Driving for Business Power Excellence

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Business Power Excellence

Business Power Excellence is written for supporting face-to-face communications during management seminars for primarily top management teams and board members.  It is based on three years of research and 25 years of working experience in high tech companies.

The first objective of this book is to explain the three fundamental market changes and the management challenges and strategies to meet them.  The objective, however, is not to present non-existent universal solutions, as all enterprises are different.

This book is written in a type of management roadmap format and I have tried to focus on the essentials rather than to explain all the details, which anyway must be studied and explained further by high-level experts.  The objective is rather to find some kind of common ground for developing a successful enterprise, which can be understood by the entire top management team.

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The Triple Shock Challenge

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THE  TRIPLE  SHOCK  CHALLENGE

STARTING  POINTS

DRIVING FOR BUSINESS POWER EXCELLENCE IS BASICALLY A BOOK ABOUT HOW TO RESPOND TO THE TRIPLE SHOCK AND HOW TO CREATE SUCCESSFUL ENTERPRISES IN TODAY’S HIGHLY COMPETITIVE AND FAST MOVING MARKETS.

THERE ARE SURELY NO UNIVERSAL SOLUTIONS IN THIS INFINITELY COMPLEX WORLD, BUT WE CAN USE A VISION AND STRATEGY.  THAT IS WHAT I CALL THE BRAND AND CUSTOMER COMPANY TO CREATE A WINNING SOLUTION WITH HIGHER PROFITS FOR YOUR ENTERPRISE.

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Facing the Triple Shock Challenge

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Facing the Triple Shock Challenge

Business Power Excellence is basically a book about how to respond to what I call the triple shock with new/old management paradigms and how to create a successful enterprise in today’s competitive and fast moving markets.

There is no universal solution for all companies but I think we can use a type of vision of the modern enterprise and a management strategy to tailor a winning solution with higher profits for your enterprise. I call this vision and strategy the Brand & Customer company.

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Dynamic Asset Management

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DYNAMIC  ASSET  MANAGEMENT

STARTING  POINTS

TRADITIONAL FINANCE MANAGEMENT AND ACCOUNTING FAILS TO CAPTURE THE TRUE VALUE OF DOMINATING ACTION TANGIBLE BRAND AND CUSTOMER ASSETS, WHICH IN FACT IS A NEW ASSET CLASS.

DYNAMIC FINANCE MANAGEMENT IS BASED ON THE MANAGEMENT OF ENTERPRISE INTERLINKED BUSINESS PROCESSES:  BUSINESS POWER CHAIN MANAGEMENT.

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Rising to Business and Profit Forward Dynamic Asset Management Challenge

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Business and Profit Forward Dynamic Asset Management Challenge

An enterprise is a financial management structure on top of an operational activity.  Basic corporate management strategy is to focus on the management of all major assets.  This now also includes intangible Brand & Customer assets, which in fact are the business pipeline and the very basis for a profitable and tangible business relationship.  The money, which is used to create tangible assets, comes mainly from customers.

Traditional static financial management and accounting uses a series of static pictures to capture flows such as payments and cost of production.  This works well when managing tangible assets.  Traditional accounting, however, fails to capture the true value of the intangible or as I call them action tangible Brand & Customer assets, which requires a true dynamic asset management approach.  Managing business dynamics is all about finding the business action keys to the assets, which makes them tangible, and this is the new dynamic asset management challenge.

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Dynamic Profit Forward Management

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Dynamic Profit Forward Management

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Business and Profit Center Management

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Business and Profit Center Management

The main objectives and advantages of dynamic profit center management in comparison to traditional profit center management are:

1) Business and profit forward management not only analyzes and manages present but also future profits through the business pipeline perspective (Brand & Customer assets).  Brand & Customer assets correspond to future profits, which evidently cannot be estimated without effective profit center management, which incorporates business and market dynamics.

2) Joint return on action and investment management through the wider return on action (ROA) perspective, which also covers the impact of actions on action tangible assets in the business pipeline.  This is explained further in the “New Dynamic Asset Management World” chapter.

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Business Power is All about Winning Business

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Business Power is all about Winning Business

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New Business Power Management

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Business Power Management

Business is all about Winning and to Win we need Business Power.

Enterprise business power corresponds to its total capability to win (to make business and profits happen).  The over-all objective of business power management is to build and manage both 1) the more or less intangible Brand & Customer assets and 2) traditional tangible assets.  I will explain this further in the “New Asset Management World” chapter.  Operational business power management is a type of trans-enterprise business power chain management.

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Business Operations Management Structure

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Business Operations Management Structure

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Manage Brand & Customer Assets

Manage Brand and Customer Assets“Dynamic-Tangible Brand-&-Customer Assets” are the major corporate assets, which require “Dynamic Profit Center Management” to cover both static and dynamic business models. Dynamic-Tangible market assets have direct impact on Profit-&-Loss Statements, which should be managed effectively.

Manage Corporate Power Chain

Bottom Promotion“Corp. Business Power Chain” bridges Static-Tangible and Dynamic-Tangible assets and is the kernel motor for creating cash flow and tangible business results. All departments and personnel are “Business Power Chain Contributors” and part of Corp. Performance Management, as explained in “Dynamic Balance Sheet and Profit-&-Loss Statements”.

Manage Business Timing and Change

Manage Business Timing and Change“Business Power Market Timing” and Corp. Change Management are critical in fast moving and ultra competitive global markets, which require “Dynamic Business-&-Profit Forward Management” with high management horizons in order to follow high market/business paces and secure future business.