May 2-3, 2017 at the O’Hare Hilton
“The ability to exchange ideas openly and honestly in a non-competitive environment is one of the reasons I look forward to attend NAW’s Large Company CFO Roundtable. I always leave these meetings with new ideas to improve our business. The group is relatively small which encourages participation from everyone in attendance.”
Willfredo Figueras, Vice President & Chief Financial Officer, Laird Plastics
Eligibility: Companies with $100M to $999M in annual revenue
The NAW Large Company CFO Roundtable for direct members was created as a new mechanism for the financial executive of large distribution enterprises to network with non-competing peers in multiple lines of trade on key operations issues.
This by invitation roundtable is composed of executives from large companies that meet in Chicago two times per year and is highly interactive. The annual fee is $1,500 per member, which covers meeting costs for two events in a twelve month cycle. Participants are expected to cover the cost of their hotel and travel. Once the annual fee is paid, there are no additional fees to attend the meetings, which will last one day beginning with a reception and dinner the evening before.
The participating companies can also name a senior level alternate who can take the place of the finance executive, should that person be unable to attend the scheduled meeting.
If you would like to join the group please go to this link:
If you would like to learn more please contact John Peter or Tamela Blalock at 202.872.0885.
NAW Large Company CFO Roundtable
May 2, 2017 – Day 1
2:30 PM – 3:00 PM
3:00 PM – 4:30 PM
Opening Session & Discussion – Joint Session with Large Company Operations Roundtable
“Customer Stratification, Segmenting & Pricing Solutions”
David Bauders, President & CEO of Strategic Pricing Associates, Inc
Large Company Distributors will assert that customer service is a key element to keeping customers happy for the long haul. And excellent customer service requires knowing your customers and how they want and need to be served. In reviewing industry data on a broad segment of wholesale distribution customers, the results revealed three key customer segments: the deal segment, the price segment and the inventory segment.
- The deal segment customer who will pay for value-added services but still want to be able to check prices online. As a result, they will use e-commerce channels to do research, but still want the services provided by a knowledgeable outside sales team.
- The price-focused customers don’t necessarily need or want salespeople calling on them. They want to compare prices online and research promotions that can save them additional money.
- The inventory customer is heavily reliant on product availability and delivery speed. Price is far less a factor to these customers.
The customer mix varies across the company’s geographic regions, but the principle is the same: If you understand what your customers need, you can serve them more effectively and efficiently. Don’t expend valuable outside sales team time on customers that can be served better through the online channel.
This session will focus on how both the Operations and Finance teams can better collaborate to define they key customer segments, and deploy sales resources (staff & e-commerce channels) to most effectively meet the needs of their respective customer mix.
4:30 PM – 6:00 PM
6:00 PM – 7:00 PM
Reception – Drinks & Dialogue
Come prepared to meet and mingle with your fellow participants from the largest firms in the industry.
7:00 PM – 9:30 PM
Large Company Executive Dinner
Make sure to reserve your seat for the most exclusive executive supper club in Chicago this evening! This dinner is your opportunity to pick the brains of the senior executives for the top wholesale distribution companies in the industry.
May 3, 2017 – Day 2
7:00 AM – 7:45 AM
8:00 AM – 9:30 AM
Opening Session & Discussion
“Sharpening those Soft Skills: Negotiation Refresher for CFOs”
Linda Talley, PhD, President of Linda Talley & Associates
It has been said that everything is negotiable. Whether or not the negotiation is easy is another thing. Most large company CFOs are still very much involved in the negotiating process, however they are often placed in the “fact checker” role. Given the role of the CFO to be the fiduciary gate keeper for the entire distribution enterprise, more CFOs are seeking to take a more active role in renegotiating current contracts, and in the negotiation of new ones. Because negotiation is a highly complex form of communication that can be emotionally charged, choosing the way to approach the negotiation will dictate the success of the outcome. After all, while the negotiation process can be competitive, being too competitive can damage your relationship and escalate conflict with the other party.
This session will provide through relevant case studies how to apply negotiation theory to real-world situations. The CFOs will have the opportunity to practice these negotiation techniques. CFOs will discover how to succeed, not by defeating the other side, but by advocating persuasively for their own.
9:30 AM – 9:45 AM
9:45 AM – 11:00 AM
General Session & Discussion
“Predictive Analytics Deep Dive”
Today’s large company CFO is responsible not only for balance sheet performance but also acts as a strategic business adviser to the CEO, helping drive the executive agenda. While financial rigor is necessary, it is not sufficient to deliver the performance results required to meet shareholder expectations or simply deliver on strategic objectives.
Leading CFOs are not waiting to be tapped for insight. Rather, they have become trusted strategists, growth enablers or agents of business transformation. To do this, they are using data analytics to gain insight and make better decisions to drive the business forward. However, in spite of this opportunity and the prevalence of game-changing insight from data, many CFOs are finding it can be very hard to get started.
This session will examine three areas where CFOs can access data and apply predictive models to gain strategic insight and better assess business performance: strategic objectives on operational data, market insight, and the “internet of things.”
11:00 AM – 12:00 PM
This session is set aside for you to raise any issue you would like and have the group provide their thoughts. This is an open forum to further discuss any item on the agenda or to bring up topics that are not on the agenda. Make sure to take notes during this session, you may find a perfect topic to suggest for the next NAW Roundtable.
12:00 PM – 12:45 PM
Joint Lunch & Networking Discussion with Operations Roundtable
This is the “halftime” period where you meet up with all of the Large Company senior executives at this week’s Roundtable to compare ideas and benchmark across disciplines. Both the CFO and Operations executives will attend this joint lunch.
1:00 PM – 2:00 PM
Closing Session & Discussion
“Strategic Management Execution for CFO Visionaries”
To Be Announced Soon
The challenge to plan for uncertain economic futures must be met by wholesale distribution CFOs. Readiness is now defined as a strong strategic management plan that provides meaningful customer, competitor, economic and future trends insights. These critical strategic management plans will need to be continuously monitored and tweaked by the CFO’s key collaborators to anticipate situations and develop a timely response. The strategic management strategy must be driven by the CFO who is charged with the visionary responsibility of the company.
Focus on holistic cures for your business across multiple components: Vision, People, Data, Issue, Process and Traction.
2:00 PM – 2:30 PM
Set Agenda for Next Meeting Scheduled for November 1-2, 2017