Issue link: http://read.dmtmag.com/i/155925
% of Respondents 35% 100% expense and overhead reduction falls to the bottom line 30% 25% 20% 15% 12% 10% 7% 7% 6% 5% 6% 4% 3% Pr od uc Ex tS Re pe et du ns ct e/O io v n e rh ea d M ar ke tin C g/ Im api PR pr tal ov A em cq en uis t itio n/ g st in e- Ro al rt S Ta po Ex om C om m er ce es s Sa b C lu W in e ut io tri b is le s le Sa n su m er 0% Source: Silicon Valley Bank,Wine Industry Report 2013 (Profitability Margains) really only operated within the four walls of a company. Employees would access the system and browse an electronic catalog of the typical items needed to do their job, w w w. v w m media.com EVQ_Wine Cloud tr.indd 1 9% 10% D Traditional e-procurement systems were born in the mid-1990s. The early premise was to help bring a large percentage of an organization's spending under control through a rationalization of the supply base, negotiation of contracts and a self-service approach to employee requisitions and approvals. Early e-procurement systems 35% -C on WHAT IS AN E-PROCUREMENT SYSTEM? 40% D Sa irec le t-t s o curement solutions to the benefit of both buyers and sellers. According to the Silicon Valley Bank 2013 Wine Industry Survey, of the top 10 opportunities to grow profitability, wineries are clearly focused on top-line growth through direct-to-consumer (DTC) sales growth. However, expense reduction goes 100% to the bottom line, while revenue growth typically only achieves a 10% return in profitability. request and approve items, after which purchase orders would be generated and sent to the supplier via fax or e-mail. Fast-forward to early 2000 and S e p t - O c t 2 0 13 17/07/13 10:18 | V I N E YA R D & W I N E RY M A N A G E M E N T 89