New PDF release: 101 Ways to Improve Business Performance (101 Ways)

By Donald Waters

ISBN-10: 074942981X

ISBN-13: 9780749429812

Do you want to enhance a space of what you are promoting talents? do you want a short resource of knowledge? every one identify includes one hundred and one ways that to benefit and increase new talents to make you a hit at paintings and at domestic.

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Extra resources for 101 Ways to Improve Business Performance (101 Ways)

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This seems obvious. But managers often ignore this simple truth and try to find quick fixes that don’t involve any effort. The general manager of Asiatic Pine (I’ve changed the name for obvious reasons) adjusted the way the annual overheads were divided between production and customer service. 1 shows the results in thousands of pounds. 1 Annual overheads Production Customer service Before change After change Overheads 50 Overheads 30 Direct costs 120 Direct costs 120 Total 170 Total 150 Overheads 20 Overheads 40 Direct costs 30 Direct costs 30 Total 50 Total 70 The company made no changes at all to its operations or actual costs, but it seems to get the double benefits of reducing production costs and increasing customer service.

Executives concentrate on strategic 38 LOOK AFTER YOUR MOST VALUABLE ASSET decisions that need a broad overview of the business, supervisors look at operational decisions that need a detailed knowledge of the process and so on. Unfortunately, it is often hard to admit that other people are in a better position to make decisions, and will get better results than we can. But you must delegate decisions to the people who can get the best results – and this usually means that you delegate to the lowest possible level.

But remember that financial statements are indicators and not ends in themselves. Robert Heller said, ‘Businesses and managers don’t earn profits, they earn money. Profit is an abstraction from the true, underlying movement of cash in and cash out’ (1982). To improve your financial position you don’t juggle figures in the accounts until they look better, but you improve the operations. In 1998 North-Pemberton improved its utilization of a packing machine from 73 per cent to 89 per cent. This gave a healthy 30 THINK STRATEGICALLY improvement in their finances, but the most important point was that they had better control over their operations.

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101 Ways to Improve Business Performance (101 Ways) by Donald Waters


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