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Wool Stocktake : AWI Annual Report 2017-18
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 2017/18 1. 75% of Key Accounts report a measurable increase in wool production or sales over the 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 46. DIGITAL SERVICES STRATEGY EXPENDITURE DURING 2017/18 $2,802,000 project expenditure INVESTMENT FOCUS Infrastructure Provide an infrastructure environment that 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 2017/18 1. By 2019, increase the amount of new customers entering the AWI/Woolmark digital eco-system by 20%. Revised target. Through the relaunch of Woolmark.com and its language variants we have opened up our potential audience considerably and hence have adjusted the targeted figure to 30% and are on target to meet this. 2. Integrate CRM across the entire business to improve communication. In progress. We have designed a full end-to-end solution that will make interacting with the CRM easier for our staff. This will save time and also ensure that data is collected and shared across the business. This system is being rolled out this year with full operating intended within the next two. 3. Ensure all offices and projects are fully supported digitally and increase overall staff awareness of these services. On target. The digital team has been restructured to provide dedicated support units to help build AWI’s digital and innovation capabilities and help service all offices. New staff members have also been brought on with bilingual capabilities to help work more effectively in the various markets. 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 through various thought leadership, presentation and engaging partnerships. This has helped to position AWI as a leader in this space and open up more opportunities to collaborate with brands. Note: The work in the Digital Services strategy was undertaken across the whole company. For further information, see the Marketing portfolio on page 10, and the Woolgrower Services portfolio on page 38. REPORT OF 2017/18 OPERATIONS – BUSINESS SERVICES 59
AWI Annual Report 2016-17