The research team at Selling Power identifies and ranks the top 50 companies to sell for in the United States based on an annual survey of sales executives, training managers, and HR managers at large companies. Companies are ranked based on compensation, training opportunities, and career mobility within their sales forces. The top 25 manufacturing companies and top 25 service companies are identified. Hoffmann-La Roche and Heartland Payment Systems ranked as the best companies overall to sell for in their respective categories.
For the eighth year, Selling Power has identified and ranked the 50 best companies to sell for in the United States based on an analysis of compensation, training opportunities, and career mobility within large sales forces. The top 25 manufacturing companies and top 25 service companies were determined by comprehensively surveying sales executives and HR managers at hundreds of companies and scoring them in the three key categories. Hoffmann-La Roche was ranked as the best manufacturing company to sell for based on its strong compensation package, training programs, and career advancement opportunities.
The document identifies and ranks the 50 best companies to sell for in the United States based on an analysis of their compensation packages, training programs, and career mobility opportunities. It provides the rankings and scores of the top 25 manufacturing and service companies. The top ranked manufacturing company is Hoffmann-La Roche and the top ranked service company is Heartland Payment Systems.
This document discusses how companies can gain competitive advantage through human resource management practices. It identifies four targets that HRM practices can be used for (self, customers, distributors/servicers, suppliers) and two strategic thrusts (cost/efficiency and product differentiation). Companies that effectively use HRM practices to attract and retain qualified employees who are motivated to perform well can achieve competitive advantages like lower costs, higher quality, and more rapid strategy implementation. The document provides examples of companies that have gained advantages through various HRM targets and thrusts.
This working paper explores organizational structures in the fast moving consumer goods (FMCG) sector in the UK. It discusses how companies have implemented structures to better integrate retailer-focused sales departments and brand-focused marketing departments in response to increasing retailer power. Specifically, it examines the roles of trade marketing and category management in integrating sales and marketing strategies and functions. The paper is part of a broader study on the antecedents and consequences of sales-marketing integration within companies.
The document summarizes the literature on the resource-based view (RBV) of strategy. Some key points:
1) The RBV sees a firm's resources and capabilities as the source of competitive advantage, rather than its industry positioning. Resources are heterogeneously distributed between firms and can lead to performance differences.
2) The literature on RBV is diverse, covering topics like organizational structures, managerial competence, technologies, and core competences. A central theme is that resources determine strategy options and long-term success more than external environment changes.
3) Core competences that are rare, valuable, and difficult to imitate are important strategic assets. Management skills in developing, deploying, and
The document provides an overview of the annual BrandFinance® Global 500 report, which ranks the world's most valuable brands. Some key findings from the 2011 report include:
- The total brand value of the top 500 brands grew 14% to US$3,306 billion.
- Google overtook Walmart as the most valuable brand in the world, with a brand value of US$44.3 billion, up 22%.
- Technology brands like Microsoft, Apple and Samsung saw significant brand value increases, while retail and consumer goods brands declined.
- The banking sector recovered the most, with a total brand value increase of US$90 billion.
- Emerging markets like South America performed strongly, while growth
The resource based view and value- the customer-based view of the firmtamoni
This article discusses exploring the customer perspective of a firm's valuable resources, which has received less attention than the firm's own perspective in resource-based view research. The authors conducted a trial depth interview with a key customer to understand how customers assess a firm's resources. The interview indicated subtle differences between how customers and producers rank valued skills and capabilities. Further research is needed, but understanding the customer perspective could help firms better focus on resources truly valued by customers to achieve competitive advantage.
This document summarizes Jay B. Barney's article on analyzing a firm's internal strengths and weaknesses as sources of competitive advantage. It discusses how traditional strategic analysis (SWOT analysis) considers both external opportunities/threats and internal strengths/weaknesses. However, more tools have been developed for external analysis than internal analysis. Barney proposes a framework for analyzing a firm's resources and capabilities internally by considering if they are valuable, rare, difficult to imitate, and can be organized for advantage. Firms like Sony, 3M, Walmart and Nucor have achieved success through exploiting opportunities using their unique, hard to copy internal resources and capabilities, despite operating in unfavorable external environments.
For the eighth year, Selling Power has identified and ranked the 50 best companies to sell for in the United States based on an analysis of compensation, training opportunities, and career mobility within large sales forces. The top 25 manufacturing companies and top 25 service companies were determined by comprehensively surveying sales executives and HR managers at hundreds of companies and scoring them in the three key categories. Hoffmann-La Roche was ranked as the best manufacturing company to sell for based on its strong compensation package, training programs, and career advancement opportunities.
The document identifies and ranks the 50 best companies to sell for in the United States based on an analysis of their compensation packages, training programs, and career mobility opportunities. It provides the rankings and scores of the top 25 manufacturing and service companies. The top ranked manufacturing company is Hoffmann-La Roche and the top ranked service company is Heartland Payment Systems.
This document discusses how companies can gain competitive advantage through human resource management practices. It identifies four targets that HRM practices can be used for (self, customers, distributors/servicers, suppliers) and two strategic thrusts (cost/efficiency and product differentiation). Companies that effectively use HRM practices to attract and retain qualified employees who are motivated to perform well can achieve competitive advantages like lower costs, higher quality, and more rapid strategy implementation. The document provides examples of companies that have gained advantages through various HRM targets and thrusts.
This working paper explores organizational structures in the fast moving consumer goods (FMCG) sector in the UK. It discusses how companies have implemented structures to better integrate retailer-focused sales departments and brand-focused marketing departments in response to increasing retailer power. Specifically, it examines the roles of trade marketing and category management in integrating sales and marketing strategies and functions. The paper is part of a broader study on the antecedents and consequences of sales-marketing integration within companies.
The document summarizes the literature on the resource-based view (RBV) of strategy. Some key points:
1) The RBV sees a firm's resources and capabilities as the source of competitive advantage, rather than its industry positioning. Resources are heterogeneously distributed between firms and can lead to performance differences.
2) The literature on RBV is diverse, covering topics like organizational structures, managerial competence, technologies, and core competences. A central theme is that resources determine strategy options and long-term success more than external environment changes.
3) Core competences that are rare, valuable, and difficult to imitate are important strategic assets. Management skills in developing, deploying, and
The document provides an overview of the annual BrandFinance® Global 500 report, which ranks the world's most valuable brands. Some key findings from the 2011 report include:
- The total brand value of the top 500 brands grew 14% to US$3,306 billion.
- Google overtook Walmart as the most valuable brand in the world, with a brand value of US$44.3 billion, up 22%.
- Technology brands like Microsoft, Apple and Samsung saw significant brand value increases, while retail and consumer goods brands declined.
- The banking sector recovered the most, with a total brand value increase of US$90 billion.
- Emerging markets like South America performed strongly, while growth
The resource based view and value- the customer-based view of the firmtamoni
This article discusses exploring the customer perspective of a firm's valuable resources, which has received less attention than the firm's own perspective in resource-based view research. The authors conducted a trial depth interview with a key customer to understand how customers assess a firm's resources. The interview indicated subtle differences between how customers and producers rank valued skills and capabilities. Further research is needed, but understanding the customer perspective could help firms better focus on resources truly valued by customers to achieve competitive advantage.
This document summarizes Jay B. Barney's article on analyzing a firm's internal strengths and weaknesses as sources of competitive advantage. It discusses how traditional strategic analysis (SWOT analysis) considers both external opportunities/threats and internal strengths/weaknesses. However, more tools have been developed for external analysis than internal analysis. Barney proposes a framework for analyzing a firm's resources and capabilities internally by considering if they are valuable, rare, difficult to imitate, and can be organized for advantage. Firms like Sony, 3M, Walmart and Nucor have achieved success through exploiting opportunities using their unique, hard to copy internal resources and capabilities, despite operating in unfavorable external environments.
This study examined the relationships between human resource management (HRM), work climate, and organizational performance in the branch networks of a retail bank. The researchers analyzed data from 137 branch director groups (BDGs) within the bank. They found significant correlations between work climate survey measures, HRM practices like staffing levels and overtime, and objective performance metrics. Additionally, work climate partially mediated the effects of HRM practices on business performance. The results provide support for a model where progressive HRM improves both climate and performance, with climate playing a mediating role between HRM and performance.
1. The document discusses and compares several resource-based views of competitive strategy proposed by different authors, including Barney, Peteraf, Grant, Prahalad & Hamel, and Stalk, Evans & Schulman.
2. These views propose that a firm's unique resources and capabilities, rather than just its products/markets, provide the basis for competitive advantage. These include core competencies, capabilities, knowledge integration, business processes, and employee skills.
3. While the views have some differences, they generally argue that strategy should leverage a firm's unique internal resources and capabilities across the entire organization to enhance competitive advantage over time.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Strategy as action competitive dynamics and competitive advantage (strategi...lona cindy
This document discusses the action model of competitive advantage and how firms can evolve their strategy over time based on changes in their resource position. It presents four key points:
1) Firms can combine entrepreneurial and Ricardian actions as their resource position strengthens over time.
2) Market leaders must balance deterrent actions to defend their position with entrepreneurial and Ricardian actions to build new advantages.
3) Transitioning between action types may require changes to a firm's management capabilities and learning new strategies.
4) Maintaining long term dominance requires continued strategic evolution and responding proactively to challengers' actions.
Internal scanning involves analysing a company's internal resources and capabilities. This includes identifying resources that provide competitive advantage according to the VRIO framework. Resources must be valuable, rare, difficult to imitate, and the company must be organized to exploit them. The document discusses evaluating resources against a company's past performance, competitors, and industry averages. It also discusses using a resource-based approach involving identifying, combining, appraising, selecting strategies for, and upgrading resources and capabilities. Corporate culture and value chain analysis are important parts of internal scanning to identify strengths and weaknesses within a company.
1) A survey of 800 business leaders found that the economic crisis has not impacted companies' priorities regarding gender diversity, though only 28% make it a strategic priority.
2) Progress in increasing women's participation on executive boards in Europe has been slow, with the average remaining at 11% over the past two years.
3) While 61% of leaders believe gender diversity improves performance, 41% of top management remains unconvinced, suggesting more work is needed to advance gender diversity initiatives.
1) KOCTAS is a leading home improvement retailer in Turkey that was founded in 1955 as a construction materials wholesaler. It entered the retail sector in the 1990s and now operates 21 stores nationwide.
2) Through its partnership with Kingfisher/B&Q, KOCTAS offers global home improvement trends adapted for the Turkish market. It provides over 10,000 products and turnkey home remodeling services.
3) KOCTAS differentiates itself through its wide selection, brand reputation as part of the Koç Group, and international supply chain partnerships. It aims to be a "one stop shop" for home improvement needs.
4 working capital management - a comparative study of different ownershipnitinsinghal2888
This document provides an overview of a study on working capital management practices of dairy cooperatives, private dairy firms, and multinational dairy firms operating in India. The study uses a two-dimensional approach to analyze working capital management internally, focusing on current asset and liability levels and operations, and externally through relationships with suppliers and customers. The document outlines the research methodology, which involves qualitative and quantitative analysis of data collected through interviews, questionnaires, and financial statements of sample firms. The goal is to provide comparative insights into different ownership structures' working capital management and identify areas for improvement.
The document discusses the concept of brand valuation and how Millward Brown Optimor calculates brand value based on both consumer research data and financial analysis to determine the portion of corporate earnings attributable to the brand. It outlines the 3 step process of determining intangible brand earnings, the brand's contribution to those earnings based on consumer perceptions, and applying a brand multiple based on growth potential. The methodology aims to quantify a brand's true intrinsic value based on its ability to generate demand rather than current market conditions.
The document discusses the origins and nature of brands. It argues that brands were not invented by companies or marketers, but rather are constructs that form in people's minds based on their experiences and perceptions. Brands are built by consumers through countless interactions and impressions, not by companies directly. While companies can influence brand perceptions to some degree, many factors influencing brands are outside of their control. The true role of marketers is to help guide how consumers build brands in their minds.
In general sense, a good financial performance suggests that the firm is doing better in terms of competitiveness since profitable opportunities result in higher production and sales. The advantage of employing financial measures is their agreed-upon definitions and the easiness of calculations.
According to the study results reported by an authors, industry concentration, growth, market share, geographic dispersion of production, research and development expenditures and size measured by sales have a positive impact on the financial performance of the companies.
Organizational structure and communication behaviourbp singh
This lecture is useful for the student to make them understand about the organizational structure which is a system that outlines how certain activities ( flow of information, roles, command, responsibilities, etc.) are directed in order to achieve the goals of an organization between the various hierarchy and levels
In this Presentation i have tried my level best to explain the first chapter named as (Managing new organizational forms) of Contemporary issues in management,
More over if you like to add some thing i will appreciate that and send me an email on below.
Email me: mailtojalal786@gmail.com
Special thanks to :
Sir Zulkifal (imsciences peshawar)
Sahil ,Haleem ,Benazeer
Furqaan ,Hilal
Analysis Of The Modern Methods For Web PositioningPaweł Kowalski
This thesis analyzes personalization in search engines and how it impacts search engine optimization (SEO). It presents experiments on how personalization affects search rankings. The thesis proposes new SEO methods that leverage personalization. It contains 5 chapters that discuss personalized search operations, analyzing user behavior data, the effect of personalization on SEO metrics, an SEO guide, and a proposed system for global personalization. The thesis was supervised by Dr. Dariusz Król at the Faculty of Computer Science and Management.
The residential and now commercial mortgage problem is still the biggest
issue facing the U.S. Economy. A year ago, I presented this Powerpoint
Slide show, "The Mortgage Mess" (see the attachment). It is very
interesting to see what has happened in the past almost 12 months.
* The situation has become worse, not better, in spite of throwing
hundreds of billions of dollars at the problem. The TARP funds were not
used as intended, and are being redirected for other purposes.
* The problem hasn't gone away. There will be as many foreclosures in the
next couple of years as have already occurred. One out of every seven
houses in the country is underwater: the home values are less than the
mortgages on the homes.
* Although the GDP shows some slight improvement, that is mostly due to
artificial stimulus, which cannot last.
* We are still losing 200,000 jobs every month; better than the 700,000
per month we were losing in the Spring, but still increasing nonetheless.
* Mark Zandi of Moody Economics has said within the last two days that
unemployment can be expected to peak at 10.6%; when counting in those who
have stopped looking and those who are underemployed (the engineer flipping
burgers), it is closer to 18% - 20%. Such unemployment rates cannot sustain
any solid economic recovery.
* The credit card bust is well underway. Whereas there were 400 million credit cards issued a year, now there are only 300 million in circulation,
and interest rates have increased significantly.
The article identifies and ranks the top 50 companies to work for in sales based on compensation, training opportunities, and career mobility. It surveys large sales forces of 500 or more employees to compile rankings of the top 25 manufacturing companies and top 25 service companies. The rankings show companies that offer competitive pay, benefits and training to help salespeople grow their careers. The top ranked companies include Heartland Payment Systems, Hoffmann-La Roche, and Microsoft.
Robert Carr, CEO of Heartland Payment Systems, believes in sharing company wealth with employees. He gave a third of the company to employees in 2000, creating many millionaires. Some employees left after the company went public in 2005 with their newfound wealth. Carr continues innovative compensation programs and raises starting wages to attract and retain employees, even though it means he earns less than some high-paid salespeople. His goal is to narrow the pay gap between executives and entry-level workers.
The document discusses a pep rally to help boost morale for standardized testing where students will play volleyball and have fun. It also mentions some students helping to direct the event and others goofing around or spending time with friends.
La familia vivía feliz en una vereda pero querían mudarse a la ciudad. Cuando llegaron, se sorprendieron por la cantidad de gente y vehículos. Pronto se dieron cuenta que todo era más caro y difícil de conseguir trabajo. Decidieron regresar a su vereda, donde eran felices, diciendo que nunca debieron haberla dejado.
El documento resume la evolución del procesamiento de datos desde los primeros instrumentos de cálculo hace 3500 a.C. hasta la cuarta generación de computadoras. Se mencionan hitos como el ábaco, las máquinas mecánicas de Pascal y Leibniz en los siglos XVII-XVIII, el desarrollo de las tarjetas perforadas y las primeras computadoras electrónicas como ENIAC en la década de 1940, el surgimiento de los lenguajes de programación como FORTRAN y las computadoras mainframe en los años 1950-60,
This study examined the relationships between human resource management (HRM), work climate, and organizational performance in the branch networks of a retail bank. The researchers analyzed data from 137 branch director groups (BDGs) within the bank. They found significant correlations between work climate survey measures, HRM practices like staffing levels and overtime, and objective performance metrics. Additionally, work climate partially mediated the effects of HRM practices on business performance. The results provide support for a model where progressive HRM improves both climate and performance, with climate playing a mediating role between HRM and performance.
1. The document discusses and compares several resource-based views of competitive strategy proposed by different authors, including Barney, Peteraf, Grant, Prahalad & Hamel, and Stalk, Evans & Schulman.
2. These views propose that a firm's unique resources and capabilities, rather than just its products/markets, provide the basis for competitive advantage. These include core competencies, capabilities, knowledge integration, business processes, and employee skills.
3. While the views have some differences, they generally argue that strategy should leverage a firm's unique internal resources and capabilities across the entire organization to enhance competitive advantage over time.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
Strategy as action competitive dynamics and competitive advantage (strategi...lona cindy
This document discusses the action model of competitive advantage and how firms can evolve their strategy over time based on changes in their resource position. It presents four key points:
1) Firms can combine entrepreneurial and Ricardian actions as their resource position strengthens over time.
2) Market leaders must balance deterrent actions to defend their position with entrepreneurial and Ricardian actions to build new advantages.
3) Transitioning between action types may require changes to a firm's management capabilities and learning new strategies.
4) Maintaining long term dominance requires continued strategic evolution and responding proactively to challengers' actions.
Internal scanning involves analysing a company's internal resources and capabilities. This includes identifying resources that provide competitive advantage according to the VRIO framework. Resources must be valuable, rare, difficult to imitate, and the company must be organized to exploit them. The document discusses evaluating resources against a company's past performance, competitors, and industry averages. It also discusses using a resource-based approach involving identifying, combining, appraising, selecting strategies for, and upgrading resources and capabilities. Corporate culture and value chain analysis are important parts of internal scanning to identify strengths and weaknesses within a company.
1) A survey of 800 business leaders found that the economic crisis has not impacted companies' priorities regarding gender diversity, though only 28% make it a strategic priority.
2) Progress in increasing women's participation on executive boards in Europe has been slow, with the average remaining at 11% over the past two years.
3) While 61% of leaders believe gender diversity improves performance, 41% of top management remains unconvinced, suggesting more work is needed to advance gender diversity initiatives.
1) KOCTAS is a leading home improvement retailer in Turkey that was founded in 1955 as a construction materials wholesaler. It entered the retail sector in the 1990s and now operates 21 stores nationwide.
2) Through its partnership with Kingfisher/B&Q, KOCTAS offers global home improvement trends adapted for the Turkish market. It provides over 10,000 products and turnkey home remodeling services.
3) KOCTAS differentiates itself through its wide selection, brand reputation as part of the Koç Group, and international supply chain partnerships. It aims to be a "one stop shop" for home improvement needs.
4 working capital management - a comparative study of different ownershipnitinsinghal2888
This document provides an overview of a study on working capital management practices of dairy cooperatives, private dairy firms, and multinational dairy firms operating in India. The study uses a two-dimensional approach to analyze working capital management internally, focusing on current asset and liability levels and operations, and externally through relationships with suppliers and customers. The document outlines the research methodology, which involves qualitative and quantitative analysis of data collected through interviews, questionnaires, and financial statements of sample firms. The goal is to provide comparative insights into different ownership structures' working capital management and identify areas for improvement.
The document discusses the concept of brand valuation and how Millward Brown Optimor calculates brand value based on both consumer research data and financial analysis to determine the portion of corporate earnings attributable to the brand. It outlines the 3 step process of determining intangible brand earnings, the brand's contribution to those earnings based on consumer perceptions, and applying a brand multiple based on growth potential. The methodology aims to quantify a brand's true intrinsic value based on its ability to generate demand rather than current market conditions.
The document discusses the origins and nature of brands. It argues that brands were not invented by companies or marketers, but rather are constructs that form in people's minds based on their experiences and perceptions. Brands are built by consumers through countless interactions and impressions, not by companies directly. While companies can influence brand perceptions to some degree, many factors influencing brands are outside of their control. The true role of marketers is to help guide how consumers build brands in their minds.
In general sense, a good financial performance suggests that the firm is doing better in terms of competitiveness since profitable opportunities result in higher production and sales. The advantage of employing financial measures is their agreed-upon definitions and the easiness of calculations.
According to the study results reported by an authors, industry concentration, growth, market share, geographic dispersion of production, research and development expenditures and size measured by sales have a positive impact on the financial performance of the companies.
Organizational structure and communication behaviourbp singh
This lecture is useful for the student to make them understand about the organizational structure which is a system that outlines how certain activities ( flow of information, roles, command, responsibilities, etc.) are directed in order to achieve the goals of an organization between the various hierarchy and levels
In this Presentation i have tried my level best to explain the first chapter named as (Managing new organizational forms) of Contemporary issues in management,
More over if you like to add some thing i will appreciate that and send me an email on below.
Email me: mailtojalal786@gmail.com
Special thanks to :
Sir Zulkifal (imsciences peshawar)
Sahil ,Haleem ,Benazeer
Furqaan ,Hilal
Analysis Of The Modern Methods For Web PositioningPaweł Kowalski
This thesis analyzes personalization in search engines and how it impacts search engine optimization (SEO). It presents experiments on how personalization affects search rankings. The thesis proposes new SEO methods that leverage personalization. It contains 5 chapters that discuss personalized search operations, analyzing user behavior data, the effect of personalization on SEO metrics, an SEO guide, and a proposed system for global personalization. The thesis was supervised by Dr. Dariusz Król at the Faculty of Computer Science and Management.
The residential and now commercial mortgage problem is still the biggest
issue facing the U.S. Economy. A year ago, I presented this Powerpoint
Slide show, "The Mortgage Mess" (see the attachment). It is very
interesting to see what has happened in the past almost 12 months.
* The situation has become worse, not better, in spite of throwing
hundreds of billions of dollars at the problem. The TARP funds were not
used as intended, and are being redirected for other purposes.
* The problem hasn't gone away. There will be as many foreclosures in the
next couple of years as have already occurred. One out of every seven
houses in the country is underwater: the home values are less than the
mortgages on the homes.
* Although the GDP shows some slight improvement, that is mostly due to
artificial stimulus, which cannot last.
* We are still losing 200,000 jobs every month; better than the 700,000
per month we were losing in the Spring, but still increasing nonetheless.
* Mark Zandi of Moody Economics has said within the last two days that
unemployment can be expected to peak at 10.6%; when counting in those who
have stopped looking and those who are underemployed (the engineer flipping
burgers), it is closer to 18% - 20%. Such unemployment rates cannot sustain
any solid economic recovery.
* The credit card bust is well underway. Whereas there were 400 million credit cards issued a year, now there are only 300 million in circulation,
and interest rates have increased significantly.
The article identifies and ranks the top 50 companies to work for in sales based on compensation, training opportunities, and career mobility. It surveys large sales forces of 500 or more employees to compile rankings of the top 25 manufacturing companies and top 25 service companies. The rankings show companies that offer competitive pay, benefits and training to help salespeople grow their careers. The top ranked companies include Heartland Payment Systems, Hoffmann-La Roche, and Microsoft.
Robert Carr, CEO of Heartland Payment Systems, believes in sharing company wealth with employees. He gave a third of the company to employees in 2000, creating many millionaires. Some employees left after the company went public in 2005 with their newfound wealth. Carr continues innovative compensation programs and raises starting wages to attract and retain employees, even though it means he earns less than some high-paid salespeople. His goal is to narrow the pay gap between executives and entry-level workers.
The document discusses a pep rally to help boost morale for standardized testing where students will play volleyball and have fun. It also mentions some students helping to direct the event and others goofing around or spending time with friends.
La familia vivía feliz en una vereda pero querían mudarse a la ciudad. Cuando llegaron, se sorprendieron por la cantidad de gente y vehículos. Pronto se dieron cuenta que todo era más caro y difícil de conseguir trabajo. Decidieron regresar a su vereda, donde eran felices, diciendo que nunca debieron haberla dejado.
El documento resume la evolución del procesamiento de datos desde los primeros instrumentos de cálculo hace 3500 a.C. hasta la cuarta generación de computadoras. Se mencionan hitos como el ábaco, las máquinas mecánicas de Pascal y Leibniz en los siglos XVII-XVIII, el desarrollo de las tarjetas perforadas y las primeras computadoras electrónicas como ENIAC en la década de 1940, el surgimiento de los lenguajes de programación como FORTRAN y las computadoras mainframe en los años 1950-60,
1) Time is the foundation of individual power in an organization. The longer you stay with a company or industry, the more power you will be able to accumulate.
2) New employees should focus on learning as much as possible about the company and industry rather than trying to implement changes based on their education. Building relationships and understanding workplace politics is important.
3) Increasing your visibility and value to the organization through outstanding performance, developing skills, and taking on additional responsibilities will increase your power over time. Building relationships with influential people is also important.
Animated films were introduced after 1896 and included clay puppets and cut-out animations. Thomas Edison and Edwin Porter produced one of the earliest films in 1901 showing a comic scene. The Library of Congress began collecting motion pictures in 1893. In the 1920s, silent films were popular and played with live orchestral music. Some notable silent films included The Parade in 1919 and The Kid in 1921 starring Charles Chaplin. The Jazz Singer in 1929 was one of the first widely distributed sound films and also the first musical film to win an Oscar.
O documento discute as relações pedagógicas entre as tecnologias da informação e comunicação (TIC) e a sala de aula. Ele descreve como a internet e ferramentas online como blogs, redes sociais e jogos podem ser usados no processo de ensino-aprendizagem para pesquisar, compartilhar e criar conteúdo de forma colaborativa. A conclusão ressalta que a integração efetiva das TIC depende de uma mudança mais ampla na abordagem pedagógica de professores e instituições escolares.
The document identifies and ranks the top 50 companies to work for in sales based on an analysis of compensation, training, and career mobility. For the 8th year, Selling Power surveyed large US sales forces to identify the best companies in manufacturing and services. Hoffmann-La Roche ranked #1 overall based on its strong compensation package, investment in training, and opportunities for career growth within sales.
The document summarizes the results of a study identifying the 50 best companies to sell for among the largest U.S. sales forces. It discusses the methodology, focusing on compensation, training, and career mobility. The top 25 manufacturing and top 25 service companies are ranked, with companies tied in certain spots listed alphabetically. Company profiles provide information on compensation packages, training programs, career opportunities, and total scores.
How To MakeStrategic Alliances WorkDeveloping a dedicate.docxpooleavelina
How To Make
Strategic Alliances Work
Developing a dedicated
alliance function is key to
building the expertise needed
for competitive advantage.
Jeffrey H. Dyer,
Prashant Kale and
Harbir Singh
Strategic alliances — a fast and flexible
way to access complementary resources
and skills that reside in other companies
— have become an important tool for
achieving sustainable competitive advan-
tage. Indeed, the past decade has witnessed
an extraordinary increase in alliances.'
Currently, the top 500 global businesses have an average of 60
major strategic alliances each.
Yet alliances are fraught with risks, and almost half fail.
Hence the ability to form and manage them more effectively
than competitors can become an important source of compet-
Jeffrey H. Dyer is a professor of international strategy at Brigham
Young University's Marriott School in Provo. Utah. Prashant Kale is
an assistant professor at University of Michigan Business School.
Harbir Singh is a professor of management at the Wharton School
of the University of Pennsylvania. Contact the authors at
[email protected][email protected] and [email protected]
itivc advantage. We conducted an in-depth study of 200 cor-
porations and their 1,572 alliances. We found that a company's
stock price jumped roughly 1% with each announcement ofa
new alliance, which translated into an increase in market value
of $54 million per alliance.^ And although all companies
seemed to create some value through alliances, certain compa-
nies — for example, Hewlett-Packard, Oracle, Eli Lilly & Co.
and Parke-Davis (a division of Pfizer Inc.) — showed them-
selves capable of systematically generating more alliance value
than others. (See "A Dedicated Function Improves the Success
of Strategic AUiances, 1993-1997.")
How do they do it? By building a dedicated strategic-
: CTeaWo OMerfSIS SUMMER 2001 MIT SLOAN MANAGEMENT REVIEW 37
alliance function. The companies and others like them appoint
a vice president or director of strategic alliances with his or her
own statf and resources. The dedicated function coordinates all
alliance-related activity within the organization and is charged
with institutionalizing processes and systems to teach, share and
leverage prior alliance-management experience and know-how
throughout the company. And it is effective. Enterprises with a
dedicated function achieved a 25% higher long-term success
rate with their alliances than those without such a function —
and generated almost four times the market wealth whenever
they announced the formation of a new alliance. (See "Research
Design and Methodology.")
How a Dedicated Alliance Functian Creates Value
An eftcctivc dedicated strategic-ii Ilia nee function performs four
key roles: U improves knowledge-management efforts, increases
external visibility, provides internal coordination, and eliminates
both accountability problems and intervention problems. {See
"The Role of the Alliance Function and How It Creates Value.")
...
America's Most Productive: Large Sales Force Analysisassessmentedge
This document provides a summary of a study analyzing sales force productivity across 16 industries. Over 300 companies with at least 500 salespeople each were evaluated based on revenue growth and operating margin over the past year. Companies in each industry were categorized as best-in-class, questionable or laggards. Common success factors of best-in-class companies are identified, with the goal of helping other companies improve sales force effectiveness and competitiveness.
This document provides an overview and analysis of America's Most Productive Companies conducted by Profiles International. It identifies the top companies in over 203 sub-industries ranked by labor productivity. It also discusses the top 10 factors that drive productivity within organizations. The analysis is based on financial data from over 2,200 publicly traded US companies between 2009-2010. "
Americas Most Productive Companies 2010 Large Sales Force AnalysisGary Kilzer
The document analyzes sales force productivity across over 230 large companies with at least 500 salespeople organized into 13 industries. It identifies companies as best-in-class, questionable, or laggards based on revenue growth and operating margin. The analysis aims to understand practices of top performers that could help companies improve efficiency and competitiveness. Key findings are presented for each industry, with the business services industry highlighting Iron Mountain, Sykes Enterprises, and UniFirst as top performers.
A great white paper by BCG which quantifies mastery of people management to economic success. The six HR functions that significantly impact revenue growth and profit margins are (in order of impact):
1. Delivering on recruiting
2. Onboarding of new hires and retention
3. Managing talent
4. Improving employer branding
5. Performance management and rewards
6. Developing leadership
This document discusses a study conducted by the Boston Consulting Group and the World Federation of People Management Associations on the relationship between people management capabilities and financial performance. The study found:
1) Companies that excel in people management practices like leadership development, talent management, and performance management consistently achieved better economic performance, with up to 3.5 times higher revenue growth and 2.1 times greater profit margins.
2) Within these practices, high-performing companies differentiated themselves the most in leadership development, talent management, and performance management and rewards - doing more in these areas and doing so more effectively.
3) Specific actions taken by top-performing companies included using incentives to engage leaders in people development, taking
[Slidecast] The Metrics of Reputation - Jeff Smith, Partner, ProphetSustainable Brands
Jeff Smith discussed findings from Prophet’s 2010 Reputation Survey and discussed the process for measuring reputation and determining drivers that matter. He looked across categories, discussed key trends and illustrate how building reputation is not just about influencing policy makers and investors, it is critical to the commercial success of a business.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
This document summarizes key findings from Prophet's 2010 corporate reputation study. It finds that companies with strong reputations see higher stock prices and sales. The study measures the reputations of 145 large companies across 18 industries. It identifies the top drivers of reputation as products, personal relevance, and leadership. The importance of social and environmental responsibility, or "purpose", is growing for reputation. Industries like chemicals and oil/gas now see these purpose attributes as more important to reputation.
This document discusses strategic analysis tools that firms use to understand their competitive environment. It describes Porter's Five Forces framework for analyzing industry competition and identifies the five competitive forces as industry rivalry, threat of new entrants, threat of substitutes, power of suppliers, and power of buyers. It also discusses the SWOT analysis tool for evaluating a firm's internal strengths and weaknesses as well as external opportunities and threats. Finally, it introduces the VRIO framework for assessing whether a firm's resources and capabilities can be sources of competitive advantage.
Infographic -- Incorporating Corporate Social Responsbility into Incentive Pr...David Nickelson, PsyD, JD
Corporate social responsibility programs can benefit companies in several ways when incorporated into incentive programs according to a white paper from the Incentive Marketing Association. Such programs can help attract and retain employees as well as customers. Employees exhibit strong loyalty to companies with CSR programs and 38% of consumers buy brands that support causes. Incorporating CSR into incentive programs should include determining a beneficiary, demonstrating commitment, outlining objectives, allowing employee participation, and ensuring donations are tracked.
This document discusses developing and implementing a Balanced Scorecard performance system for organizations. It provides a 6-step framework for building a Balanced Scorecard, which includes assessing the organization, developing business strategies, decomposing strategies into objectives, creating a strategic map, and developing performance measures. It also outlines 3 additional steps for implementing scorecards throughout all levels of an organization. The document explains how Balanced Scorecards can help organizations balance strategic and operational goals to improve performance.
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
This document discusses developing and implementing a Balanced Scorecard performance system. It provides a 6-step framework for building a Balanced Scorecard, which includes assessing the organization, developing business strategies, decomposing strategies into objectives, creating a strategic map, and developing performance measures. It also outlines 3 additional steps for implementing scorecards throughout all levels of an organization. The document explains how the Balanced Scorecard can help organizations balance strategic and operational goals to improve performance.
This document discusses the Balanced Scorecard performance management system. It can be used by any size organization to align vision, mission, and strategy with day-to-day operations, manage business strategy, monitor efficiency, build organizational capacity, and communicate progress. Originally developed for private industry, it can also be applied to public sector organizations with modifications. The Balanced Scorecard allows an organization to view performance through financial, customer, internal processes, and learning and growth perspectives.
This document discusses developing and implementing a Balanced Scorecard performance system for organizations. It provides a 6-step framework for building a Balanced Scorecard, which includes assessing the organization, developing business strategies, decomposing strategies into objectives, creating a strategic map, and developing performance measures. It also outlines 3 additional steps for implementing scorecards throughout all levels of an organization. The document explains how Balanced Scorecards can help organizations balance strategic and operational goals to improve performance.
Study initiated and realized together with IBM . Goal was to share the value , the decisions criterias, the KPI used and the success factors of an ERP implementation at 8 SME companies
This document summarizes a study conducted by Profiles International Vietnam to identify the most productive companies in Vietnam based on revenue per employee. The study analyzed 676 publicly traded companies across 22 industries. It identifies the top 10 most productive companies overall, referred to as the "All Stars," including companies in food processing, oil and gas, electricity, chemicals, and manufacturing. The full rankings and methodology can be found on the website www.vietnamsmostproductive.com.
1. SELLING POWER ’S RESEARCH TEAM IDENTIFIES COMPANIES WITH THE MOST TO OFFER SALESPEOPLE
®
November/December 2008
The50Best
Companies to Sell For
Each year we examine the data, focusing on three key
categories: compensation, training, and career mobility.
2. research report
The 50 Best Companies to Sell For
Selling Power ’s research team identifies companies with the most to offer salespeople
essential details as frequency of
performance reviews, turnover
Each year we examine in the sales force, and the
the data, focusing on number of people pro-
three key categories: moted each year from
the sales ranks.
compensation, training, Next, all information
and career mobility. is compiled, analyzed,
and scored in order to
maintain complete
confidentiality for
each company’s data.
Each company is given
an overall score in the
three categories and
compared to other select-
ed companies in two
general industries:
manufacturing and ser-
vice. Selling Power ranks
the top 25 manufactur-
ing companies and the
top 25 service companies to
complete our list of the top
50 companies to sell for.
“The 50 Best Companies to
Sell For” represents a wide variety
of subindustries, including software/
systems, food/beverage, household,
health, construction, information/
communications, hospitality, transporta-
tion, and financial services.
As expected, our detailed rating system
placed the top companies extremely close,
with 23 manufacturing companies and 23
service companies tied with one or more
companies in the rankings. In these
For the eighth year, the corporate on three key categories: compensation, instances, the companies were placed in
research team at Selling Power has iden- training, and career mobility. Companies alphabetical order.
tified and ranked among the largest US that were unable to verify vital details The ranking spread remained fairly
sales forces the best companies to sell within each category were excluded from consistent in both the manufacturing and
for in the United States. the ranking. service industries when compared to last
The focus has remained primarily on Within the category of compensation, the year. Anyone entering the sales field
companies with sales forces of 500 or corporate research team looks at average should begin their efforts by taking a good
more salespeople. An extensive survey was starting salaries, incentive pay plans, avail- look at these top companies to sell for.
sent to the top sales executives, training ability of company cars, and other benefit – SELLING POWER EDITORS
managers, and HR managers to request packages, such as health and wellness. More on page 18
key data important to prospective employ- In the area of training, we examine
ees looking to enter the sales profession. the time companies invest in both initial If you want to have your company included
In addition, independent research added selling-skills training and product know- in next year’s research, please write to: Top 50
to the information database. ledge training programs. To assess the Research, PO Box 5467, Fredericksburg, VA
Each year we examine the data, focusing issues of career mobility, we look at such 22403, or email research@sellingpower.com.
SELLING POWER NOVEMBER/DECEMBER 2008 17
3. research report
The 25 Best Manufacturing Companies to Sell For
COMPENSATION CAREER TOTAL
RANK COMPANY PACKAGE TRAINING MOBILITY POINTS
1 Hoffmann-La Roche 44 16 17 77
2 3M 43 15 18 76
3 Forest Laboratories 43 15 18 76
4 Nalco 44 15 17 76
5 Shaw Industries 42 16 18 76
6 Tellabs 43 16 17 76
7 Xerox 42 16 18 76
8 Ecolab 44 14 17 75
9 Hilti 42 15 18 75
10 Microsoft 41 17 17 75
11 Sanofi-Aventis 43 15 17 75
12 Johnson Controls 42 15 17 74
13 Watson Pharmaceuticals 43 14 17 74
14 Georgia-Pacific Group 43 15 15 73
15 International Business Machines 41 16 16 73
16 Millipore 43 13 17 73
17 Oracle 42 14 17 73
18 Clayton Homes 42 13 17 72
19 EMC 41 14 17 72
20 Hormel Foods 38 16 17 71
21 Abbott Laboratories 39 14 16 69
22 International Paper 39 14 16 69
23 Cisco Systems 38 14 16 68
24 Dell 37 14 17 68
25 DENTSPLY International 38 14 16 68
#1 Hoffmann-La Roche The 10 Largest Sales Forces of the Best-Rated Manufacturing Companies
COMPANY NUMBER OF WORLDWIDE ANNUAL SALES 50 BEST
HIGHLIGHTS RANK COMPANY SALESPEOPLE EMPLOYEES ($ MILLIONS) RANKING
COMPENSATION 1 Microsoft 16,000 79,000 $51,122 10
Salary 10
Incentive Pay 9 2 Xerox 15,000 57,500 $17,200 7
Pension 9
Health 7 3 Cisco Systems 14,000 49,926 $34,922 23
Company Car 9
Total 44 4 International Business Machines 14,000 426,969 $98,786 15
TRAINING 5 Oracle 11,445 74,674 $22,430 17
Product Knowledge 8
Selling Skills 8 6 Ecolab 7,305 26,000 $5,470 8
Total 16
7 Georgia-Pacific Group 6,000 80,000 $98,000 14
CAREER MOBILITY
Performance Reviews 8 8 Dell 5,000 88,200 $61,133 24
Turnover/Promotions 9
Total Career Mobility 17 9 EMC 5,000 37,700 $13,230 19
TOTAL POINT SCORE: 77 10 Sanofi-Aventis 4,200 99,495 $43,019 11
18 NOVEMBER/DECEMBER 2008 SELLING POWER
4. The 25 Best Service Companies to Sell For
COMPENSATION CAREER TOTAL
RANK COMPANY PACKAGE TRAINING MOBILITY POINTS
1 Heartland Payment Systems 45 14 18 77
2 ABF Freight System 42 16 18 76
3 Applied Industrial Technologies 44 14 18 76
4 Roadway 44 16 16 76
5 FedEx 42 15 18 75
6 Iron Mountain 43 14 18 75
7 United States Postal Service 44 14 17 75
8 Cintas 42 15 17 74
9 IKON Office Solutions 41 16 17 74
10 ALLTEL 41 13 19 73
11 Aramark 41 15 17 73
12 Lawson Products 42 14 17 73
13 Orkin 43 14 16 73
14 CareerBuilder 42 13 17 72
15 Northwestern Mutual 40 15 17 72
16 United Parcel Service 41 14 17 72
17 Yellow Book USA 41 13 18 72
18 CDW 39 14 18 71
19 Google 41 14 16 71
20 InfoUSA 42 13 16 71
21 Insight Enterprises 38 14 19 71
22 Monster Worldwide 42 12 17 71
23 Marriott International 39 15 16 70
24 CA 41 12 16 69
25 Sprint 39 13 17 69
#1 Heartland Payment Systems The 10 Largest Sales Forces of the Best-Rated Service Companies
COMPANY NUMBER OF WORLDWIDE ANNUAL SALES 50 BEST
HIGHLIGHTS RANK COMPANY SALESPEOPLE EMPLOYEES ($ MILLIONS) RANKING
COMPENSATION 1 Sprint 9,000 60,000 $40,146 25
Salary 10
Incentive Pay 9 2 Marriott International 8,500 151,000 $12,990 23
Pension 9
Health 9 3 Northwestern Mutual 7,700 4,800 $21,355 15
Company Car 8
Total 45 4 Yellow Book USA 5,953 8,000 $1,932 17
TRAINING 5 CA 5,100 14,500 $3,943 24
Product Knowledge 7
Selling Skills 7 6 IKON Office Solutions 5,000 15,000 $4,168 9
Total 14
7 United Parcel Service 3,900 425,300 $49,692 16
CAREER MOBILITY
Performance Reviews 9 8 Cintas 3,000 34,000 $3,706 8
Turnover/Promotions 9
Total 18 9 CDW 2,500 5,500 $6,785 18
TOTAL POINT SCORE: 77 10 Applied Industrial Technologies 2,344 4,649 $2,000 3
SELLING POWER NOVEMBER/DECEMBER 2008 19