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<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" > <channel> <title>tnrsams.info</title> <atom:link href="http://tnrsams.info/feed" rel="self" type="application/rss+xml" /> <link>https://tnrsams.info</link> <description></description> <lastBuildDate>Fri, 11 Aug 2023 03:06:20 +0000</lastBuildDate> <language>en</language> <sy:updatePeriod>hourly</sy:updatePeriod> <sy:updateFrequency>1</sy:updateFrequency> <generator>http://wordpress.org/?v=3.1.3</generator> <item> <title>Transition to Critical Chain Multi-Project Management</title> <link>https://tnrsams.info/transition-to-critical-chain-multi-project-management,html</link> <comments>https://tnrsams.info/transition-to-critical-chain-multi-project-management,html#comments</comments> <pubDate>Tue, 04 Apr 2023 13:06:54 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[supply chain]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=63</guid> <description><![CDATA[Transition to Critical Chain Multi-Project Management for Long Duration ProjectsWhat to Do Until Buffer Management Kicks InAbstractThe transition from traditional project management to Critical Chain Project Management (CCPM) in a multi-project environment presents a formidable problem with projects of long duration. A simple method is presented for that transition and provides the metrics necessary to [...]]]></description> <content:encoded><![CDATA[<p> Transition to Critical Chain Multi-Project Management for Long Duration ProjectsWhat to Do Until Buffer Management Kicks InAbstractThe transition from traditional project management to Critical Chain Project Management (CCPM) in a multi-project environment presents a formidable problem with projects of long duration. A simple method is presented for that transition and provides the metrics necessary to directly encourage and cement the behaviors needed for Critical Chain Multi-Project Management. This paper assumes the reader is familiar with CCPM.The Multi-Project ImplementationThis paper focuses on the period of time from planning the first Critical Chain (CC) project, the cut-over project, to completion of the last traditionally managed project. This can be a long period of time before the company has fully implemented Critical Chain Project Management. Theory of Constraints (TOC) practitioners involved in Critical Chain Mulit-Project Management (CCMPM), often find this transition to be the toughest part of an implementation.The Implementation ConflictIn order to successfully implement Critical Chain Multi-Project Management, we must obtain support for it. Everyone expects that CCPM will be another flavor-of-the-month implementation that fades away if properly ignored. To obtain that support, we must start with one project to prove that CCPM works. And to be successful, we must change the whole project system to CCMPM. Because Critical Chain requires Buffer Management and traditional projects can’t use it, we must implement CC on all projects at the same time.Implement One Critical Chain Project FirstEven though we know it works, we must prove that it works “here!” A common solution is to use a pilot (trial) project as a way to demonstrate CCPM and get the bugs out of the existing system. One project at a time is much simpler to implement than many. The pilot project should not be thought of as a trial. It’s really the first Critical Chain (CC) project, the cut-over project. Every new project following it will also be a CC project.Typically, for a transition, the cut-over project is planned while the work-in-process is ignored. But in a multi-project management environment, that means that some or many shared resources will be fought over by the CC and non-CC projects. The resources are usually expected to multitask and have several projects in work at one time. Multitasking is a huge factor in projects being slow. How can scarce resources be assigned where they are most needed, if the statuses of these projects are measured differently?The common approach to adding a new project to the pipeline of projects is to commit to a date and put it in the system. With little understanding of the amount of work in the system and the system’s capacity, work is pushed in with the expectation that it will get done.With a system full of work-in-process projects, it will take a long time to complete this first CC project. Continued multitasking between projects will assure it. The reality is that people are asked to not multitask on the CC project while they are multitasking on the others. The non-CC projects will delay the faster, CC project. It will be difficult to determine and measure the Critical Chain project’s success compared to the others. Some people will believe it gets special attention and will demand to share its resources.The more difficult problem is the lack of Critical Chain buffer management. Lacking CC project buffers, traditional projects can’t use buffer management. Priorities among the projects may be determined by perceived urgency as expressed by the project managers. Implementing the first Critical Chain project has not always been easy.Big Bang ApproachThe whole project system can be changed in one massive replan of all projects. It may make a lot of sense since we know we won’t be done until all the projects are CC projects. All projects are measured the same way and they quickly get up to speed. Or do they? How does the whole system get changed? All of the projects must be re-planned and changed to CCPM by shortening the duration of many, many tasks of many projects.In a small system, the big bang approach is a real option. In a large system, it is definitely much more challenging and probably not possible. To change all the projects to be Critical Chain projects requires re-planning while they are in progress. The same people that are working the projects are need to do the replan. It’s likely to be chaotic and it won’t happen overnight. Re-planning will delay the implementation, delay current projects and may jeopardize an initial (or any) success. Just the opposite of what was intended.Delay Until the System is ReadyDo not insert the cut-over project until the resources can focus on it. Prioritize the projects. Since any prioritization is effective in increasing the speed of a system, use the commitment dates as priorities to help determine what to focus attention on. Propose a drum resource and plan the release of the cut-over project to be synchronized with this drum. That sets up the next issue. How do resources (and management) know what to work on next? We need buffer management. We still can’t have it.Unfortunately, it is not possible to start with a clean slate, no projects. We must deal with the work as it is in the system. It looks like we have to wait to use buffer management until after all projects in the system are CC projects. We still have an implementation conflict.A New ApproachCreate a method of comparing a Critical Chain project’s status with a traditionally managed project’s status, while promoting better behaviors.(1) Prioritizing the work allows us to recognize that some work may be low enough priority to be delayed or canceled. Use buffer management on the first CC project, and create a kind of virtual buffer for the other projects. Then use virtual buffer management on all of those projects without re-planning them.(2) Collect status for all projects as “How long until you are done with your task?” If percent complete is provided, accept it and restate it back as, “Does that mean you have 5 days of work remaining and you expect to be finished by next Wednesday?” Also ask, “Is there anything else you are working on?” Be consistent and persistent in asking for work remaining. Don’t argue about it. Accept whatever they give you. Reality will show up eventually.(3) For each main chain of tasks (the Critical Path) and each feeding chain, compare the planned (base) finish with the current expected finish. The status (days ahead or behind) relative to the plan indicates how it is doing. This same calculation is done for Critical Chain’s buffer management and is called buffer incursion (in days).(4) This information is used to manage the existing projects with their current due dates, without adding buffers to them, to create an unbuffered management report. The process is to prepare the existing projects by inserting a milestone at the end of the project, and between each feeding chain and the critical path. The milestone, being the last task in the chain, indicates the planned finish of the chain. As status is added, the expected finish of the current task pushes all successors to the future or pulls them earlier. Do NOT recalculate the critical path unless it makes a significant difference to the flow.(5) Compare the current expected finish date with the base milestone (planned) finish date. This becomes an unbuffered incursion and can be reported and/or plotted for each chain of the project. Unbuffered Management can be used for all the projects, including the Critical Chain project. This provides a way to compare the health of all of the projects and a gives a basis for assigning scarce resources. The Critical Chain project would also have a Critical Chain Fever Chart and Buffer Report.Unbuffered ManagementCreate a chart with % Complete on the X-axis and Days Ahead/Behind on the vertical axis. The chart will have characteristics like a fever chart. Place a zero line horizontally (exactly on schedule), and plot days behind above and days ahead below the line. Like the fever chart, it is a visual indicator that the projects are gaining or losing ground. The chart indicates how each the project is doing and its likelihood of completing on time. It has a virtual buffer. The buffer is really not there, but its usefulness is.Traditionally managed projects typically have significant safety in each task in a futile effort to get every task completed on time. Most project managers either believe they have little or no safety in their projects or they believe that their safety is a minimal requirement to maintaining their schedule. They have substantial experience to prove it. They know that time and Murphy are very fickle. By using unbuffered projects, they keep their original task estimates and project due date. By adjusting behaviors toward Critical Chain requirements, task safety is much less needed and will accumulate at the end of the project. All projects are likely to go faster than they were. Project Managers see real results on their existing projects and look like heroes.ConclusionCritical Chain Buffer Management provides focus for management attention to significantly improve project performance. Since it is extremely difficult to transition from a traditional project management system to CCMPM, a transition methodology providing tools similar to Critical Chain Buffer Management is a significant bridge for that gap. With prioritization and unbuffered management, attention is focused where needed. Then good behaviors and a Road Runner ethic are developed, with the focus on completing as soon as possible, rather than on meeting the due dates. All of the work takes advantage of unbuffered management and the whole system flows faster during the transition.This methodology is only for the transition to Critical Chain Multi-Project Management. It is not to eliminate buffers. It puts all of the projects on a level playing field until the transition is complete.What to do until Buffer Management kicks in? Be doing Unbuffered Management!Copyright Skip Reedy, 2002, 2011Reprint allowed with credit </p><div class="mads-block"></div>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/transition-to-critical-chain-multi-project-management,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Emerging Technologies in Supply Chain Management</title> <link>https://tnrsams.info/emerging-technologies-in-supply-chain-management,html</link> <comments>https://tnrsams.info/emerging-technologies-in-supply-chain-management,html#comments</comments> <pubDate>Tue, 04 Apr 2023 09:15:54 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[supply chain]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=61</guid> <description><![CDATA[The Internet has an enormous impact on how people communicate, shop, and work. This technology has also created changes in how companies conduct business in the 21st century. One of the areas of business that is likely to see tremendous change in the coming years is supply-chain management. By harnessing the power of the Internet, [...]]]></description> <content:encoded><![CDATA[<p> The Internet has an enormous impact on how people communicate, shop, and work. This technology has also created changes in how companies conduct business in the 21st century. One of the areas of business that is likely to see tremendous change in the coming years is supply-chain management. By harnessing the power of the Internet, supply-chain management will continue to evolve in ways that will enable enterprises to change the way they manage inventory, place orders with suppliers, and communicate critical information with each other.While some of these technologies have existed for years, or decades in the case of radio frequency identification tags, the harnessing of the Internet to these technologies offers the potential for transforming supply-chain management. Improved supply-chain management also means improved inventory control and increased profits.In 2001, Nike missed its revenue target by a significant dollar amount. The shortfall was explained in part by a failed supply-chain automation project. “Some estimate that new technologies could strip out more than $30 billion in excess inventories” (Fonstad). The term e-business – as distinct from e-commerce – can be used to describe the adoption of the Internet to accelerate the goal of supply-chain integration (Lee) Four emerging technologies and practices in e-business will have a dramatic impact on supply-chain management.o Virtual marketplaceso Radio frequency identification tags (RFID)o Synchronized planningo Supplier performance managementVIRTUAL MARKET PLACESMetalJunction is the virtual marketplace owned by two of India’s largest steel producers. Tata Steel and Sail Steel traded more than 5,000 tons of steel in March 2002. By March 2003, tonnage had increased to 43,000 tons per month (Mills).What is a virtual marketplace and what are its applications to industry? Virtual marketplaces have many names such as e-markets, net market places, and electronic markets. These markets all have common characteristics.o Reliance on the Interneto Buyers and Sellers come together without an intermediaryo Neutrality (all buyers and sellers are treated the same)o Information is provided about sellers and productsIn its most fundamental form, a virtual market place brings together buyers and sellers through the internet. At its highest level, a virtual market place gives a purchaser and supplier the opportunity to re-engineer the sales administration process, improve forecasting and scheduling, renew its go-to-market approach, shorten its order-to-cash cycle, and enhance customer service (Steel24-7). Ideally, virtual market places are centered on a particular industry. Some prominent examples are steel, agricultural products, and automotive parts. In addition to providing information on vendors and general information about its products, a virtual market may also offer product specifications, side-by-side comparisons, technical papers, and market analysis.Many challenges exist in setting up an e-marketplace. Primary among these are identifying the tools necessary to use the market, providing a secure environment, pricing, payment, and fulfillment. For an orderly marketplace, Internet protocols must be selected. The cost of the technology to access and engage in the market must not be prohibitive. Security and privacy must be adequate to ensure confidential transactions. Authentication and authorization of users from many organizations must be possible. Private communication must be assured.Pricing policies may be set or bartered. A common example of bartering, or auctioning, is E-Bay for consumer products. Payment procedures can be predetermined or arranged between the buyer and the seller. Finally, fulfillment of orders must be insured. As in the case of traditional marketplaces, failure to deliver in a timely manner will result in firms losing market power and ultimately may lead to failure (McKnight).A final issue of concern in virtual markets is jurisdiction and governing law. Virtual markets place its members in the global trading community. Since e-markets are a recent phenomenon, defining the legal system responsible for settling disputes is an evolving process. Current legal reasoning places jurisdiction in the locality of the market. In a virtual market, however, one must ask where the market actually exists. While the FTC has attempted to exert control over on-line transactions, a definitive ruling on the jurisdiction for international e-market places has not yet been made.RADIO FREQUENCY IDENTIFICATION TAGSIn November 2003, Wal-Mart gathered together its 120 top suppliers to announce it would require radio frequency identification tags (RFID) on shipping pallets and cases of merchandise. Wal-Mart set a deadline of January 2005 for its top 100 suppliers. The remaining suppliers will had until the start of 2006 to meet the requirement (Sliwa).A basic RFID system has three components.o Antennao Transceivero Transponder (tag)The antenna activates the tag, reads, and writes data to it. When an RFID tag moves past a reader, its information is transmitted to a host computer for processing. Most common RFID systems are passive and contain their own power source, have a short transmitting range, operate at a low frequency, and have a low cost. While RFID has existed since the 1960′s recent technological changes have reduced the cost and allowed the technology to be used in more applications.A common everyday use of RFID is the automatic reading of prepaid passes on toll roads. The advantages of RFID are many fold. For example, RFID is extremely fast, non-contact, does not require line of site, and can operate in a variety of weather conditions. In the case mentioned above, the benefits of RFID will go to Wal-Mart, while the costs are the responsibility of the suppliers. Kara Romanov, an analyst with AMR Research, Inc., estimates the start-up costs for a supplier who ships 50 million containers per year will run between $13 million and $23 million. These costs include RFID tags and associated hardware and software (Sliwa).SamSys Technologies of Richmond Hills, ON and ThingMagic, LLC of Cambridge, MA are two leaders in the application of RFID to supply-chain management. Sam-Sys is dedicated to an open system environment that will not limit RFID to a single protocol or range of frequencies. This philosophy is based on the premise of many vendors and readers that will work seamlessly together (SamSys).ThingMagic was founded in 2000 by five MIT graduates. It has developed low cost RFID systems. Presently, ThingMagic is developing and marketing protocol agile RFID tag readers (ThingMagic). In addition to Wal-Mart, the Department of Defense (DOD) is a key player in RFID development and deployment. The Department of Defense has issued a new policy, which requires all suppliers embed passive RFID chips in each individual product if possible, or otherwise at the level of cases or pallets by January 2005. In February 2004, the DOD hosted a summit for its suppliers to discuss its RFID plans (Broersma). To quote Colin Cobain the Chief Technology Officer of Tesco Stores: “The question is not will RFID change the way you do business. The question is will you be ready” (ThingMagic).SYNCHRONIZED PLANNING ACROSS THE SUPPLY-CHAIN”Synchronized planning, in the form of collaborative forecasting and replenishment, coordinated production, inventory and capacity plans, information integration, and direct linkages of ERP systems, is one of the most exciting developments in supply chain management in many industries” (Synchronous). Synchronized Planning involves key steps (Lee).o Information integrationo Planning synchronizationo Workflow coordinationo New business modelsFirst, information integration requires information sharing and transparency. It is the sharing of information among the members of the supply chain. Information exchanged may include inventory levels, production schedules, and shipment schedules. The benefits include better job scheduling and a reduction of the bullwhip effect. “The effect indicates a lack of synchronization among supply chain members. Even a slight change in consumer sales ripples backward in the form of magnified oscillations upstream, resembling the result of a flick of a bullwhip handle” (Chase 335).Planning synchronization defines what is to be done with the information that is shared. This can include collaborative planning and joint design. The benefits are lower cost and improved service.If planning synchronization is the “what” is to be done with shared information, workflow coordination is the “how” it is done. Operations that can be coordinated include procurement, engineering and design changes, and production planning. Benefits include early time to market, improved service, and gains in efficiency. Synchronized planning can lead to new business models. Not only can these new business models redefine workflow, they can lead to changes in responsibility for different parts of the supply-chain. A redefined supply-chain can jointly create new products and lead to expansion into new markets (Lee).Synchronized planning, however, cannot be accomplished without a tight linkage of all companies in the supply chain. Channels of communication must be well defined and the performance of each member in the chain must be monitored. The integrated supply-chain must hold members responsible for their part in the process. As product life cycles grow shorter and shorter, efficient synchronization of the supply-chain grows in importance. To ensure that the supply-chain is driven by consumer demand, and to decrease the bullwhip effect, synchronized planning is critical (Lee).SUPPLIER PERFORMANCE MANAGEMENTAs the supply-chains of different organizations become tightly intertwined, it becomes necessary to measure the performance of each member of the chain. Former Federal Reserve Chairman Alan Greenspan testified before Congress in February 2001 that businesses were unable to anticipate the economic slowdown of the last recession, overbuilding inventories despite significant supply-chain automation (Fonstad). Even the use of the latest technology, therefore, may not guarantee that a supply-chain is operating efficiently.One way to answer the question of how well a supply-chain is functioning is to develop supplier scorecards. There are five steps in developing an effective scorecard (Golovin).o Agree on what is important and how to measure ito Use web based incident reports to communicate problems as they occuro Engage in continuous supplier managemento Measure to prevent rather than reacto Use web based software that all suppliers can utilize without making expensive investments in software and trainingIt is important that the buyer and seller agree at the outset on what is important and how it is measured. This is critical because once decided upon, the supplier will optimize its work to the designated criteria. If just in time delivery is a priority, the supplier may concentrate on this aspect of the order to the detriment of other factors. In addition, benchmarks to measure supplier performance must be realistic and attainable.Actual performance should then be consistently tracked against these benchmarks. The manufacturer and supplier should work together to develop benchmarks that are consistent with industry performance and product specifications. The use of web based incident reports is important in keeping track of problems as they occur. Incident reports should not be used only to track problems, but should be used to resolve the problem in real time. It is also important to measure the time it takes the supplier to correct the problem.Continuous supplier management, sometimes referred to as supplier engineering, has become more important as manufacturers outsource more of their operations. A 90-day review cycle can be ruinous when you are manufacturing an innovative product. “Innovative products typically have a life cycle of just a few months” (Chase 337). A 90-day review cycle may come close to exceeding the competitive advantage of an innovative product. Effective continuous supplier management must be geared to specific periods and tolerances. This is then tied to web based incident reports that enable alarms to ring when products, or delivery, are out of agreed upon tolerances.An effective supplier scorecard should be set up to prevent problems as opposed to reacting to them. The sooner you know there is a problem the lower the cost of resolving it and the greater the chance of preventing it altogether. The best scorecard not only measures events after they have happened, they continually monitor performance in real time. The use of automation is key to making this happen. For example, a system that matches invoices with purchase orders will catch pricing errors before a check is cut and a manufacturer’s money is out the door. Utilizing web-based software not only decreases the cost of a supplier integrating with a manufacturer, it speeds up the integration process. Web-based software also enables suppliers both small and large to participate in the supply-chain.The other four points listed above all rely on the ability of a manufacturer and a supplier to participate in the planning, sourcing, quality control, and delivery of a product. The Internet enables all members of the supply-chain to collaborate and work together as a team. Finally, by making supplier performance web-based, suppliers are able to participate in their own performance improvement (Golovin).CONCLUSIONSupply-chain management is an interesting and complex subject. It goes to the core of new business methods in the 21st century. The near universal availability of the Internet is the enabling technology for changes in how the supply-chain of an enterprise is managed. The Internet also allows organizations to adopt new business practices and enter new markets. By harnessing the power of the Internet, supply-chain management will continue to evolve beyond the changes being implemented today.E-business has been the logical outgrowth of e-commerce. E-business adopts the power of the Internet to accelerate the growth of supply-chain integration. While E-business has had a tremendous impact on supply-chain management, it also can be adapted to both front end and back end business operations (Lee). Improved inventory control and increased profits are two of the benefits of improved supply-chain management. As noted in the introduction, Nike missed its 2001 earnings targets due in part to the failed implementation of a supply-chain automation project. It has also been estimated that more than $30 billion dollars in excess inventories can be eliminated through improved supply-chain management. These real savings can be brought straight to the bottom line.Four new technologies and business practices that harness the power of the Internet are virtual market places, radio frequency identification tags, synchronized planning (RFID), and supplier performance management. Virtual markets enable buyers and sellers to come together 24/7 in effect creating a store that never closes. The additional advantages of virtual marketplaces are the elimination of an intermediary, access to product and vendor information, and a neutral market where all buyers and sellers are treated equally. Virtual markets give both buyers and sellers the opportunity to re-engineer their sales administration process.As noted above, RFID has existed since the 1960′s, however, improvements in technology and paring RFID with the Internet has expanded this tracking method beyond its limited past in manufacturing plants. The three components of an RFID system are an antenna, transceiver, and a transponder (tag).Synchronized planning when applied across a supply chain consists of collaborative forecasting and replenishment, coordinated production, inventory and capacity planning, information integration, and direct linkage of ERP systems. The four key steps in synchronized planning are information integration, planning synchronization, workflow coordination, and the opportunity to develop new business models. Key to synchronized planning is using the Internet for information sharing. The benefits of synchronized planning include better job scheduling and reduction of the bullwhip affect. The bullwhip affect magnifies oscillations upstream in the supply-chain caused by a change in consumer sales. Synchronized planning also defines what is to be done with shared information and how it will be done. As product life cycles grow shorter, efficient synchronization of the supply-chain rewards firms who seize its potential.Supplier scorecards are a method of evaluating members of the supply-chain in increasingly intertwined organizations. As Alan Greenspan pointed out in 2001, many firms were unable to anticipate the last recession and continued overbuilding inventory despite having invested heavily in supply-chain automation. This statement underscores the need develop the tools to monitor the performance of firms up and down the supply-chain. The five steps to develop an effective scorecard are agreeing on what is important and how it will be measured, the use of web-based incident reports, engagement in continuous supplier management, measuring to prevent problems, and the use of web-based software. In rolling out these tools, it is imperative that both the buyer and the seller first agree on what is important and how it will be measured. The other steps flow from the first.The Internet has had an enormous impact on the personal and professional lives of businesspersons. On the business side, the Internet has brought new life to existing technologies and offered businesses the opportunity to engage in the world marketplace. The harnessing of the Internet by business has enabled greater cooperation and information exchange up and down the supply-chain. The Internet has enabled businesses to improve the supply-chain by the way they manage inventory, place orders, and communicate critical information with each other.Works CitedBroersma, Matthew. “Defense Department Drafts RFID Policy.” CNET News. 24 Oct 2003. 5 Dec. 2003.Chase, Richard B., Nicholas J. Aquilano, and F. Robert Jacobs. Operations Management for Competitive Advantage. 9th Ed. New York: McGraw-Hill/Irwin, 2001.Fonstad, Jennifer. “From the Ground Floor: How to Manage Inventory on Demand.” Red Herring. 31 May 2001. 5 Dec 2003.Golovin, Jonathan. “Five Keys to a Successful Supplier Scorecard.” Vigilance, Inc. 5 Dec 2003.Lee, Hau L., and Seungjin Whang. “E-Business and Supply Chain Integration.” Stanford Global Supply Chain Management Forum. Nov 2001. 22 Nov 2003.McKnight, Lee W., Diana Anius, and Ozlem Uzuner. Virtual Markets in Wireless Grids: Peering Policy Obstacles. TPRC 30th Research Conference on Communication, Information, and Internet Policy., Oct 2002. Vienna, VA: Telecommunications Policy Research Conference.”Mills Warm to Online.” Steel Business Briefing. 1 Jul 03. 22 Nov 2003. SamSys. 4 Dec 2003.Sliwa, Carol. “Wal-Mart Suppliers Shoulder Burden of Daunting RFID Effort.” Computerworld. 10 Nov 2003: 1+. Steel24-7. 22 Nov 2003.”Synchronous Planning Across the Supply Chain.” Stanford Global Supply Chain Management Forum. 27 Jan 1999. 22 Nov 2003.ThingMagic. 4 Dec 2003. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/emerging-technologies-in-supply-chain-management,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Green Supply Chain Reporting Dilemma – Putting Information Before Technology</title> <link>https://tnrsams.info/green-supply-chain-reporting-dilemma-putting-information-before-technology,html</link> <comments>https://tnrsams.info/green-supply-chain-reporting-dilemma-putting-information-before-technology,html#comments</comments> <pubDate>Tue, 04 Apr 2023 06:57:58 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[supply chain]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=59</guid> <description><![CDATA[Now that Green Supply Chains have established themselves as the predominant means of achieving action towards sustainability, there is intense focus on how the progress towards sustainability is measured and reported. Why is this important? It is a common refrain that what you cannot measure, you cannot manage. For most part we agree with it. [...]]]></description> <content:encoded><![CDATA[<p> Now that Green Supply Chains have established themselves as the predominant means of achieving action towards sustainability, there is intense focus on how the progress towards sustainability is measured and reported. Why is this important? It is a common refrain that what you cannot measure, you cannot manage. For most part we agree with it. Of course there are some intangible bits such as team spirit or supply chain collaboration which are difficult to measure objectively and directly. Indirect or subjective measures can quite quickly degenerate into pure exercise of bureaucratic nonsense. And, we all have seen instances of that. However, if the measurement methodology is developed, deployed and used properly there is no reason that both objective and subjective measures can form a great building block of green supply chains. Better still, companies can save money and improve productivity, the essential area in a competitive environment.There is a school of thought that puts performance reporting at the centre-piece of the entire action. The reasoning is simple – if you start measuring and reporting, slowly you will start seeing action towards improvement. While there is some soundness in this logic, we caution against a cookie-cutter approach to measurement and reporting – which is often deployed in such cases. Putting technology before information in this manner is akin to putting a cart before the horse.From an organizational perspective, it is crucial to understand processes to an exceptional level prior to engagement of deploying technology to help the business. Too often the technology leads the process leading to poor utilization of the resource at hand, a poor fit to the company business and in terms of information, “Rubbish in – Rubbish out”.Good supply chain technology is inherently linked to clearly defined processes, and through this, excellent improvements in performance ensue,In this article we will discuss how to create, deploy, use, present information and use the output of a good green supply chain performance evaluation methodology. Before we do that, let us briefly examine the benefits of such a methodology to understand in more details why it is important.Benefits of Performance EvaluationA consensus view of the situationWhile all the parties will have their own view on the current ‘greenness’ at any point of time and how the green supply chain project is progressing, only a comprehensive performance evaluation methodology can achieve a consensus view of the situation prevailing at any point of time. There might be minor quibbles with the measurement methodology, timing etc. but in general most parties will agree with most of the findings. International standards of measurement are also helping to improve consensus in areas such as green supply chain practices. This provides them with a common platform to build their further discussions on – whether they are for allocation of resources, for discontinuing some projects or re-enforcing some others, or for incentives alignment. This common platform is extremely important to achieve in order to have an informed discussion within an organisation, as well as, with the supply chain partners outside the organisation.Gauge progressBy their very nature all change programs are times of high turbulence, and it is very difficult to measure progress without any a comprehensive methodology to do so. A well designed green supply chain performance evaluation system should allow the organisations to gauge their progress against peers, against their own goals, as well as against their performance at the beginning. This provides a clear picture of how effective the efforts have been and highlights the areas where they have not been very effective. It also allows organizations to track their performance against competition or alongside legislatory changes.Focus Resources where they maximise impactAligned with gauging progress is the ability to focus the resources on those areas where they can maximise the impact to achieve the overall goals of the organisation. This type of periodic adjustment is necessary in order to optimise the use of resources and results from them.Incentives managementSupply chain partners as well as the key team members must be completely on board through incentives alignment. In the absence of such buy-in the green supply chain change program risks not achieving their full potential. A robust performance evaluation methodology is necessary in order to agree on incentives and in order to distribute them in an objective manner.External Reporting and Green MarketingIt has now become a statutory requirement or a recommendation in many jurisdictions now to report the progress on environmental efforts of the organization. For obvious reasons these reports must be well documented, substantiated and based on a robust measurement methodology. While marketing efforts without sufficient evidence to support to claim will attract charges of green-washing or misleading advertisement, false reporting carries heavy penalties in many jurisdictions. Clearly, then for both external reporting and for green marketing, it is fundamental that all reports, claims, advertising, marketing messages are based on data measured through robust methodologies.Objective Audit TrailFinally, all change management programs need an objective trail of data which is clearly auditable in order to justify the actions and responses taken at any point in time.Certain companies in the shipping industry use leading verification parties such as the Global Reporting Initiative (GRI) to verify sustainability reporting and avoid greenwashing.High profile industries and organizations alike, can no longer afford to internally measure their standards of environmental capabilities without ensuring there are alliances with verification parties that can measure and audit the process and findings. Again, to truly show the worth of the green supply chain system, the audit trail should be aligned to continual improvement with a recognized certification such as ISO 14001 or associated equivalents,A robust performance evaluation system should be able to provide such an auditable information repository for post-hoc use.Performance Evaluation MethodologyEach green supply chain program is unique – just as each supply chain is unique. While there will be a number of common elements across a multitude of supply chains, the differences will make it necessary to create and adopt a purpose build performance evaluation methodology for each green supply chain program. Three key questions need to be answered in order to do so:What to measure?Most people equate green supply chain measurement with carbon emissions measurement. While this is a big part of overall green supply chain drive, there are other, equally important, issues that form the complete picture. As discussed throughout the book GREEN SUPPLY CHAINS – AN ACTION MANIFESTO, transition towards green supply chain involves movement along several core elements:</p><p>Green supply chain planning<br />Green procurement<br />Green supply chain execution<br />Carbon management<br />Green supply chain migration<br />Green supply chain continuous improvement<br />Supplier “Eco” Rating programmes<br />In each one of these core elements of green supply chains there will be multiple sub-elements that will need to be measured. These sub-elements will change over time as the program progresses towards conclusion.The first job of the measurement team will be to establish the key sub-elements which will be measured as part of the performance evaluation program. How will they do that? By studying the key processes that form each element and establishing parameters for measurement of these processes. For example – Green Procurement involves collaboration. A measurement of collaboration is “% of green supply teams which comprise members from two or more organisations across the entire supply chain”. Another measure of collaboration is “time spent co-developing ideas for sustainable sourcing program”. It is imperative to point out that the task is to create a set of meaningful measurements that are relevant, mutually exclusive and collectively exhaustive. At the same time they must be unambiguous, objective and easy enough to measure and report.Another thing we must point out at this stage is that some measurements are input oriented – e.g. the two measurements given above are both input oriented, while others – such as “carbon dioxide produced in the entire supply chain of the product (in kg)” – are clearly output oriented. Both are essential for efficient management of green supply chain programs. Input oriented measurements denote whether we are doing the right things in the right order; while output oriented measurements denote whether we are getting the right results. In other words, input oriented measurements denote whether we are using the right ingredients as per the recipe, while the output oriented measurements denote whether the final dish meets the expectations or not.Finally, it should be noted at a robust measurement program should be able to stand up to scrutiny at any point in time. It takes time, effort and imagination to create a custom tailored measurement program. Short-cut will only lead to frustrated teams who are directed to do run a marathon and then measured in 100m time-slots. That is the reason, we are not big fans of commercially available pre-packaged measurement programs. Green sustainability is too broad to be adopted as off the shelf solutions.. While, in theory they could be adapted to do the job, we find that in reality, it is far easier to start from the scratch and create an imaginative and robust measurement program. Ideally a technology partner should also understand your business requirements and tailor the solution in line with the needs of your firm. This needs to be the case as sustainability is in itself an integral part of the company’s business process if it is to be successful. As such, the integration needs thorough assessment prior to implementation to achieve a successful outcome in improving company performance. Sustainability has to be treated with equal importance to any other business process if it is to achieve the most productive outcome. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/green-supply-chain-reporting-dilemma-putting-information-before-technology,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Affordable SEO for Realtors</title> <link>https://tnrsams.info/affordable-seo-for-realtors,html</link> <comments>https://tnrsams.info/affordable-seo-for-realtors,html#comments</comments> <pubDate>Thu, 30 Mar 2023 12:32:10 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=57</guid> <description><![CDATA[Affordable SEO for realtors has always been a way to get in the game and truly compete for clients online. Today, spending money for newspaper or magazine ads has become a thing of the past; and potentially an huge waste of money spent. Search engine optimization can be an even more affordable way in which [...]]]></description> <content:encoded><![CDATA[<p> Affordable SEO for realtors has always been a way to get in the game and truly compete for clients online. Today, spending money for newspaper or magazine ads has become a thing of the past; and potentially an huge waste of money spent. Search engine optimization can be an even more affordable way in which to market not only yourself as a realtor, but also your current listings.Realty is a highly competitive profession; especially working alongside a large number of realtors in the same city or town. How do you get ahead of the pack? How do you steal the leads that your competitors are getting each and every day? SEO.It is well known, that if you are searching for exercise equipment or antique light fixtures online, you will enter a keyword or a key phrase into a well-known search engine (Google, Yahoo, Bing, etc.). When results are displayed, who truly scans through the ninth, tenth or thirtieth page for a valid website? Nobody.It is those few that hold websites in the top rankings that are looked at first. The same applies for realtors and real estate agents. The first few pages, and especially that of the first few ranked individuals, will get: the first website click, the first client, and possibly, the first sale. Who wouldn’t want to be this realtor?SEO for realtors, moves your website up in the search engine rankings effectively, over time. On-page affordable SEO fixes such as meta-tags, description tags, etc., can make effective adjustments to your webpage within six to nine short few weeks of your SEO campaign’s first month.Off-page affordable SEO fixes can take six to nine months to register, but they will continue to increase your page rankings, should you decide at some point to cease with your SEO campaign temporarily or indefinitely.Clearly, those that continue to have an affordable SEO company continually working on their SEO campaign, will receive faster and more aggressive results; but truly, any results will assist your webpage.What exactly is affordable seo, and how much should I expect to pay? As with any profession, rates vary by: demand, years of experience, expertise, etc. An average SEO company will charge anywhere from $40 per hour on the low end, to $200 per hour on the higher end. Note that more expensive service, does not always mean, ‘better’ service. Some companies wish to play the Affordable SEO game of competitive pricing with each other, which is always in a realtor’s favor.The first month of SEO for a realtor, as well as any other company or profession, will always be the most costly. Packages may start at $2,000 for the first month, but taper off to your budget of a few hundred dollars for months thereafter. The first month is a necessary search engine optimization investment. The first month of an SEO campaign gets your website ready and rockin’ for true SEO to commence.One should notice a small jump in rankings even after only a few months of that initial SEO month. This is because when a website is properly prepared for search engines to read, that is exactly what happens – search engines like Google note the changes, and rank your site accordingly.Why invest in SEO as a realtor? As something only a good and informative business person may realize; if it costs a few thousand dollars for an SEO campaign of a few months, and you sell $40,000 worth of house sale commission shortly after or within those months, a wise investment was made.SEO is for the smart realtor, but truly, to even compete anymore, one needs an SEO specialist on their side. A good SEO company will work within your budget after the initial campaign month is completed. Invest in what you can, and you will quickly see the results that every other realtor has already been experiencing. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/affordable-seo-for-realtors,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>There is an excessive amount of traffic coming from your Region.</title> <link>https://tnrsams.info/there-is-an-excessive-amount-of-traffic-coming-from-your-region,html</link> <comments>https://tnrsams.info/there-is-an-excessive-amount-of-traffic-coming-from-your-region,html#comments</comments> <pubDate>Wed, 29 Mar 2023 18:29:36 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[Internet Marketing]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=55</guid> <description><![CDATA[#EANF#]]></description> <content:encoded><![CDATA[<p>#EANF#</p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/there-is-an-excessive-amount-of-traffic-coming-from-your-region,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>What Is Software?</title> <link>https://tnrsams.info/what-is-software,html</link> <comments>https://tnrsams.info/what-is-software,html#comments</comments> <pubDate>Wed, 29 Mar 2023 17:53:41 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=53</guid> <description><![CDATA[Software can be thought of as the variable part of a computer and hardware the invariable part. Software is often divided into application software (programs that do work users are directly interested in) and system software (which includes operating systems and any program that supports application software).The term middleware is sometimes used to describe programming [...]]]></description> <content:encoded><![CDATA[<p> Software can be thought of as the variable part of a computer and hardware the invariable part. Software is often divided into application software (programs that do work users are directly interested in) and system software (which includes operating systems and any program that supports application software).The term middleware is sometimes used to describe programming that mediates between application and system software or between two different kinds of application software (for example, sending a remote work request from an application in a computer that has one kind of operating system to an application in a computer with a different operating system).For example, without your Internet browser, you could not surf the Internet or read this page and without an operating system, the browser could not run on your computer. The picture to the right shows a Microsoft Excel box, an example of a spreadsheet software program.An additional and difficult-to-classify category of software is the utility, which is a small useful program with limited capability. Some utilities come with operating systems. Like applications, utilities tend to be separately installable and capable of being used independently from the rest of the operating system.Software can be purchased at a retail computer store or online and come in a box containing all the disks (floppy diskette, CD, DVD, or Blu-ray), manuals, warranty, and other documentation.Software can also be downloaded to a computer over the Internet. Once downloaded, setup files are run to start the installation process on your computer.Free softwareThere are also millions of free software programs available that are separated into different categories.</p><p>Shareware or trial software is software that gives you a few days to try the software before you have to buy the program. After the trial time expires, you’ll be asked to enter a code or to register the product before you can continue to use it.</p><p>Freeware is completely free software that never requires payment, as long as it is not modified.</p><p>Open source software is similar to freeware. Not only is the program given away for free, but the source code used to make the program is as well, allowing anyone to modify the program or view how it was created.</p><p>Software is often packaged on CD-ROM and diskettes. Today, much purchased software, shareware, and freeware is downloaded over the Internet. A new trend is software that is made available for use at another site known as an application service provider.Some general kinds of application software include:</p><p>Productivity software, which includes word processors, spreadsheets, and tools for use by most computer users</p><p>Presentation software</p><p>Graphics software for graphic designers</p><p>CAD/CAM software</p><p>Specialized scientific applications</p><p>Vertical market or industry-specific software (for example, for banking, insurance, retail, and manufacturing environments)<br />Firmware or microcode is programming that is loaded into a special area on a microprocessor or read-only memory on a one-time or infrequent basis so that thereafter it seems to be part of the hardware. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/what-is-software,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Forex Trading Without Emotion</title> <link>https://tnrsams.info/forex-trading-without-emotion,html</link> <comments>https://tnrsams.info/forex-trading-without-emotion,html#comments</comments> <pubDate>Wed, 29 Mar 2023 16:15:36 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=51</guid> <description><![CDATA[The finest, most profitable forex trading system is worthless in the hands of a trader that is filled with fear and emotion. Would you agree that this a bold statement? A beginner trader might think so. However, if you are an aspiring or experienced trader then you most likely have some idea of how true [...]]]></description> <content:encoded><![CDATA[<p> The finest, most profitable forex trading system is worthless in the hands of a trader that is filled with fear and emotion. Would you agree that this a bold statement? A beginner trader might think so. However, if you are an aspiring or experienced trader then you most likely have some idea of how true that statement is.Many forex trading systems are sold without any regard to dealing with the fear and emotions that come along with trading the markets. I consider these systems sellers marketing incomplete strategies at the very least, and being unscrupulous at the very worst. To promote a forex trading system without teaching basic concepts in trading psychology says simply, “We don’t care if you succeed in your trading endeavors but we would sure like your money for this sale!”Lets define “trading psychology.” Trading psychology, to me, is the field of study that includes all of the emotional aspects of financial trading that do not involve the trading system rules that you use to trade. Within this field fits all of the fear and emotion that a currency trader might feel when placing or exiting a trade. Adequately dealing with this fear and emotion is the difference between success and failure in the forex trading business.Why, if working positively with the fears and emotions of trading is paramount to being a profitable trader, is the subject so commonly not dealt with adequately? Understanding trading psychology is not required in order to purchase a trading system, so the seller has no vested interest in disclosing these required skills to the buyer. A sellers goal is to sell, not to educate, train, or enlighten.It is of utmost importance that traders can and should elevate their understanding of trading psychology by searching out and performing simple trading exercises that can dramatically affect (positively) their mindset, their enjoyment of trading, and their profitability.Awareness is the first step in recognizing the need for a trading psychology plan. Novice traders must realize and embrace that the mental part of the trading game is a normal and real stumbling block to achieving success. At one point or another, every trader must raise the white flag and realize that there are powerful mental forces that may be preventing from being successful in the forex market.Now that we recognize the absolute need for a trading psychology plan in order to be a consistently profitable trader, we can set some goals.Goal # 1: I will always adhere to my entry rules.Goal # 2: If I miss my entry, I will wait until the next setupGoal # 3: I will manage my trades by my exit rules and not by guessing the market’s movesGoal # 4: I will not trade based on feel, only on what I seeGoal # 5: I will not trade with emotion or fear.Goal # 6: I will not take more risk than my trading plan allowsGoals will get you started on your way toward understanding your mental trading challenges.We have recognized the importance of trading psychology and developed some goals to accomplish on our way to taking the fear and emotion out of our trading.Where do we go from here? One of the easiest ways to get started on your journey to accomplishing your trading psychology goals is to design a strict, live trading regimen that forces you to stick to your rules and trading plan without fail. In other words, practice your system “perfectly” for at least 100 trades. As we practice, we will need to record every trade we take (entry, exit, time, result). Trade with real money and trade microlots, or $.01 per pip.By practicing perfectly, you will gradually start to feel the stress leave your trading and the fear that is associated with losing a trade begin to subside. Repeat this process until your trading rules become second nature and, win or lose, you feel the same at the end of the trading day.Understanding and recognizing the role that psychology plays in your trading is an absolute must in developing trading success. Facing the mental challenges of trading head on will not only allow you to become a profitable trader, it will also make your trading experience much more enjoyable. Once this realization is made, write down some goals and focus on the things that will give you a starting point in dealing with the fear and emotion in trading the markets.Practicing and recording 100s of trades on a small live trading account are your first steps toward managing your fears and trading successfully without emotion. If you will follow these simple steps, you will be well on your way to being part of the 5% of traders that are consistently profitable. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/forex-trading-without-emotion,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Coaching For Small Business Owners</title> <link>https://tnrsams.info/coaching-for-small-business-owners,html</link> <comments>https://tnrsams.info/coaching-for-small-business-owners,html#comments</comments> <pubDate>Wed, 29 Mar 2023 12:46:30 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[Small Business]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=48</guid> <description><![CDATA[Business coaching is a relatively new discipline. As a result, many small business owners are probably not aware of the coaching process and why they might consider coaching as a resource to fuel their business growth and personal leadership development.What benefits can a coach bring to you and your small business? Will a coach help [...]]]></description> <content:encoded><![CDATA[<p> Business coaching is a relatively new discipline. As a result, many small business owners are probably not aware of the coaching process and why they might consider coaching as a resource to fuel their business growth and personal leadership development.What benefits can a coach bring to you and your small business? Will a coach help you become more effective in the day to day management of your small business? What specific skills or experience should you look for in a business coach? How do you find a business coach?Benefits of CoachingCoaching can offer a number of benefits to those that embrace the possibilities and enter into the experience with a positive attitude. Ed Rankin, Executive Coach and Founder & President at Manera Group in Dallas Texas, believes that coaching offers small business owners an increased level of self-awareness with respect to their strengths and weaknesses, better focus, and tangible strategies and tactics for addressing real-world concerns. He also states that “coaching helps people become more effective by bringing clarity to real challenges and opportunities.”Virg Setzer, President and Executive Coach at Performance Point Solutions LLC, has many years experience as an internal and external business and executive coach. He feels that coaching offers up the following benefits for small business owners:<br />A fresh and objective view of a small business owners situation<br /> A unique, competent and confidential resource that may not be available within the organization<br /> The opportunity to have a “partner” in your small business that is focused on your success<br /> A confidential partner that is available to test ideas and brainstorm possibilities<br /> Assistance in looking at the “big picture” and long term results as well as short term goals<br /> The opportunity to get challenged and receive candid feedback<br />Opportunity for Strategic ThoughtIt is a well known fact that owning a small business can be all consuming – so much time is spent on managing the day to day tasks that little thought ever goes into strategic planning. Gina Duvall, Owner of Business Sculpting, expands on the benefits of generating new ideas and focusing on strategic thought. “Coaching is a great opening for this kind of thinking. Left to their own devices, small business owner won’t get off the merry-go-round of finding the next customer, or producing more widgets, long enough to engage in critical thought,” says Duvall. “Having a business coach allows this to happen and have it happen within a partnership. It’s easier for a business owner to do this kind of thinking in partnership with a coach, as opposed to locked in their office alone hoping to not be interrupted.”One might assume that the primary benefit of having a business coach would be an ample supply business advice. Not really – the benefits of a good coach extend beyond management consulting. “Many people start a business without understanding their real motivation and a good business coach can do much more than just work o the business process – a good consultant could do that. We ask different kinds of questions and have a different quality of conversation,” says Anne Wilkinson, Managing Director at Executive Playground Ltd in Birmingham, UK. “A coaching relationship is based on skilfully guiding a client through a process of increasing self awareness backed up by solid business acumen. This has the added value of increasing confidence and establishing a better process for making decisions in the long term.”The Coaching RelationshipIn my opinion, a key benefit of coaching is the opportunity for small business owners to develop a special relationship that adds real value to their organization. Francis Laleman, International Consultant, Coach and Trainer at Beyond Borders Training and Consultancy in Antwerp, Belgium, believes that “the mere fact of having an objective outsider at hand, someone who delivers insights from experience, who asks the right questions, who doubts the answers given, who suggests alternatives and ponders over chances and opportunities, can really have a miraculous effect.” In Laleman’s opinion “the key strength is in the mutual process of the business owner and the coach, working gently together in order to understand the dynamics of growth and change.” What to Look for in a Business CoachThere are some set criteria that you should look for when hiring a business coach. As with any other position within your small business, experience, is a key factor. Gil Gerretsen, President at BizTrek International, Inc in Greenville, South Carolina, suggests that you look for a combination of business experience and a history of proven results and warns that “too many coaches shoot from the hip with counsel based on a limited set of experiences in one venue/industry.”Anne Wilkinson advises that you look for a coach that has general business experience as well as specific experience in the areas of your business that you know you need to develop. “I personally don’t agree with some of the coaching purists that say you can be a good coach without the business experience. My clients expect me to understand their business issues and wouldn’t tolerate a coach they couldn’t respect.”In addition to business experience, Ed Rankin reminds small business owners to not forget that coaching in itself is a special and important skill. “A coach should be educated and trained in the process of coaching. Coaching is not mentoring, consulting, advising or counselling. It’s something different.”Coaching Case StudyMerri Bame, an Executive Communications Coach, shares the following real life coaching story:The owner of a small business came to me with a common, yet fragile matter. He had been an owner for several years while his mother remained board president.What “John” experienced was the demotion of his authority every time his mother was present. From John’s perspective, his staff, managers and board all viewed him with little respect in her presence. He came to me, (an outsider; a neutral third party) for fresh perspective on how to have a very honest talk with her because he was intent on releasing her from her duties. With two major relationships hinging on this outcome, “John” was at a loss on how to proceed. Since this was a single circumstance, we met for an hour to give him guidance on focusing on the intent (restoring good relations) while broaching a difficult subject, and also wanting a good outcome.John learned he could speed up (in his career and influence) if he chose to slow down (to address things properly and with care). Without a third party coach, he didn’t feel neutrally supported. And using one, he experienced a new way to address both conflict resolution and professional growth.How to Find a Business CoachYour needs and comfort level will have some bearing on searching out a business coach. For example, if you prefer face to face coaching, you will need to search locally, whereas, telephone coaching presents the opportunity to engage in a coaching relationship outside your geographic area.In Gil Gerretsen’s opinion, face to face coaching offers more value to small business owners. He suggests looking for someone in your area by checking with your local Chamber of Commerce or asking for referrals from other local small business owners. He adds “if there is no one available locally, check the nearest big city and drive to see them there. Before I first launched my business, I flew to Los Angeles once per quarter to meet with my coach. It was worth every penny!”Another thing to remember is to ask any prospective coach for references, training background and accreditation. “The best way, really, is to find a coach on personal recommendation because then you know what you are getting,” says Anne Wilkinson, “Certainly go for a professionally trained coach, even if they are not certified.”The Heart of Coaching by Thomas G. Crane states the following: “As coaching becomes a predominant cultural practice, it will create a performance-focused, feedback-rich organization capable of creating and sustaining a competitive advantage.” If you are open to the process, coaching can provide you and your small business with a number of great benefits – and offer a new perspective on how to plan, manage and grow your organization. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/coaching-for-small-business-owners,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>What Is Your Brand Strength?</title> <link>https://tnrsams.info/what-is-your-brand-strength,html</link> <comments>https://tnrsams.info/what-is-your-brand-strength,html#comments</comments> <pubDate>Thu, 02 Feb 2023 09:39:40 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=46</guid> <description><![CDATA[Every organization’s primary goal, whether they realize it or not, is to maximize the strength of their brand. We say this because, while an organization not realize that this is their primary goal, if you were to go through the elements of their brand with them, they would most likely say they want to maximize [...]]]></description> <content:encoded><![CDATA[<p> Every organization’s primary goal, whether they realize it or not, is to maximize the strength of their brand. We say this because, while an organization not realize that this is their primary goal, if you were to go through the elements of their brand with them, they would most likely say they want to maximize each of these elements and, further, that doing so is critical to the success of their organization.So what are the elements that comprise a brand? More simply, what is a brand? Different research and brand consultants will have slightly different variations of the elements and the level of importance they assign to each of them in coming up with an overall brand strength score, but most brand strength (or brand health) score models use the same core elements.The first element we look at is brand awareness. High brand awareness is the foundation for the health and strength of a brand. Without it, all the other brand elements lose much of their importance. There are two types of awareness, unaided and aided. Unaided awareness is that which is top-of-mind, or unprompted. Aided is that which is prompted, from a list of brands which the respondent acknowledges they are aware of (but which they didn’t mention unaided). Unaided awareness is more important than aided awareness. Since there is a direct correlation between unaided brand awareness and revenue, a primary goal for any organization is to have the highest unaided brand awareness of any of the competitors in their space. Without high unaided brand awareness, an organization is fighting an uphill battle against competitors that have higher awareness. With high unaided, or top-of-mind, brand awareness, potential customers are much more likely to consider your brand on their next purchase in your category than if you’re not top-of-mind. Because of this, high unaided awareness is directly correlated to revenue. While unaided awareness has greater impact on brand strength and revenue, aided awareness still has its importance, because it is a first step in eventually developing unaided awareness. Thus, aided awareness is important, but less important as a brand strength metric than unaided awareness, and thus is assigned a lower weighting.A second important element comprising the brand and the brand strength score is the strength of associations with the brand on the top purchase drivers. After determining the most important purchase drivers for the category, research is conducted to measure how well each of the competitors is performing on these drivers.A third key area that we measure to help determine brand strength is future purchase intent, both from current customers (so, for them, it’s brand loyalty) and prospective customers. Purchase intent is a strong indicator of perceived overall value of a brand. If a current customer is happy with the product or service, then they will come back. If a prospective customer is likely to consider your brand in the future, it is due to some combination of dissatisfaction with their current brand(s) and a positive perception of your brand. From your perspective, that’s a good thing, and an important indicator of future sales.The fourth and final element that comprises the overall brand strength score is customer satisfaction. We could write an entire paper, or even a book, about the importance of customer satisfaction, but we’ll just say for the purposes of this short article that customer satisfaction is an extremely important metric for all organizations to measure, for several reasons. We’ll focus though on just two of these reasons. The first is that keeping your customers happy means you keep them. Each customer you don’t lose is one less new customer you have to spend money on to attract, and it costs six to seven times as much to gain a new customer as is does to retain a current one. Second, a dissatisfied customer is three times as likely to tell others about their dissatisfaction as a satisfied customer is to tell others of their satisfaction. Because of this fact, a rising level of dissatisfaction both degrades the organization’s brand esteem (which in turn makes prospective customers less likely to consider your brand) as well as directly impacts the bottom line due to the additional customer acquisition costs incurred resulting from the lost customers.By using brand strength models like the one we employ with our clients, organizations have a strong tool to assess their brand’s strength as well as the information they need to improve their position against the competition, increase sales, and build sustainable success. </p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/what-is-your-brand-strength,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> <item> <title>Search Results</title> <link>https://tnrsams.info/search-results-2,html</link> <comments>https://tnrsams.info/search-results-2,html#comments</comments> <pubDate>Wed, 25 Jan 2023 23:37:11 +0000</pubDate> <dc:creator>admin</dc:creator> <category><![CDATA[Uncategorized]]></category> <guid isPermaLink="false">http://tnrsams.info/?p=44</guid> <description><![CDATA[#EANF#]]></description> <content:encoded><![CDATA[<p>#EANF#</p>]]></content:encoded> <wfw:commentRss>https://tnrsams.info/search-results-2,html/feed</wfw:commentRss> <slash:comments>0</slash:comments> </item> </channel></rss> If you would like to create a banner that links to this page (i.e. this validation result), do the following:
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