Analyzing your competitive edge (exercise 4) coursera
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The document discusses analyzing a business's competitive edge. It notes that the business's quality and customer service are strengths, while price and expertise are weaknesses. It provides tips on maintaining strengths over time as the business grows, such as considering how to maintain quality. It also suggests ways to improve on weaknesses, like developing expertise. The overall message is to regularly evaluate competitive advantages and weaknesses to provide value to customers.
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This document provides guidance on conducting an experience audit to improve a company's customer experience program. It finds that while 89% of customers think they are paying for a great experience and 80% of CEOs think they are delivering it, in reality customer experience is getting worse according to measures. The audit involves identifying a company's ideal, most profitable customers and those that drain resources to understand what behaviors could be shifted to make the latter more like the former. This focuses efforts on customers that bring the greatest value and aligns with a company's strengths. The audit provides clarity on customer promises, needs, and opportunities to improve strategy and maximize returns.
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This document provides guidance on writing an effective business plan through a 12-section outline. It begins with recommendations for the Executive Summary, which should briefly describe the business, products/services, market, opportunity, solution, competition, operations, management team, risks/opportunities, and financial projections. Subsequent sections provide directions and examples for each part of the full business plan, including the Business Description, Products/Services, Market Analysis, Marketing Strategy, Management, Operations, and Financial Plan. The document aims to help entrepreneurs develop a comprehensive yet concise plan to raise capital and guide their business to success.
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Customer Success Operations: How to Build Repeatable Processes to Scale and Grow
Learn how top companies such as Salesforce build effective customer success operations, to support their customer success team, to scale and grow.
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This document outlines SignupLab's Growhow Customer Success Framework for B2B SaaS companies. It discusses the history of customer success and how it has evolved from focusing on new customer acquisition to reducing churn. It then details key aspects of the framework, including defining value concepts to focus product strategy and development, integrating customer success best practices across functions like product, support, sales and marketing, and using metrics and feedback to continuously improve customer objectives. The framework provides a holistic approach to improving customer success for B2B SaaS companies.
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Nightmare bangla version (1)
Nightmare bangla version (1)..Dushopno
kono Bangladeshi publisher ba newspaper jodi amar Nightmare er bangla version publish korte chan tahole amar shathe proper channel e kotha bolte paren.
If any Bangladeshi publisher or newspaper is interested in this story (bangla version) , he can contact me in proper channel.
Attention,red alert .
Attention please , red alert.
Ami Muslim.Amar kache Al Quran Ache.Al Quran er A to Z amar pora ache .ami hafez na normal Telawat kari tarpor o akta edik shedik amar sense e dhora pore jai.kajei eishob faizlami tackle korte Ami akai jotheshto Alhamdulillah. Kintu ami aka Muslim na amar moto ashonkhon Muslim er kache choto bala thekei Al Quran ache tara amar chaite aro anek anek bhalo telawat kari Hafez der kotha bad i dilam ,kajei eishob faizlami jara korte chahco labh hobe na atit e jara eishob faizlami korte cheache labh hoina i Muslim 2% na got it ? Al Quran nie khelte jeona .
Amader protteker kache Quran shorif ache amra jani Quran ki ,so, becareful Mosad/Terrorist/Qadiani whatever.
Alem shomaj ,kora hate(logically) Islamic law anujai er protibad koro etake bartho procheshta proman koro .Ameeeen
NB Dhormio anubhutite aghat korar dae eder birudhe mamle koro.dunia jure er protibad koro je er (ei google play er nokol book er)pokhe kotha bolbe Islamic law anujai take terrorist ghoshona kora hobe ebong she Mosad agent naki khotie dakha hobe .
BGP
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negotiation-preparation-plan
The document outlines a plan for negotiating with a business counterpart. It identifies the negotiator's interests in achieving a profitable outcome that also benefits the counterpart. Potential positions are discussed, with an ideal goal of a win-win agreement. Realistically, some opposition is expected. A minimum/maximum price range and alternative proposals are identified as bottom lines and BATNA in case an agreement cannot be reached. Lessons on preparing properly and using different techniques to convince counterparts of mutual benefits are noted for future negotiations.
performance-evaluation-form
performance-evaluation-form
I need to add dateline for second and fourth segments for example 1 month each.
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The document discusses onboarding a new hire. It notes that accepting an offer is not the end of the hiring process and that inducting the new employee is important to smooth their transition. A checklist is provided to consider how to communicate key areas like company culture, logistics, the new hire's experience, their responsibilities, and how they will benefit the organization. These areas will be communicated through methods like one-on-one meetings, email, and an employee handbook.
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This document provides an example of a candidate interview scorecard template to evaluate candidates. It includes an example scorecard for a candidate interview that rates the candidate's responses to questions on a scale of 1 to 4 based on their importance. The example candidate scores highly in most areas but is noted to need development in business acumen and driving projects to meet deadlines. The summary concludes the candidate appears well-suited overall but these two areas should be explored further. The document then provides a blank scorecard for the reviewer to complete for subsequent candidates.
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organizational-structure (1)
organizational-structure.I have forgot to include operation team ,I am confused it with technical team .
We tb 49f_eeis2q5gsyrzdg_c20c1fd08f4511e8b2970f8a053dcd16_information-require...
This document provides information about calculating key financial ratios that will help evaluate future funding applications. It instructs the user to calculate ratios using last year's financial data and estimates for future needs. The user will then estimate details of a potential new funding request, such as the interest on a loan. Typical funding rates can be researched online or discussed with advisors. The document concludes by explaining that an accountant can complete the ratios using business financial data if needed.
Calculate your key financial ratios (exercise 5) coursera
This is an exercise .The data are based on this
https://www.slideshare.net/NadiyaMahjabin/we-tb-49feeis2q5gsyrzdgc20c1fd08f4511e8b2970f8a053dcd16informationrequiredformodule9-1
these data are an estimate or guess or future projection not real data.
visualizing-business-model-innovation (2)
The document discusses potential business model innovations that could impact a business and its customers. It provides a matrix listing different business models and the benefits they provide to businesses and customers. Some examples included are freemium models, early payment discounts, and pay online options. The document asks the reader to consider how a competitor implementing these models could affect their business. It prompts selecting three models and reflecting on their impacts and whether elements could be adopted.
potential-acquisition-targets (2)
The document discusses how to identify potential acquisition targets by considering different business categories and ranking businesses within those categories based on location, size, and growth impact. It instructs the reader to add example businesses to each category in a table, then score them on a scale of 1 to 5 for the three criteria. The highest overall scoring businesses would be closest to the center of a diagram and worth pursuing further. The exercise is meant to help develop a list of potential acquisition targets to evaluate in more depth.
Future Funding Requirements (exercise)
This document discusses exploring the financial implications of different rates of business growth. It outlines three growth scenarios: growth as planned, double the planned growth, and five times the planned growth. It provides a table to consider how funding needs may vary across common business areas like staff, premises, locations, products, equipment, and marketing depending on the growth scenario. The purpose is to help reflect on potential future funding needs to support growth and determine whether external or internal financing would be most suitable.
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The document provides a template for reflecting on needed changes to a business's culture in the future. It includes tables to consider changes needed in the business's practices, shared values, and shared assumptions. For each category, the template lists different aspects of the business culture to evaluate and determine if changes are required. The goal is to complete this reflection and include it in the Business Growth Plan.
Improving your financial profile (exercise 4) coursera
The document provides feedback on a business's financial profile in three key areas: financial performance, managing accounts, and managing profile. For each item assessed, the feedback is marked green (G) if it is likely to improve the profile, amber (A) if it could be improved, or red (R) if it could negatively impact the profile. Some items flagged for improvement include not knowing current ratio details, accounts not being prepared by a professional, and only occasionally checking for negative publicity about the business. The document recommends addressing any red or amber items by exploring ways to improve numbers, ensuring accounts are easily understood, and being more proactive in monitoring factors that could affect the profile.
What is your bargaining style (exercise 2) coursera
Your bargaining style is Relating, which is a cooperative style focused on meeting the other party's interests to build relationships. Those with a Relating style have a desire to understand the other side, can pick up emotional cues, and are committed to long-term reciprocity. However, Relators may abandon their own interests for the other side's, making them vulnerable when negotiating with aggressive counterparts as it can devalue their self-worth and skills over time. This document provides an overview of the Relating bargaining style based on an assessment the reader completed.
Demystifying negotiation-assumptions
This document discusses common assumptions in negotiation and their likely impact. It provides actions that can be taken to challenge restrictive assumptions and maximize the benefits of supportive assumptions. Some key assumptions discussed include: the purpose of negotiation is to win at any cost, which risks damaging relationships; open communication allows understanding of different perspectives; negotiation does not need to be adversarial as win-win solutions are possible; and a counterpart's first offer is not necessarily their best or final offer. The document recommends considering the interests of both parties, building rapport, and taking a collaborative, long-term approach to find mutually beneficial outcomes.
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- 1. 3/31/2020 4.3 ANALYZING YOUR COMPETITIVE EDGE https://www.coursera.org/learn/10k-women/ungradedWidget/LtO36/analyzing-your-competitive-edge-exercise-4 1/3 YOUR ACTION STEPS I have to make the expectation into reality. QUALITY Quality is important to your target customers, and your business’s performance in this area is very strong. You may find it helpful to consider how you will maintain this advantage over time, so you can continue to provide value to your customers as you grow. YOUR ACTION STEPS I have to maintain and improve the track. RANGE Range is important to your target customers, and your business’s performance in this area is strong. You may find it helpful to consider how you will maintain this advantage over time, so you can continue to provide value to your customers as you grow. PRICE ANALYZING YOUR COMPETITIVE EDGE YOUR BUSINESS OTHER WEBSITE RELATED TO LOOSING WEIGHT YOUR BUSINESS OTHER WEBSITE RELATED TO LOOSING WEIGHT
- 2. 3/31/2020 4.3 ANALYZING YOUR COMPETITIVE EDGE https://www.coursera.org/learn/10k-women/ungradedWidget/LtO36/analyzing-your-competitive-edge-exercise-4 2/3 YOUR ACTION STEPS I have to work on the quality and then fix the price. Price is of low importance to your target customers, and your business’s performance in this area is quite weak. You may not need to invest any further resources in this area. But it is important to re-evaluate this regularly as your business develops and you gain further insights into your target customers. YOUR ACTION STEPS I need to highlight this sector. EXPERTISE Expertise is important to your target customers, but your business’s performance in this area is quite weak. Consider how you can develop your performance to increase the value you offer your target customers as you grow. CUSTOMER SERVICE Customer service is important to your target customers, and your business’s performance in this area is strong. You may find it helpful to consider how you will maintain this advantage over time, so you can continue to provide value to your customers as you grow. OTHER WEBSITE RELATED TO LOOSING WEIGHT YOUR BUSINESS OTHER WEBSITE RELATED TO LOOSING WEIGHT YOUR BUSINESS
- 3. 3/31/2020 4.3 ANALYZING YOUR COMPETITIVE EDGE https://www.coursera.org/learn/10k-women/ungradedWidget/LtO36/analyzing-your-competitive-edge-exercise-4 3/3 YOUR ACTION STEPS The most important sector . OTHER WEBSITE RELATED TO LOOSING WEIGHT YOUR BUSINESS