1. Summary of Tools & Processes/Skills
Bill Kirby: not for
distribution
Business
Function
Name Proce
ss/To
ol
Description
ThinkingTools Creativity
Reversal P/T Improve products& services.Askopposite question
Scamper P/T Make changesto existingproductorservices.Substitution,
combine,adapt,otheruses,eliminate,reverse
Brainstorming P/T Focuson a problemandgenerate RADICALSOLUTIONS
RandomInput P/T Lateral thinkingtool.Recognizepatterns&use past
experience
ReframingMatrix P/T Look at problemfromdifferentviewpoints&perspective
Provocative P/T View problemsaspatterns.Example housesshouldnothave
roofs.
SubconsciousProblem
Solving
P/T Relaxation&sleep,write down solutions
Tools Complexsituations
Cue Framing P/T Eightdifferentcustomerbuyingcues,
Appreciation P/T Powerful techniqueforextractinginformation.Ask"so
what"or "why"keepasking
Drill Down P/T Breakingcomplex problems inmanageable (smaller)
parts.(flow chart)
Cause & EffectDiagram P/T Helpsthinkthroughcause of a problem.Usesseveral steps&
diagram
SWOT Analysis P/T AnalyzingyourStrengths,Weaknesses,Opportunities,and
Threats
Cash FlowForecasting P/T Predictingwhetherafinancial decisionwill be viable and
investigatingthe impactof changingfactors(table)
RiskAnalysis7RiskMgmt. P/T How to evaluate andcontrol the risksyouface.
risk=probabilityof eventX costof event
Techniquesfor Effective
DecisionMaking
Paretoanalysis P/T Technique helpschoosethe mosteffectivechangestomake
80/20 rule.Usedinmerchandising&sales/marketing
PairedComparison
Analysis
P/T Workingout the relative importance of differentoptions.
Usedin branddifferentiation
Grid Analysis P/T Making a choice where manyfactorsmustbe balanced.
Decisiontree Analysis P/T Choosingbetweenoptionsviaprojectinglikelyoutcomes
(use financial model)
StrategyMatrix P/T Diagram onweighingstrategicinitiativesorchangesto
impactvalues,mission,vision
PMI P/T WeighingProsandConsof a decisionPlusImplication
Six ThinkingHats P/T Lookingat a decisionfromall pointsof view.Defineeach
colorof the hat
Implicationwheel P/T Decisionmakingtool thatidentity'sunintended
consequences(verypowerfultool)
2. Cost/BenefitAnalysis P/T Seeingwhetherachange isworth making
Project Planning
Gantt Charts P/T ProjectPlanningandScheduling
Critical PathAnalysis&
PERT
P/T Planningforlarge or complex projects
PERT (ProgramEvaluation
& ReviewTechnique
P/T Like Critical Pathbut use shortesttime estimate
ProcessMapping P/T Processmapping is a technique whereabusiness processor
workflow isconvertedintoavisual,step-by-stepdiagram.
Branding
Strategy
Brand Portfolio
Master Brands P Primaryindicatorof the offering&takestop billing.
Corporate Brand ( GE, 3M, Toshiba)
House of Brands P A brandingstrategyinwhicha parentcompanyishome to
multiple distinctbrands.Inahouse of brands,the individual
brandsare more widelyrecognizedthanthe overarching
brand.With a house of brands,while consumersmay
recognize the name of the company,the varioussub-brands
generallyare betterknown.Example Proctor&Gamble
BrandedHouse P A companythat usesa brandingstrategyinwhichthe brand
isequivalenttothe companyitself.Examplesof branded
housesinclude manyconsumerelectronicscompaniessuch
as Apple,SamsungandSony.While individual productslike
the iPhone andGalaxytabletmayhave strongidentities,
theyare all intimatelylinkedwiththe company’soverall
brand.This isincontrast to a house of brands,in which
differentproductlinesorbusinesssegmentsinacompany
maintaintheirownunique anddistinctbrands.
Endorsers/Subbrands T Providescredibility&substance and that modifythe
associationof masteror parentbrand( SonyWalkman,
CallowayBigBertha,Nike Force)
BrandedDifferentiators T A brandor subbrandthatdefinesafeature,ingredient,
service,orprogram.(LiptonteaFlow-thrubag) makesa
masterbrand superior
Alliance Brands T Involvesbrandsfromdifferentfirmsthatcombine toengage
ineffective strategyortacticbrandbuildingprograms.
(NFL<Tiger Woods,)
Brand Awareness T The measure of how well people inyourtargetaudience are
aware of yourbrand and whatit is about.
Brand Attributes T A specificsetof characteristicsthatidentifythe visual,verbal
and behavioral traitsof the brand,muchin the same manner
that personalityattributesdefine the people we know
Brand Image P The mental associations,ideas,feelingsandbeliefspeople
thinkof whentheysee orhear a brand.
Brand Identity P The outward expressionof abrand — i.e.,look-and-feel —
as createdby a systemof standardsincludingcolors,fonts,
images,photos,graphics anddesign.(Compareto
“Corporate Identity.”)
Brand Personality P The brand personalityisthe brandimage orbrand identity
expressedintermsof humancharacteristics.The brand
personalitymustideallyincludedistinguishingand
identifiable characteristicswhichofferconsistent,enduring
3. and predictable messagesandmental perceptions.
Brand Promise T Consumerexpectationsaboutwhatthe brandwill deliver.
The experience— goodor bad — one can expectfroma
brand.Whenan organization definesitsbrandpromise,it
shouldbe differentiated,relevant,credible and
irreproducible.(Compare with“BrandImage.”)
Brand Equity P The accumulatedfinancial andstrategicvalue of all
associationsandexpectations(positive andnegative) that
people have of brand.Brandequitycanbe quantifiedfour
ways:1) economicvalue of the brandand itsassets,2) the
price premiumthatthe brand commands,3) the longterm
consumerloyaltythe brandenjoys,or4) the marketshare
the brand gainsthroughitsreputationalone.Note:brand
equitycanbe negative.
Brand Essence P The fundamental nature orcharacter of a brand.Thisreflects
the organizationthatownsthe brand,its culture,andhowit
doesbusiness.
Brand Strength P The combinationof a firm’sreputationandit’svisibility.
Firmsthat have betterreputationscoupledwithhigher
visibilityhave strongerbrands. Haloeffect
Brand Loyalty P Brand loyaltyisthe strengthof preference forabrand
comparedto othersimilaravailable brandoptions.Itis
measuredthrougharange of differentdimensionse.g.
repeatpurchase behavior,price sensitivity.
Brand Positioning
Statement
T A clear,concise,focusedstatementcapturingthe essence of
a brand’sdifferentiation.(Compare with“Unique Selling
Proposition.”)
BrandedEnergizers T Anybrandedproduct,promotion,sponsorship,symbol,
program, or other entitythatbyassociationsignificantly
enhancesorenergizesatargetbrand.Pillsburydoughboy,
BudweiserClydesdales,
Product DefiningRoles
Master Brands P Primaryindicatorof the offering&takestop billing.
Corporate Brand ( GE, 3M, Toshiba)
EndorserBrands T Providescredibility&substance and that modifythe
associationof masteror parentbrand( SonyWalkman,
CallowayBigBertha,Nike Force)
Subbrands T/P Augmentsormodifiesthe associationof Masterbrandina
specificproduct-marketsegment( Porsche &Carrera)
Descriptors T Describesinofferinginfunctional terms9aircraftengines,
appliances,lightbulbs)
ProductBrands T A productofferingthatincludesamasterbrandand a
subbrand(Toyota& Corolla,orApple-CinnamonCheerios)
UmbrellaBrands T/P A groupingof productoffering(MicrosoftOffice Excel).(
FedEx businessToolsunderacommonbrand Microsoft
Office
BrandedDifferentiators P A brandor subbrandthatdefinesafeature,ingredient,
service,orprogram. (LiptonteaFlow-thrubag) makesa
masterbrand superior
Co-Brands T Brands fromdifferentorganizationsordistinctlydifferent
businesseswithinsame organizationcreate an
4. offering(PillsburyBrownies&Nestle syrup)
DriverRoles P Reflectsthe degree towhichabranddrivesthe purchase
decisionanddefinesthe experience.
PortfolioRoles
Strategicbrands P Brand withstrategicimportance tothe organization( power
brand -Microsoftwindows,future powerbrand- Centrino&
Intel, linchpinbrand-HiltonRewards)
Brand Energizers P Anybrandedproduct,promotion,sponsorship,symbol,
program, or other entitythatbyassociationsignificantly
enhancesorenergizesatargetbrand.Pillsburydoughboy,
BudweiserClydesdales,
SilverBullets P Brand energized&differentiatorscanbe scoredintohigh
medium&low prioritiesbasedoncostor importance
FlankerBrands P Introduce a flankerorfighterif attackedbya competitor(
Coke & Pepsi withclearsodaproducts.
Cash CowBrands P Brand doesn'trequire alarge investment.Campbell'sRed&
White label
Brand Scope
ProductCategories&
Subcategories
P Span of brand extensions inproductsandmarkets . Narrow
A1 Steaksauce.Wide GE
Future Scope P LeveringBrandassetsandfuture extensions
PortfolioGraphics
Logos T Most visible branddimensioncolor,layout,andtypeface -
JohnDeercolor & productdesign
Visual Presentation T Graphics& patternof a brandvisual representationsacross
brandsbrand contexts.
PortfolioStructure
Brand Groupings T/P Groupingswithmeaningful characteristicsincommon1.
Segment- poloplayersymbol inwomen's2.Design- Polo
sport forme & women3. Quality- Chapsby RalphLauren
(moderate price.4.Product- RalphLaurenHome Collection
Brand Hierarchytrees T Logic of a brandin a hierarchystructure tree.Colgate
Toothbrush,dental floss,Kids,Oral Firstaid,Whiteningetc.
Brand NetworkModels T GraphicallyshowsPortfoliobrands.Nike tree
Brand PortfolioObjectives
- Brands Teamingto
support& enhance optimal
resource allocation
(synergy)
P Allocationaccordingtothe rolesbrandsplaywithinthe
portfolio
-ExtendcurrentBrand
assets(leverage)
P Growth optionbyleveragingstrongbrands through
extensions
-Create future growth
platforms( leverage)
P developbrandplatformswithavisionof the ultimatefuture
of the brand
-Adapttomarketdynamics
(relevance)
P repositionbrandasa value brandor adjustto market
conditions
-Create newcategories&
subcategories(relevance)
P Considernew productsorcategoriesbasedonmarket
changesor needs
-Differentiated(strong
brands)
P one route is brandeddifferentiation -anactivelymanaged
brandedfeature,ingredient,service,orprogramthat creates
a meaningful pointof differentiationforanofferingoveran
5. extendedtimeperiod
-Energized(strongbrands) P Blandor tiredBrands energizedbyproduct,promotion,
sponsorship,symbol,program, orotherentitythatby
associationsignificantlyenhancesatargetbrand
Marketing &
Sales
StrategicMarketing P A processthat can allow an organizationtoconcentrate its
resourcesonthe optimal opportunitieswiththe goalsof
increasingsalesandachievingasustainable competitive
advantage
CustomerRelationsMgmt.
CRM
P A model formanaginga company’sinteractionswithcurrent
and future customers.Itinvolvesusingtechnologyto
organize,automate,andsynchronizesales,marketing,
customerservice,andtechnical support.[
1]
SalesForce T Customerrelationshipmanagement(CRM) software&cloud
computingfromthe leaderinCRMsolutionsforbusinesses
large & small
ACT T A customerrelationshipmanagement(CRM) software
applicationwhichisusedtokeeptrackof clientandprospect
detailsinasingle database thatcan be sharedby multiple
users.It integrateswith MicrosoftWord,Excel,Outlook,
Google Contacts,G
Dashboard T Providesat-a-glance viewsof KPIs(keyperformance
indicators) relevanttoa particularobjective orbusiness
process(e.g.sales,marketing,humanresources,or
production)
CustomerSatisfaction
surveys
P Processof discoveringwhetherornota company's
customersare happyor satisfiedwiththe productsor
services .
Market Segmentation P The processof definingandsubdividingalarge homogenous
market intoclearlyidentifiable segmentshavingsimilar
needs,wants,ordemandcharacteristics
Geocoding T The processof findingassociatedgeographiccoordinates
(oftenexpressedaslatitude andlongitude)fromother
geographicdata,such as streetaddresses,orZIPcodes
(postal codes).
Tapestry T TapestryclassifiesUSneighborhoodsinto65 market
segmentsbasedonsocioeconomicanddemographicfactors,
thenconsolidatesthemintoLifeMode andUrbanization
Groups
Market Mapping T A studyof variousmarketconditionsthatisplottedona map
to identifytrendsandcorrespondingvariablesbetween
consumersandproducts.Market mappingcan help
companieslocate problemareasandfigure outthe source of
problemsbyexaminingrelatedvariables.
DirectMarketing P A channel-agnosticformof advertisingthatallows
businessesandnonprofitsorganizationstocommunicate
straightto the customer,withadvertisingtechniquesthat
can include Cell PhoneTextmessaging,email,interactive
consumerwebsites,online displayads,fliers,catalog
distribution,promotional letters,andoutdooradvertising.
Market Surveys T A tool usedto gatherinformationaboutexistingorpotential
customersina certain market or population.
6. Market CSF's T Market Critical SuccessFactors
Market Drivers P Market driveror driversare consideredatthe time
envisagingandestablishingvalueof aproduct/service that's
to be marketed.
Market Attractiveness
Factors(MAF)
T Chart of market/product attractiveness 1to 9 scale to
include Competitive Intensity,MarketGrowth,MarketSize,
Profitability
SWOT Analysis T Matrix Brand or Productof StrengthsWeaknesses,
Opportunities,Threats
Ansoff Matrix(Y/N) T Matrix of New & ExistingMarkets& ProductsUsedin
DiversificationStrategy (MarketDevelopment&Market
Penetration;ProductDevelopment&Diversification)
Revenue GapAnalysis
(T,D,ME,PD,MP)
P Revenue GapAnalysistoinclude TargetRevenue Goal,
Diversification,MarketExtension, ProductDevelopment&
Market Penetration
Marketingaudit P
BostonMatrix(Growth,
Share)
T Matrix of Growth Rate & MarketShare (CashCows,Dogs,
Stars, QuestionMarks)
Porter'sFive Forces P The Porter's Five Forcestool isa simple butpowerfultool for
understandingwhere powerliesinabusinesssituation.This
isuseful,because ithelpsyouunderstandboththe strength
of yourcurrentcompetitive position,andthe strengthof a
positionyou're consideringmovinginto - Competitive
Rivalry,SupplierPower,BuyerPower(Customer),Threatof
Substitute,Threatof New Entry
Directional Policy
Matrix(Attractiveness/Stren
gth)
T Plot& Matrix of Market Attractivenessagainstbusiness
strengthinmarketfor variousproducts-marketsinwhich
companyoperates
VennDiagrams T Visual representationof mathematical sets: amathematical
diagramrepresentingsetsascircles,withtheirrelationships
to each otherexpressedthroughtheiroverlapping positions,
so that all possible relationshipsbetweenthe setsare shown
Cultural Web P/T Mapping/Aligningyourteam'sororganization's culture with
strategy.
Value Proposition P A promise of value tobe deliveredandabelief fromthe
customerthat value will be experienced.A value proposition
can applyto an entire organization,orpartsthereof,or
customeraccounts,or productsor services.
Sustainable Competitive
Advantage
P The abilitygainedthroughattributesandresourcesto
performat a higherlevel thanothersinthe same industryor
market
e-Marketingmatrix P/T Matrix of internetmarketing&the managementof digital
customerdata and electroniccustomerrelationship
managementsystems.
Strategic &
Planning
Corporate Strategy P
Mission P A pithyencapsulationof ourcore purpose and existence ,
It's like agoal forwhat the companywantsto do for the
world
Core Values P A principle thatguidesanorganization'sinternal conductas
well asitsrelationshipwiththe external world.
7. Core Competencies The main strengthsorstrategicadvantagesof a business.
Core competenciesare the combinationof pooled
knowledge and technical capacitiesthatallow abusinessto
be competitive inthe marketplace.
OperatingPrinciples P OperatingPrinciplesdirecthow decisionsare made. Clearly
definedprinciplesthatguide actionsbecause decisions
affectcustomers,employees, shareholdersandthe
communitiesserved.
CSF's T Term foran elementthatisnecessaryforanorganizationor
projectto achieve itsmission.Itisa critical factor or activity
requiredforensuringthe successof acompanyor an
organization.
Communitiesof Practice
CoP
P A groupof people whoshare acraft and/ora profession.The
groupcan evolve naturallybecause of the members'
commoninterestina particulardomainorarea, or itcan be
createdspecificallywiththe goal of gainingknowledge
relatedtotheirfield.Itisthroughthe processof sharing
informationandexperienceswiththe groupthatthe
memberslearnfromeachother,andhave an opportunityto
developthemselvespersonallyandprofessionally.CoPscan
existonline,suchaswithindiscussionboardsand
newsgroups,orinreal life,suchasina lunchroomat work,
ina fieldsetting,onafactory floor,orelsewhere inthe
environment.
Corporate Goals(10) T Highlevel goalsof the Corporation(nomore than10 usually
onlythree)
Strategic PlanningProcess
EnvisionedFuture P Consistof shortvividdescription &stretchgoals
BHAG's P Stretchgoals
VividDescription P A vibrant,engaging,andspecificdescriptionof whatitwill
be like toachieve the stretchgoal/s
SWOT Analysis T A structuredplanningmethodusedtoevaluatethe
Strengths,Weaknesses,Opportunities,andThreatsinvolved
ina projector ina businessventure.A SWOTanalysiscanbe
carriedout fora product,place,industryorperson
Environmental Scan T Current& Future state of environment(s)intermsof
:Organization,Customer,Supplier,Economic,Physical,
Competition
Market Differentiators
Matrix (uniqueness)
P/T How we distinguishourselvesfromourcompetitors.
Customersmustrecognize it(realize thatthe value exists) It
mustcreate sustainable advantage.Itmustprovide valueto
the customersubstantial enoughtomatter
Gap Analysis P/T How youbridge the gap betweenyourcurrentpriorityissues
and yourenvisionedfuture representsyourstrategy.This
strategyisthe compilationof all majorstrategicinitiatives
PriorityIssuesmatrix T Matrix of a Rankof environmental issuesintermsof impact
on future andstrategy
Market Analysis P Overview of market&trends
Competitive Analysis P Overview of competition&trends
CustomerAnalysis P Overview of customer&trends
8. Strategic Initiatives P Strategicinitiativesare the vehicle forachievingastrategic
goal – “closinga performance gap. Strategicinitiativesare
toolsforturningvisionintoresults,nothype.
Other Strategies
Techniques
FocusGroups P Utilize customersoremployeestodevelopabottom-up
(grassroots) strategyinsmall groupsledbyoutside facilitator
Simple Strategy(drivers) P Nine simple drivingforce orDriverstrategies.Product
Concept,User/MarketClass,Technology,
Production/Capacity,Sales/Marketing,DistributionMethod,
Natural resources,Size/Growth,Return/Profit
Radiowaves Matrix of growth strategyin radiowavesMarketShare,
AuxiliaryMarket,Expand/grow Market,New Market,
Outliers/NewInnovations
Blue Ocean P/T Two conceptsBlue Oceanreverse differentiationinsame
market,RedOceancompetinginsame marketinsame
manner (matrix)
Multi-ScenarioPlanning P Scenarioplanningextendsanorganization'scapacityfor
strategydevelopmentbeyondthe effectiverange of
traditional strategicplanningbybuildingonmultiple
versionsof the future ratherthana single prediction.Inthis
way,the processresultsinrobuststrategiesable to
accommodate a numberof potential factorsthatmay impact
the organization.(usedinColdwar)
Merger & Acquisitions
Financial Evaluations P Financial RiskModeling,DiscretionaryEarnings,Cost
Analysis,Marketanalysis
KPI P KeyPerformance Indicators
Site Visits P Financial,Operational,&valuations
Market Evaluation P Size,Profitability,Future trends
Product
Development&
Logistic/
Buying/Merchan
dising
ProjectManagementTools T Stages& Gates , MicrosoftProjects,LeanKitSoftware
Formal Operatingmeetings P OperatingFormat& Tool for monthlyupdatesincluding
Benchmarking
OperatingDashboards T/P DesktopOperatingmetricstrackeddailyonaDashboard
PSIMeetings P Flow of Goods ForecastingProduction/Sourcing,Sales,
Inventory..Excellenttool formanagingFlow of Goodsand
Inventory
Stages& Gates T Processof bringingnew productto market. 8 Steps: 1. Idea
Generation2.IdeaScreening3. ConceptDevelopment&
Testing4. BusinessAnalysis5.Beta& Market Testing6.
Technical Implementation7.Commercialization8.New
ProductPricing
ProcessMapping P Businessprocessmappingtakesaspecificobjective and
helpstomeasure andcompare that objective alongsidethe
entire organization'sobjectivestomake sure that all
processesare alignedwiththe company'svaluesand
capabilities.Businessprocessmappingtakesaspecific
9. objective andhelpstomeasure andcompare thatobjective
alongside the entireorganization'sobjectivestomake sure
that all processesare alignedwiththe company'svaluesand
capabilities
BusinessCase forChange P A businesscase capturesthe reasoningforinitiatinga
projector task to convince adecisionmaker totake action.
Usuallya well-structured,formal document,the business
case tellsthe storyof an initiative- frombeginning(what
problemorsituationtriggeredthe initiative) toend(what
benefit,value orreturnisexpected).Businesscasesare
typicallywrittenatthe projectorinitiativelevel asaway to
secure fundingandcommitment.Utilize ProcessMappingor
ThinkingTools
Theoryof Constraints P A managementparadigmthatviewsanymanageablesystem
as beinglimitedinachievingmore of itsgoalsbya verysmall
numberof constraints.There isalwaysat leastone
constraint,utilize afocusingprocesstoidentifythe
constraintand restructure the restof the organization
aroundit. Thisusedinre-engineeringandorprocess
mappingandcan be usedas a thinkingtool.
OpenTo Buy P/T Merchandise budgetedforpurchase duringacertaintime
periodthathas not yetbeenordered.Itisalsothe processof
planningmerchandise salesandpurchases.
Model Stock (fixedpoint
reorder)
P Representsthe desiredinventorystockinglevelof anitem.
The model stockis designedtoassistinpurchasingdecisions
and to ensure there isanadequate supplyof merchandise is
on hand.Fixedpointre-order&replenishment
Flowof Goods P Processof managingthe flow of goodsand servicesfromthe
producerto the customer.
LeanKitKanBan T LeanKitisa simple,visual projectandprocessmanagement
tool that allowsorganizationstoeasilyvisualize andmanage
the flow of theirwork
Replenishment P/T Retail & Wholesale Buying&Merchandising
Buyingleverage P In negotiation,leverage isthe abilitytoinfluencethe other
side tomove closerto one'snegotiatingposition.
Wholesale Merchandising P Essentiallyworkingasthe liaisonbetweenthe sales,
planning,anddesignteams. One of the responsibilitiesof
thispositionistodevelopamerchandise line planbymonth
and bysku count.Buying,SalesForecasting,Replenishment
Retail Merchandising P A practice whichcontributestothe sale of productsto a
retail consumer.Ata retail in-store level,merchandising
referstothe varietyof productsavailable forsale andthe
displayof those productsinsucha waythat it stimulates
interestandenticescustomerstomake a purchase.
Microsoftoffice Suite PowerPoint,Excel,Visio,Word,Outlook,Accessproficient
MRP I & II P Material & ManufacturingResource Planningall phases
CapacityPlanning P Processof determiningthe productioncapacityneededby
an organizationtomeetchangingdemandsforitsproduct
LogisticsPlanning Full scope of supply chaincycle fromideacreationto
ringingthe registeratretail
10. InventoryControl &Mgmt. P The supply,storage andaccessibilityof itemsinorderto
ensure anadequate supplywithoutexcessive oversupply.
InvTurnover T COGS/AvgInv
Assetturn T COGS/AvgTot assets
NetInvTurnover T COGS/(AvgInvminusPayables)
Baldrige AwardProcess P Experience inBaldrigeapplication
Gross Margins T Gross Profit/NetSalesorNetsales-COGS/NetSales
Progressive Markdowns T Continual loweringprice tomove merchandise
Global Sourcing P A procurementstrategyaimedatexploitingglobal
efficienciesinproduction
StandardCost P Average costingbasedonestimatesandupdatedwithactual
. Producesvariances
Actual Cost P Actual COGS InventoryMethod
Retail CostMethod P Pool InventoryMethod - a movingaverage of receiptsand
sales
Sales
Forecasting
Wintersmodel of
Exponential Smoothing
P Exponential smoothingwithseasonality&trendincluded
Exponential Smoothing P A technique thatcanbe appliedtotime seriesdata,eitherto
produce smootheddataforpresentation,ortomake
forecasts.The time seriesdatathemselvesare asequence of
observations.
MovingAverages P The smoothedstatisticisthenjustthe meanof the lastk
observations:
Cycle Forecasting P Rolling12 monthcomparisonyearto yearto determine
turningpoints.Needsalotof historical data.Usedin
predictingdownturns&upswingsinthe stockmarket
Retail Indexing P Methodto forecast& plan Retail sales.SimplyIndex each
weekbycalculatinganaverage weekandeachweekasa %
of the average weekIndex=Weeklysales/averageweekasa
%
RegressionAnalysis P A statistical processforestimatingthe relationshipsamong
variables.Itincludesmanytechniquesformodelingand
analyzingseveral variables,whenthe focusisonthe
relationshipbetweenadependentvariableandone ormore
independentvariables.More specifically,regressionanalysis
helpsone understandhow the typical value of the
dependentvariable changeswhenanyone of the
independentvariablesisvaried,whilethe otherindependent
variablesare heldfixed
Monte Carlo Simulation P A Monte Carlo simulationexplicitlyaccountsforvolatility,
especiallythe volatilityof investmentreturns.Itenablesyou
to see the spectrumof thousandsof possible outcomes,
takingintoaccount notonlythe many variablesinvolved,but
alsothe range of potential valuesforeachof those variables.
Financial Forecasting P Financial monthlyupdatesutilizingvarioussalesforecasting
methodsandtrends
Human
Resources
HR Consulting(all areas) P HR Consultingonperformance management,succession
planning,recruiting,incentive plans,leadership
development,organizational development,coaching,
surveys,teambuilding,onboarding,assessments,legal
issues,wage planning,benefits,payroll,strategicHR,
11. organizational design
OutsourcedHR P Outsource part or all of Human Resource function(Crowd
sourcing)
Executive Coaching P Processto developathinkingpartnerfortopexecutives
CareerCoaching( MULTIPLE
STEPS & PROCESSES)
P Careercounseling.(transition,succession,college,
graduates)
Life Coaching P Life coachingdrawsupona varietyof toolsandtechniques
fromotherdisciplinessuchassociology,psychology,positive
adultdevelopmentandcareercounselingwithanaim
towardshelpingpeople identifyandachievepersonalgoals.
BusinessCoaching P Businesscoachingisa type of personal orhumanresource
development.Itprovidespositive support,feedbackand
advice to an individual orgroupbasistoimprove their
personal effectivenessinthe businesssetting.Business
coachingincludesexecutive coaching,corporate coaching
and leadershipcoaching
Organizational
Development
P A deliberatelyplanned,organization-wide efforttoincrease
an organization'seffectivenessand/orefficiency.
Nine BlockMatrix/Grid T An individual assessmenttool thatevaluatesbothan
employee’scurrentcontributiontothe organizationandhis
or her potential levelof contributiontothe organization.The
9-box gridis a simple table graphthatrates“potential”on
the Y, or vertical axis,and“performance”onthe X,or
horizontal axis.Variablesare High,Medium&Low Potential-
Under Effective,Outstanding Performance
LeadershipTraining P Multiple LeadershipTrainingCourses
HR IssuesTraining P TrainingonLegal IssuesinHumanResourcesManagement
Executive search P Recruitingbothasa contingency&retainedsearchformid
to uppermanagementpositions
Team development P Team buildingexercisesandtraining
SuccessionPlanning P A processforidentifyinganddevelopinginternal peoplewith
the potential tofill keybusinessleadershippositionsinthe
company.
Performance Management P A processbywhichorganizationsaligntheirresources,
systemsand employeestostrategicobjectivesand
priorities.[
Incentive Planning P a formal scheme usedtopromote or encourage specific
actionsor behaviorbya specificgroupof people duringa
definedperiodof time.Incentiveprogramsare particularly
usedinbusinessmanagementtomotivate employees,andin
salestoattract and retaincustomers. payfor performance.
Employee Satisfaction
/EngagementSurveys
P Surveyemployee satisfactionbymeasuringitemssuchas
compensation,workload,perceptionsof management,
flexibility,teamwork,resources
Culture surveys P Identity'sthe gapsthatlimitperformance andthenexplores
waysto helpyoumove towardsbuildingahigherperforming
culture
Candidate screening P Screencandi8datesonmultiple factors.Keywords,
Evaluations,Qualitative,RedFlags,Strategic/CultureFit
12. Assessments Myers Briggs T Psychometricquestionnaire designedtomeasure
psychological preferencesinhow people perceive the world
and make decision
DISC T DISC assessmentisabehaviorassessmenttoo
Thurstone Temperament T Testto measure TemperamentfactorsActive,Vigorous,
Impulsive,Dominant,Stable,Sociable,Reflective
16 PF T Personalityquestionnaire thatmeasures16personality
traits,whichcan predicta person’sbehaviorinarange of
contexts
MAPP T Motivational Appraisal of Personal Potential
LEA 360 Survey T Leadership360 degrees FeedbackTool orSurvey
Sentence Completion T Nondirective,free associationinstrument,like averbal
Rorschach test
AVA T ActivityVectoranalysis,testI've usedtomatch personto
jobs
Hogan Leadership
Assessment,HPI,HDS,
MVPI,HBRI
T LeadershipDevelopment assessmenttool
Birkman T The BirkmanMethod isa psychological assessmentthat
attemptsto analyze anddescribe individual needsthatdrive
and motivate workplace behavior.
Campbell Interest&Skill
survey
T Measureswork-relatedinterestandskillstohelpguide an
individualtoa specificoccupationalarea.
Spiritual Giftssurvey T Testthat measuresspiritual giftedness
Thurstone Testof Mental
Alertness
T Measure an individual'sabilitytolearnnew skillsquickly,
adjustto new situations,understandcomplex orsubtle
relationships,andbe flexibleinthinking
StrongInterest T providestime-testedandresearch-validatedinsightstohelp
your clientsintheirsearchforrich,fulfillingcareers
Finance &
Accounting
Benchmarking P Upper Quartile MetricsrelatedCorporate SharedServices
and overhead
BestPractice P Expertinsettingbestpractice metricsandprocesses
Income Statement P A financial statementthatgivesoperatingresultsfora
specificperiod.earningsreport,operatingstatement,profit-
and-lossstatement.
Balance Sheet P A financial statementthat summarizesacompany'sassets,
liabilitiesandshareholders'equityata specificpointintime
MonthlyOperatingFormat
& dashboard
T?P CreatedMonthlyOperatingDashboards&Review
MonthlyClosing p End of Month Closingprocess
Gap Analysis P tool that managerscan use to determine if there isa
difference betweentheirdesiredfinancial performance and
theiractual financial performance.
Financial Leverage p total debt/ shareholdersequity
EVA P EconomicValue AddedEVA=Earnings - (InterestRate XTotal
assets)
BE Analysis P Fix Cost/(Sales-VarCost)
ContributionMargin Sales-VarCost
Measurement/Ratios
ProfitabilityRatios T
13. Gross Margin T Gross Profit/NetSalesorNetsales-COGS/NetSales
OperatingMargin T OperatingIncome/netsales
ProfitMargin/ROS T NetProfit/NetSales
ROE T NetIncome/AvgShareholderEquity
ROA T NetIncome / AvgTot assets
DuPontROA T (NetIncome/NetSales) X(NetSales/TotAssets)
RONA T NetIncome/Fixed assets-WorkingCapital
ROCE T EBIT /Capital employed
Activity Ratios T
Average Collectionperiod T AR/(Annual CreditSales/365days)
OperatingLeverage T % Chg.in NetOperatingIncome/% Chg.insales
CAGR T CompoundAnnual GrowthRate …..CAGR= (Value 1/
FinishedValue)1/#Years -1
DSO T AR/(Tot Annual sales/365 days)
AssetTurnover T Netsales/Totassets
InvTurn T COGS/AvgInv
ReceivablesTurn T NetCreditsales/AvgNetReceivables
InventoryConversionratio T 365 days/InvTurn
NPV T NPV isthe discountedvalue of astreamof cash flows,
generatedfromaninvestment
InventoryConversion
Period
T (Inv/COGS) X 365 days
IRR T The Internal Rate of Return (IRR) isthe discountrate that
generatesazeronetpresentvalue fora seriesof future cash
flows(computesBE
Software Tools Microsoftoffice T Excel,PowerPoint,Word
Visio T Create professional diagramstosimplifycomplex
informationwithupdated shapes,collaborationtoolsand
data-linkeddiagrams.
LeanKit T KanBanprocesstool for projects& workorganization
Access T A database managementsystem
MicrosoftProjects T ProjectManagementtool
QuickBooks T QuickBooksisa line of businessaccountingsoftware
developedandmarketedbyIntuit
Social Media T ExpertinTwitter,LinkedIn,Facebook,Pininterest,Blogging
Outlook T An e-mail clientandpersonal informationmanager
