PmЖ■бU║Д│ь@K @Ж"Data.app;@O&А   фY   1@ Й.12 7 3Ы@╨╨аааа\cefd\c efd В.╞AУ@iTable1ColA1 KColB1ColA2 2ColB2ColA5 ╚ColB5ColA6 2ColB6ColA8ColB8ColA9 2ColB9 Index1ColA1 BP╫IOS 9000└2Return on `0B└. 1.0 MBA +5 Ps ModelvActivity B-Argenti on0BCG Matrix▄Break EvenwCapacity M▌Cash FlowЧCritical P5Current RaЭDiscounted▐Down SizinsEconomies <Fisher Eff1Five Compe┘ForecastinЫFrederick ╘Gantt Char9Gearing&Generic StЩGods of Ma#Greiners M╙Gross Dome$Hierarchy ;Interest R╫IOS 9000╨Macroecono7Market to Marketing )Marketing rMBAB:Returnn Ne3Sales GeneСStrategic zStrategic !Structure ЯStructuresЪSunk Cost?SWOT Analy'The Winner╓Total QualpTransfer P%Two FactorЬTypes of P,Value ChaixValue Engi╥William Ed"Work Break"Work BreakB`0/Just in Ti*Lewin Forc6Liquid Rat╨Macroecono7Market to Marketing )Marketing rMBA=McKinsey 7ЮMergers an╤MicroeconoТMission St(Ohmae's Fo┌OpportunitАParkinson'qPEST Analy▀PIMS, Prof8Price EarnuProduct Li>Product/MatProfession4Profit Mar╒Programme РProject MayRatio Anal2Return on pTransfer P%Two FactorЬTypes of P╥William Ed"Work BreakiAForecasting tools include:Exponential Smoothing, a relatively simple method that assumes that future will be like the recent past.Regression Analysis, used to measure the relationship between dependent and independent variables.Trend Analysis, (Time Series), plots variables over time, looking for trends, good for anticipating trends rather than specifics.АAPhase 1, Growth by creativity - crisis of leadershipPhase 2, Growth through direction - crisis of autonomyPhase 3, Growth through delegation - crisis of controlPhase 4, Growth through co ordination - crisis of red tapePhase 5, Growth through collaboration - crisis of ????.Phases run from 1 young to 5 old and from 1 small to 5 large in a growth, crisis, growth, crisis pattern.№@ Table1 Name: K Ь   dType: 2 Ь   d.Descripton; ╚ Ь   d&Graphics: 2 Ь   d"Details:    Ь   dAuthor: 2 Ь   d @=╤-APRODUCT: quality, variety, branding, packaging etc.PRICE: basic price, relative price, discounts, credit etc.PROMOTION: advertising, publicity, sales promotion, sales approach (personal direct) etc.PLACE: Commonly called "Distribution", channels, transport, integration (back & forward), coverage.@P КtAA PERT Chart is presented in an activity node diagram format, unlike a Gantt Chart which uses a bar chart format. The Nodes in a PERT Chart represent the activities in a project and contain key information such as activity times and key dates etc. I have found that PERT is more useful at a higher management level with Gantt Charts more use at the coal face so to speak.OACan be used to illustrate all the basic operating systems such as:Manufacture or supply from stock to stock to customer, Manufacture or supply from source to stock to customer, Manufacture or supply from stock direct to customer, Manufacture or suppy from source direct to customer, Transport or service from stock and from customer.)AThe accounting standards of a country or countries involved in a Transfer Pricing chain will be critical to how it is carried out. Strategic issues of many sorts will also define Transfer Pricing practices. Invariably the Tax gatherer will be interested to see that Transfer Pricing is equitible.(AJobbing Production, products and services carried out on an individual basis, typically Civil Engineering projects.Batch Production, products and services produced in standardised units, typically bakery operations.Mass Production, Pretty obvious, typically paper making or cement manufacture.&AThe four key phases of the Product Life Cycle are:Introduction, start up, slow sales, high costs, low/no profits.Growth, product acceptance, improved economies of scale, profit growth.Maturity, leveling off of sales, market saturation, stable profits.Decline, sales fall, profits diminish.\AThis methodology seeks to improve product design rather than process design and is carried out using simple common sense logical format. Key framework headings could be,Function, customer needs.Alternative Designs, what are they?Analyse Alternative Costs, an evaluation process.Resolve and Implement, hopefully the "best" alternative is found.HA  OOOOOO        OOOOOO      JACost Leadership StrategyStriving to be the low cost producer, only viable for the market leader.Differentiation StrategyStriving to be different from competitiors in areas where buyers will pay a premium.Focus StrategyStriving to achieve advantage through cost or differentiation in selected market segments, areas of focus.БBEase of New Entry; Economies of scale, brand & product dfferentiation, capital cost of entry, government & other barriers, technical reqs.The Presence of Substitutes: Switching costs, buyer loyalty, normal evolution.The Power of Suppliers: Relative cost in total purchase, suppliers numbers & concentration, presence of substitute materials.The Power of Buyers:Bargaining leverage, price sensitivity, amount of total purchase, possible backward integration, decision maker incentives, brand identity, buyer volume.Industry Rivalry:Industry growth, exit costs,occurrance of overcapacity, diversity of competitiors, corporate stakes. @БКЖecision making. Understanding where your organisation fits into a wider Value Chain will help develop ideas and straegies. sidered.ЁO╢Ы TSketchЇЇlфИ╙4(фИ №??№  №?<№  ї?№0 ?Ё№├?└  ї?<00 ╧єЁ0?╧  Ў?<<№╧є?<<  ї??<<└<<└  ї?№?< ╧ 0№№╧  ї?№?< ├єЁ0<╧  ї?№?<<№?└ 8 8 8 8 8   Ё   Ё   ■?№  └  №   ■?№  └  №     ■  ■?№  └  №     ■№  ? ■?№∙??№  └  Ё ·№  ?<№    └ ■№  ?  ╧ ■?№∙?<№  └  Ё  № ■<№   ■? ■№ №№  ? ∙ ╧  ?№¤? Ё  └ ■?Ё  № ■?№   ■ ■№ №№  ? ∙?   ?№∙?<<  └  Ё  №  ├    ├ ■№ √?№  ? ∙?   ?№∙?<╞The best know of Parkinson's Laws is "Work expands so as to fill the time available for it's completion", one doesn't have to think to hard to realise this is true you've probably done it yourself..╞┼C. Northcote ParkinsonYAThe key things that must be present are:PerceptionNeed for change must be perceived by key players involved.PotencyThose responsible to make changes must have the power to drive that change.Political WillThe political will to change must be present.PrecisionAction for change must be executed precicely.PlanningChange must be planned.@╥АЮMergers and TakeoversStrategy@┌Opportunity CostFinance:Returnn Nett Assets ( RONA )%Ratiosа!Structure of Operating SystemsOperations 'The Winners CurseStrategy└╙Р:Returnn Nett Assets ( RONA )%RatiosаЯStructures of the Business EnvironmentStrategy 'The Winners CurseStrategy└%Two Factor TheoryPeopleP╘А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└╒А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└╓А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└╫А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└╪А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Valu(╤e ChainStrategy└┘А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└┌А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└█А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└▄А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└▌А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└▐А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└▀А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└А>Product/Market ExpansionMarketingР!Structure of Operating SystemsOperationsа,The Value ChainStrategy└A ) ;L. .               BActivites are compared on the basis of relative market growth and relative market share. Catagories are:Question Marks, have future potential, shoud be watched, nurtured and will require funding.Stars, what Question marks, hopefully, become, don't neccarily provide profits, should become cows.Cash Cows, a powerhouse for business providing ongoing cash flow for ?s and Stars.Dogs, should be stripped and shed, except in special circumstances.For detailed use Market share and market share can be quantified graphically on the matrix.%ACash flow is often confused with profits. A business can, for various reasons have cash flow problems and still be profitiable. Conversely a business can have a good cashflow and be trading at a loss. The point to remember is don't only look at the absolute cash position it can be deceiving. ACPA provides a tool to position activities in a project and to identify their relevance to project completion. Those activities which are critical can be focused on and through their management project timing can be controled. Also know as Critical Path Method, CPM.APurchasing Power Parity is when the difference between the spot and forward exchange rates for countries equals the difference between inflation rates. Is illustrated from time to time by using the Big Mac cost in various countries. Also see Interest Rate Parity.ёBClub cuture, Zeus, a web with circles of power surrounding the core. Autocratic, paternal and quick to make decisions, typically small entrepreneurial with a "boss".Role culture, Apollo, organised in terms of people's roles, job discriptions. Stable and predictable, a bureauracy our classic organisation.Task culture, Athena, works in teams to complete jobs, task completion is the focus. Power is derived from peer perceptions of skill rather than position, typically a commando unit.Existential culture, Dionysus, exists solely to allow the individuals that make up the organisation to pursue their interests. The prefered culture of professionals, your local GP's group practice.If this sounds interesting try Handy's book "Gods of Management".╘ase, possible backward integration, decision maker incentives, brand identity, buyer volume.Industry Rivalry:Industry growth, exit costs,occurrance of overcapacity, diversity of competitiors, corporate stakes.O╚шюSketchЇЇ~БХ ╙F(БХ ¤└Y  ¤Y  № №X  №Ё ?ЁX  √?Ё  └  ■ ■╧D  √№    ■ ■├D  √№       ├E  √№    ■ ў├ └ ?Ё├└@  √№    ■ў? ├├├@  √№    ■ ў? ├├├@  √№    ■ ў? ├├├@  √№    ■ ў? ├├├@  √?Ё  └  ■ ў??╠├├├@  №Ё ?Ё  Є ?? └ ?Ё├@  № №X  ¤Y  ¤└Y ` ` ` ` ` ` ` `   └W ¤  ?  є ¤Ё├ ■?№ √├ ?└?   ?   №&   №  № ¤Ё├ ■?№ √├    ╧   є&   є  ?  ¤Ё├├ √├ ├?   ├   ├&   ╧  ╪Ё╧├ЁЁ╧<№?└├ ├?Ё├?╠№├Ё  є├є├№є├№╧&   ╧  ьЁ├╧├╧Ё0№0├ Ё ?Ёя0Ё0№ Ё├└є├├Ёє├╧Ё╧&   ?  є  ╪Ё├╧├├Ё?<№ ├ ??<<№ 0№0№Ё ЁЁ├є├є├є├є├╧&   №  ╪Ё├╧├<<№?├   ?<<№0№0Ё ЁЁ├є├└є├└╧&  №є  №  ╪Ё ├╧├0<№├ ├? ?<<№Ё0№0№  ЁЁ├є├є є├є ╧&   ╧  шЁ ├╧?ЁЁ0№0├  ?№0Ё├Ёє є├└є└├├є└╧├╧&  ¤? ╧  ╪Ё ├╧?№<№?0├ ?└?Ё├?№├ Ё№ ├├├Ё├Ё├&  ■№ ¤?№Ё ¤╧ ├  є&  ■№є   ■№ ¤? ├  №&  ■є№Y   Z   Z ` ` ` ` ` ` ` `    №U    U `    №T    єT    ╧T   ■?№S    є ¤  ¤  └ ї╧  Ё  Ё  ?№ №╧  №$    ╧ ¤  ∙? └  № ї╧  Ё  Ё  ?№ №├  є$  №Ё  ? ¤  ∙ └  № °Ё  Ё  ?№ №├  ├$    № ╒ ?╠├╧ ├<├ЁЁ№├№└╧├єЁ  Ё Ё<0 0<№<Ё є├?├╧$  ¤ ▐├ ├<├ Ё№ЁєЁ╧ єЁ  Ё  <№<№<№<№ ├╧├╧$  ■ █├ ├├Ё№ЁЁ╧ЁЁ  Ё <№<№<№<№ └├╧ ╧$  №Ё  ? ■ ┌?Ё ├├ЁЁ№Ё Ё╧├єЁ  Ё Ё<№<№<№<№ ├ ├╧ ╧$    ├ ■ ▌?0Ё ├├├ЁЁ№ЁєЁ╧├єЁ  Ё Ё<№<№<№<№ ├╧├╧$    № ы ?╠ 0№ ╧├├0Ё№├єЁ╧├Ё° └0<0 0<°№ ╧├?├╧$    ? ╒  Ё 0№ ├├├├№Ё╧╠ЁЁ └0   └<№ ?Ё<Ё├$    ╧   ?   є  є$    №T    ?U    ╧U    єU    №U   ?V ` ` ` ` `  ■ЁZ  ¤?  ■Ё  ╧H  №Ё№  ■└  ├H  №№№  ■є  ├H  ■№  Ё№╧Ё?Ё├└└ Ёє?     Ё№ ╧╧├├├?├№?     Ў№ ╧Ё├├╧├■@     Ў№╧└├├╧├■ @  ■№  √є╧ ├■╧├■?@  №№№  ё└╧╧├├├├?@  №Ё№  ёЁ Ё?Ё├ └@  ¤?Z  ■ЁZ ` ` ` ` ` ` ` ` ` ` ` ` ` ` ` `   ╧  №=   ?0  ?$    ╧  Ё   ? ■?  ├  є     ?  ?  №   № ¤Ё  ?      №  ?  є ¤└  №  №    №  ╧  ╧ №?└   є  є    ├  є ■?№ √?№ №  ╧  ?    ?  є √  ?Ё  ?    ╧ ¤└   №№  ╧  є  ├  └  №  ╧ ■?№ №?     №  №Ё  ╧  ├  └  є  є  є  є №?Ё№ №№  №  ?  ├  └  №Ё  ╧  ╧  №  ╧ №?№?№ ¤╧ ╧  ├  └  №  ?  №    ¤? є  ?  ├  └ №№  ╧  є      №Ё  ╧  ├  └  ?     ■?№ ■№№  є  ├  └  №Ё  ╧  ╧  №      ╧  ?  № √  ?Ё  Ё №?  є  ?№Ё  ? №№     є  ├  ? √?№ № ¤№ №  ├ №?№?№   №  ├  ╧ №?└   ?  ?  № №?Ё№"  є ¤└  ╧  ? №?    ├   ■?  № ■╧є    №  є   ■?№  є   ?1  є ■?№ ■?№   ╧  №  №  ╧    є  ?  ?  є  U  №  T  ?  ` ` ` ` ¤Ё№ ■?№  № ·?№  ?Ё  № √?№  №  № №?№ ?  ? ¤Ё№  ╧  № √?№     № √?№ ?№ ■?№ №?№    ¤Ё№  ╧  № √?№     № √?№ ?№ ■?№ №?№    и└<└╧└╧ Ё<└Ёє0<Ё  Ё├ ?№< ? ? ?№є? <№ <└№<№ЁЁ  └ ?<№Ё├  ??<└№└ ├?╠ ¤╠3 ¤╧╧├ьЁ№Ёє└├ ?╠№ 0<№<0?0<╦№№0<Ё└Ё ЁЁ№├№├<<№?№0№ 0<№0№0<     0А┤И┘│ОUoKыdГЫVrj°╪zэ*Q╞1ФДKвР/хЪsЭ┬$3Ааю=·Ъ╝В ВD}╛