintenance accounts). AWI’s key accounts will deliver measurable outcomes in wool product awareness and/or sales volume during the strategic period. STRATEGIC TARGETS Targets for three-year period 2016/17 to 2018/19 Progress during 2016/17 1. 75% of Key Accounts report a measurable increase in wool production or sales over the strategic period. On target. Note: For further information on the work undertaken in the Business Development program, see the Marketing portfolio beginning on page 10, and the Processing Innovation & Education Extension portfolio on page 40. DIGITAL SERVICES STRATEGY EXPENDITURE DURING 2016/17 $2,251,000 project expenditure INVESTMENT FOCUS Infrastructure Provide an infrastructure environment that meets and continues to evolve with the business by continuing to reduce levels of hardware investment, simplifying infrastructure (hybrid cloud based solutions), whilst reducing complexity in integrations and removing legacy systems. Hardware Development Provide increasing levels of accessibility to business systems via web services and enhanced BYOD (bring your own device) capabilities. Software Development Evaluate and adopt agile, cloud services as appropriate to the business from a holistic perspective, ensuring applicability and scalability. STRATEGIC TARGETS Targets for three-year period 2016/17 to 2018/19 Progress during 2016/17 1. By 2019, increase the amount of new customers entering the AWI/Woolmark digital eco-system by 20%. On target. Through constant revision of its strategy, AWI has not only managed to maintain a steady growth across all aspects of its digital audience (traffic, social and databases) but has also managed to ensure this is reflected in its most valuable metric (ie data acquisition) which has helped AWI serve up more relevant content. 2. Integrate CRM across the entire business to improve communication. In progress. Training has been rolled out and identified cost savings implemented. The entire system is currently under review to identify further efficiencies with which to better support the business. 3. Ensure all offices and projects are fully supported digitally and increase overall staff awareness of these services. On target. The digital team is fully integrated and, through regular conference calls and office visits, is now able to review project proposals to ensure they capitalise on every opportunity to incorporate digital support. This aids better delivery of projects and thereby increasing value to growers. 4. Provide leadership and guidance to ensure digital future proofing of the business. In progress. AWI has been working to present the business as forward-thinking and digitally-led, which has already enabled AWI to engage large scale suppliers who more closely align with this methodology. Note: The work in the Digital Services strategy was undertaken across the whole company. For further information, see the Marketing portfolio on page 15, and the Woolgrower Services portfolio on page 37. REPORT OF 2016/17 OPERATIONS – BUSINESS SERVICES 51
AWI Annual Report 2015-16