6 Phases of a Business Cycle - Hawkeye Consulting Advisors - Allen Pratt 630-...Allen Pratt
Do you know when the business has transitioned from one business cycle to another? What strategies must management consider during each business cycle?
This document provides information about Group 2's shoe company. It describes the company's objectives of making a profit and becoming a top competitor by providing high quality shoes. It analyzes the company's strengths, weaknesses, opportunities, and threats. It also analyzes the home, domestic, and foreign markets and describes tailored marketing programs for each region. Key lessons learned include the importance of quality, research, and adapting plans based on changing market conditions. The future plan is to invest in product development, lower prices strategically, and continue market research.
The document outlines two business strategies - Strategy A focuses on imitation products for a mature market using low-cost production. Strategy B focuses on product innovation for emerging markets using flexible automation.
Strategy A aims for high volume, standardization, price sensitivity and emphasizes low costs. Strategy B aims for customization, product features and emphasizes flexibility. Strategy A uses superior processes, technology and integration for low costs while Strategy B uses product teams and flexible automation for fast new product introduction.
The document then discusses the marketing, finance, operations and distinctive competence strategies that support each overall business strategy.
SPI was very pleased to join the European Business Awards as the exclusive sales consulting sponsor of this year’s edition. It was a great opportunity to meet and discuss with the best of European business about their challenges and innovations.
The Awards’ primary purpose is to support the development of a stronger and more successful business community throughout Europe. On 4 May in Dubrovnik, Croatia, 132 finalists from 34 countries were in attendance, hoping to be named a winner in this prestigious business competition.
On this occasion, Steven Vantongelen delivered a presentation about sales excellence, explaining the five hurdles sales teams need to overcome to ensure business growth.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
This document discusses creating a procurement management strategy. It defines what a strategy is and explains the strategic planning process. This includes analyzing the current situation, defining generic business strategies and goals, and developing a strategic procurement management plan. It notes that plans may need to adapt to changes and that the human factor can sometimes cause plans to fail due to issues like a lack of communication or accurate information. Overall, the document provides guidance on developing an effective procurement strategy through analyzing the current situation and defining goals and plans while allowing for flexibility to adapt to changes.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows building a portfolio of businesses that can support an annual salary of $120k and retirement objectives through eventual sale of the businesses. Key requirements for the model include the ability to pay off loans in 5 years and maintain 5% annual growth through effective marketing, personnel, and operations. Future seminars are planned to help find qualified businesses and optimize their performance.
Sales Excellence does not describe a state, but rather a continuous process. The Kienbaum Sales Excellence Model provides guidance in this process. It serves on a theoretical, as well as practical level, as it guides through the ten fundamental components of sales. It has proven itself in practice as an analytical and optimization tool used in various industries and sales segments.
6 Phases of a Business Cycle - Hawkeye Consulting Advisors - Allen Pratt 630-...Allen Pratt
Do you know when the business has transitioned from one business cycle to another? What strategies must management consider during each business cycle?
This document provides information about Group 2's shoe company. It describes the company's objectives of making a profit and becoming a top competitor by providing high quality shoes. It analyzes the company's strengths, weaknesses, opportunities, and threats. It also analyzes the home, domestic, and foreign markets and describes tailored marketing programs for each region. Key lessons learned include the importance of quality, research, and adapting plans based on changing market conditions. The future plan is to invest in product development, lower prices strategically, and continue market research.
The document outlines two business strategies - Strategy A focuses on imitation products for a mature market using low-cost production. Strategy B focuses on product innovation for emerging markets using flexible automation.
Strategy A aims for high volume, standardization, price sensitivity and emphasizes low costs. Strategy B aims for customization, product features and emphasizes flexibility. Strategy A uses superior processes, technology and integration for low costs while Strategy B uses product teams and flexible automation for fast new product introduction.
The document then discusses the marketing, finance, operations and distinctive competence strategies that support each overall business strategy.
SPI was very pleased to join the European Business Awards as the exclusive sales consulting sponsor of this year’s edition. It was a great opportunity to meet and discuss with the best of European business about their challenges and innovations.
The Awards’ primary purpose is to support the development of a stronger and more successful business community throughout Europe. On 4 May in Dubrovnik, Croatia, 132 finalists from 34 countries were in attendance, hoping to be named a winner in this prestigious business competition.
On this occasion, Steven Vantongelen delivered a presentation about sales excellence, explaining the five hurdles sales teams need to overcome to ensure business growth.
Ferris transitioned from pursuing broad differentiation and cost leadership to focusing on niche cost leadership in low-end and traditional markets. This shift helped increase profits to $36.6 million. While sales, market share, and other metrics improved steadily, customer survey scores on buying criteria and accessibility remained low. Moving forward, Ferris aims to further address customer needs while maintaining their strengthened financial position.
This document discusses creating a procurement management strategy. It defines what a strategy is and explains the strategic planning process. This includes analyzing the current situation, defining generic business strategies and goals, and developing a strategic procurement management plan. It notes that plans may need to adapt to changes and that the human factor can sometimes cause plans to fail due to issues like a lack of communication or accurate information. Overall, the document provides guidance on developing an effective procurement strategy through analyzing the current situation and defining goals and plans while allowing for flexibility to adapt to changes.
The document presents a business growth model designed to achieve financial independence through business ownership. The model involves purchasing businesses that meet certain criteria, such as generating 20% profit before taxes and $500k in annual revenue, and using the equity from each additional purchase to fund the next acquisition. This allows building a portfolio of businesses that can support an annual salary of $120k and retirement objectives through eventual sale of the businesses. Key requirements for the model include the ability to pay off loans in 5 years and maintain 5% annual growth through effective marketing, personnel, and operations. Future seminars are planned to help find qualified businesses and optimize their performance.
Sales Excellence does not describe a state, but rather a continuous process. The Kienbaum Sales Excellence Model provides guidance in this process. It serves on a theoretical, as well as practical level, as it guides through the ten fundamental components of sales. It has proven itself in practice as an analytical and optimization tool used in various industries and sales segments.
Chap001 service marketing , IIT Roorkee, Business Managementbasab7
This document introduces key concepts about strategy, including:
1) Strategy involves analyzing a firm's current situation, envisioning its future direction, and crafting an action plan to get there.
2) Strategy is about how a firm will outcompete rivals by responding to market conditions, managing business functions, and improving performance.
3) Developing a creative strategy can help a firm gain a sustainable competitive advantage and achieve above-average profits by differentiating itself from competitors.
This document outlines an operation plan for a business expansion. It discusses introducing new marketing strategies and unique products at competitive prices. It details promotional activities like showroom events and interior designer forums. Sales forecasts are provided for various product lines over six months. Operational costs are estimated at 7 lakhs per month while average monthly sales are projected to be over 38 lakhs, allowing the business to break even at 25 lakhs per month and become profitable.
The document discusses production management and planning control. It begins by outlining the goals and objectives of achieving efficient production and converting individual desires to organizational targets. It then defines production as combining inputs to create outputs that have value. It describes production management as planning, organizing, directing, and controlling production activities to convert raw materials into finished goods. Finally, it discusses the importance of production management in accomplishing organizational objectives, maintaining reputation, introducing new products, supporting other departments, facing competition, utilizing resources optimally, minimizing costs, and allowing expansion. It recommends strategies and outlines action items to summarize results and next steps.
This document discusses strategic management and the types of strategies used by organizations. It covers several key areas:
1) Types of strategies include growth, diversification, restructuring, globalization, and e-business strategies. Growth strategies focus on expansion while restructuring strategies focus on consolidation.
2) Strategy formulation involves analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis), examining industry attractiveness (Porter's five forces model), and evaluating business strategies (Porter's competitive strategies model).
3) Strategy implementation is the process of executing strategies and requires strategic leadership to activate the organization for change and continuous performance enhancement.
This document describes the main functions of 7 key departments in a company: Production, Research and Development, Purchasing, Marketing, Human Resource Management, and Finance. The Production department converts raw materials into finished goods. Research and Development focuses on innovation through new product development. Purchasing ensures needed goods and supplies are ordered and kept in stock. Marketing creates strong customer relations and develops communication strategies. Human Resource Management handles recruitment, training, and employee facilities. Finance manages company assets, records purchases and sales, and provides information for management decisions.
1. The document discusses various corporate strategies including growth, harvest, divestment, and turnaround strategies.
2. It outlines the Ansoff Matrix and generic strategies of market penetration, market development, product development, and diversification. Risk profiles range from lowest for market penetration to highest for unrelated diversification.
3. A template is provided for a generic strategic plan that includes an overall mission and strategy statement, projected performance metrics, and product/market level details on the business definition, portfolio, competition, sales, leadership, and asset utilization.
This document discusses cost optimization strategies for manufacturers. It recommends standardizing, simplifying, and rationalizing platforms, applications, processes, and services to reduce costs through operational excellence. Lean Six Sigma and other management tools can improve productivity and efficiency through process improvements. The document suggests that cost reduction efforts should involve small cuts across multiple departments rather than large cuts to one or two areas. A cross-functional team including senior management, consultants, and process experts should implement a tailored methodology starting with process mapping to identify and prioritize areas for improvement. The goal is to meet customer needs for price stability, quality, and product availability through reduced costs.
Next Step 2014 presentation by Kusum Mohapatra from Magic Bus India FoundationMaidan.in
The document discusses considerations for scaling up programs and models. It addresses the need to evaluate why scaling is wanted, whether the problem requires a larger solution, and if a proven model is available. Key factors that must be prepared include the 5 Ms: model, market, money, manpower, and management. The model must be cost-effective, data-driven, address a large problem, and be adaptable. Sufficient funding from multiple sources is required. The right people and leadership must be recruited to share knowledge and divide power. Sourcing and distributing appropriate materials is also important. Strong management of all these factors and external partnerships is critical to successfully scale up.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
The document discusses a management team's performance over 8 years running a company. They avoided emergency loans, maintained high customer survey scores, and integrated R&D, production, and marketing decisions. While successful, they plan to improve accessibility and contribution margins in later rounds. The management team argues they should be kept on because they were financially successful, identified weaknesses, and want to further enhance the company and investment over the next 5 years.
The document outlines the vision, mission, market strategies, functional strategies, group processes, and lessons learned for a company called Baldwin over 10 simulation rounds. The company's vision is to be the leading cost sensor company through customer, shareholder, and employee satisfaction. Their mission is to provide high quality, reliable sensors at low prices across all market segments while allowing employees to thrive. The document analyzes Baldwin's strategies and processes for research and development, marketing, production, finance, and human resources over the 10 rounds.
The document discusses challenges facing companies as work changes from the industrial age to the information age and from siloed efforts to cross-functional endeavors. It notes that while work has changed, how employees are taught has not changed much and still uses outdated teaching methods like chalkboards and topic-based teaching rather than problem-centric learning. This "industrialization" of learning has cost companies millions in lost productivity by not teaching important skills like cross-functional teaming. It calls for leadership development, marketing, sales, and other groups to work together across functions to address customer needs in new ways, and for learning and development to shift from training to enablement to help elevate its value contribution.
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
This document discusses strategies for measuring supply chain performance. It describes performance measurement, classification of measures as qualitative or quantitative, and examples of quantitative measures including cycle time, customer service level, inventory levels, resource utilization, and financial measures. It then discusses two models for measuring supply chain performance: the SCOR model, which focuses on planning, sourcing, making, delivering, and returning, and the balanced scorecard, which measures performance across financial, customer, internal processes, and learning and growth perspectives. The document emphasizes using multi-dimensional strategies and these models to continuously improve supply chain performance.
Strategies to building a winning businessAbel Mukwevho
This document outlines the key elements needed to build a successful business, including having an idea, vision, and plan to create and brand a product or service. It discusses the micro environment of the business in terms of its vision, leadership, resources and operations. It also covers the market environment, focusing on targeting the right market, branding, pricing strategies through various approaches, competition, sales, and public relations. Finally, it briefly discusses the macro environment and how the business fits within the broader economic system through its production, labor, products, and consumption.
The document discusses operational excellence and optimizing process performance at Freudenberg-NOK. It provides an overview of the company, its focus on continuous improvement through its GROWTH program, and its implementation of lean manufacturing principles. It highlights some of Freudenberg-NOK's lean transformation successes over 16+ years, including improvements in people, processes, and control, and secrets to its success like top management support, a certification process, and quantifying results.
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Michael C. Fina is a leading employee recognition company that provides rewards and incentive programs to enhance performance at Fortune 500 companies. The company believes celebrating employee actions and milestones through rewards reinforces behaviors that improve business outcomes. As a Senior Pricing Analyst, the individual's responsibilities included partnering with executives on contract pricing, managing the pricing process, and ensuring pricing strategies aligned with growth objectives. Administrative duties involved ordering marketing materials, managing department stock, and generating weekly reports. The individual brings over a decade of experience in contract management, pricing analysis, and an educational background of a Bachelor's degree in Business Administration.
THE ART AND SCIENCE OF CUSTOMER EXPERIENCE, GROWTH AND SEGMENTATIONTotango
Customer Success Summit 2015 breakout session:
Presented by: Joel Knight, Senior Director, Customer Experience, WP Engine
Managing a growing customer base presents several challenges, especially if you have a wide range of customer size, scope and revenue. One common strategy is to divide that customer base into distinct segments, each with its own profile of needs, activities and metrics. In this session, we will talk about some best practices for a segmentation strategy to make it successful for you and your customers.
Key takeaways:
1. How do you delight each customer with the right level of service and support?
2. How do you create internal alignment across people, process and technology for each customer segment?
3. How do you scale it all to meet your business and financial metrics?
Este documento contiene 25 preguntas de opción múltiple sobre conceptos básicos de informática como unidades de medida, periféricos, tipos de impresoras, componentes de un ordenador y clasificación de instrucciones en programas. Las preguntas abarcan temas como la unidad mínima de información que puede representar un ordenador (bit), periféricos de entrada/salida como el teclado y el escáner, funciones del módem, tipos de impresoras y sus características, unidades de almacenamiento como el CD-
5 Tips for improving the productivity of your Meetings Russell Cummings
This document provides 5 tips for improving the productivity of meetings:
1. Plan for success by clarifying the purpose and assessing whether a meeting is the best approach.
2. Clarify which attendees are essential and what roles people will play.
3. Manage the meeting time tightly with agendas, timers and pre-set durations for topics.
4. Set rules for discussion, note-taking, and following up on actions.
5. Focus on being productive by ensuring meetings result in defined outputs and actions, not just information sharing.
Chap001 service marketing , IIT Roorkee, Business Managementbasab7
This document introduces key concepts about strategy, including:
1) Strategy involves analyzing a firm's current situation, envisioning its future direction, and crafting an action plan to get there.
2) Strategy is about how a firm will outcompete rivals by responding to market conditions, managing business functions, and improving performance.
3) Developing a creative strategy can help a firm gain a sustainable competitive advantage and achieve above-average profits by differentiating itself from competitors.
This document outlines an operation plan for a business expansion. It discusses introducing new marketing strategies and unique products at competitive prices. It details promotional activities like showroom events and interior designer forums. Sales forecasts are provided for various product lines over six months. Operational costs are estimated at 7 lakhs per month while average monthly sales are projected to be over 38 lakhs, allowing the business to break even at 25 lakhs per month and become profitable.
The document discusses production management and planning control. It begins by outlining the goals and objectives of achieving efficient production and converting individual desires to organizational targets. It then defines production as combining inputs to create outputs that have value. It describes production management as planning, organizing, directing, and controlling production activities to convert raw materials into finished goods. Finally, it discusses the importance of production management in accomplishing organizational objectives, maintaining reputation, introducing new products, supporting other departments, facing competition, utilizing resources optimally, minimizing costs, and allowing expansion. It recommends strategies and outlines action items to summarize results and next steps.
This document discusses strategic management and the types of strategies used by organizations. It covers several key areas:
1) Types of strategies include growth, diversification, restructuring, globalization, and e-business strategies. Growth strategies focus on expansion while restructuring strategies focus on consolidation.
2) Strategy formulation involves analyzing strengths, weaknesses, opportunities, and threats (SWOT analysis), examining industry attractiveness (Porter's five forces model), and evaluating business strategies (Porter's competitive strategies model).
3) Strategy implementation is the process of executing strategies and requires strategic leadership to activate the organization for change and continuous performance enhancement.
This document describes the main functions of 7 key departments in a company: Production, Research and Development, Purchasing, Marketing, Human Resource Management, and Finance. The Production department converts raw materials into finished goods. Research and Development focuses on innovation through new product development. Purchasing ensures needed goods and supplies are ordered and kept in stock. Marketing creates strong customer relations and develops communication strategies. Human Resource Management handles recruitment, training, and employee facilities. Finance manages company assets, records purchases and sales, and provides information for management decisions.
1. The document discusses various corporate strategies including growth, harvest, divestment, and turnaround strategies.
2. It outlines the Ansoff Matrix and generic strategies of market penetration, market development, product development, and diversification. Risk profiles range from lowest for market penetration to highest for unrelated diversification.
3. A template is provided for a generic strategic plan that includes an overall mission and strategy statement, projected performance metrics, and product/market level details on the business definition, portfolio, competition, sales, leadership, and asset utilization.
This document discusses cost optimization strategies for manufacturers. It recommends standardizing, simplifying, and rationalizing platforms, applications, processes, and services to reduce costs through operational excellence. Lean Six Sigma and other management tools can improve productivity and efficiency through process improvements. The document suggests that cost reduction efforts should involve small cuts across multiple departments rather than large cuts to one or two areas. A cross-functional team including senior management, consultants, and process experts should implement a tailored methodology starting with process mapping to identify and prioritize areas for improvement. The goal is to meet customer needs for price stability, quality, and product availability through reduced costs.
Next Step 2014 presentation by Kusum Mohapatra from Magic Bus India FoundationMaidan.in
The document discusses considerations for scaling up programs and models. It addresses the need to evaluate why scaling is wanted, whether the problem requires a larger solution, and if a proven model is available. Key factors that must be prepared include the 5 Ms: model, market, money, manpower, and management. The model must be cost-effective, data-driven, address a large problem, and be adaptable. Sufficient funding from multiple sources is required. The right people and leadership must be recruited to share knowledge and divide power. Sourcing and distributing appropriate materials is also important. Strong management of all these factors and external partnerships is critical to successfully scale up.
This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
The document discusses a management team's performance over 8 years running a company. They avoided emergency loans, maintained high customer survey scores, and integrated R&D, production, and marketing decisions. While successful, they plan to improve accessibility and contribution margins in later rounds. The management team argues they should be kept on because they were financially successful, identified weaknesses, and want to further enhance the company and investment over the next 5 years.
The document outlines the vision, mission, market strategies, functional strategies, group processes, and lessons learned for a company called Baldwin over 10 simulation rounds. The company's vision is to be the leading cost sensor company through customer, shareholder, and employee satisfaction. Their mission is to provide high quality, reliable sensors at low prices across all market segments while allowing employees to thrive. The document analyzes Baldwin's strategies and processes for research and development, marketing, production, finance, and human resources over the 10 rounds.
The document discusses challenges facing companies as work changes from the industrial age to the information age and from siloed efforts to cross-functional endeavors. It notes that while work has changed, how employees are taught has not changed much and still uses outdated teaching methods like chalkboards and topic-based teaching rather than problem-centric learning. This "industrialization" of learning has cost companies millions in lost productivity by not teaching important skills like cross-functional teaming. It calls for leadership development, marketing, sales, and other groups to work together across functions to address customer needs in new ways, and for learning and development to shift from training to enablement to help elevate its value contribution.
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
This document discusses strategies for measuring supply chain performance. It describes performance measurement, classification of measures as qualitative or quantitative, and examples of quantitative measures including cycle time, customer service level, inventory levels, resource utilization, and financial measures. It then discusses two models for measuring supply chain performance: the SCOR model, which focuses on planning, sourcing, making, delivering, and returning, and the balanced scorecard, which measures performance across financial, customer, internal processes, and learning and growth perspectives. The document emphasizes using multi-dimensional strategies and these models to continuously improve supply chain performance.
Strategies to building a winning businessAbel Mukwevho
This document outlines the key elements needed to build a successful business, including having an idea, vision, and plan to create and brand a product or service. It discusses the micro environment of the business in terms of its vision, leadership, resources and operations. It also covers the market environment, focusing on targeting the right market, branding, pricing strategies through various approaches, competition, sales, and public relations. Finally, it briefly discusses the macro environment and how the business fits within the broader economic system through its production, labor, products, and consumption.
The document discusses operational excellence and optimizing process performance at Freudenberg-NOK. It provides an overview of the company, its focus on continuous improvement through its GROWTH program, and its implementation of lean manufacturing principles. It highlights some of Freudenberg-NOK's lean transformation successes over 16+ years, including improvements in people, processes, and control, and secrets to its success like top management support, a certification process, and quantifying results.
There are several types of business strategies:
Integration involves expanding operations through mergers or acquisitions to increase market power. Intensive strategies focus on improving existing products through activities like market penetration, product development, and market development. Diversification grows the business through entering new product lines or markets, which can be related or unrelated. Defensive strategies aim to maintain market leadership by fighting off competitors. Common strategies include joint ventures, divestitures, and liquidation.
Michael C. Fina is a leading employee recognition company that provides rewards and incentive programs to enhance performance at Fortune 500 companies. The company believes celebrating employee actions and milestones through rewards reinforces behaviors that improve business outcomes. As a Senior Pricing Analyst, the individual's responsibilities included partnering with executives on contract pricing, managing the pricing process, and ensuring pricing strategies aligned with growth objectives. Administrative duties involved ordering marketing materials, managing department stock, and generating weekly reports. The individual brings over a decade of experience in contract management, pricing analysis, and an educational background of a Bachelor's degree in Business Administration.
THE ART AND SCIENCE OF CUSTOMER EXPERIENCE, GROWTH AND SEGMENTATIONTotango
Customer Success Summit 2015 breakout session:
Presented by: Joel Knight, Senior Director, Customer Experience, WP Engine
Managing a growing customer base presents several challenges, especially if you have a wide range of customer size, scope and revenue. One common strategy is to divide that customer base into distinct segments, each with its own profile of needs, activities and metrics. In this session, we will talk about some best practices for a segmentation strategy to make it successful for you and your customers.
Key takeaways:
1. How do you delight each customer with the right level of service and support?
2. How do you create internal alignment across people, process and technology for each customer segment?
3. How do you scale it all to meet your business and financial metrics?
Este documento contiene 25 preguntas de opción múltiple sobre conceptos básicos de informática como unidades de medida, periféricos, tipos de impresoras, componentes de un ordenador y clasificación de instrucciones en programas. Las preguntas abarcan temas como la unidad mínima de información que puede representar un ordenador (bit), periféricos de entrada/salida como el teclado y el escáner, funciones del módem, tipos de impresoras y sus características, unidades de almacenamiento como el CD-
5 Tips for improving the productivity of your Meetings Russell Cummings
This document provides 5 tips for improving the productivity of meetings:
1. Plan for success by clarifying the purpose and assessing whether a meeting is the best approach.
2. Clarify which attendees are essential and what roles people will play.
3. Manage the meeting time tightly with agendas, timers and pre-set durations for topics.
4. Set rules for discussion, note-taking, and following up on actions.
5. Focus on being productive by ensuring meetings result in defined outputs and actions, not just information sharing.
Unit i classification of steel and cast iron microstructureS.DHARANI KUMAR
1. The document discusses different types of ferrous alloys including various steels and cast irons.
2. It describes the microstructure, properties, and common applications of low-carbon steels, medium-carbon steels, high-carbon steels, and stainless steels.
3. The document also discusses the microstructure and properties of gray cast iron, ductile cast iron, white cast iron, malleable cast iron, and compacted graphite cast iron.
Incorporated in 1987, SMRT operates the first mass rapid transit system in Singapore. In this presentation, take a trip down memory lane to find out the history of SMRT and how Singapore’s rail network has developed over the years.
The document discusses the concept of biomimicry, which is applying design solutions found in nature to human problems and needs. It argues that biomimicry has strong potential for innovation but has not been fully utilized. Universities could act as incubators for the concept by facilitating cross-disciplinary collaboration between fields like biology and engineering to identify biological traits with commercial applications. Over time, some corporations have begun incorporating biomimicry approaches, but wider adoption faces challenges like communication barriers between different fields and challenging existing business mindsets.
This document discusses the pictures that will be used for a magazine article and layout. The main story picture features graffiti and the lead singer of the band, and will be used for the double page spread and front cover. A picture on the left will be used for the front cover, while one on the right will be used for the contents page. An additional picture showing the whole band together was selected for the double page spread.
Future activities with present simple and continuousTatiana Becerra
This document discusses using the present simple and present continuous tenses to talk about future activities. The present simple is used for scheduled activities like classes, train departures, movie show times, and bank hours. Examples are provided like "The English class starts at 10 am next Saturday." The present continuous is used for planned activities involving other people, like "I am having dinner with Mary at 7pm on Friday." Common planned activities that can use the present continuous are given, such as meetings, travel, and social gatherings.
I. Using Will/Won't For
*Predicting the future
*Deciding to do something at the time of speaking
*Offering
*Agreeing to do something
*Promising
*Asking somebody to do something (Will you?)
*Describing somebody refuses to do something
II. Using Shall I? / Shall we? for
*Offering
*Suggesting
The document explains the four types of future tenses in English: simple future, future continuous, future perfect, and future perfect continuous. For each tense, it provides the formula for positive, negative, and interrogative forms. Examples are given to illustrate the use of each tense. The simple future tense expresses actions that will happen in the future. The future continuous tense expresses actions that will be ongoing at a specific time in the future. The future perfect tense expresses actions that will be completed before another specified time in the future. The future perfect continuous tense expresses actions that will be ongoing up until another specified time in the future.
This document discusses frameworks for business model innovation. It begins by asking companies to question their existing business model, including what their company does, how it makes money, and whether others offer similar products or services differently. It then discusses challenging industry assumptions, assets and capabilities. The document outlines achieving strategic balance by managing the present, selectively forgetting the past, and creating the future. It introduces several frameworks that can be used for vision, goals, operations and reviews, including the Business Model Canvas. Finally, it discusses regularly questioning the business model and considering different types and sources of innovation.
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)MaRS Discovery District
More small businesses are remaining small, and never get out of the “startup” mode of thinking, because they don’t grow in employee population. In reality, many businesses will remain small and nimble, and will become star business performers, so waiting for employee growth to “grow up” in business performance no longer applies. Small businesses are here to stay, so how can they reach top shelf business performance with small teams?
Margo Crawford will guide entrepreneurs through some basic aspects of hiring, while still considering limited human capital and driving business performance. The focus will be on achieving common business goals: building revenues, reducing costs, growing profits, building corporate value, sustaining this value and then transferring this value. Using these filters, Margo will talk about how HR impacts on all of these areas, from simple compliance and best practices to strategic thinking and organizational design and performance.
New Product Development and product life cyclehashaamshami
This document provides an overview of new product development and product life cycle strategies. It discusses:
- The new product development process, which includes idea generation, screening, concept development, marketing strategy development, commercialization, and test marketing.
- Managing new product development by focusing on customers, using cross-functional teams, and taking a systematic approach.
- Product life cycle stages of introduction, growth, maturity, and decline; and strategies for each stage such as increasing promotion in maturity and maintaining or harvesting in decline.
- Methods for extending the product life cycle like adding new features, exploring new markets, and new packaging.
Joel Nickelsen “Growing Lean – The New Paradigm”Elemica
This document discusses the concept of "Lean Growth", which argues that cost and capital efficiency are the foundation for long-term profitability, and that lean operations can create a virtuous cycle of growth. It provides examples of how companies in various industries have achieved significant improvements and growth by applying principles of focus, simplicity, and speed across their organizations, processes, costs, capital efficiency, and more. The document also outlines Applied Value's framework and top five principles for Lean Growth.
This presentation provides the ultimate guide to Portfolio Product Management
1) New Product Development
New Product Development Process
Internal Sources of New Product Ideas
External Sources of New Product Ideas
Idea Screening
Concept Testing
Business Analysis of New Products
Develop a Marketing Strategy
Agile Product Development - Scrum Framework
Test Marketing
Commercialization
2) Performance Evaluation
Performance Evaluation: Major Component Activities
Performance Evaluation Process
Performance Attribution Analysis
Scope of Performance Appraisal
Scope of Investment Performance Presentation
3) Risk Management
Risk Management Procedure
Risk Identification
Risk Assessment
Risk Control Matrix
Risk Item Tracking
4) Portfolio Prioritization
Portfolio Prioritization Process
Project Portfolio Prioritization Matrix
Product Prioritization Frameworks
5) Resource Optimization
Factors Affecting Project Resource Management including Optimization
Resource Optimization - Time phased resource plan
Schedule Optimization
Multi-Project Critical Path
Multi-Project Critical Chain
6) ROI Maximization
Agile Investment Management
Product Portfolio Investment Map
5 Tips for Product Development Strategy
7) Product Consistency
Brand Consistency
UX/UI Consistency
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
This document summarizes key concepts from Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne. It discusses how blue ocean strategy aims to create uncontested market space and make competition irrelevant by breaking the value-cost tradeoff. Key frameworks covered include the strategy canvas, four actions framework, buyer utility map, and sequence for validating blue ocean ideas. Overall, the document provides an overview of blue ocean strategy and the tools used to identify and capture new demand in unexplored market spaces.
The document discusses new product development and product lifecycles. It outlines the causes of new product failures such as overestimating market size. It then describes the new product development process which includes idea generation and screening, concept development and testing, and marketing strategy development. The process also involves business analysis, product development, test marketing, and commercialization. Finally, it discusses product lifecycles and how marketing objectives change over the introduction, growth, maturity, and decline phases.
This document provides sales performance highlights and analysis for a company. It summarizes net sales by business segment, geographic region, and market maturity. It also shows sales performance of different brands, identifying best and worst selling products. The document then analyzes the company's performance using a 7S framework to identify areas of alignment and non-alignment. Finally, it presents a process map for developing a competitive sales strategy.
The Use Of HR Performance Management Measurement in Strategic Business PlanningKenny Ong
ABF CONFERENCE ON PERFORMANCE MEASUREMENT & KPIs IN HR FUNCTION
August 2009
* Evaluate the links between systems of high performance work practices and strategic business planning
* How can HR practices add value to business performance?
* The best practices of HR performance management that contribute to successful business planning
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
A turnaround is a massive short-term performance improvement in a constrained situation, but many, if not most, business turnarounds fail. There is no magic formula for success, however a solid understanding of your situation and core challenges, i.e. having a clear diagnostic of the situation, has proven to increase the likelihood of success. In other words, you can only fix a problem if you fully acknowledge it and understand the root cause.
Join our short webinar and learn how to recognise the early symptoms of a turnaround situation and how to perform fact-based diagnostics which can dramatically increase your turnaround success rate.
The document discusses several key topics related to business planning and entrepreneurship including Michael Porter's five forces model, generic strategies for competitive advantage like cost leadership and differentiation, strategic positioning, critical success factors for different industries, and comparisons of prior and contemporary business environments. It also profiles several social entrepreneurs and women entrepreneurs who have made impacts and introduces concepts like social venture capital.
This document discusses new product development strategies and product life cycle strategies. It describes the major stages in new product development as idea generation, idea screening, concept development and testing, marketing strategy development, product development, and test marketing. It notes that successful new product development should be customer-centered, team-centered, and systematic. The document also outlines the stages in a product life cycle as development, introduction, growth, maturity, and decline and describes strategies companies use at each stage such as increasing promotion during introduction or harvesting products in decline.
Trends in B2B Marketing: 7 Marketing and Sales Strategies to Grow Your Revenu...Aggregage
Many companies have the core marketing and sales elements to take their revenue to the next level, but are still missing out on some key opportunities. Join Christopher Ryan, CEO of Fusion Marketing Partners and writer of the recent book "The Expert’s B2B Revenue Growth Playbook," to discover seven steps that you can immediately take to grow your company’s revenue quickly and consistently!
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
The document discusses the new product development process. It begins with defining products and identifying strategies for obtaining new product ideas. It then outlines the 8 major steps in the new product development process: 1) idea generation, 2) idea screening, 3) concept development and testing, 4) marketing strategy, 5) business analysis, 6) product development, 7) test marketing, and 8) commercialization. It also discusses challenges in new product development such as market uncertainty and reasons why new products often fail.
Similar to Can you predict the future? Using simple scenarios to plan your business (20)
The webinar provided guidance to business leaders on pivoting and adapting their businesses during the COVID-19 crisis. It outlined a three-phase model of surviving, pivoting/adapting, and thriving. Participants learned tools for conducting competitor analyses and reworking their product offerings. They worked in breakout groups to apply these tools and get feedback. The webinar emphasized the need for ongoing review of market trends and strategies as restrictions are lifted and businesses look to recover and capitalize on opportunities from what they've learned.
Russell Cummings provides tips for setting goals and developing an action plan for 2019. He discusses reflecting on strengths and weaknesses from the previous year. The document outlines developing 3-4 key goals or "Big Rocks" for the new year linked to objectives. Strategies and actions are then developed for each goal, identifying who is responsible and target dates. Templates are provided for documenting the action plan. Tips are given for engaging employees in the planning process through input sessions and planning days. Additional support options are outlined for working through the planning process.
This document outlines an agenda for a webinar on making the most of opportunities. The webinar covers setting expectations with teams, giving good instructions, being mindful of opportunities, and collecting information. Tips are provided for setting expectations in writing, engaging teams, focusing on tasks not methods, and ensuring resources. Good instruction involves explaining purpose, logical steps, feedback, responsibility, and follow up. Feedback should be both positive, praising specifics and context, and negative, reprimanding facts and encouraging changes. The webinar encourages keeping an open mind, listening to self talk, understanding concepts, and looking at innovation across industries. Information from the event can be collected through photos, notes, shared notebooks, and daily
Russell Cummings hosted a webinar on innovative thinking and decision making. He discussed asking great questions by focusing on purpose and intent, as well as framing questions clearly and following up. For making good decisions, he outlined defining the problem, gathering information, defining alternatives, criteria for evaluation, selecting an option, and reflecting on the process and outcome. Participants were asked to identify personal "shackles" and "shields" holding them back from potential. The webinar provided tools for reflective practice over the holidays to improve performance in 2019.
The webinar covered planning for 2019 sales, including developing a sales canvas and 90-day plan. It discussed sales competencies and the challenger sales method. Attendees were given homework tasks including creating a sales canvas and 90-day plan, identifying strengths/areas for improvement, and reading The Challenger Sale book. The goal is to help attendees improve their sales performance and planning in the new year.
The document appears to be notes from a sales training workshop conducted by Russell Cummings of Shifft for employees of Lowes. It covers various topics related to sales such as the changing business environment, challenger sales, sales mindset, competencies, resilience, time management, and developing a plan. Most of the document consists of blank pages intended for participants to take notes.
This document outlines a sales training workshop conducted by Russell Cummings. The workshop covered topics such as the changing sales environment, spot buying trends, high performance sales skills and building sales resilience. It provided exercises for participants to assess their business environment, identify their competitive advantages, craft discovery questions and build sales packages. Cummings emphasized developing a challenger sales mindset and using a tailored, consultative sales approach focused on teaching customers. Participants were encouraged to strengthen competencies like customer knowledge and develop personal resilience strategies.
This document outlines a sales training workshop delivered by Russell Cummings. The workshop covers high performance sales topics including the changing sales environment, spot buying trends, developing a challenger sales mindset, building resilience, and time management strategies. Cummings emphasizes adopting a growth mindset, using a challenger sales process of teaching customers, tailoring the message, and taking control of discussions. Exercises encourage participants to assess their own sales competencies and develop tailored packages to overcome potential objections. The workshop aims to help participants shift their sales approach to succeed in today's business environment.
This document outlines a sales training workshop conducted by Russell Cummings. The workshop covered various topics related to high performance sales such as the changing sales environment, spot buying trends, the challenger sales model, building trust and resilience. It also provided exercises for participants to assess their own sales competencies, time management, and creating an action plan. The workshop emphasized developing a growth mindset and emphasized the importance of teaching customers, tailoring the message to individual needs, and taking control of the sales process.
The document outlines the role, responsibilities, and key competencies of a Business Unit Coordinator position at a company. The Coordinator is responsible for managing business unit operations to ensure growth, profitability, and shareholder expectations. Key responsibilities include developing budgets and analyzing financial performance, building and managing a team, ensuring compliance with laws and managing risk, creating business plans, and overseeing safety. The goal is to improve productivity while maintaining quality standards.
This document outlines a job role including internal and external relationships, key tasks, competencies, inputs, and outputs. The position title and date are not provided due to placeholders in the document. The purpose and specific responsibilities of the role are not clearly defined.
This role profile outlines the tasks and competencies for a <Position> position. The role will work internally with other teams and externally with clients. The <Position> is responsible for various tasks to achieve the purpose of the role and produce key outputs while utilizing necessary inputs.
The document outlines tips for planning and onboarding team members. It discusses making planning a daily ritual using one system like a bullet journal. Strategic plans should cover 3-5 years while 90 day plans cascade down from annual operating plans. Onboarding involves getting new employees up to speed quickly through role profiles, administration processes, and a coaching approach that varies by person. Coaching keys include instructing, motivating, trusting, supervising, and building skill and enthusiasm.
This document outlines a 7 step digital marketing blueprint. The 7 steps are: 1) develop a digital marketing strategy, 2) create a website that works, 3) implement email marketing, 4) optimize search engine optimization, 5) engage in social media, 6) expand into broadcast media, and 7) leverage tools, automation, and outsourcing. Each step provides key elements to focus on such as developing customer avatars, creating lead magnets, setting up auto-responders, developing a social media strategy, and measuring digital marketing performance. The goal is to acquire customer contact details and move prospects through nurturing processes to build trust and demonstrate capabilities.
This document outlines an agenda for a webinar on coaching team members, having difficult conversations, and finding waste. It discusses change management models, coaching skills, mapping difficult conversations, slowing down to speed up, the seven types of waste, and basic accounting definitions for profit/loss statements and balance sheets. Financial levers like price, costs, overheads, and sales volume are presented as ways to increase profits. Key drivers of cash flow are identified as sales, costs of goods sold, overheads, work in progress, debtors/creditors, and debt movements.
The document outlines the agenda and notes for a planning session. The agenda includes discussions around the current plan, strategic imperatives, team engagement, annual operating plans, and managing change. Notes provide additional context on topics like developing annual operating plans, the importance of change readiness and capabilities, and tips for improving time management. The overall purpose is to review progress, determine next steps, and provide strategies and tools to improve performance and change management.
To Export or not to Export? Growing an export market for your businessTo Expo...Russell Cummings
The document discusses factors to consider when determining export readiness and provides a framework for evaluating potential new export markets. It outlines a four gate process for initial market assessment, feasibility analysis, detailed market evaluation, and rollout planning. Key factors for export readiness include domestic market performance, production capacity, financial strength, and international experience. The document recommends rating these factors and prioritizing the three lowest scores to focus on. It also provides examples of how to research potential new markets and build financial models to estimate export costs, margins, and minimum order volumes.
10 Must Have Capabilities for Business Leaders in 2017Russell Cummings
This webinar explores the 10 must-have capabilities of business leaders in 2017 to ensure that you develop not only yourself as a leader for today but ensure that you have a strong leadership team alongside you.
10 Must Have Capabilities for Business Leaders in 2017Russell Cummings
This webinar explores the 10 must-have capabilities of business leaders in 2017, shows you how to develop a Personal Development Plan for key leaders in your business and focus on the capabilities that will drive your business in 2017
In this short 30 minute webinar, Russell will cover the essential elements of finding, hiring and working closely with a Virtual Assistant to improve your productivity and theirs.
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Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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5. Trend Analysis
• Mindmap key trends in your
market or that will affect your
business using PESTEL to trigger
ideas
• Perform a Pareto Analysis on
the trends. Mindmap to
identify the two trends with the
biggest impact
6. Exercise – Developing the Scenarios
• Use two key trends as the axis to provide 4 different scenarios with
specific traits
• Brand the scenarios relevant to the attributes
High A$
Low A$
Good Poor
Seasonal Seasonal
Conditions ConditionsExport Opportunities
• Downward price pressure
• Good product quality
• Less import pressure
• Export opportunities
• Increased supply
Oversupply
• Increased product supply
• Pressure from imports
• Export challenges
• Downward price pressure
• Good general product quality
Import Challenges
• Reduced supply
• Variable quality
• Big export challenges
• Imports very competitive
• Strong downward price pressure
Adding Value
• Lower supply volumes
• General quality issues
• Export opportunities
• Value-add
• Good price opportunities for quality
8. Testing the Scenarios
Test key strategies of the plan against each of the 4 scenarios
Strategies
Scenarios
Oversupply Import Challenges Export Opportunities Adding Value
Explore growth in
new markets
Focus on secure
opportunities only
Focus on existing markets Investigate new export
markets
Investigate new export
markets
Develop new
product lines
Investigate products around
“uber-quality”
Investigate value-add
products that utilise low
quality product
Investigate export
products for “uber-
quality”
Value-add to low quality
product
Leadership Training
for Emerging
Managers
Focus heavily on customer
service and adapted sales
Focus on adapted sales,
customer service and
team coaching
Focus on sales, product
marketing, coaching of
the team
Focus on sales, coaching
and product marketing
Improve our systems Focus on systems that will
eliminate costs
Focus on systems that will
eliminate costs and
improve customer
service
Focus on systems to
improve customer
service and sales
Focus on systems to
improve customer
service and sales
11. Russell Cummings
Business Consultant
M: +61 414 929 585
W: www.sbdbusiness.com.au
E: russell@sbdbusiness.com.au
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For general business information:
www.sbdbusiness.com.au
For Horticulture-specific business information:
www.horticulture-nextgeneration.com.au