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.

The new management expressions, which are more or less self-explanatory and/or scientifically defined, should obviously only be used within common sense limits.  The business management world, however, is full of abbreviations and new expressions such as Supply Chain Management (SCM) and both the Business Power Chain Management (BPCM) and Market Chain Management (MCM) expressions are based on similar concepts.  They are far from perfect.

The time has come for implementing a package of fundamental changes, that is, the “Brand & Customer Company”.  Cross science learning can help to avoid some mistakes.  This is explained in the “Learning from the Army” chapter.  But military experts, who understand future battle space concepts, which combine real-time interactive information management with the latest IT and communication technologies, can surely teach us a lot more.

We can also learn from world-class sports, as explained in the “Three Major Challenges” chapter.  In addition, quantum physics and quantum dynamic asset management have a lot in common and we can surely also learn from natural sciences as well as many other areas.

Top management teams are now flooded by information about new management strategies and IT platforms.  The choice is bewildering.  They are, however, primarily trying to answer three main questions that are, How can we:

1) Make more business and profits with the new strategies/systems?
2) Redesign the enterprise to meet new market and management challenges?
3) Manage change processes like training of personnel and integration of new management/IT systems?

This book is only the starting point for answering these three key questions and a support for finding the way forward to success and survival in today’s global and fast moving markets.

With best regards
Tomas-B. Nathhorst.
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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.