Tag Archive: management

How To Improve The Management of Your Business

How To Improve The Management of Your Business
All companies have business processes that can be improved. Most companies can benefit from automation or further automation of solutions.

Improving Management of Your Business

Improving business processes is all about a work flow plan, often graphic, and implementation of automating and organizing work processes. It is also a way of defining software architectures and applications. Business process solutions help an enterprise monitor human and automated processes. It can also serve as an enterprise application integration (EAI) tool. Business process management solutions help you identify areas of your business that can be automated and used to apply business rules and guidelines. In practical terms, it acts like a virtual machine that executes process models rather than software code.

Business process solutions take business data and determine how the information is used to perform a task. By creating an overview, a business manager can plan and improve an existing business process. Some solutions also send data through a test set of tasks to ensure that a business process is being followed. These solutions permit a business manager to visually describe, control and trail the flow of a work process. Process solutions generally involve computer systems and software to automate a process.

Technologies used to implement process management solutions include work flow charts, BP-XML languages, ERP (Enterprise Resource Management), software development and EAI (Enterprise Application Integration). ERP is a set of applications that can cover financials, manufacturing, human resources and back-office business administration utilities of an enterprise. It is a business management system that integrates all components of the business as well as planning. On the other hand, EAI software operates as a center that interprets data and messages between different applications.

Improving and automating business processes is the path to gaining huge productivity. These management solutions monitor business presentation by defining a series of tasks that must be performed to attain a defined strategic goal. There are three obligatory requirements – flexibility, reliability and security.

A good solution must help in continuous process enhancement, but managing the huge amount of these processes becomes more and more difficult as organizations become highly complex. Process management solutions give you the capability to satisfy and retain your customers and also maximize your joint venture returns with other businesses.

Remember that business processes define your business, and they can also present your organization with a competitive benefit. If you can make your processes efficient, you will reap better customer relations and profits.

Coaching In Everyday Life

Coaching In Everyday Life
Be the change you want to see occur in the world around you. We can’t make other people be more considerate, helpful, honest, etc., but if everyone were to work on themselves and develop these attributes, our world would be a better place.

Don’t be judgmental. Look for and recognize the good in yourself and in others. We are all capable of so-called “good” and “bad” behaviors and we all have our “good” and “off” days. We are all unique and it is wonderful that we are different and not all the same – in our appearance, our thoughts, our opinions, our likes and dislikes. Being different is not threatening, it is not “bad”, it is just “different”. Embrace the differences and be happy for the variety. Likewise, forget the concepts of “right” and “wrong”. People are not good or bad or right or wrong; they just are. If you were in “their shoes” maybe you would act differently, or maybe not. Being judgmental wastes time and cuts you off from opportunities and meaningful relationships – because you are not perfect either, and your judgment might be worse than the person’s you are judging!

Respect. Don’t make the mistake of thinking your rights are the only ones that count. Don’t ignore the other person’s rights. Our fundamental right is to be respected. Being wealthy does not make a person more deserving of respect and neither does a high-flying career with a fancy title. Respect is not about material issues or where one sits on the social ladder. Respect is acknowledging another human being’s dignity and treating them how you wish to be treated yourself. We all came on to this earth equal and we’re all checking out as equals. What happens in between is just a series of different life experiences. The poor man who lives in a slum, who cares for strangers, volunteers assistance without expecting anything in return and lives a clean, honest life is more deserving of respect than a wealthy businessman who dresses in fine clothes, lives in a huge mansion, and treats everyone like pond amoeba, cheats on his wife, swindles his shareholders and has forgotten how to tell the truth.

Be a Good Listener. How often do you really listen to other people? How often do you plan what you are going to say next while they are talking, or allow your mind to drift off onto something else instead of concentrating on their every word? It takes practice to be a good listener, but in being one, you are showing respect and in a position to better comprehend the real message being given to you. You avoid misunderstandings and missed instructions. Furthermore, the other person will appreciate your attention and return the courtesy.

Be interested – not interesting. This goes hand in hand with being a good listener. People love to talk about themselves and will delight in the opportunity to do so, so ensure you ask questions and take an interest in what they are telling you. Don’t worry about them hogging the limelight – you can have your turn during the conversation. Have you ever met someone who only talks about themselves? Count the number of times you use “I” in your conversations. Judging, arguing points, interrupting the conversation, and using “I” a lot are sure signs you need to review your communication skills.

Respond from Your Heart. We tend to respond to others using our head, not our heart. We formulate stories about us, we defend our ego, or we judge other people or what they have said. If we respond from our heart, we can respond with understanding and a sense of connection. Find something good to say about people and to people. Build people “up” – don’t knock them down. Go with your gut instincts.

Be truthful. There is a good reason for the saying “honesty is the best policy.” Nothing good ever comes from lies, and there is a difference between being diplomatic and telling an outright lie. Nobody trusts a liar. If you’ve made a mistake, well, welcome to the human race! You don’t have to lie to cover it up. You don’t have to tell your truth “brutally”, there are gentle and tactful ways of delivering truths and you should think carefully before you speak. But don’t try to be deceitful because it has a habit of coming back to haunt you, and in those situations you are worse off than if you had just come clean in the first place, as uncomfortable as that may seem at the time.

Be helpful. When you need a helping hand, don’t you just love the person who comes up and offers that to you? Wouldn’t you love the opportunity to repay them? You can be that person that others look to respectfully with gratitude in their hearts, who will, one day, repay the gesture. What comes around, goes around. If you want people to be helpful to you, you must be helpful to others. It doesn’t matter whether this is assisting your boss with a special project you can see he needs help with, or a co-worker who is struggling with a large workload, or an elderly neighbor struggling up the stairs with her arms full. People do remember kindness.

Maintain Your Integrity and Your Dignity. People with their integrity intact are easier to deal with in work or personal situations. They know where they stand and you know where you stand with them. You will feel better about yourself when you set your standards and stand by them and you will attract those who respect your standards and who have standards of their own. Being a doormat is disrespectful to yourself and to the person ‘walking all over you’. It does not allow them to grow and learn to do something for themselves. Learn to say no gracefully. You have as much right as everyone else on the planet to have your own opinion and your own way of doing things, and reminding you of point (1) above, nobody has the right to make you feel ‘bad’ if you think, feel or dress differently. Remember, “to thine own self be true.”

Go the Extra Mile. I mean this in a couple of ways. First, whether you are either asked to do something, or you are offering to do something, remember that if something is worth doing in the first place, then it is worth doing well. And while you are at it, what little touches can you offer to improve it? For example, who would you rather go to for your shoeshine… Mr. A does a wonderful buff and polish and is timely and not too expensive. Mr. B also does a wonderful buff and polish, he is also timely and not expensive, but he is also cheerful and interested in you and whistles while he works, so after your polish, you go on your way feeling on top of the world! Mr. B just went the extra mile for you. He didn’t just polish your shoes, he lifted your spirits and made you feel good. If you are offering a co-worker assistance with copying some documents, go the extra mile and ask if she needs a hand stapling them or collating them. Going the extra mile need not involve a large expense of time, energy or money, but it’s value to the recipient is often priceless, and one day, it will be reciprocated.

Say What You Mean and Mean What You Say. Neither beat around the bush being evasive, nor make promises you can’t keep. On the other hand, if you say you are going to do something, do it. Be known as a reliable person. Honor your promises and agreements wherever possible – this stems back to integrity. Prepare to be flexible if need be, but know that you don’t have to bend over so far backwards that your back snaps. Being assertive and being aggressive are two entirely different things, and you do not need aggression to be assertive. In fact, you are better off without the aggression! If you are wishy-washy and allow people or circumstances to be unconcerned for your position, you will develop that reputation and find more and more people willing to walk all over you and more situations in which it occurs. Being like this does not prove you are valuable to anybody – it just means you are a ‘pushover’.

Trying Not To Get Above Your Business

Trying Not To Get Above Your Business

Young men after they get through their business training, or apprenticeship, instead of pursuing their avocation and rising in their business, will often lie about doing nothing. They say; “I have learned my business, but I am not going to be a hireling; what is the object of learning my trade or profession, unless I establish myself?'”

“Have you capital to start with?”

“No, but I am going to have it.”

“How are you going to get it?”

“I will tell you confidentially; I have a wealthy old aunt, and she will die pretty soon; but if she does not, I expect to find some rich old man who will lend me a few thousands to give me a start. If I only get the money to start with I will do well.”

There is no greater mistake than when a young man believes he will succeed with borrowed money. Why? Because every man’s experience coincides with that of Mr. Astor, who said, “it was more difficult for him to accumulate his first thousand dollars, than all the succeeding millions that made up his colossal fortune.” Money is good for nothing unless you know the value of it by experience. Give a boy twenty thousand dollars and put him in business, and the chances are that he will lose every dollar of it before he is a year older. Like buying a ticket in the lottery; and drawing a prize, it is “easy come, easy go.”

He does not know the value of it; nothing is worth anything, unless it costs effort. Without self-denial and economy; patience and perseverance, and commencing with capital which you have not earned, you are not sure to succeed in accumulating. Young men, instead of “waiting for dead men’s shoes,” should be up and doing, for there is no class of persons who are so unaccommodating in regard to dying as these rich old people, and it is fortunate for the expectant heirs that it is so.

Nine out of ten of the rich men of our country to-day, started out in life as poor boys, with determined wills, industry, perseverance, economy and good habits. They went on gradually, made their own money and saved it; and this is the best way to acquire a fortune. Stephen Girard started life as a poor cabin boy, and died worth nine million dollars. A.T.

Stewart was a poor Irish boy; and he paid taxes on a million and a half dollars of income, per year. John Jacob Astor was a poor farmer boy, and died worth twenty millions. Cornelius Vanderbilt began life rowing a boat from Staten Island to New York; he presented our government with a steamship worth a million of dollars, and died worth fifty million.
“There is no royal road to learning,” says the proverb, and I may say it is equally true, “there is no royal road to wealth.” But I think there is a royal road to both. The road to learning is a royal one; the road that enables the student to expand his intellect and add every day to his stock of knowledge, until, in the pleasant process of intellectual growth, he is able to solve the most profound problems, to count the stars, to analyze every atom of the globe, and to measure the firmament this is a regal highway, and it is the only road worth traveling.

So in regard to wealth. Go on in confidence, study the rules, and above all things, study human nature; for “the proper study of mankind is man,” and you will find that while expanding the intellect and the muscles, your enlarged experience will enable you every day to accumulate more and more principal, which will increase itself by interest and otherwise, until you arrive at a state of independence. You will find, as a general thing, that the poor boys get rich and the rich boys get poor. For instance, a rich man at his decease, leaves a large estate to his family. His eldest sons, who have helped him earn his
fortune, know by experience the value of money; and they take their inheritance and add to it. The separate portions of the young children are placed at interest, and the little fellows are patted on the head, and told a dozen times a day, “you are rich; you will never have to work, you can always have whatever you wish, for you were born with a golden spoon in your mouth.”

The young heir soon finds out what that means; he has the finest dresses and playthings; he is crammed with sugar candies and almost “killed with kindness,” and he passes from school to school, petted and flattered. He becomes arrogant and self-conceited, abuses his teachers, and carries everything with a high hand. He knows nothing of the real value of money, having never earned any; but he knows all about the “golden spoon” business.
At college, he invites his poor fellow-students to his room, where he “wines and dines” them. He is cajoled and caressed, and called a glorious good follow, because he is so lavish of his money. He gives his game suppers, drives his fast horses, invites his chums to fetes and parties, determined to
have lots of “good times.” He spends the night in frolics and debauchery, and leads off his companions with the familiar song, “we won’t go home till morning.” He gets them to join him in pulling down signs, taking gates from their hinges and throwing them into back yards and horse-ponds. If the police arrest them, he knocks them down, is taken to the lockup, and joyfully foots the bills.

“Ah! my boys,” he cries, “what is the use of being rich, if you can’t enjoy yourself?”

He might more truly say, “if you can’t make a fool of yourself;” but he is “fast,” hates slow things, and doesn’t “see it.” Young men loaded down with other people’s money are almost sure to lose all they inherit, and they acquire all sorts of bad habits which, in the majority of cases, ruin them in health, purse and character. In this country, one generation follows another, and the poor of to-day are rich in the next generation, or the third. Their experience leads them on, and they become rich, and they leave vast riches to their young children. These children, having been reared in luxury, are inexperienced and get poor; and after long experience another generation comes on and gathers up riches again in turn. And thus “history repeats itself,” and happy is he who by listening to the experience of others avoids the rocks and shoals on which so many have been wrecked.

“In England, the business makes the man.” If a man in that country is a mechanic or working-man, he is not recognized as a gentleman. On the occasion of my first appearance before Queen Victoria, the Duke of Wellington asked me what sphere in life General Tom Thumb’s parents were in.

“His father is a carpenter,” I replied.

“Oh! I had heard he was a gentleman,” was the response of His Grace.

In this Republican country, the man makes the business. No matter whether he is a blacksmith, a shoemaker, a farmer, banker or lawyer, so long as his business is legitimate, he may be a gentleman. So any “legitimate” business is a double blessing it helps the man engaged in it, and also helps others. The Farmer supports his own family, but he also benefits the merchant or mechanic who needs the products of his farm. The tailor not only makes a living by his trade, but he also benefits the farmer, the clergyman and others who cannot make their own clothing. But all these classes often may be gentlemen.

The great ambition should be to excel all others engaged in the same occupation.

The college-student who was about graduating, said to an old lawyer:

“I have not yet decided which profession I will follow. Is your profession full?”

“The basement is much crowded, but there is plenty of room up-stairs,” was the witty and truthful reply.

No profession, trade, or calling, is overcrowded in the upper story. Wherever you find the most honest and intelligent merchant or banker, or the best lawyer, the best doctor, the best clergyman, the best shoemaker, carpenter, or anything else, that man is most sought for, and has always enough to do. As a nation, Americans are too superficial– they are striving to get rich quickly, and do not generally do their business as substantially and thoroughly as they should, but whoever excels all others in his own line, if his habits are good and his integrity undoubted, cannot fail to secure abundant patronage, and the wealth that naturally follows. Let your motto then always be “Excelsior,” for by living up to it there is no such word as fail.

 

Hugh Precautions

Hugh  Precautions

Many movies have been made about the tragic story of the Titanic. Arrogance and ignorance was definitely present during its maiden voyage, which was Titanic’s last voyage.

Many warnings were given, but unfortunately, the warnings were not taken seriously. On April 14th, 1912 Titanic received six warnings that icebergs were present in their perimeter. On the night of April 14th, Titanic struck an iceberg and ultimately sank to the bottom of the Atlantic Ocean.

For other entities, what happened to the Titanic does NOT have to happen to them. Many have learned from the mistakes that Titanic had made.

There are several examples that follow and form a parallel to what happened to Titanic and how an entity can learn from Titanic’s mistakes.

1. The Titanic only had 16 lifeboats, which was not nearly enough to save everyone on the ship.

Only about 60% of the entire lifeboats’ capacity was utilized! Does your company have a disaster plan in place? Are your computers, especially your servers, being backed up on a regular basis? Many servers are now being backed up on a daily basis and sometimes on an hourly basis.

When I was working at a Helpdesk, one of our afternoon gals was named the “Backup Queen” because she took EVERY major server backup VERY seriously. The company was very lucky to have the “Backup Queen” because there were several instances where our most critical server had crashed and lost information. Fortunately, information restoration was quick and painless due to the machine being backed up on a regular basis.

We were very lucky to have someone who took the initiative to handle the server backups. Is your company that lucky? Yes, doing backups can be VERY unexciting. However, losing valuable data can be very exciting, but in a negative way.

2. The crewmen in the lookout tower, or the “crow’s nest,” were not issued binoculars to better search for icebergs.

Employees were not given the proper tools to use to do their job. Is your company using the right software for the job? Are you saving money on upgrading your operating system and software, but are losing customers? If you are losing customers, you’re NOT really saving any money at all.

The right equipment can range from the very basic, such as issuing headphones that are compatible with the phone system to customer service representatives, to ensuring that a backup generator can adequately run due to a power outage.

3. Titanic had a total of 16 watertight compartments. Initially, it sounded fine, but unfortunately, each compartment did not hold water on its own. Every compartment was similar to an ice cube tray. When one compartment overflowed, water flowed into the next compartment. Each compartment did not completely seal off water on its own.

Does your company have a good disaster recovery plan in place? If a flood or a fire struck the premises, would you be able to resume business operations in a matter of days or would it take a matter of months?

Is your information that you have on site being sent off site so you CAN have another place to access your valuable information?

4. The Titanic was going at full speed at night in iceberg-infested waters.

Are your machines at your business running at 100% capacity on a continuous basis? How much is downtime costing you when those machines need to be fixed? Are you REALLY saving money by not buying more machinery? Does the cost of more machinery outweigh the cost of your present machines’ downtime?

5. The Titanic did not heed to the many iceberg warnings.

Titanic received six iceberg warnings on the day it sank! Is your sales force, customer service department and/or helpdesk REALLY listening to your customers? Sam Walton, the founder of Wal Mart, said that the most important person to an organization can be the one who greets that customers. Too many companies don’t even realize just how MUCH each person represents their company!

There is WAY too much competition in the marketplace NOT to heed warnings. Industries like telecom, automobile, office supplies, soft drinks, and restaurant industries, just to name a few, had better take warnings seriously. Some companies might not get the luxury of six warnings that the Titanic got. Sometimes, only one warning can break a company. That’s why companies that DO encourage, and take seriously, customer feedback are invaluable and can be a gold mine.

6. The Titanic only had white flare guns to signal for help.

Red is the standard color for a flare gun used to signal for help. When the Titanic was sinking, white flare guns were shot off from the ship. One or two ships many miles away say the white flares, but did not interpret the white flares as warning messages.

Does your entity use the proper means of communication? Is it ensured that all of the parties involved completely understand what the other parties are saying? Many groups within an organization speak entirely different languages. Sales, technology and management translations may as similar to translating three different foreign languages.

7. Bruce Ismay, the president of White Star, pressured Captain Smith into unrealistic and dangerous goals.

Ismay wanted the Titanic to arrive in New York on Tuesday, April 16th. In order to meet this goal, the ship would have to travel at full speed a majority of the time. The coercion from Ismay turned out to be dangerous due to the ship’s demise.

Ismay’s level was similar to a CEO’s level. Is your company’s CEO and the rest of the management staff setting realistic goals? Are your managers providing bilateral communication? Feedback is vital to any company’s survival because many managers are not involved in day-to-day activities.

8. The two wireless operators’ priorities were not focused on the ship’s priorities.

Many of the aristocrats in first class passage had paid both operators bonuses to wire messages to New York. One of the Titanic’s operators told another ship to “shut up” after being given another iceberg warning. It was a powerful rebuke that may have cost thousands of lives.

Is your customer service department doing all it can to retain and acquire it customers? A polite and knowledgeable customer service representative can save the company thousands of dollars and maybe more! I have had the fortunate experience of dealing with many great customer service representatives. I have told many of the rep’s supervisors that I really appreciated their help as well and that they are lucky to have such great rep’s on their team.

9. The Titanic’s steel construction was never tested in cold temperature.

The steel that made up ocean liners in the early 20th Century was brittle to begin with. Unfortunately, the steel was never stress-tested to determine what stress levels the structure could endure.

Is adequate testing being done on your company’s products? Are your prototypes up to the challenges of customers’ demands? Are an automobile company’s crash tests being utilized to the fullest extent?

Strategic Planning in Managing Information

Strategic Planning in Managing InformationStrategic Planning in Managing Information

Strategic Planning in Managing Information. Establishing An Information Management Policy, by: acknowledging the importance of information to the strategic planning process and to the operational performance of the organization; implementing an information management policy that will ensure a continuous flow of appropriate information to all levels of the organization; allocating responsibility for the maintenance and improvement of the policy to an executive level manager; allocating level-specific responsibilities for the maintenance of the information flow. Strategic Planning in Managing Information

Implementing an information management policy that is robust and rigorous is essential, not only at the strategic, corporate levels, but operationally as well. In the case of strategic planning, the quality of the information gathered, the channels used to distribute that information laterally and vertically throughout the organization, and the interpretation of the information gathered, is vital. Without a sound foundation, the policy and its procedures, the information that is fed into the strategic planning process will be flawed, in parts at least. This will, inevitably, be damaging to the chances of the chosen strategies being successful. Strategic Planning in Managing Information

Identify Information Needs, by: discussing information needs with the strategic planning team; using scenario building techniques to identify potentially differing information needs; identifying information needs of partners and key stakeholders who will be involved in the planning process; forecasting information needs for the strategic planning process; forecasting post-implementation information needs; reviewing existing information, channels and flows and identifying gaps and inadequacies; drawing up a list of information needs. This is another crucial early stage in the use of information in the strategic planning process. The leader(s) and other members of the planning team must be clear about their information needs. Whilst at this stage it is not possible to identify all the specific details, it is essential to draw up a list of categories of information that will lead to sufficient information being gathered. For example, one of the categories will be information on forecast changes in the external environment, another will be information on current and predicted competitor behavior, another may be information on potential manpower resources, and so on. For public sector organizations one of the categories will be predicted government actions, such as in the setting of financial targets or other performance indicators. The role of the planning team is to ensure that their needs are understood and satisfied. Strategic Planning in Managing Information

Establish Effective Gathering Methods, by: evaluating methods of information gathering currently used in the organization; evaluating methods of information gathering not currently used in the organization; selecting an appropriate range of methods for use in the strategic planning process; selecting individuals and teams to carry out the information gathering activities; providing training, financial and physical resources, to support the information gathering activity; implementing a monitoring and control procedure to ensure the process continues to be productive. There is a range of well established methods used internally by organizations, and well established commercial companies, that will provide the required information. In both cases, the methods used in gathering information must be appropriate and effective, in terms of being cost-effective and in terms of the quality of information gathered. In addition, particularly in the case of the commercial providers, the methods should be ethically sound. Whilst information gathered through unethical methods may not directly damage the strategic planning process, damage may well be caused to the reputation of the receiving organization, and this may well then damage the chances of the strategies being successful.  Obtain Required Information, by: obtaining primary and secondary objective information from internal sources and external providers; obtaining subjective information from analytical techniques such as PEST and SWOT analysis; obtaining subjective information from Competitor Analysis techniques. Strategic Planning in Managing Information

Validating Information Obtained, by: vetting the quality of all sources and providers of information; testing the validity of information received; replacing unsafe information or at least acknowledging the weaknesses in it and highlighting this when it is used in the planning process. It is critical that the information used in the strategic planning process is valid. Plans based, even in part, on inaccurate, invalid, or in any way inappropriate, information, are inherently flawed and will almost certainly fail in part or totally. Internal sources of information, and the process of gathering that information, must be rigorously checked on a regular basis. External providers of information, such as commercial companies that carry out surveys or other information gathering activities, must be treated in the same way as other suppliers, in that they must be vetted for appropriate expertise and experience, for their operational quality levels, for financial standing, as well as for their ability to understand and interpret the needs of the purchasing organization. Regarding the analytical techniques used, there are a huge range of tools and techniques that can be used to analysis information. The techniques mentioned above are named because they are common ones, familiar to most senior managers. There are many other proven methods, and these should be evaluated and used where appropriate. It is however, important to be aware that the quality of the output, the findings, from these analytical techniques are dependent on the skills of those using them and the interpretation, the conclusions, made by the analyses, and then by the end users.

Apply Outcomes To Strategic Planning Process, by: interpreting and applying the findings to the deliberations and decision making activity; regularly reviewing the validity of information and interpretations used, during the process; refreshing the information and interpretations as necessary. Using the information in the decision making activity, in building up the strategic plan, must be seen as a continuous process and one that must be monitored and controlled. If, for example, information is gathered and interpreted at the start of the planning process, and is only applied at a later stage (some annual strategic planning processes can last for many months) then the validity, the currency, of that information and its interpretation, must be challenged and if necessary discarded and replaced.

Review Effectiveness Of Process, by: carrying out regular audits on the effectiveness of the methods, tools and techniques, used in the information gathering process; carrying out regular audits on the relevance, accuracy, and value of information used in the planning process; regularly reviewing the value of the information inputs as part of the strategic planning review sessions; taking corrective action where necessary. The whole information gathering process must be reviewed on a regular basis. Ideally this should be an agenda item on all the scheduled strategic level team meetings. An additional review should take place before each distinct strategic planning process starts. In addition, the Information Management Policy itself must be reviewed and refreshed annually. To rely on outdated, inappropriate, invalid, information gathering processes would be highly damaging to the chances of future success.

Establish Future Information Needs, by: implementing a continuous development approach to information gathering, whereby the information needs of the organization, at strategic and operational levels are continuously assessed and action instigated to satisfy those needs. In today’s fast changing world of business the strategic planning process is one that is repeated at least annually, often more frequently to the point where for many organizations it is now a continuous process. Satisfying future information needs cannot be carried out as a discrete pre-planning activity. Information gathering must be continuous, and therefore future information needs must be identified on a regular basis, and these needs must then be satisfied by the information gatherers. In this way the planners have access to the necessary information as and when they need it.

In Summary: High quality information is critical to the success of the strategic plans of any organization. All other factors can be in place, but if the information is flawed in any way, then success is much less likely. If success is achieved it may well be at a high cost. High quality information must be acknowledged as one of the organization top priorities. Adopting a continuous development and improvement approach to the information gathering and interpretation process is essential. A complimentary approach that should be implemented in parallel with this is that of Knowledge Management. This relatively new approach is in response to the recognition of the increasing importance of identifying and gathering the internally generated information and the accumulated knowledge held within the organization, and making effective use of these. The leader(s) of the strategic planning activity should combine the established principles of continuous development and improvement with the techniques of knowledge management, and build this into the strategies of the organization. In this way the organization is generating a continuous flow of high quality information, and making the most effective use of that information to support its chosen strategies. Strategic Planning in Managing Information

 

Invoice Factoring & How It Works

Invoice Factoring & How It Works

Invoice Factoring & How It WorksInvoice Factoring & How It Works. Factoring, also known as accounts receivable factoring, is a business term used to describe a method in which companies sell their outstanding receivable invoices in order to gain immediate cash for their business. When a company sells a product or service, an invoice is created stating the amount due and the number of days in which the invoice must be paid. This invoice instantly becomes a part of accounts receivable, which is money that is owed to a business. After the invoice is generated, it must be sent to the customer and the business must wait for the specified amount of time before that invoice is paid. Often times, for reasons of misfortune or lack of attention, a debt may go unpaid and extend past the due date. This presents a problem for the business, which is awaiting payment, in that it interferes with the cash flow when a debt is not collected. This is especially true of new, or struggling, businesses.

The process of factoring works when an institution purchases the invoice for an amount that is somewhat less than the face value of the debt. This amount can be anywhere between 70-90%. The factoring company then proceeds to collect the full amount due for the invoice, which is then delivered to the original business less a factoring fee.

If a business offers credit terms as part of their sales, factoring is one way of eliminating cash flow problems. Many businesses who use factoring receive their money, from the sale of their invoices, within 24 to 48 hours. This unique approach also offers a company with the ability to extend competitive credit terms to their best customers and not have to worry about waiting for the credit payments. By offering attractive credit terms, more customers will be drawn to a business. Most businesses compete in pricing, but a company is much more appealing if they offer financing options direct to their buyers. Many consumers do not have the funds to pay for items upfront, especially if a business markets more expensive sales, but a customer may be able to agree on delayed payments. Therefore, a business offering such a deal would sell more inventory than a company who requires total payment upfront.

It’s important to realize that factoring is not a loan or a debt. In addition, unlike bank loans, collateral is not required. It’s simply the sale of invoices, on which people owe money, to another business for a slightly smaller percentage than the total due. The original business gets immediate cash and, for a fee, the factoring company collects the face value of the debt.

Many businesses, who extend credit, opt for factoring in order to avoid the hassle of trying to collect money. In addition, it costs more to have a billing department who is responsible for creating invoices every month. By factoring, a business eliminates their need for a billing department and saves money on the hassle of attempting to collect debts. Invoice Factoring & How It Works

The cash generated from factoring will allow a business to purchase new equipment, pay existing debts, increase marketing efforts, improve planning, process new credit approvals, improve customer relations and save money on accounting procedures.

Managing ‘Goldilocks’ Growth: Avoiding the Traps of Expanding Too Quickly or Too Slowly

Managing ‘Goldilocks’ Growth: Avoiding the Traps of Expanding Too Quickly or Too Slowly
by Sherron Lumley.

When Goldilocks of fairytale fame first launched Three Bears, LLC, the small start-up company was a long ways from where she wanted it. “Oh no, this business is too small!,” she complained. Right away she set about making things happen, working day and night to build the business of her dreams. However, after a period of rapid growth and expansion, she was struggling to meet customer demands, sacrificing quality, scrambling to fill vacancies and feeling stressed out by finance payments on the loans she took during her growth-at-any-cost mania. “Oh no,” she found herself saying one day, “this company is too big!”

Managing the pace of growth for your small business may feel like the proverbial Goldilocks tale, an eternal struggle to find just the right size for your business that avoids the pitfalls of being either too big or too small.

The scenic route

Brian Easter launched Nebo, an Atlanta-based interactive marketing agency with his brother Adam Harrell, in early 2004. For Easter, coming from the global telecommunications field, his previous experience within a large multinational was not a fit with his personal values. The company he pictured as his ideal was one that was smaller, where human relationships would be seen as important.

The business model he created wasn’t about maximizing profits. “It was about doing great work,” says Easter. This emphasis on being a small company with strong values and a focus on doing good work led to dozens of marketing awards and a strong client base with steady growth of approximately 20 percent per year for the first seven years.

Then last year, the business grew 57 percent in net revenue, which brought up an unusual question for the brothers. “For our business, we asked, ‘Why do we need to grow?’ We don’t believe in taking a project for a paycheck,” says Easter, adding, “sometimes, no is more powerful than yes.” The decision to turn away some projects was a deliberate move to stop runaway growth while focusing on doing more high quality work with their best clients.

So what is the driving force for Nebo now, eight years after start-up? “One of the things I want to do is grow revenue without growing employees,” says Easter. “I want to focus on the people in the room, to raise their skill set and earning potential. I want them to grow in terms of salary and quality of work,” he says. This de facto curbing of growth by putting the brakes on hiring is one good strategy for keeping growth in check.

PQ_ManagingGrowth.jpgCritical velocity

“We want to do great work and be professional, but we are also trying to defy gravity,” says Easter.

Many small business owners understand what those words mean. Defying gravity represents doing the seemingly impossible, such as maintaining high standards during periods of rapid growth and expansion. But the reality is, if defying gravity were really that easy, then everyone would do it. For some small businesses, conquering growth is more like learning to ride a bike, if you don’t pedal fast enough, the bike falls over and it’s try, try again.

This was the case at a marketing firm in a galaxy, far, far away—not really, just the suburbs of Chicago— where an altogether different approach did not work so well. “For my small business the struggle came in the form of having plenty of clients, but not enough workers,” says Ruth Ann Weisner, founder of Raw Marketing. “Within a few months of formation I realized I must hire help or there will be no chance for the company to grow,” she says.

However, in a rush to hire people to meet quickly growing demand, she took on staff with the wrong skill sets, hoping that with the proper training it would all somehow work out. “I went about it the wrong way,” she says, “after several months it was back to square one…lesson learned.”

Gathering a team

Philip Noftsinger is the Business Unit President for CBIZ Payroll, Inc which provides professional business services to help clients manage their finances and employees. Noftsinger is responsible for creating CBIZ’s monthly employment index, which highlights small business employment trends and brings a deep understanding of small business growth (or lack of growth) and connected dangers.

Noftsinger’s experience with outsourced payroll and HR services for 5,000 clients gives him a unique perspective on the success or failure of small businesses. “I know for certain in the last three years, there is an increased ability to be more agile,” he explains. First, with regards to human resources, he sees a lot more 1099 professionals (e.g., contractors and freelancers) and more temporary workers. A fluctuating workforce means small businesses today are better able to meet changing demand than the small businesses of the past. Secondly, he sees small businesses embracing the idea that Main Street companies need lean production, looking at the cost structure of the labor and resources that go into their production process in the same way that large companies do.

Financing for growth—and when to say no to demand

“Small business owners, when they are first looking at growth, often it’s because they have a great product, and in that case, demand will outstrip capacity to produce,” Noftsinger says. “When demand is outpacing supply, for large companies that’s easier to deal with,” he adds. Small businesses, on the other hand, have to look at how much investment capital is available to meet demand and whether that money will come through debt financing or growth through profits. “Occasionally, a small business has to deny demand and walk away from sales,” he says.

Easter describes his financial strategy as conservative. He and his brother decided to fund the start-up of Nebo from personal savings and without the help of outside investors. “It was a reaction against the industry,” says Easter. “I’ve seen one of our competitors lose control of his company, recklessly taking investment dollars,” he explains.

Happily ever after

“It didn’t happen overnight,” says Easter. “There are no short cuts,” echoes Weisner.

When it’s time to expand your small business, consider the company culture you want, then set a deliberate pace for growth. Don’t be afraid to deny demand or spend the time and money to hire appropriately if you feel those strategies best fit your long-term plans. After all, it’s about finding the pace that’s just right for you.

Managing growth – first steps for small business owners

Create the company culture you want. Establish core values and a company mission.
Forecast for growth. Plan ahead for the next three years and revisit the plan often.
Maintain standards by setting a deliberate pace for growth.
Understand the ramifications of financing growth; know your cash flow position.
Say no to demand when necessary.

Six ways a small business can leverage its customers

By Reed Richardson

By necessity, most small business owners quickly become creative problem-solvers, finding unorthodox means of survival and alternative pathways to success. After all, almost all entrepreneurs launch their businesses with a shortage of funds and a lack of support staff, meaning that they must not only figure out how to build that better mousetrap, but also produce it on a shoestring budget and then advertise and sell it using low or no-cost marketing tactics.

But for all their resourcefulness, there is one potentially powerful asset that small businesses all too often overlook or underestimate; it’s the same one that fills their cash register everyday—their customer. So, if you think that your small business’ current customers are only good for occasionally buying your products or services, it’s time to readjust your expectations and start leveraging their value for greater prosperity and growth.

1.  Turn them into sales prospectors for your business

Those satisfied customers going in and out of your front door everyday—or clicking to and then away from your website—could be some of your best salespeople, if only you would ask them. But far too many businesses simply forget or intentionally avoid systematically asking for customer referrals. Even the simple, passive act of putting up a sign in your office or on your website that says, “If you like our widgets, please tell a friend!” rarely occurs at most small businesses.

During research on this topic for his recent book, The Referral Engine, author and “Duct Tape Marketing” guru John Jantsch conducted an informal survey of thousands of small businesses. From his results, he found that more than 63 percent of the small companies he surveyed received a majority of their business from referrals, yet nearly 80 percent of those same businesses acknowledged that they had no system in place to consistently generate such referrals. “If you don’t feel strongly enough about the value you or your products deliver to expect that your clients will voluntarily make an effort to see that others receive it,” Jantsch writes in his book, then it’s time to “get to work on creating a brilliant system that’s focused on getting results for your customers.” Doing so might be the difference between getting or losing a majority of your future business.

 

2.  Enlist them into your advertising and marketing plan

With the advent of social media, the playing field has significantly leveled when it comes to extending a small business’ brand. Encouraging happy customers to “like” your business on Facebook or re-tweet product offers and updates you post on Twitter means you can unleash a digital army of marketers for little or no money. But it does require time and careful effort to build these relationships properly. A dormant Facebook wall or, conversely, a constant barrage of unengaging Twitter posts will quickly burn up any word-of-mouth goodwill between you and your customers.

Investing in and fostering these fans of your business eventually pays dividends, according to this recent survey by social media consultant Syncapse. Its results estimated that the average annualized value of a Facebook fan to a business was roughly $138 and that each fan spends an additional $72 on products they “like” online versus those they don’t. What’s more, the Syncapse study found Facebook fans are 28% more likely than non-fans to stick with a brand and also 41% more likely to recommend that brand’s products to others. That’s a powerful way to extend your reach and feed the referral engine.

 

3.  Tap their knowledge of your business as a source of innovation and R & D

Entrepreneurs, so focused on rolling out their new product or their latest service, routinely fail to take into account the input of the end user—the customer. But by seeking out your customer’s advice and suggestions—before, during, and after a rollout—a small business owner can often avoid a disastrous product launch, refine their existing platforms, and add successful new companion services to their offerings.

 

Indeed, it pays to think of your existing customers as kind of a never-ending focus group. You may think you know why your customers are purchasing, but unless you ask them you may never know the real reasons. By distributing a steady stream of customer surveys—whether it’s in person, by mail, or online—you can arm your business with a rich database of information about everything from sales frequency to price points to marketing effectiveness to packaging and shipping preferences. Even if you find out that you do have an accurate read on why your customers like your current products or services, it’s worth taking the extra step to find out what else they might like or want to see you provide them. And once you do, be willing to enlist your loyal customers’ help in trying out, or beta testing, these new offerings before you execute a full launch. Such a gesture will convey the trust you have in them and will further cement their loyalty to your company, while, at the same time, your business will reap the real-life, unbiased opinions of the marketplace, making your new endeavor more profitable.

 

4.   Transform them into a vendor or subcontractor of your business by discovering what mutually beneficial talents they possess

Stare at a financial spreadsheet for too long and it’s easy to start viewing your business’s customers as little more than lines on a graph or numbers in a table. That one-dimensional approach fails to consider the talents or skills that your customers possess, talents and skills that just may benefit your business, if only you knew about them. So if your retail business is looking for permanent back-office help like, say, an accountant to do your books, or even someone to handle a temporary project, like a freelance graphic artist to design new promotional materials for your business, it’s a good idea to put out the word to your customers first, both in your store and on Facebook. While you probably won’t find an exact match each and every time, you’re still likely to get at least a few good references.

Mining your existing customers for vendor or subcontractor help has an additional benefit—it opens up the possibility of bartering for those products or services, an old-fashioned business tactic that is making a comeback in an era of near universal belt-tightening. Most of the more popular small business barter exchanges, like ITEX, BarterQuest, and NuBarter work by matching up pairs of entrepreneurs and other businesses or individuals, based on correlating wants and offerings. Because these barter exchanges involve larger networks, they have the advantage of offering a more expansive menu of products or services available for barter. However, thanks to their larger size, they almost always match up barter partners that are unfamiliar with one another and, therefore, some risk is involved in the process, even if the exchanges are careful to put policies in place to mitigate that. But bartering with your customers means dealing with someone with whom your small business already has an established relationship, making questions about reliability much less of a concern.

 

5.   Provide more ways for them to pay for what you offer

Small businesses looking for better ways to turn their current customers into greater cash flow should think beyond getting paid at the point of purchase. Instead, develop creative ways to bring in revenue more consistently, through mechanisms like subscriptions, automatic bill pay, and even layaway.

 

“The last 10 years have seen a dramatic increase in companies using the subscription model to offer everything from music, movies, and textbooks to even cars for a monthly fee,” explained Tien Tzuo in a VentureBeat column last summer. Tzuo, CEO of the online billing company Zuora, points to the recent rollout of Apple’s iPhone 3G as an example of why savvy subscription pricing beats one-shot-sales thinking in the long run. “When the iPhone 3G was introduced, AT&T dropped the price of the iPhone by $100 and simultaneously raised monthly fees by $10. In doing so, they were able to sell more iPhones (lower entry fee) but earn more money over the life of the two-year contract.”

 

By building up your customer’s paying “habits,” you’re also building up their loyalty to your business and making it less likely they will stop buying altogether or move on to a competitor. And by linking automatic bill pay capability to a subscription model, you’re less likely to deal with late or missed payments, meaning your business can enjoy greater consistency in terms of cash flow. If your business sells big-ticket items that aren’t a good fit for a subscription model, help your customers avoid dealing with missed or late payments on their credit cards by offering them a layaway plan. Layaway, which is also experiencing a resurgence in the marketplace, gives your business a few weeks or months of steady revenue while turning one big sale into a series of smaller transactions. Here again, your business is getting paid outside the point of final sale, but is also making it increasingly comfortable for a customer to think of him or herself as a repeat customer.

 

6.  Convert them from mere customers to trusted employees

Just as when you invited your customers to work with your business as a vendor or freelancer, don’t overlook asking them to work for your business when you need to hire more staff. Loyal customers make for a great initial pool of job candidates for several reasons: They’re familiar with your products or services, they likely know your staff if not you as well, and they already like what you do enough to spend their money with your business. That you won’t have to engage in a lengthy and expensive job search is yet another advantage to hiring from your customers.

 

Of course, simply hanging a “Help Wanted” sign above your cash register or on your front door is a good start to this process, but don’t forget to post the same sign on your business’s online doorways, like your company website and Facebook page. Why? Because those online friends of your business aren’t just interested in your next product launch or discount offer; increasingly they are looking at your company’s social media sites for news about hiring. In fact, according to this CareerBuilder survey from last August, an online job posting is now the No. 1 thing—cited by 35 percent of respondents—someone visiting your business’s social media site wants to see. That kind of interest can turn a valued customer into an even more precious commodity—a good employee.