Catching up with Neil Hampshire, Global Business Units & Business Support Functions, Avon Products Inc.
What keeps you up at night?Current economic turmoil is causing all companies to look at the impact on their operations. This, coupled with rapid currency fluctuations, requires companies to mitigate the risk or leverage it to their advantage. Flexible sourcing and supply chain operations have never been more essential. Companies need to look at how they can respond to these pressures in a sustainable way that will help them both protect margins and grow market share.
In the interim, companies are often tempted to cut costs and take short-term measures that will impair their flexibility and potential to capitalize on improving economic conditions. Instead, there are opportunities to better use the tools already implemented rather than add more.
How do manufacturers and retailers better collaborate?
Avon uniquely operates partly like a consumer goods (CG) manufacturer and partly like a retailer. Our brochure is Avon's "store" and is reset every two to four weeks depending on markets. What works for Avon is the same best practice that needs to occur between retailers and CG companies: Setting common objectives, understanding daily execution versus the plan, and having the flexibility to react to changes both from adjusting supply and managing demand (up or down).
Inter-company sales and operational planning allow the retailer to focus on merchandising and selling what can be produced, and the manufacturer can focus on producing what will be sold. Senior-level support between CG account teams and retail category teams is needed, with agreement to also hold each other accountable for execution. This can then be the springboard for collaboration in other areas such as end-to-end supply chain initiatives or innovation.
How can companies ensure technologies deliver the value promised in the initial business case?
Far too often after approval is given to fund a large project, the business case that justified the investment is put to the side. Benefits need to be tangible, measurable and linked back to the changes made. In the early stages of the project, "benefit owners" need to be identified and accountable for delivering the benefit.
As the project progresses, these benefit owners need to review and refine the business case and ensure the project is on track. Often, benefits are too high level or not attributable to the project, for example "increase sales by X percent." There are too many influencing factors outside of the project that can impact this. Engaging benefit owners early on not only makes the process easier but continued focus ensures a much better chance of delivering what was expected.
First job:
Peat digging on peat marshes in the UK; back-breaking work in poor weather that makes you appreciate an office environment
Who inspires you?
My father -- his hard work and devotion to the family creates a role model that I aspire to be like every day.
How do you reward yourself?
A nice holiday once a year for me and the family. Moving back to the United States gives me plenty of new destinations to choose from.
Favorite Vacation Spot:
The Golden Triangle in Thailand: Elephant training and riding in the Mekong River valley was a spectacular experience for the whole family.
Proudest moment:
When my first child was born I felt proud enough to burst, followed very quickly by large feelings of fear and responsibility!
Biggest challenge:
Maintaining a healthy work-life balance in today's environment is a big challenge. There is always more you can do in the office while my family grows up quickly, which I don't want to miss.
Favorite quote:
"Don't cry because it is over, smile because it happened."