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In 2003, the U.S. arm of Pinnacle Foods, which owns a variety of well-known consumer brands including Duncan Hines, Hungry-Man and the syrup brand Log Cabin, found itself saddled with unwanted inventory. At the same time, the company’s Canadian division was looking to increase its media budget.
Pinnacle turned to the corporate trade company Active International (Active), one of a reported 600 firms worldwide that buy and resell unwanted assets including inventory, real estate and equipment.
Though it's only June, many retailers are beginning to plan for the upcoming holiday season. There is no doubt most retailers are bulking up their supply chain capabilities and fine-tuning their inventory planning to prepare for the busiest shopping season of the year in November and December, when roughly 30 percent of the industry's annual sales are on the line.
iNvolved Media, a New York based social media firm, is proud to announce its global expansion into Canada and the UK. Industry leader Karim Kanji has been appointed as Director, Social Media Strategy and will lead Canadian social advertising efforts out of parent company Active International’s Toronto office.
One of the main challenges that the hospitality industry faces in any market environment is how to properly allocate money for property improvement plans (PIP), which are the investment plans that hotel owners and management companies oversee in order to remain a part of their corporate brand(s). Hotel owners and managers want to ensure they get the highest average daily rate (ADR) possible, and one of the ways to do that is to invest in updating their properties and rooms with the latest technologies and amenities.
Canadian Business travelers find hotels lacking on some important priorities.
Hotels are missing the mark in a couple of key areas, according to a recent study of Canadian business travelers, commissioned by Active International in Canada.
Andrew Bulmer was recruited to Active International Canada in 2011 and set about the task of restructuring and orchestrating a culture shift that has since pushed the company to the next level of growth. Topline sales are up more than 30%, it has reduced the churn of on-target customers and added six new customers in the past 12 months. This article covers why the shift came about, how it was implemented and what it has meant to the company.