Business Strategy TBC

Many small business owners are inspired by the green movement that is becoming more popular every day. The satisfaction that can be gained from not only creating a successful product but doing it in a way that has a positive impact on the environment can make all of the work creating an ecofriendly business takes worth the effort. Creating a successful ecofriendly business strategy can seem overwhelming at first, but if you follow these basic steps, you will avoid becoming overwhelmed with the process.

The most important part of establishing an ecofriendly business plan is also the first step you should complete and can sometimes take the longest. It is important not to copy someone else’s strategies if you want to create a plan that will be long lasting and work for your unique company. Whether you are creating a whole new product to sell on the green market, or just looking to incorporate green workplace practices and transform an existing product into one that is more ecofriendly, you should always start with what you know best. If you are passionate about your product and committed to making ecofriendly choices for your company, creating an ecofriendly business plan will feel more like an exciting learning experience and less like a chore.

Once you have researched the best way to turn your business into a green business and have invested in the products that help you create ecofriendly products, you will need to work on obtaining certification so that you can legally market your product to consumers. After all, besides wanting to reduce the chances your product will have a negative impact on the environment, consumer demand for products that are ecofriendly are getting a lot of attention from environmentally conscious consumers and advertisers. Being able to sell your product with advertising and packaging that says certified ecofriendly or certified green will help increase your sales and in many cases allow you to raise the cost of your item to accommodate any increase in production costs associated with producing a more ecofriendly item.

There are both domestic and international certifications you can apply for that all have their own guidelines that must be followed to receive a certified status. Most of these certifications apply to a specific type of product. For instance, in the United States, energy efficient appliances can receive and Energy Star rating while produce and other foods are evaluated and classified as organic by the Department of Agriculture. Many international groups exist as well. The best way to find out the requirements for each certification is to contact the individual groups directly through their websites.

Finally, creating an ecofriendly product is one thing, but running an ecofriendly business is another thing entirely. Companies who sell ecofriendly products should also take every possible step they can to make sure that the way they run their business is ecofriendly too. Every part of your business should be ecofriendly. Recycle in all your office and plant locations, do business with other eco-friendly companies, and even encourage your employees to commute in a more earth friendly way by offering incentives to people who bike or car pool to work.

Written by L. Reaves for Beacon Hill Associates, Inc., found at http://www.b-h-a.com – an environmental insurance broker and program administrator focusing on specialty insurance related to the environment and pollution.

Having the very best nightclub business plan is an important aspect of guaranteeing that your new nightclub is a success. It is in fact one of the first duties you have to do before you begin planning anything else. Nightclubs may be very profitable. Even so, like restaurants, heaps of them go under each day due to whether incomplete nightclub business plans or no strategy whatsoever. The greatest mistake you can make is considering that you do not need a strategy to start a new nightclub. People will not just come pouring in when the doorways open up. Even if they do, that is no guarantee that your nightclub would be a success.
The first factor you have to look at when compiling the correct nightclub business plans is to keep in mind that it is possible to be a part of everything. You can plan the way the bar should be run, you can plan how the dance floor should be laid out, and you can even plan where the lights should go and how they should shine. Not just that, but it is easy to integrate the DJs you recruit and their equipment into your nightclub business plans as well. If you intend to serve meals, your plans can incorporate provisions for the kitchen as well. After that, also, your plans can additionally consist of employing somebody else to do all of these things. Delegating responsibilities is totally up to you.
Naturally, there are additionally a number of other things to look at when writing up your nightclub business plans. For example, you will have to consider how you intend to run your nightclub. Even so, you do not need to concentrate solely on general operations. Quite the contrary, you need to look at how your nightclub should run on daily basis. Your plans additionally have to incorporate what sort of equipment you will need for every aspect of your club. Bar equipment, lights, the audio system, and so on: all of this must be thought of before you ever open up your doorways. On top of that, your plans have to incorporate the kind of music you intend to play as well. Are you going to have a rock club, a techno club, an emo club, a trance club? Do you intend to do a mix of genres or do you wish to concentrate on one specific genre?
In brief, your nightclub business plans have to incorporate everything. You even have to determine whether you wish people to get their drinks solely from the bar or whether you intend to have waiters and waitresses. In other words, planning a nightclub involves intense detail. If you keep in mind that, then you are one step nearer to success.

Affective Sales Techniques: How to Promote Your Product or Service
By Jason-Dennis Stewart

Whether you are using articles, blogs, videos, emails, or other methods to promote a product or service, it is obvious that the goal is to have those methods lead to demand for the product of service. Knowing how to affectively convey the value of the product or service is critical to success in all direct sales models, including network marketing. Here is a step-by-step formula to use when promoting your product, service, or business opportunity.

First, speak about a positive aspect of your product, service, or business opportunity.

Then, speak about a negative aspect (I will give an example of how to do this below)

The next step is to speak about a positive benefit that your potential customer will receive from the product, service, or business opportunity.

Lastly, speak about something negative that your potential customer could experience if they do not purchase your product or join your opportunity.

Here is an example of how you would use this strategy to build an affective sales presentation. Just for the sake of example, suppose that you are a network marketer and marketing a (completely fictitious) suntan lotion called Suni 5000. Here is an example of how you may market your business opportunity:

First, list a positive aspect of the business opportunity: The Suni 5000 corporation has created a compensation plan that is one of the most lucrative in the industry.

Second, list a negative aspect of the business opportunity. When I say negative, I mean a potential challenge, not necessarily a flaw in your opportunity: However, it will take effort and the proper mindset to take advantage of this outstanding business opportunity.

Afterwards, you will speak of a positive benefit of the business opportunity: However, if you decided to partner with me in this business opportunity, I can assure that I will personally coach you and show you how to generate more than enough leads to build your business and earn enough income to allow you and your family to live the life that you all desire.

Finally, and perhaps most importantly, you will speak about a negative aspect that your potential customer or lead may experience if they do not take advantage of your offer to join the business opportunity: Other network marketing companies may allow you to market their products or services, but they may not give you the most important thing, which is a proven method to actually bring a constant stream of targeted prospects to you to allow you to build your business and make money faster and easier!

These steps can be used to market opportunities, products, or services. The basic idea is the same, and once you master the formula, you will be able to apply it to anything that you are marketing. The key is to go to action and apply it. Ive always said that the best way to learn is by doing.

Good luck and I wish you much success in your business.

In todays business environment, organisations know that to be competitive, they need to respond to change, especially as customer expectations increase. Customers are more demanding, mobile and informed than ever. Global and distributed organisations need consistency in the quality and levels of service regardless of where and how they conduct business.

It is extremely difficult to meet these challenges in a timely manner if business IT processes are widely dispersed, silo-based and inconsistent. Consistent core IT business processes, language and data representation is essential to allow decision makers to respond quickly to the changing market.

Defining and maintaining consistent IT business processes is a lot easier said than done but critical if an organisation is to survive in todays market. This article will define core business processes and explain how to differentiate these processes from their implementation. It will also review how to prioritise which processes to investigate first.

Defining the core business processes
A “core” business process is defined as the minimum individual tasks to be accomplished to provide a certain level of consistency in output, without any consideration to hardware, software, people resource or performance.

When a core process is implemented, anything can be added to make the process more efficient, but nothing should be eliminated. When the core business process states that certain tasks must be performed in sequence, then it must be reflected in the implementation. In the same manner, any specified steps associated with a task must also be reflected within the implementation.

When asked, most organisations will claim that their core business processes are documented. Yet, typically, it is not the core business process that has been documented but the implementation of that process within a particular system or function. In this scenario, the documentation contains system or application process models reflecting implementation details such as “enter username.” Most times, documentation of a core business process doesnt reflect whether a user is identified by a username, badge number, ID-card, or some other method of authentication, as long as the organisation is satisfied with the accuracy of the documentation. Identifying and authenticating a user is an implementation issue, not a business process.

Its not easy to separate implementation from the core business process. Just take one business process and see how readily you can identify the major tasks involved without letting implementation issues creep into the mix.
And it only gets more difficult when core business processes become more intricate and critical within the enterprise.

Using the right process methodology
The methodology and approach used to identify, derive, or create core business processes will vary with an enterprises size, industry and culture.

There are several proven methodologies and supporting tools for deriving and improving business IT processes (e.g. ITIL and ISO/IEC20000).

Your first steps
1. Investigate and remove hurdles relating to organisational cultural issues, governance processes, and supporting infrastructure up front.
2. Educate participants on what a core business process is, how it will benefit their respective business area, and the chosen methodology that will be used to derive these processes.
3. Dont try and do all of the critical business processes at once. Suggest a phased approach with a sound transition strategy.

Once youve identified core business processes, its important to prioritise which ones to tackle first. A new
business channel or service is a good place to start, as business analysis and requirements gathering have likely already been done, which should provide a good jumping-off point for identifying core processes.
Next, tackle any business process areas featuring disparate results between business units. Then, look at processes for which new enabling technology is being considered. Rounding out the list are those processes supported by different implementation and those supported by more than one location or business.

Process empowerment
It is import that all parties involved in executing the process clearly understand that it is the process that should be empowered, and should not be confused with the organisational function and position performing it. For example the Service Desk working on a major payroll incident, which requires immediate response and resource from the development team.

Process review
Your core processes should be a living entity, it is therefore essential to regularly review the performance of your process and adjust as business demands change. (Refer to the Quality management process review flowchart).

Its never too late to start
If enterprises are to remain competitive; they need to reduce the complexities resulting from widely dispersed and often disparate business processes. Establishing consistent empowered core business processes is just one step toward meeting increasing customer expectations in today’s market.

Berger Paints Jamaica Limited (Berger Jamaica) is a paint company, based in Jamaica. Berger Jamaica is a subsidiary of Berger Paints. It operates through the manufacture and distribution sectors of industrial and decorative paints, and paint-related processed materials in Jamaica. The company’s key products include protective coatings, architectural and wood finishes, and marine paints. It operates with its subsidiaries in Amaica, Bahrain, Singapore, China, Caribbean, and the Middle East, South Asia, South East Asia and South Pacific region and across oceans. It has 22 paint manufacturing facilities worldwide which provide services to customers in over 50 countries. Berger Jamaica is headquartered in Kingston, Jamaica.

This comprehensive SWOT profile of Berger Paints Jamaica Limited provides you an in-depth strategic analysis of the company’s businesses and operations. The profile has been compiled by GlobalData to bring to you a clear and an unbiased view of the company’s key strengths and weaknesses and the potential opportunities and threats. The profile helps you formulate strategies that augment your business by enabling you to understand your partners, customers and competitors better.

This company report forms part of GlobalData’s -Profile on Demand’ service, covering over 50,000 of the world’s leading companies. Once purchased, GlobalData’s highly qualified team of company analysts will comprehensively research and author a full financial and strategic analysis of Berger Paints Jamaica Limited including a detailed SWOT analysis, and deliver this direct to you in pdf format within two business days. (excluding weekends).

The profile contains critical company information including*,

– Business description – A detailed description of the company’s operations and business divisions. – Corporate strategy – Analyst’s summarization of the company’s business strategy. – SWOT Analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats. – Company history – Progression of key events associated with the company. – Major products and services – A list of major products, services and brands of the company. – Key competitors – A list of key competitors to the company. – Key employees – A list of the key executives of the company. – Executive biographies – A brief summary of the executives’ employment history. – Key operational heads – A list of personnel heading key departments/functions. – Important locations and subsidiaries – A list and contact details of key locations and subsidiaries of the company. – Detailed financial ratios for the past five years – The latest financial ratios derived from the annual financial statements published by the company with 5 years history. – Interim ratios for the last five interim periods – The latest financial ratios derived from the quarterly/semi-annual financial statements published by the company for 5 interims history.

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