NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document discusses preparing sales offers under Lithuanian circumstances. It begins by debunking some common myths such as the ideas that marketing is just branding, or that good products will sell themselves. It emphasizes that marketing must construct detailed offers tailored to specific target markets. It also notes that selling is not an art, but requires building valuable offers, creating market awareness, and overcoming customer resistance rationally and emotionally. The document provides two examples of "Mafia offers" from Lithuanian companies, discussing inventory management services and smart warehouse optimization. It highlights achieving goals like minimizing storage costs and surplus while ensuring on-time deliveries.
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
The document discusses retail and food safety trends in Western Europe. It provides an overview of major retailers in Europe by turnover, including Carrefour, Tesco, Metro, and Aldi among the top retailers. It outlines trends like increasing private labels, sustainability demands, and health focus. The document also discusses food safety certification schemes recognized by the Global Food Safety Initiative (GFSI), including BRC, IFS, FSSC22000, SQF2000, and GlobalGap, which have become requirements for retailers. Compliance with these standards provides a "license to deliver" to major retailers in Europe.
Global food trends show that consumers in the Netherlands value food that is [1] fair and honest (e.g. fair trade), [2] local (featuring regionally produced foods), and [3] healthy (with less salt and added functional ingredients). [2] Seniors are also driving demand for convenient, portion-controlled, and functional foods. [3] Companies looking to enter the Dutch market are advised to consider these consumer values and ensure food safety through recognized certification schemes to position their products competitively.
The document compares the ASME Boiler and Pressure Vessel Code and PED (Pressure Equipment Directive) standards regarding their application to pressure equipment. It notes that equipment critical to nuclear safety is excluded from the PED and should be designed to codes like the ASME Section III or RCC-M. There are fundamental differences between the PED and ASME Code in terms of allowable stresses, material requirements, approval of welding procedures and personnel, and more. The PED requirements must be followed for equipment used in the European Union.
The document discusses nuclear power plant construction specifications and codes. It provides an overview of major nuclear power plant components and systems. It also discusses regulatory frameworks, safety classes, and implications for specifications. The document compares ASME and EN/European standards and notes the choice of code can impact opportunities for mechanical equipment suppliers. Finally, it discusses experiences from nuclear power plant projects and importance of licensee involvement throughout all project phases.
Jukka Hellgren of Oy Culmentor Ltd gave a presentation on participating in nuclear construction projects in Finland. He discussed the roles of different actors like STUK, the plant provider, and suppliers. The plant provider's procurement process was outlined, including the request for quotation, tendering, and contract preparation stages. Hellgren emphasized understanding the plant provider's culture and contract conditions when pursuing these types of projects.
The document discusses specifications for nuclear power plant construction. It summarizes that regulatory frameworks are similar globally but implemented locally through national legislation. It also discusses the importance of (1) maintaining licensee leadership throughout projects, (2) choosing codes and standards that comply with national rules and promote local industry, and (3) starting requirements definition and supplier training early. The goal is to create opportunities for national suppliers while ensuring nuclear safety.
NVS šalių tendencijos prekybos segmente
Nuo 2009 iki 2012 m. NVS nominalus BVP kasmet vidutiniškai didėjo po 17,8 proc. kasmet, ES augo po 0,4% kasmet.
NVS šalių prekių importas didėjo nuo 1,9 mlrd. USD 2005 m. iki 5,5 mlrd. USD 2012 m.
Nuo 2013 iki 2018 m. NVS nominalus BVP kasmet vidutiniškai augs po 7,9 proc. kasmet.
2013 m. per metus prekių eksportas iš Lietuvos padidėjo 11,4 proc., importas padidėjo – 0,3 proc.,
2013 m. tik 23,5 proc. viso prekių eksporto į NVS sudarė lietuviškos kilmės prekių eksportas
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document discusses preparing sales offers under Lithuanian circumstances. It begins by debunking some common myths such as the ideas that marketing is just branding, or that good products will sell themselves. It emphasizes that marketing must construct detailed offers tailored to specific target markets. It also notes that selling is not an art, but requires building valuable offers, creating market awareness, and overcoming customer resistance rationally and emotionally. The document provides two examples of "Mafia offers" from Lithuanian companies, discussing inventory management services and smart warehouse optimization. It highlights achieving goals like minimizing storage costs and surplus while ensuring on-time deliveries.
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
The document discusses retail and food safety trends in Western Europe. It provides an overview of major retailers in Europe by turnover, including Carrefour, Tesco, Metro, and Aldi among the top retailers. It outlines trends like increasing private labels, sustainability demands, and health focus. The document also discusses food safety certification schemes recognized by the Global Food Safety Initiative (GFSI), including BRC, IFS, FSSC22000, SQF2000, and GlobalGap, which have become requirements for retailers. Compliance with these standards provides a "license to deliver" to major retailers in Europe.
Global food trends show that consumers in the Netherlands value food that is [1] fair and honest (e.g. fair trade), [2] local (featuring regionally produced foods), and [3] healthy (with less salt and added functional ingredients). [2] Seniors are also driving demand for convenient, portion-controlled, and functional foods. [3] Companies looking to enter the Dutch market are advised to consider these consumer values and ensure food safety through recognized certification schemes to position their products competitively.
The document compares the ASME Boiler and Pressure Vessel Code and PED (Pressure Equipment Directive) standards regarding their application to pressure equipment. It notes that equipment critical to nuclear safety is excluded from the PED and should be designed to codes like the ASME Section III or RCC-M. There are fundamental differences between the PED and ASME Code in terms of allowable stresses, material requirements, approval of welding procedures and personnel, and more. The PED requirements must be followed for equipment used in the European Union.
The document discusses nuclear power plant construction specifications and codes. It provides an overview of major nuclear power plant components and systems. It also discusses regulatory frameworks, safety classes, and implications for specifications. The document compares ASME and EN/European standards and notes the choice of code can impact opportunities for mechanical equipment suppliers. Finally, it discusses experiences from nuclear power plant projects and importance of licensee involvement throughout all project phases.
Jukka Hellgren of Oy Culmentor Ltd gave a presentation on participating in nuclear construction projects in Finland. He discussed the roles of different actors like STUK, the plant provider, and suppliers. The plant provider's procurement process was outlined, including the request for quotation, tendering, and contract preparation stages. Hellgren emphasized understanding the plant provider's culture and contract conditions when pursuing these types of projects.
The document discusses specifications for nuclear power plant construction. It summarizes that regulatory frameworks are similar globally but implemented locally through national legislation. It also discusses the importance of (1) maintaining licensee leadership throughout projects, (2) choosing codes and standards that comply with national rules and promote local industry, and (3) starting requirements definition and supplier training early. The goal is to create opportunities for national suppliers while ensuring nuclear safety.
7. Personalo valdymas: organizacinis ir
tarpasmeninis lygmuo
HR PROCESAI: TIESIOGINIS BENDRAVIMAS
personalo formavimo sistema, VADOVO-DARBUOTOJO:
darbuotojų ugdymo sistema, grįţtamojo ryšio ar ugdymo
tikslų formavimo ir veiklos vertinimo pokalbis, veiklos aptarimas ir
sistema, skatinimo sistema, talentų problemų sprendimas,
valdymo sistema ... individualus motyvavimas ...
2012 PRIMUM ESSE 7
9. Darbuotojų veiklos valdymas
Pasitenkinimas Darbo atlikimas/
darbu rezultatas
VADOVAS DARBUOTOJAS
9
2012 PRIMUM ESSE 9
10. Natūralus pasiskirstymas
A
A - “ţvaigţdės”
B - “darbo bitės”
E
D E B C - “bambekliai”
D - “nevaldomos raketos”, “unguriai”
E – “stovintis vanduo”
C
10
2012 PRIMUM ESSE 10
11. Natūralus pasiskirstymas
A
5%
D E
E B
10-15% 60% 10-15%
С
Vadovo tikslas
5%
11
2012 PRIMUM ESSE 11
12. Darbuotojų veiklos valdymas: vadovo uţdaviniai
1. Tikslai, prioritetai, uţduotys ir
atlikimo standartai
Motyvuojančios 2. Stebėjimas ir grįţtamojo
4. Veiklos vertinimas,
aplinkos ryšio teikimas
tobulinimo planai
kūrimas
3. Ugdymas ir pagalba
sprendţiant problemas
2012 PRIMUM ESSE 12
14. Tikslai
Ţmonės daro tai, kas
prasminga
aišku
kuo tiki
kas rūpi
2012 PRIMUM ESSE 14
15. Ar formuluojame aiškius tikslus?
S (specific) specifiškas
M (measurable) pamatuojamas
A (achievable) pasiekiamas
R (relevant) prasmingas
T (timed) terminuotas
2012 PRIMUM ESSE 15
16. Motyvuojantys tikslai
Ar atitinka SMART kriterijus?
Išlaikyti ir pagerinti esamą klientams teikiamų paslaugų lygį.
Iki gruodžio 31 d. sumažinti klientų nusiskundimų skaičių iki
2 %.
Kiekvieną mėnesį paskambinti 50 papildomų potencialių
klientų.
Iki metų pabaigos 15% padidinti pelną.
2012 PRIMUM ESSE 16
17. Ar aiškiai skiriame prioritetus?
aukštas
VYSTYMAS KRIZĖ
“Turiu padaryti per ilgesnį laiko “Privalau padaryti ir tuojau pat”
SVARBUMAS
tarpą (kada nors)”
PALAIKYMAS BLAŠKYMASIS
“Nėra labai skubu, nėra svarbu, “Tai nėra labai svarbu, bet tai
bet kaip nors reikia tai padaryti” reikia padaryti tuojau pat”
ţemas
ţemas SKUBUMAS aukštas
2012 PRIMUM ESSE 17
18. Ar aiškiai sutariame veiklos atlikimo standartus?
Standartai Apibūdinimas
KIEKYBINIAI nurodo galutinį rezultatą
(pamatuojami) gali būti išreikšti laiko ir kiekybiniais parametrais
K apibūdina pageidaujamą elgesį,
O Elgesio nurodo, kaip turi būti pasiektas rezultatas
K
Y yra pagrįsti įmanomu pamatyti arba išgirsti elgesiu
B
I paremti subjektyviu trečios šalies vertinimu,
N
nurodo kitų ţmonių suvokimą,
I Trečios šalies
A aprašo pageidaujamą grįţtamąjį ryšį, kurio tikitės sulaukti
I iš svarbių ţmonių: klientų, bendradarbių, kitų vadovų
2012 PRIMUM ESSE 18
19. Grįţtamasis ryšys: ar darbuotojas ţino, kaip jam
sekasi?
Kodėl reikalingas GR?
Darbuotojui
Vadovui
Komandai
Organizacijai
2012 PRIMUM ESSE 19
20. Kritika
Konkretumas, kritikuojamas veiksmas!
Privatumas
Pasekmių paaiškinimas
Sprendimo radimas
Diskusija – klausymasis ir klausimai
2012 PRIMUM ESSE 20
21. Pagyrimas
Visinori būti įvertinti ir didţiuotis savo darbu
Tai skatina ir motyvuoja
Tai nekainuoja
Gerina santykius ir stiprina lojalumą
Lengviau priimti kritiką
2012 PRIMUM ESSE 21
23. Postūmiai ugdymui
Teigiami postūmiai:
Naujovės: procesai, įranga, produktai, klientai
Nauji darbuotojai
Pamainos rengimas, paaukštinimai
Įstatymai/ profsąjungos
Neigiami postūmiai
Rinkos standartai
Blogi rezultatai
...
Kritusi kokybė/ klientų skundai
Kaita/ padaţnėję darbo praleidimai
Nėra pakeičiamumo
...
2012 PRIMUM ESSE 23
24. Darbuotojų ugdymas
Mokymas(is) – nuolatinis procesas
Mokymas(is) darbe
praktika ir GR/ sudėtingesnių uţduočių
delegavimas
coaching’as (ugdymo pokalbis)
problemų sprendimas
2012 PRIMUM ESSE 24
25. Mokymo(si) ţingsniai
Leisti Įvertinti, teikt Leisti
išbandyti ką i praktikuotis,
Paaiškinti Parodyti
girdėjo ir GR, pataisyt praktikuotis,
matė i praktikuotis
2012 PRIMUM ESSE 25
26. Coaching’as – ugdymo pokalbis
VADOVAS VADOVAS
PATARĖJAS Papasakoja apie UGDYTOJAS
savo patirtį Aptaria
panašioje darbuotojo patirtį
situacijoje
Kartu ieško
Duoda “receptus“
sprendimų
2012 PRIMUM ESSE 26
28. Problemos sprendimo pokalbis
Tikslas – rasti abipusį sprendimą, ką daryti toliau,
kad situacija pasikeistų
2012 PRIMUM ESSE 28
29. Problemos sprendimo pokalbis: 7 ţingsniai
1. Surinkite faktus Pieš susitikimą
2. Apibrėţkite problemą
3. Susitarkite dėl problemos
4. Susidarykite išsamų vaizdą Susitikimo
metu
5. Ieškokite sprendimo
6. Sudarykite veiksmų planą
7. Susitarkite dėl stebėjimo ir kito aptarimo
2012 PRIMUM ESSE 29
31. Motyvacija – visuma veiksnių, kurie skatina ţmogų
(ţmones) imtis tam tikros veiklos, siekti tam tikrų tikslų.
Motyvuoti – tai įkvėpti, paskatinti darbuotojus norėti
dirbti, dirbti gerai ir jaustis gerai dirbant savo darbą.
31
2012 PRIMUM ESSE 31
32. Prisiminkime veiklos atlikimo valdymą ...
Vienas iš labiausiai demotyvuojančių veiksnių:
nesuprantami darbo tikslai,
neaiškios atsakomybės/ konkrečios uţduotys ir
darbo atlikimo ir būsimo vertinimo standartai
32
2012 PRIMUM ESSE 32
34. Individuali motyvacija
Kas jums svarbiau?
Geras atlygis ar galimybė išmokti naujų dalykų?
Galimybė būti paaukštintam ar geri santykiai kolektyve?
Įdomus darbo turinys ar formalus statusas?
Vadovo uţduotis – suprasti, kas aktualu konkrečiam ţmogui.
34
2012 PRIMUM ESSE 34
35. Darbo motyvacija – jūsų namų darbas
Testas
Geriau dirbti esamą darbą, negu kitą daug įdomesnį darbą,
4
tačiau kuriame didesnė nesėkmės tikimybė.
Geriau dirbti įdomų, nors ir sunkiai įveikiamą darbą, negu
1
nuobodų.
2012 PRIMUM ESSE 35
36. Darbo motyvacija (pagal F.Hercberg)
1. Palaikymo faktoriai 2. Motyvatoriai
Darbo saugumas, sąlygos Tobulėjimo galimybė
Statusas Paaukštinimo galimybė
Atmosfera Atsakomybė
Atlyginimas Darbo turinys, esmė
Santykiai su vadovu Pripažinimo galimybė
Vadovavimo kokybė Pasiekimų galimybė
Kompanijos politika
Demotyvacija Motyvacija
0
2012 PRIMUM ESSE 36
37. 20
18
16
14
Bendradarbiavimas
Santykiai su vadovu
12 Santykiai su vadovu
Pripažinimas
Finansiniai motyvai
10 Bendradarbiavimas
Finansiniai motyvai
Karjera (statusas)
Pasiekimai
8
Karjera (statusas) Atsakomybė
Atsakomybė
Darbo turinys
Darbo turinys
6 Pripažinimas
Pasiekimai
4
2
0
1
2012 PRIMUM ESSE 37
38. “Valiutos”
Su uţimama padėtimi susijusi valiuta:
Su uţduotimi susijusi valiuta: Pasitikėjimas - siūlymas uţduoties, kurios atlikimas
prisidėtų prie paaukštinimo
Pagalba - parama atliekant uţduotį, projekto
patvirtinimas, nenorimų darbų perėmimas Pripaţinimas - pastangų, gabumų, ar pasiekimų
pripaţinimas
Informacija - organizacinės ir techninės informacijos
suteikimas Viešumas – galimybė teigiamai pasirodyti svarbių ţmonių
akyse
Ištekliai - pinigų skolinimas ar davimas, biudţeto Reputacija - asmens reputacijos kitų akyse gerinimas
didinimas, papildoma įranga
Kontaktai - galimybių uţmegzti ryšių su kitais suteikimas
Svarba – asmens svarbumo pabrėţimas
Su asmenybe susijusi valiuta: Su santykiais susijusi valiuta:
Iššūkis/mokymasis - uţduočių didinančių sugebėjimus Priėmimas - įtraukimas, artumas ir draugystė
ir įgūdţius atlikimas Asmeninė parama - suteikiama asmeninė ir emocinė
Savininko, autorystės jausmas - parama
įsitraukimas, autorystės sąlygų sudarymas Supratimas - išklausomi kito ţmogaus rūpesčiai ir
Dėkingumas - įvertinimo ar dėkingumo išreiškimas problemos
2012 PRIMUM ESSE 38
39. Pokalbis apie motyvaciją
1. Padėti darbuotojui 2. Aptarti, kiek jam patinka
nustatyti, kokie jo lūkesčiai dabartinis darbas (+ ir -)
darbui
ATMOSFERA:
Nuoširdus noras padėti
darbuotojui padidinti
darbo motyvaciją
4. Aptarti, ko konkrečiai 3. Išsiaiškinti, kokiais būdais
turėtų imtis abi pusės, kad galima būtų padidinti ir
padidintų darbo motyvaciją išlaikyti dabartinę motyvaciją
2012 PRIMUM ESSE 39
40. Pokalbis apie motyvaciją
Svarbu:
Leisti suprasti, kad norite padėti padidinti darbo patrauklumą
dabartinio darbo rėmuose
Pokalbį baigti susitarimu, kas gali būti padaryta ir ko neįmanoma
padaryti
Padaryti tai, ką paţadėjote
2012 PRIMUM ESSE 40