BNET Industries
Last Fiscal Year Sales:$7.5M
- Private
- US
Dow Jones Description
Since 1976, PRTM has helped market leaders define new and innovative ways of operating globally. Each of our 16 offices has experts in supply chain, product development, customer intimacy, IT transformation, and more, experienced in your industry.
Number of Employees 34
Contact Information
4695 Macarthur Ct Ste 1200
Newport Beach, California 92660
1 714 926 4663
Peer Companies
NAICS Code Process, Physical Distribution, and Logistics Consulting Services: 541614
News & Analysis
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prtm and strategy - All News and Analysis
OCTANe, PRTM Management Consultants Present "Making Innovation Work: Innovation Strategy and Open Innovation"
Innovation Leaders Robert Shelton, Henry Chesbrough to Discuss Developing, Executing Innovation Strategies
Dietmar Ostermann Joins PRTM Management Consultants; Furthers PRTM's operational strategy leadership; supports PRTM's German expansion
WALTHAM, Mass. -- Dietmar Ostermann has joined global management consulting firm PRTM as director in its automotive practice, furthering the firm's leadership in operational strategy. In addition, Mr. Ostermann will be instrumental in supporting the firm's expansion in Germany. PRTM currently has an office in Frankfurt, Germany, and will open...
Who's Accountable for IT Investments? Senior Executives Need to Take Charge
Successful companies use the portfolio method to manage their enterprise IT projects and services. Although the complex problems facing IT management today have been some 40 years in the making, they can be fixed by any organization willing to look hard at its existing portfolio practices, understand what is not...
The Smart Bet for Global Performance
As the pace of globalization accelerates, Fortune 500 companies everywhere are redesigning their internal organization and implementing various types of horizontal business structures to drive greater efficiencies. One of the most popular is the core operations unit COU. This organization typically cuts across geographic regions and business units to leverage...
Pull the Right Levers for Innovation Productivity: Get More Revenue from New Products with the Same or Lower Investment Levels
Innovation is vital to competitiveness, but how can companies increase the output of their innovation "engines" in the face of today's curtailments in R&D funding? The solution, as the author explains, lies in innovation productivity: working the "levers" for obtaining more innovation-driven revenue for the same or even less investment...
On Board the Voice-Enabled Vehicle: What's Likely?
The ability to interact with the vehicle via voice-issuing commands and receiving audio responses-has long occupied a central role in the telematics game plan. The vision of drivers interacting with their vehicles by talking to them in conversational tones is still only that-a vision-and perhaps a dubious one. However, there's...
New Arrows in the Channel Quiver
This article explains the six principles, placing each in a real-life business context. In the course of the article, advice is offered on topics ranging from successful brand-channel alignment to adjusting the sales and marketing organization as necessary in order to support the selected channel strategy. Read on to know...
An Integrated Approach to Managing Business Segments
The article explains the four standard process elements of PRTM's Business Excellence through Segment Teams approach, which has been successfully applied in a number of different industries. The standard approach has been to reorganize the company into a number of business units, with their own management teams and accountabilities. Read...
Service Strategy Overhaul Helps Diagnostics Company Successfully Launch New Product
The $500M diagnostic screening division of a multibillion dollar company was preparing to launch a new line of high-throughput; fully automated diagnostic test equipment for which it needed to rapidly develop increased customer service competency. PRTM took a two-pronged approach to assisting the client with their customer service. First, it...
Significant Development Chain Advances for Automotive Manufacturer
A $20 billion division of a major automotive manufacturer needed to address overall competitiveness in the face of increasing globalization and accelerating technological change. A strategic assessment by senior management indicated several actions the company needed to take: invest in knowledge-intensive value-chain elements; execute an asset reduction strategy; and build...
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