|Posted on March 5, 2020 at 1:50 PM|
Recognize that disruptive events like the coronavirus are going to happen again and again...
So it only makes sense to war game or scenario plan against the most probable threats before they happen, not after.
A series of “What If,” models can help you plan in advance. For example, assuming your primary supplier shuts down, do you have a network of alternate suppliers? If shipping is constrained, is airfreight a viable option in terms of both cost and volume to be moved?
Here are three scenarios Business should consider as part of their contingency planning via McKinsey.... READ MORE
|Posted on May 1, 2019 at 11:40 AM|
There are many different strategies that your organization can adapt to achieve an advantage over the competition.
They fall into the following categories.
Installed customer base,
Product line breadth.
No frills product,
Raw material source control,
Government subsidy, Locations,
Cash flow management,
Cost containment/Low overhead,
|Posted on November 15, 2018 at 11:00 AM|
Read this article if you want to learn more ....
|Posted on October 9, 2018 at 11:05 AM|
|Posted on August 27, 2018 at 11:50 AM|
When it comes to setting goals... To be effective, your goals should be:
1. discussed Frequently
2. Ambitious in scope
3. measured by Specific metrics and milestones
4. Transparent within your organization
In short, make sure they're FAST, not SMART
|Posted on August 10, 2017 at 10:30 AM|
When targeting one or more segments... your choice should generally depend on several factors.
|Posted on July 26, 2017 at 2:10 PM|
Re-positioning becomes required when performance drops or doesn’t materialize.
Here are four generic re-positioning strategies
- Image re-positioning; Only the image is changed
- Product re-positioning : The total product offering is adapted.
- Intangible Re-positioning: The less tangible aspects of the product are given greater emphasis.
- Tangible Re-positioning: Both market and product are adapted.
|Posted on April 21, 2017 at 12:30 AM|
A framework for establishing a strategic supply-chain agenda and then implementing it:
- Assess the supply-chain competitiveness of your business by comparing your business objectives against existing capabilities and performance.
- Create a vision of the desired supply-chain.
- Defines those actions required to close the gap...and assess business' readiness to pursue needed change.
- Prioritize the actions and commit the appropriate resouces.
This will give your business a unified strategy and an agenda to achieve that strategy...
|Posted on March 30, 2017 at 10:00 AM|
Business models are used ...
- To capture and communicate your business concept
- To develop and validate strategies, goals, and plans
- To assess a business from a variety of internal and external perspectives
- To integrate strategies and goals across multiple lines of your business
- To establish a common set of perspective and goals to ensure your business model is deployed effectively
|Posted on February 20, 2017 at 9:45 AM|
Always consider the amount of risk you’ve allowed into the project by asking these questions:
■ Are there adequate resources to complete the project?
■ Are the time estimations accurate?
■ Are there too many concurrent tasks?
■ Are resources spread too thin?
■ Is this a proven plan?
■ Is the plan realistic?
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