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Member You - Invest in R-pM Corporations that can Manage Your Investment
It is so important for franchisors to pick the very best franchisees to run with in the marketplace. Without the best possible team it is hard to win in a highly competitive industry and that is why the interview is so important. Many franchise buyers believe that the interview or the one-on-one with the franchisor is simply a sales tactic to sell them something. This is totally wrong.The franchisor should never sell a franchise without meeting the franchise buyer or potential team member candidate in a one-on-one interview. If they are not exactly what the franchisor is looking for he should not move ahead wit
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs
Have you ever noticed when you are in traffic and in a hurry to get somewhere, it is almost impossible not to creep up closer to the person in front?It is as if there is a force field around the front bumper of your vehicle and that by creeping up to the car in front it is possible to push their car faster so that we can get where we want to go quicker.But have you ever thought what happens when someone starts to creep up too close behind your own car. Do you accelerate away smartly leaving them to catch up? Or do you slow down?The fact is we are all human beings and the human reaction to being pu
Do you realize that the corporations that you invest in have no way to do the same when they use the money you have invested. Corporations do not have a fundamentally strong means to plan and manage the return on their investments, from initiation through to measuring the return. So corporations rarely really invest, they either spend or speculate.
Many corporations approach investor funds as money to spend rather than considering use of the funds as an obligation to gain a return on the funds used. The money simply disappears into normal operations.
Even when corporations attempt to invest in capital development and growth, they face difficulties because they are not structured to plan and manage investments. They cannot identify the precise points that benefits are produced to build up the individual benefits that justify the investment. And if they cannot plan these benefits, they certainly cannot manage benefits through to the return.
Corporations estimate the return for core business investments like a new production line. But they rarely have a precise idea of the return from investments, particularly for investments in business change. The objective of business change investments is performance improvement or solution implementation. Investments meeting these objectives are investments in costs, but provide no benefit per se.
Most investment projects itemize the cost of the investment, but do not correspondingly itemize the benefits or return on the investments. Return on investment is a estimate of how much certain entities like sales or revenues will improve. The estimate is often camouflaged as a sophisticated cost-benefit or internal rate of return analysis.
Rather than estimating how an investment will increase sales and revenues, the corporation must itemize and manage the individual benefits of each improvement to justify investment and follow through to see that the actual individual benefits add up to increased sales and revenues.
Those of you familiar with conventional development methods will wonder how to do this. Conventional development methods follow such steps as identify the problem, design the solution, plan the cost of the solution, acquire or develop the solution, test the solution, train users on the solution, implement the solution, and operate the solution. All of these steps are on the cost side of the investment. There are no steps on the benefit side.
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs
Marketing and its little brother advertising are all about storytelling. It doesn't matter if you are talking about a display ad for a magazine or a Web-video for your website or for a Google Video Ad, if it doesn't tell a story then it's not going to do the job.When people asked us what we did, we used to tell them we were a website design firm that specialized in audio and video, today we tell them we are corporate storytellers. If you aren't telling your story you are not going to meet your marketing goals.If you want to know how to tell your corporate story well, or even if you want to hire someone to d
Even when corporations attempt to invest in capital development and growth, they face difficulties because they are not structured to plan and manage investments. They cannot identify the precise points that benefits are produced to build up the individual benefits that justify the investment. And if they cannot plan these benefits, they certainly cannot manage benefits through to the return.
Corporations estimate the return for core business investments like a new production line. But they rarely have a precise idea of the return from investments, particularly for investments in business change. The objective of business change investments is performance improvement or solution implementation. Investments meeting these objectives are investments in costs, but provide no benefit per se.
Most investment projects itemize the cost of the investment, but do not correspondingly itemize the benefits or return on the investments. Return on investment is a estimate of how much certain entities like sales or revenues will improve. The estimate is often camouflaged as a sophisticated cost-benefit or internal rate of return analysis.
Rather than estimating how an investment will increase sales and revenues, the corporation must itemize and manage the individual benefits of each improvement to justify investment and follow through to see that the actual individual benefits add up to increased sales and revenues.
Those of you familiar with conventional development methods will wonder how to do this. Conventional development methods follow such steps as identify the problem, design the solution, plan the cost of the solution, acquire or develop the solution, test the solution, train users on the solution, implement the solution, and operate the solution. All of these steps are on the cost side of the investment. There are no steps on the benefit side.
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs
The difference between a successful business and one that just gets by is that the business that is just getting by thinks that the marketing is over when the sale has been made.One of the main reasons customers leave, change suppliers, or stop buying is because of apathy on the part of the company. There is never any follow-up after the sale. Customers often feel neglected. They feel that the company doesn’t appreciate their business so they will give it to another company that does.In order for your business to maximize its profits, you have to realize the immense potential value of each customer. And it
Corporations estimate the return for core business investments like a new production line. But they rarely have a precise idea of the return from investments, particularly for investments in business change. The objective of business change investments is performance improvement or solution implementation. Investments meeting these objectives are investments in costs, but provide no benefit per se.
Most investment projects itemize the cost of the investment, but do not correspondingly itemize the benefits or return on the investments. Return on investment is a estimate of how much certain entities like sales or revenues will improve. The estimate is often camouflaged as a sophisticated cost-benefit or internal rate of return analysis.
Rather than estimating how an investment will increase sales and revenues, the corporation must itemize and manage the individual benefits of each improvement to justify investment and follow through to see that the actual individual benefits add up to increased sales and revenues.
Those of you familiar with conventional development methods will wonder how to do this. Conventional development methods follow such steps as identify the problem, design the solution, plan the cost of the solution, acquire or develop the solution, test the solution, train users on the solution, implement the solution, and operate the solution. All of these steps are on the cost side of the investment. There are no steps on the benefit side.
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs
When it comes to metal fabrication equipment, you may have heard of an angle roll bending machine. Some may refer to it as a section bending machine, but its purpose is still the same - form raw pieces of metal into desired shapes and sizes.If you have ever seen an angle roll bending machine, you would agree that most are constructed in a vertical steel frame. It is common that the bending portion of the machine is located on one side, with the power and drive of the machine on the opposite side.This writing is intended to educate and help the purchaser of Angle Bending Machines to ask the right questions w
Rather than estimating how an investment will increase sales and revenues, the corporation must itemize and manage the individual benefits of each improvement to justify investment and follow through to see that the actual individual benefits add up to increased sales and revenues.
Those of you familiar with conventional development methods will wonder how to do this. Conventional development methods follow such steps as identify the problem, design the solution, plan the cost of the solution, acquire or develop the solution, test the solution, train users on the solution, implement the solution, and operate the solution. All of these steps are on the cost side of the investment. There are no steps on the benefit side.
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs
Why salespeople lie to their clientsAsk most people to describe a salesperson, and likely as not, you'll find yourself deluged by words like "huckster," "snake oil peddler," "fast talker," "con artist" and, of course, "untrustworthy," "arrogant" and "dishonest." You’re right – it’s not fair, it’s just the way it is.Funny thing is I hardly ever meet a sales professional who hasn’t at least once used a term like those above to describe another sales professional they had a bad experience with! Sometimes, we even dislike our own kind…..We wonder exactly what we ever did to earn such an enviable reputati
This problem has existed, since the beginning of business. 20th century corporations are structured to incur and manage tangible costs, but they are not structured to manage unknown costs and to create and manage the value required to provide benefits and the return on investments. Corporations do not manage the utilization of each item of capital in operations, so they have no professional capabilities to manage the development of capital.
Since corporations find investments so hard to manage, many do not develop the internal capability to manage investments. They bring in consultants to manage the investment for them. The consultants face the same problem. Their methods do not plan or manage the benefits or return on investments.
Corporations and consultants will never be able to manage investments with conventional development methods that develop and manage contrived entities like processes, systems, and activities, rather than business reality.
Result-performance Management (R-pM) organizes, manages, and develops the business through the only two entities that directly portray business reality; results produced and performance solutions utilized.
R-pM provides a way for the enterprise to develop results in addition to performance. The value and benefit of investment come from result development; the costs come from performance development. The corporation must use R-pM to take three fundamental steps to be able to manage investments properly:
Structure corporation results to plan and manage value, including the value-added by investments
Structure capital as performance solutions to be professionally managed in development and operations.
Develop a professional investment management capability to plan and manage development over time.
Value can be planned and managed only through results. So, only when the corporation has structured its results properly, has structured its capital, and has the professional capability to manage change over time, will the corporation be able to plan and manage the benefits of investment and measure of the precise return on investment.
It is only when a corporation is structured through R-pM that we as investors can be confident that the corporation will plan and manage the utilization of our investment for a planned and managed return.
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