Category: news


New Business Models

blur-business-computer-230544

Ecommerce is an area being watched closely by entrepreneurs and wantrepreneurs alike. New business models are constantly emerging, making this a competitive and constantly evolving field.
The apparel category is particularly exciting: The recently launched Amazon Prime Wardrobe, for instance, allows consumers to have clothing delivered to their door, after which they can try it out for seven days before deciding whether to keep it. They can send items back whenever they decide; they don’t even need to be home to have return packages picked up.
Taking inspiration from Amazon and other businesses, many apparel and accessory ecommerce companies are similarly trying their hand at “something new and different.”
These innovative companies are taking ecommerce to the next level.

Crisp Clothing
The perfect shirt is hard to come by. But what if perfect fit could be achieved with the help of two simple metrics? That’s what Crisp Clothing does. By using your height and weight and what it calls “3D Measuring,” Crisp Clothing can tailor the perfect shirt for you.
Founded by Swapnil and Prakash Kamble — a father-and-son team — Crisp Clothing uses 100 percent Egyptian Giza cotton to fashion its handmade tailored shirts, which are currently available in black, white, blue and pink. The company recently launched a Kickstarter campaign to raise funding for the project.
Not surprisingly, the cost of a single shirt isn’t cheap, but pledging to the Crisp Clothing campaign at the $78 level will get you one custom, hand-crafted shirt.
What’s clearly innovative about Crisp Clothing is the approach it takes to crafting the perfect shirt. Technology is the difference. It gives Crisp Clothing a more scientific way to tailor shirts that look and feel great.

Trunk Club
The Nordstrom-owned Trunk Club may be a familiar name to some. Its business model is a lot like that of Amazon Prime Wardrobe, except Trunk Club has been around a lot longer.
This is its process: First, the customer is prompted to answer a few questions about the style of clothing he (or she) is interested in, how the clothing should fit and what budget range is desired. Then, he can chat with a stylist who’ll offer help on exactly what he’s looking for (though this step is not mandatory).
The trunk is delivered free of charge once the customer approves it, and he or she has five days to decide what clothing to keep and what to send back. Then, the customer can either reorder on his or her own schedule or set up a regular delivery schedule, to keep the wardrobe fresh.
What Trunk Club did right was make it easier for the consumer to get items that are truly desired. Time can be a commodity in today’s busy world, and with the rise of online shopping, consumers don’t necessarily go to malls or stores to shop anymore. Trunk Club is an easy, fast and convenient way for today’s buyer to meet his or her clothing needs.

Bonobos
Bonobos was launched because its founders recognized how difficult it is for consumers to find pants that fit perfectly. To solve this problem, Bonobos developed a signature curved waistband that fits more naturally around your waist. The company offers free shipping as well as painless returns and exchanges.
Bonobos also has something called a Guideshop. Customers can schedule a one-hour appointment at a Guideshop, try on anything in the store and find the perfect clothing with the help of a Guide. Customers don’t have to take any bags home, as the Guide will place the order and have it shipped to the customer’s home or office.
Bonobos is doing a couple of noteworthy things for its customers. First, it came up with a solution where none previously existed, thereby creating more comfortable pants. Second, it created a unique in-store experience that allows customers to find what they’re looking for on their own time — a personalized experience they’re sure to remember.

Wanderlust + Co
Accessorizing is a term near and dear to many women. Jenn Low, founder of Wanderlust + Co, creates custom jewelry and accessories that many models and celebrities don at notable events. Her work is inspired by what she calls the #WCOgirlgang, which includes celebrities, fashion bloggers, editors, stylists and content creators.
What’s innovative about Wunderlust + Co is Low’s willingness to cater to a specific audience. She doesn’t create products consumers dn’t want. She built her own tribe, #WCOgirlgang, and stays in regular contact with them to come up with new product ideas her audience will love.
Entrepreneurs sometimes take the opposite approach, creating a product first and then finding an audience for it. Sometimes that can work, but there are no guarantees. A more reliable approach, especially today, is what Low does: She’s built a brand around a target audience, offering products they want and have even asked for.

Everlane
Complete transparency is hard to find but has become somewhat trendier, thanks to online entrepreneurs like Pat Flynn and John Lee Dumas.
That’s where Everlane stands out. These founders aim to be as up-front as possible about the cost of their goods. They even offer a detailed breakdown on materials, hardware, labor, duties and transport. They also reveal what the true cost of the product is, in addition to what they’re selling it for.
If you’ve ever wondered where your money is going when you purchase a product, you won’t have to, with Everlane. You’ll get total transparency, and that builds trust. Though full transparency may not be the right approach for every business, it’s something to consider: Maybe no one in your industry is embracing it, making it worth considering as a strategy.

Final thoughts
If you’re an ecommerce business owner, what could you be doing to separate yourself from the pack? If you have a different business model, what can you learn from the above and implement in your business?
As ecommerce becomes increasingly competitive, it will be more and more necessary for more business owners to embrace innovation and find their unique approach. The ecommerce landscape will continue to be an interesting one to watch, especially as Amazon continues to launch new and noteworthy services.


Default

Latest Financial Topics for Strategy & Business Developments

Decisive Entrepreneur

apps-business-cellphone-892769
An overview on one aspect that captures almost all the economic activities include a representation to a change. This clue distinctions of when and where supports all those interested wantings for the future development and innovation, in the activity of the products and the services desired for the necesary market.

You never know where you are going to find a good idea.

That may sound like a saying from a fortune cookie. But for Normal CEO, and founder, Nikki Kaufman, it’s a management style.

It’s also why the headquarters of her 3-D printed custom earphone company are open and transparent across departments. It’s a guiding principle on how to run a team.

I encourage new ideas all the time here at Normal. That’s one of the things that I really like about having everyone in one office.
She included this advices from the floor of her New York City retail location, which also serves as the company’s factory and corporate office along with an incredible pursuatiation for advocating content into the shared markets .
An idea can come from anywhere.”



Default

Latest News for Strategy Business Developments

device-digital-pen-6336.jpg

In the fast-moving world of online marketing

Change is the only constant, emerging technologies, tough competition and increased consumer expectations have created plenty of uncertainty. Many digital agencies are confused about how to deliver relevant ad experiences moving forward.

However, in that uncertainty there are also tremendous opportunities to leverage data and deliver the personalized ad experiences consumers prefer. Advertisers can make the most of this and position themselves for long-term success – if they’re willing to question some longstanding assumptions.

 

Executing ad campaigns today takes a different set of skills

Real-time bidding (a strategy search marketers have used for years) is now feasible for display, social, mobile, video, text, radio advertising and even TV. Executing search and display campaigns, for instance, used to require completely different skill sets. Now programmatic technologys merging them.

Search and display are uniting under a common theme: leveraging data to target consumers with the right message, in the right place, at the right time.

This creates huge opportunities (IDC estimates real-time advertising is growing 59 percent per year) only if agencies and marketers are willing to develop new skills and reassess how they’re delivering ad experiences. The media buyer and agencies that win today -and tomorrow – have started to look a lot different than successful media buyers from the past.

Here’s how:

 

An understanding (and ability) to buy in real time

Traditionally, display media buyers negotiated with sellers to run ads for a fixed number of impressions or amount of time. All the terms were worked out beforehand in a conversational, delayed executed setting.

Programmatic technologies allow advertisers to be more nimble. Instead of committing a significant chunk of their ad spend before seeing any results, advertisers can make small-scale buys, generate feedback and make adjustments in real time. Buying becomes an ongoing process. Kellogg’s used real-time targeting to increase its ROI between five and six times.

This creates enormous opportunities to maximize the ROI on every campaign. Buyers can use feedback to optimize campaigns on the fly – scaling successful ad buys and ceasing unsuccessful ones.

 

Analytical skills and a strong technical knowledge base

Analytical skills are becoming increasingly important in executing successful ad campaigns. Seventy-five percent of CMOs are already using customer analytics to mine data. Acquiring these skills might seem intimidating for some media experts, but it offers huge advantages as advertising technology evolves.

Going forward, successful media buyers will behave more like stock traders. They’ll analyze large sets of data, cross-reference them and run regression models. But they won’t stop there. It’ll be up to them to “translate” those numbers into actionable insights to best optimize ad campaigns.


Default

Latest News & Developments in Business Strategy Practice

 

adults-computer-discussion-1036641

Emphasis the human element of strategy to identify the direction and scope which achieve an advantage in a changing environment through its configuration of resources and competences, has the aim to fulfill stakeholders expectations

“The competitive analysis is a statement of the business strategy and how it relates to the competition.”

The purpose of the competitive analysis is to determine the strengths and weaknesses of the competitors within your market, strategies that will provide you with a distinct advantage, the barriers that can be developed in order to prevent competition from entering your market, and any weaknesses that can be exploited within the product development cycle.

The first step in a competitor analysis is to identify the current and potential competition. As mentioned in the “Market Strategies” chapter, there are essentially two ways you can identify competitors. The first is to look at the market from the customer’s viewpoint and group all your competitors by the degree to which they contend for the buyer’s dollar.

The second method is to group competitors according to their various competitive strategies so you understand what motivates them. Once you have grouped your competitors, you can start to analyze their strategies and identify the areas where they are most vulnerable. This can be done through an examination of your competitors’ weaknesses and strengths.

A competitor’s strengths and weaknesses are usually based on the presence and absence of key assets and skills needed to compete in the market. To determine just what constitutes a key asset or skill within an industry, David A. Aaker in his book, Developing Business Strategies suggests concentrating your efforts in four areas:

1. The reasons behind successful as well as unsuccessful firms

2. Prime customer motivators

3. Major component costs

4. Industry mobility barriers

According to theory, the performance of a company within a market is directly related to the possession of key assets and skills. Therefore, an analysis of strong performers should reveal the causes behind such a successful track record.

This analysis, in conjunction with an examination of unsuccessful companies and the reasons behind their failure, should provide a good idea of just what key assets and skills are needed to be successful within a given industry and market segment. For instance, in the personal-computer operating-system software market, Microsoft reigns supreme with DOS and Windows. It has been able to establish its dominance in this industry because of superior marketing and research as well strategic partnerships with a large majority of the hardware vendors that produce personal computers.

This has allowed DOS and Windows to become the operating environment, maybe not of choice, but of necessity for the majority of personal computers on the market. Microsoft’s primary competitors, Apple and IBM, both have competing operating systems with a great deal of marketing to accompany them; however, both suffer from weaknesses that Microsoft has been able to exploit. Apple’s operating system for its Macintosh line of computers, while superior in many ways to DOS and Windows, is limited to the Macintosh personal computers; therefore, it doesn’t run many of the popular business applications that are readily available to DOS and Windows.

To an extent, IBM’s OS/2 operating system suffers from the same problem. While it will run on all of the personal computers DOS and Windows can run on and even handle Windows applications, the number of programs produced for OS/2 in its native environment is very small. This is the type of detailed analysis you need in analyzing an industry. Through your competitor analysis you will also have to create a marketing strategy that will generate an asset or skill competitors do not have, which will provide you with a distinct and enduring competitive advantage.

Since competitive advantages are developed from key assets and skills, you should sit down and put together a competitive strength grid.

This is a scale that lists all your major competitors or strategic groups based upon their applicable assets and skills and how your own company fits on this scale., strategic management has three major elements: strategic position, strategic choices for the future and strategic in action.

To put together a competitive strength grid, list all the key assets and skills down the left margin of a piece of paper. Along the top, write down two column headers: “weakness” and “strength.” In each asset or skill category, place all the competitors that have weaknesses in that particular category under the weakness column, and all those that have strengths in that specific category in the strength column. After you’ve finished, you’ll be able to determine just where you stand in relation to the other firms competing in your industry.

Once you’ve established the key assets and skills necessary to succeed in this business and have defined your distinct competitive advantage, you need to communicate them in a strategic form that will attract market share as well as defend it.

Competitive strategies usually fall into these five areas:

1.Product

2.Distribution

3.Pricing

4.Promotion

5.Advertising

Many of the factors leading to the formation of a strategy should already have been highlighted in previous sections, specifically in marketing strategies.

Strategies primarily revolve around establishing the point of entry in the product life cycle and an endurable competitive advantage.

As we’ve already discussed, this involves defining the elements that will set your product or service apart from your competitors or strategic groups. You need to establish this competitive advantage clearly so the reader understands not only how you will accomplish your goals, but why your strategy will work.


Default

Latest News for Strategy Business Developments

Community Cloud

iyyt


Technical and fundamental analysis

The efficient market hypothesis suggests that future share prices cannot be predicted by studying past prices and as we have seen, there is extensive evidence to support this view and the right information in collaborating with your partners.

Despite the evidence, investment strategies based on the study of past share prices, or on the analysis of published information such as annual accounts, are common, and the view held by many financial analysts seems to be therefore that capital markets are inefficient.

Technical analysis involves the use of charts (Chartism) and other methods to predict future shares prices and share price trends, clearly implying that a relationship exists between past and future prices. For technical analysis to lead to abnormal returns on a regular basis, capital markets cannot even be weak form efficient.

Fundamental analysis are public information to calculate a fundamental value for a share and then offer investment advice by comparing the fundamental value with the current market price. It is not possible to make abnomal gains from fundamental analysis if capital markets are semi-strong form efficient, since all publicly available information will already be reflected in share prices.

Both technical and fundamental analysis, by seeking abnormal returns, increase the speed with which share prices absorb new information and reach equilibrium, thereby preventing abnomal returns from being achieved.


Default

Latest Financial Topics for Strategy & Business Developments

Exploit Synergies

 
 

adult-brainstorming-business-515169

 

If the mark of an entrepreneur is seeing opportunity where others don’t, then Jan Nytzen and Bjorn Lowenhielm, founders of Universal Cart Systems Inc. in New York City, are entrepreneurs for excellence.

In the seemingly mundane world of food cart manufacturing, the pair developed techniques that dramatically rearranged the economics of the product and provided entree to a multimillion-dollar opportunity. Rather than welded steel, Universal’s carts, which can be used for food service as well as merchandising, rely on modular components made from aluminum extrusions.

“What was made by five workers in five days could now be done by one worker in a few hours,” says Lowenhielm. “[We realized] this was clearly something that had significant potential.”

The funds spent on research and development got Universal into initial production. With several units occupying New Jersey’s Giant Stadium and with what Lowenhielm calls rave reviews from food-service contractor Aramark in Philadelphia, the company is now ready to launch a full-scale rollout of the product.

To do it right, Nytzen and Lowenhielm figure they’ll need an additional $500,000 and eventually as much as $1 million. But with $1 million already invested, the co-founders are looking for “angel” investors with the kind of equity capital that will drive Universal to its next growth level. While they know the money exists, there is less certainty regarding the kind of angel investor they need.

David R. Evanson, a writer and consultant, is a principal of Financial Communications Associates in Ardmore, Pennsylvania. Art Beroff, a principal of Beroff Associates in Howard Beach, New York, helps companies raise capital and go public.

 

Good Chemistry

The importance of the chemistry between entrepreneur and investor cannot be underestimated. Consider that while a banker may completely trust and like an entrepreneur, he or she will not change the lending criteria a single iota because of these feelings. But with angel investors, the situation is quite different: If he or she develops a bond with an entrepreneur, an angel will agree to almost any deal.

Because of this phenomenon, angel investor Rich Bendis, who is also president of Kansas Technology Enterprise Corp. in Topeka, Kansas, says entrepreneurs must understand the basic investor personality types to help them forge the bond so vital to closing the deal. While private investors come in many different shapes, they can be categorized into five types: corporate angels, entrepreneurial angels, enthusiast angels, micromanagement angels and professional angels.

 

1. Corporate angels

Typically, corporate angels are former senior managers of Fortune 1000 corporations who have been outplaced or have taken early retirement. Corporate angels may say they’re looking for investment opportunities, but in reality, they’re looking for a job. This doesn’t mean they won’t invest. Bendis says they typically have about $1 million in cash and may invest as much as $200,000 in a deal, but some kind of position, usually unpaid at first, is part of the deal.

Nytzen and Lowenhielm, who had lengthy careers at Volvo and Electrolux, respectively, before striking out on their own, think a corporate angel might work out. “I understand their thinking because we came out of that mold,” says Nytzen. “My one reservation would be that in start-ups, you have to wear a lot of hats, and people from large corporations with highly specialized skills can’t always do that.”

Lowenhielm concurs. If forced to choose a corporate angel who also wanted a position with the company, he says, “I would choose someone who left a large corporation to pursue other interests, as opposed to a senior person who got downsized out of his or her job.”

Corporate angels typically make just one investment, unless their last one didn’t work out, says Bendis. And with respect to that one investment, they tend to invest everything at once and may get nervous when the hat gets passed their way again.

 

2. Entrepreneurial angels

These are the most prevalent type of angel investors, according to Bendis. Most of them own and operate highly successful businesses. Because these investors have another source of income, and perhaps significant wealth from an initial public offering or partial buyout, they will take bigger risks and invest more capital than other types of angels.

Whereas the corporate angel is looking for a job, entrepreneurial angels are looking for synergy with their current business, a way to diversify their portfolios or, in rarer instances, a way to prepare for life after their current business no longer requires their full attention. As a result, these investors seldom look at businesses outside their area of expertise and will participate in no more than a handful of investments at any one time.”We are talking right now to an investor who owns a fabrication business,” says Lowenhielm.

“Obviously, there are some strong synergies. I like the idea that there is an incentive for each business to strengthen the other.”

According to Bendis, entrepreneurial angels almost always require a seat on the board of directors but hardly ever want any kind of management duties. They typically make fair-sized investments-$200,000 to $500,000–and invest more as the company progresses. However, because of their agenda, when the synergy or the potential they initially perceived disappears, oftentimes so do they.

 

3. Enthusiast angels

While entrepreneurial angels tend to be somewhat calculating, enthusiasts simply like to be involved in deals. Bendis says most enthusiast angels are 65 or older, independently wealthy from success in a business they started, and have abbreviated work schedules. For them, investing is a hobby. They typically want no role in management and rarely seek board representation.

Because enthusiasts spread themselves across many companies, the size of their investments tends to be small–from as little as $10,000 to perhaps a few hundred thousand dollars. “On the plus side,” says Bendis, “enthusiasts tend to have a difficult time saying no and often bring their friends into a deal.”

Nytzen feels that enthusiast angels, affiliated with the company but free from the burden of board representation, would provide an invaluable resource for Universal. “When we created international advisory boards for Volvo, we were able to attract top people because there were no official responsibilities,” Nytzen says. “We received tremendous support and counsel from them. I see enthusiasts as a very interesting source of capital.”

 

4. Micromanagement angels

“Micromanagers are serious investors,” says Bendis. “Some of them are born wealthy, but the vast majority attained wealth through their own efforts.” Unfortunately, this heritage makes them dangerous.

Because they have successfully built a company, micromanagers attempt to impose the same tactics they used with their own companies on the companies they’re investing in. Though they do not seek an active management role, micromanagers usually demand a board seat. If the business is not doing well, they will try to bring in new managers.”The idea of control has a little bit of a bad taste [for us],” says Lowenhielm.

“The investor who wants to know how much we spend on paper clips would be a hindrance. The way I see it, investors who want to control want to restrain.”

“This would be a tough fit for us,” agrees Nytzen. “Right now as a start-up, we [have identified and are confident of] our market and our products. It would be difficult to put someone else in the driver’s seat.”

Bendis says it’s possible to exploit the behavior patterns of micromanagers–but at a cost. “They enjoy having as much control as possible,” Bendis says. “Many will gladly pay for it by putting more capital in the business.” Micromanagers typically invest between $100,000 and $1 million.

 

5. Professional angels

The term “professional” in this context refers to the investor’s occupation, such as doctor, lawyer and, in some rare instances, accountant. Bendis says professional angels like to invest in companies that offer a product or service with which they have some experience: A doctor will look at medical instrumentation companies, a franchise attorney will look at franchise deals, and so on.

These investors don’t typically need to know what’s going on in the business on a daily basis, and they do not micromanage their portfolio companies. In fact, professionals rarely seek board representation. However, Bendis says, they can be unpleasant to deal with and impatient when the going gets tough, and may think a company is in trouble before it actually is.

Bendis says professional angels invest in several companies at one time, and their capital contributions range from $25,000 to $200,000. “They are good for initial investments but are less likely to make follow-up investments,” he says.

Perhaps more than any other investor, professionals operate within loosely defined but clear networks, and they tend to be more comfortable investing alongside their peers. Thus, the first professional investor you find will likely open a pathway to others. Professionals can also offer value when they have-and provide-legal, accounting or financial expertise for which the company would otherwise have to pay hefty fees. Be wary, however, because some professionals want to be hired after they invest.

 

Pairing Up

Of all the different personality types, Nytzen and Lowenhielm agree the best investor for Universal Cart Systems would be an entrepreneurial angel.

“The fact that he or she is already in business and wants to remain there and be a resource for our business seems to create the best atmosphere for success,” says Nytzen.

But the partners are not ruling out the other types of investors. “This is business,” says Lowenhielm.

“If someone brings something valuable to the table that can help us reach our goals faster, then I would consider them a good investor for our business.”


Default

Latest Financial Topics for Strategy & Business Developments

Digital Year

 

books-business-computer-459654

To a better understanding of a strategic decision and implication, here are some characteristics to exhibit:

Complexity is describing the feature of strategy and is particularly so in organisations with wide geographical horizons, such as multinational firms, or wide ranges of products and services.

For example, Yahoo! faces the complexity both of a fast-moving market environment and poorly organised internal businesses. Uncertainty is inherent in strategy, because nobody can be sure about the future.For Yahoo! the internet environment is one of constant and unforeseeable.

 

Operational decisions are linked to strategy.

For example, any attempt to coordinate Yahoo!’s business units more closely will have knock-on effects on web page design and links, carer development and advertiser relationships. This link between overall strategy and operational aspects of the organisation is important for two other reasons. First if the operational aspects of the organisation are not in line with the strategy, than no matter how well-considered the strategy is, it will not succeed. Second, it is at the operational level that real strategic advantage can be achieved. Indeed, competence in particular operational activities might determine which strategic developments might make most sense.

 

Integration is required for effective strategy.

Mangers have to cross functional and operational boundaries to deal with strategic problems. Yahoo! for example needs an integrated approach to powerful advertisers such as Sony and Vodafone from across all its businesses. Relationships and networks outside the organisation are important in strategy, for example with suppliers, distributors and customers. For Yahoo!, advertisers and users are crucial sets of relationships.

 

Change is typically a crucial component of strategy.

Change is often difficult because of the heritage of resources and because of organisational culture. According to Brad Garlinghouse at least, Yahoo! barriers to change seem to include a top management that is afraid of taking hard decisions and a lack of clear accountability amongst lower-level management.


Default

News & Economic Trends

 


 

business-1137397_960_720

Among companies where big data, cloud, mobile, and social technologies are critical parts of the infrastructure, how technologies are, or will soon be? 

Forty-four percent of survey respondents say that mobile is now a critical part of their infrastructure. It’s especially important in some industries—51 percent of the respondents in the utilities and technology sectors indicated that mobile devices and access are critical. Nearly two-thirds (64 percent) of respondents say that “anywhere access” to corporate apps and data is the biggest benefit to using mobile, followed by increased productivity (53 percent). The two are undoubtedly linked, as mobile access to systems optimizes employee time.

A majority of survey respondents indicate that putting mobile functionality in the hands of employees is now a key requirement, and leading companies are also leveraging the growing ubiquity of smartphones to innovate and drive top-line revenue growth. Management of the Detroit Lions professional football team, for example, is always looking for ways to improve the fan experience. In addition to offering wireless Internet access at Ford Field to Verizon customers and launching a digital raffle for charity on game days, the Lions released a free smartphone application that features exclusive in-stadium game day content, including instant replay from several different camera angles for every play, and concession maps. Eventually, the Lions intend to add other features to the smartphone app, including in-seat concession ordering.

 

“Mobile is a gateway to our fan base,”

says Thomas Horrom, vice president of technology for the Detroit Lions.

 

“Without it, we’re not able to get creative or innovative in our engineered touch points.”

Delta Air Lines is another company that is using mobile technologies to innovate. The airline announced it had begun equipping its 19,000 flight attendants with mobile devices, which have increased incremental revenue from in-flight purchases.

Here are some steps you can take to ensure that your clients receive excellent service every step of the way.

  1.  Put your customer service policy in writing. These principles should come from you, but every employee should know what the rules are and be ready to live up to them. This doesn’t have to be elaborate. Something as simple as “the customer is always right” can lay the necessary groundwork, although you may want to get more detailed by saying, for instance,any employee is empowered to grant a 10 percent discount to any dissatisfied customer at any time.”
  2.  Establish support systems that give employees clear instructions for gaining and maintaining service superiority. These systems will help you outservice any competitor by giving more to customers and anticipating problems before they arise.
  3.  Develop a measurement of superb customer service. Don’t forget to reward employees who practice it consistently.
  4. Be certain that your passion for customer service runs rampant throughout your company. Employees should see how good service relates to your profits and to their futures with the company.
  5. Be genuinely committed to providing more customer service excellence than anyone else in your industry. This commitment must be so powerful that every one of your customers can sense it.
  6. Share information with people on the front lines.Meet with your employees regularly to talk about improving service. Solicit ideas from employees-they are the ones who are dealing with customers most often.
  7. Act on the knowledge that what customers value most are attention, dependability, promptness and competence. They love being treated as individuals and being referred to by name.

 

The efficient market hypothesis suggests that future share prices cannot be predicted by studying past prices and as we have seen, there is extensive evidence to support this view and the right information in collaborating with your partners. Despite the evidence, investment strategies based on the study of past share prices, or on the analysis of published information such as annual accounts, are common, and the view held by many financial analysts seems to be therefore that capital markets are inefficient.

Technical analysis involves the use of charts (Chartism) and other methods to predict future shares prices and share price trends, clearly implying that a relationship exists between past and future prices. For technical analysis to lead to abnormal returns on a regular basis, capital markets cannot even be weak form efficient.

Fundamental analysis are public information to calculate a fundamental value for a share and then offer investment advice by comparing the fundamental value with the current market price. It is not possible to make abnomal gains from fundamental analysis if capital markets are semi-strong form efficient, since all publicly available information will already be reflected in share prices.

Bolster the growing consensus among academics, consultants, and other industry experts that simply spending more on emerging technologies isn’t enough to boost business outcomes. Instead, companies that both identify which core business capabilities they need to differentiate and make a commitment to transform these core business capabilities with the right digital technology will greatly outperform competitors who don’t.

For example, a new study by George Westerman, Didier Bonnet, and Andrew McAfee found that firms with a strong vision and mature processes for digital transformation were more profitable on average, had higher revenues, and achieved a bigger market valuation than competitors without a strong vision.  As with any emerging technology, however, there are significant challenges associated with cloud, mobile, social, and big data initiatives.  The survey suggests that the primary risks preventing their wider adoption are data security issues, lack of interoperability with existing IT systems, and lack of control.

However, executives from leading organizations—several of whom were interviewed for this report— are overcoming those hurdles to achieve top-line and customer-facing business benefits. Strategic options involve the options for strategy in terms of both the directions in which strategy might move and the methods by which strategy might be pursued.

For example, an organisation might have to choose between alternative diversification moves, for example entering into new products and markets. As it diversification moves, it has different methods available to it for example, developing a new product itself or acquiring an organisation already active in the area.



Default

Latest News for Strategy Business Developments

Financial Goals

imgds

In the new case of the industries you  should be proactive in helping achieving and creating your goals.

When you’re a start-up with few employees and few customers, it’s easy to stay on top of what customers want and what they’re getting. But as you add more customers and employees, you add links to the customer service chain. That creates the potential for growth and the potential for poor service along the way. That’s why creating a customer service policy and adhering to it is so important. Here are some steps you can take to ensure that your clients receive excellent service every step of the way.

  1. Put your customer service policy in writing. These principles should come from you, but every employee should know what the rules are and be ready to live up to them. This doesn’t have to be elaborate. Something as simple as “the customer is always right” can lay the necessary groundwork, although you may want to get more detailed by saying, for instance, “any employee is empowered to grant a 10 percent discount to any dissatisfied customer at any time.”
  2. Establish support systems that give employees clear instructions for gaining and maintaining service superiority. These systems will help you outservice any competitor by giving more to customers and anticipating problems before they arise.
  3. Develop a measurement of superb customer service. Don’t forget to reward employees who practice it consistently.
  4. Be certain that your passion for customer service runs rampant throughout your company. Employees should see how good service relates to your profits and to their futures with the company.
  5. Be genuinely committed to providing more customer service excellence than anyone else in your industry. This commitment must be so powerful that every one of your customers can sense it.
  6. Share information with people on the front lines.Meet with your employees regularly to talk about improving service. Solicit ideas from employees-they are the ones who are dealing with customers most often.
  7. Act on the knowledge that what customers value most are attention, dependability, promptness and competence. They love being treated as individuals and being referred to by name.

 

It has been about trust and it has been about getting there faster than anybody else,as we are driving innovation and bring ideas from other industries through our success.

 

Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.” 

 Howard Stevenson 

 

This is one of the first definitions of entrepreneurism.It perfectly captures the nature of entrepreneurship and highlights some key qualities that successful entrepreneursshare. Entrepreneurs are confident in their abilities and they are able to recognize opportunities where many others don’t see them.




Default

The Latest Business News  On Strategy Practise

Learning and Flow

 

images (3)


Because flow emerges in the zone in which an activity challenges people to the fullest to their capacities, as their skills increase it takes a heightened challenge to get into flow.

If a task is too simple, it is boring; if too challenging, the result is anxiety, rather than flow.

It can be argued that mastery in a craft or skill is spurred on by the experience of flow that the motivation to get better and better at something, be it playing the violin, dancing, or gene spicing, is at least in part to stay in flow while doing it.

“Flow is an internal state that signifies a kid is engaged in a task that’s right.”

Flow_colour_chart_large


The flow model suggests that achieving mastery of any skill or body of knowledge should ideally happen naturally.

Csikszentmihalyi found that it was those who in their student days had savored the sheer joy, became serious. Whether it be in controlling impulse and putting off gratification, regulating our mood so they facilitate rather than impede thinking, motivating ourselves to persist and try, try again in the face of setbacks, all bespeak the power of emotion to guide effective effort.


Default

Latest News for Strategy Business Developments

The Curmudgeon

Not afraid to offend

WRITER'S DESK

A modern guide to pen, paper and writing

Vermont State Representative Laura Sibilia

Dover, Readsboro, Searsburg, Somerset, Stamford, Wardsboro, Whitingham

Socialist Action

In Solidarity With Workers and the Oppressed Everywhere

Workers BushTelegraph

Workers of all Countries Unite!

juliapalooza.com

Books, bakes and bunnies

Bronwyn Van Dam Studio

Benefits of new technology for Human Resource Management and online security

Ghana Daily News

... Stay Informed!

A lot from Lydia

You can learn a lot from Lydia...(It's a song, not a promise.)

alastairlawrie

lgbti advocate & activist, writing about anti-discrimination, law reform and human rights

Read Writee

Read like a Writer

TOKIDOKI (NOMAD)

a world travel photo blog by Jackie Hadel

Pret A Manger Survivor

Bullied during bereavement in Pret A Manger

dagelijks iets degelijks

een kijk op de wereld van wielrennen, muziek, literatuur, theater, film, erotiek en zoveel meer dingen die het leven aangenamer maken

ECommerce Nest

ECommerce News & Consulting Services in China