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1. Base your business in the Magic Triangle. Honesty, integrity, and quality are the three sides of the Magic Triangle of business success. Create the kind of company that stands for something more than the bottom line, and your bottom line will increase. 2. Stop worrying about market share. The world has more than enough customers for you. When you embrace abundance--the idea that the universe provides enough to go around--all the energy you've put into chopping down competitors can be channeled into productive, growth-enhancing activities. Example: By opening up the PC architecture many years ago, IBM dropped its market share--but created a vast expansion in the overall market (and its PC revenues). 3. Partner with your competitors. It may sound counter-intuitive, but competing and complementary businesses can become your best sales agents. The world's largest companies understand this--which is why Toyota and General Motors have product development partnerships, and why FedEx and the US Postal Service cooperate to deliver Express Mail and to provide FedEx collection points at post offices. 4. Understand the true brand experience. It's not your advertising and marketing--it's what happens when a customer attempts to do business with you. How helpful and courteous are your staff, both in-store and on the phone? How friendly and useful is your website? How does the customer really feel about working with you? 5. Turn customers into sales agents. At least one third of your business should be repeat customers or people they've referred. If you're still struggling to pull in business, either you haven't set up good systems to harness these super-profitable customers, or you need to address the deeper reasons why they don't return. By Shel Horowitz, founder of the Business Ethics Pledge (http://www.principledprofits.com/25000influencers.html) The Vertical Project. - Why Increase Your Vertical Leap by 6-12 Inches, When You Can Double It? QuitSmokingRightNow. - Quit smoking right now without patches, pills or gums, and without gaining any extra weight - guaranteed. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. The DNA of Motivation By George Ebert It really is about motivation. After all, what impels someone to climb a mountain, or go to college, or save for a car, or learn a new language or anything of a thousand things? What is it that moves someone to action from a position of comfortable stasis? The answer is motivation. Motivation is the process of stimulating you to action. It takes a need, desire or some other impulse and incites a response. Motivation is the high-octane fuel of success and, as such, it’s vital that individuals a… 2. Ten Ways to Reintroduce Leadership Skills into your Management Style By Martin Haworth Managers manage and leaders lead - so it has always been. But the problem for managers is that sometimes they need to use their leadership skills as well.Working as a manager, and by having the title, implies that all you do is manage what is going on around you. As they say, 'you can only manage people and not things', which is all well and good.Yet good managers need to show at least some leadership skills as well, so that instead of picking up a series of tasks to 'do' each day, you are a… 3. The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One) PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 770Summary: Motivation is a critical aspect of leadership. But most leaders fail to realize practical processes to motivate people consistently. Here is a motivational-… 4. IT Governance Continues to Provide Justification for Rapid ITIL Adoption<br> There's a shift in how organizations are approaching best practices related to IT products and services. No longer driven solely by IT organizational self-improvement, Sarbanes-Oxley now formally mandates a certain level of process maturity as a legal requirement in support of financial reporting accuracy. As legislative compliance continues to reinforce the need for a formal game plan and the continuous assessment of IT systems, ITIL process maturity assessments, SLAs and ARCI matrices may no l… |
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