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ForccASTING AND REVIEW PROCESS IDENTIFY CASH PROBLEN BEFORE CASH CRISIS CASH FORCASTING AND REVIEW PROCESS

....what u have forcSTED IS IT WHAT THE ACUTLA SITUATION SI ,HOW MUCH VARIANCE IS AND HOW TO RESPOND TO IT. LACK OF FORCASTING IN SME 4 REASONS LACK OF TRAING AND EXPERICEN IN UNDESTNAFD ITS IMPORT ORGA HAS SAMM MANGENT AND EMPLOYEES RELYANCE ON SENIOR MANGEMNT EXERIENCE FOR FORMAL FS AND RVIEW SIMPLE CONTROLS ADVANTAGE OD CASH FS MONITOR CASH POSOTION ,REVIEW PROCESS ,PROITIZE FUTURE INVESTMENT. DOCUMNETATION HELPS WHEN SENOIR MANGEMNT TURNOVER OCCURE ..IT HLEP
HOW TO FS ANNUAL FINANCIAL FORCAST ...DEVELOP BY CFO WITH DEP MANAGER.INCLUDE MONTHLY SORUCES SUCH AS INCOME ,BALCE SHEET ET.... APPORVED BY SENIOR MANGEMNT AND BOARD OF DIRECTOR AND ALL ADINF INSTITIUE. WEEKLY ARE GENRATE BY CNTROLER AND DISTRUBTED TO DIVIODN HEADS SEMI MONTHKY BASES GNERATED BY CFO AND REVIEWED WITH WHOLE MANAGMENT TEAM IN STAFF MEETIN STAFF MEETING IMPOR OF CASH..DISCUSS VARIANCE..NEW CAS REQUIREMNT ..INVESTEMNT ...AND HOW TO PIUORTIZE FUTURE CASH NEEDS.\ DIFF IN LARGE N SMALL

html#ixzz1qETvtR1U .com/definition/consolidatedindustry.DIVISION N DEP HEAD.. Consolidated industry markets often have relatively high barriers to entry. and therefore the health of their business fielding questions This is an important part of a presentation which allows for a constructive dialogue to develop between the speaker and the audience. This is an important part of a presentation which allows for a constructive dialogue to develop between the speaker and the audience. Alienating customer If you alienate someone..THEY WORK CLOSEER TOGATHER Organisation structure From notes Definition of 'Accounts Receivable Aging' A periodic report that categorizes a company's accounts receivable according to the length of time an invoice has been outstanding. Accounts receivable aging is a critical management tool as well as an analytic tool that helps determine the financial health of a company's customers. credit reference is simply a company with whom you have done business. well established brands and high profit margin Read more: http://www.AUTOMATED COM BASED DICISIIN MADE BY CORPORATVE EXECUTIEN BUT IN MSALL SENIOR MANGMENT . you make them become unfriendly or unsympathetic towards you. A lender will check how you have paid this company to see if you are credit worthy.businessdictionary. commercial structure where a relatively low number of companies control a rather large market share of the overall output or sales for a particular product or product type. differentiated products..

and skills that enable a person (or an organization) to act effectively in a job or situation. And partly because there are few pragmatic methods to help managers. services and objectives with existing markets. Because each level of responsibility has its own requirements. Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety of situations.html#ixzz 1qEheTvyV TESTING COMP SUPERTIR TO WHAT EXTEND THE RWESOURCE CONTRIBUTE TOWRADS DIIFERNIT THE OCMAPNY FROM COMPETIOE Resource and Competence-based Strategy Practically all firms base their business objectives on satisfying their customers’ needs.com/definition/competence. an aspect many firms neglect. "out there" than to talk about strengths and weaknesses which are "in here.it is to do with the resources each company has . It satisfies the Opportunities and Threats half of a SWOT (Strenghts. Why? Partly because it is much easier to analyse markets that are. Read more: http://www. competence can occur in any period of a person's life or at any stage of his or her career. Weaknesses. For example.businessdictionary. see reference 3. Opportunities. round this table and just outside that door". knowledge. and Threats) analysis. Why is that? Is it because of the market? No . so to speak. This is a valuable approach for aligning products.on consignment With the provision that payment is expected only on completed sales and that unsold items may be returned to the one consigning: RESOURCE BASED VIEW A cluster of related abilities. Resource and competence-based strategy making provides real insight into your firm’s Strengths and Weaknesses. However the achievement of any of your business objectives is dependent on your strengths and weaknesses. all firms in a market may wish to reduce their new product lead-times but one will do so more quickly and reliably than others. in you. commitments.

the important differences between each firm and its competitors. Skills – The process is only as good as the people driving it. Resource-based strategy is the one approach that concentrates on the individuality of each firm.     References Process – Managers in demand generation activities do not respond very well to the step-by-step rigid process definitions that are more appropriate to other parts of the organization. You are trying to build a more sustainable competitive advantage. According to this approach every firm. Knowledge and experience – While experience is a function of time. Being aware of and then improving and protecting these unique resources and managing them more effectively will reinforce your strengths and ameliorate your weaknesses and thereby improve your competitive position. channel focus. managed by metrics and learnt through success models that clearly illustrate stories of what worked and did not. data foundation and creativity. centers of excellence and other such enablers. They respond best to the combination of a framework organized by decision gates. Good demand generation case studies typically demonstrate superior application in all of these components. knowledge. including yours. And it is on the peculiarities that make your firm unique that sustainable competitive advantages can be based. is unique. it can be fast tracked by some form of shared learning on case studies.or can access (cash.) and the effectiveness of the management of those resources towards reducing lead-time. for example:          By acquisition or divestment Entering joint ventures or other partnership arrangements Considering Make versus Buy alternatives Entering new markets Taking on new technologies Disaster is at hand. values. scalable and current. You need fresh perspectives on how to improve your business. Some companies also use a carefully managed mentorship program that better leverages the knowledge and experience of its people. equipment. In driving demand generation decisions there are four key components that are important – consumer focus. You wish to take account of your resources in plans to achieve your objectives. Supporting Infrastructure – The role of the supporting infrastructure is to make the demand generation capability efficient. This can be achieved through technology. reward systems etc. . Resource and competence-based approaches are particularly valuable when: You are considering changing the boundaries of your business.

you may have already considered such factors as speed and consistency. Read more: http://www. but also in emerging industries (e. the restaurant may tell you to expect the finished pizza in 45 minutes to an hour. software applications) The test of appropriability .g. the cooking time.investopedia. It is also important to account for the significant collaborative and creative nature of demand generation activities and create capabilities that inspire change rather than enforcing it. steel industry. The selected restaurant must first receive your custom order. computer business. let's order a pizza. lead time minimization is normally preferred. In business. technological know-how) Schumpeterian process of "creative destruction": Huge pressures on companies in traditional industries (e.asp#ixzz1qEkwihGV For a real world example of lead time in action. Once you've placed your order.. When you as the hungry customer decide on a preferred local pizza restaurant.. The amount of time that elapses between when a process starts and when it is completed. This would be consideredlead time.g. as companies want to reduce the amount of time it takes to deliver products to the market. The restaurant bases this time on several factors: the time it takes to prepare the pizza. the availability of delivery drivers and the distance to your home. it is advisable to consider all aspects of the capability and to develop a programmatic approach that incorporates all aspects of the capability.g.When you set out to build a better demand generation capability in the areas of say innovation or insights or branding. based on their pre-stocked ingredients..com/terms/l/leadtime. supply chain management and project management. Lead time is examined closely in manufacturing. textile industry). many industries show a fast depreciation of the value of resources or capabilities(e. The test of imitability    Is the resource or capability hard to copy? Inimitability is at the heart of value creation because it limits competition Inimitability also enhances the likelihood of achieving a sustainable competitive advantage The test of durability     How quickly does a resource or capability depreciate ? Crucial for determining sustainability of rents Today.

   Who captures the value that the resource or capability creates? Even if you "own" the resource or capability. profits from it are often subject to bargaining Compare this to game theoretic concept of value appropriation The test of substitutability    Can a unique resource or capability be trumped by another resource or capability ? Compare to Porter's Five Forces framework : Talks about products. here think in terms of R&C RBV pushes critical question down a level to factors that underpin a company's competitive ability The test of competitive superiority     Whose resource or capability is really better? Assess your strategic assets relative to your competitors Do not consider analysis of core competencies just a "feel good" exercise Disaggregate unique skills in order to truly identify distinctive resources Strategic implications of resource and capabilities-based competition     Maintain-and build valuable resources and capabilities Continually upgrade number and quality of resources and capabilities Never stop reassessing the scope of your business Rigorously apply market tests to your strategic assets .