SCM - Components that is beneficial to an organization wanting to adopt a supply chain management solution
(CopyRight 2008; Benjamin Goh)
S for Scalability. It has to be scalable along with the growth of the business.
C for Consistency. There is no such thing as a fool-proof and bug-free solution but being consistent in customer support service quality is key to ensuring the right support is available at the right time within the right budget and quality!
M for Manageability. Any company wanting to adopt an SCM solution should ensure that the top management is committed to the project and that there are dedicated and adequate resources to manage the project internally or in partnership with the solution provider(s). As such, offer assistance to guide and transit the customer(s) in achieving this manageability state.
... a final note.. depending on your specific vertical industry, there are several solutions available out there and it ranges from open source software (free) to highly expensive integrated enterprise solutions like IBS, SAP and Oracle, etc.. So, the question would be your budget and your business requirements.. and then, determine what makes business sense to your company!
Showing posts with label Best Practices. Show all posts
Showing posts with label Best Practices. Show all posts
Sunday, August 14, 2011
Thursday, February 17, 2011
SCAN - an approach to qualifying sales leads
SCAN - an approach to qualifying sales leads
(Copyright 2008; Benjamin Goh)
S for Source... is the lead from a reliable source?
C for Communication... telephone or meeting depends on product and service offering and the experience of the lead qualification person.
A for Assessment... is the lead within the target market?
N for Need... can we offer a solution(s) to their problem(s)?
(Copyright 2008; Benjamin Goh)
S for Source... is the lead from a reliable source?
C for Communication... telephone or meeting depends on product and service offering and the experience of the lead qualification person.
A for Assessment... is the lead within the target market?
N for Need... can we offer a solution(s) to their problem(s)?
Tuesday, February 9, 2010
QUANXI - Building "Leadership Connections" with our clients, partners, and teams
QUANXI - Building "Leadership Connections" with our clients, partners, and teams
(CopyRight 2010; Benjamin Goh, www.bensglobal.com)
Q for Quest for information. Always listen more than talking. Most of the time we are more motivated to sharing our ideas, solutions, products and experiences than listening to what others have to share with us. The more we know what others are thinking, the more we are equipped to understand the other party and build strong relationships. Always adopt an open-door policy.
U for Unique. Everyone wants to feel they are special and unique. Whenever we present something to others, always allow them to feel that its tailored specially for them. The in-thing today in business development is what is called "mass-customization"; making what seems to be mass produced or standard look and feel customized for the specific customer.
A for Adjust+Adapt+Align. In building any relationship, always observe the other party and then, adjust, adapt and align to match the best suited form of communication for both parties. Communication is key in building connections, especially leadership connections as misunderstanding or mis-communication always lead to distrust and disrespect and eventually, disconnection.
N for Networking. Always network with the other party in their comfort zone. For example, our team may like to play basketball instead of golf. Join them in their basketball game and allow them to see and feel that you are part of them.
X for X-factor. Presentation of oneself in speech, physical outlook and openness of mind are key to building a strong leadership connection with others. Respect is earned and so, is in successful leadership.
I for Initiate always. Its important and essential to initiate any conversation or discussion or thoughts, etc. Initiation on the part of a leader breaks the ice for others to share openly with us. It is through sharing of their thoughts and ideas that allow us to learn more and then being able to coach, mentor or even provide adequate and useful consultation to others. Initiate, initiate and initiate more connections.
(CopyRight 2010; Benjamin Goh, www.bensglobal.com)
Q for Quest for information. Always listen more than talking. Most of the time we are more motivated to sharing our ideas, solutions, products and experiences than listening to what others have to share with us. The more we know what others are thinking, the more we are equipped to understand the other party and build strong relationships. Always adopt an open-door policy.
U for Unique. Everyone wants to feel they are special and unique. Whenever we present something to others, always allow them to feel that its tailored specially for them. The in-thing today in business development is what is called "mass-customization"; making what seems to be mass produced or standard look and feel customized for the specific customer.
A for Adjust+Adapt+Align. In building any relationship, always observe the other party and then, adjust, adapt and align to match the best suited form of communication for both parties. Communication is key in building connections, especially leadership connections as misunderstanding or mis-communication always lead to distrust and disrespect and eventually, disconnection.
N for Networking. Always network with the other party in their comfort zone. For example, our team may like to play basketball instead of golf. Join them in their basketball game and allow them to see and feel that you are part of them.
X for X-factor. Presentation of oneself in speech, physical outlook and openness of mind are key to building a strong leadership connection with others. Respect is earned and so, is in successful leadership.
I for Initiate always. Its important and essential to initiate any conversation or discussion or thoughts, etc. Initiation on the part of a leader breaks the ice for others to share openly with us. It is through sharing of their thoughts and ideas that allow us to learn more and then being able to coach, mentor or even provide adequate and useful consultation to others. Initiate, initiate and initiate more connections.
Sunday, December 27, 2009
NICE - Simple and Regular (Daily) Team Recognition and Motivation techniques
NICE - Simple and Regular (Daily) Team Recognition and Motivation techniques :-
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
N for Notes (Post-It, Emails, Memos). "A note a day keeps the employee motivated." As often as you can remember, write a simple note of appreciation or "thank-you" to any employee that has show initiative, integrity, good ideas, team spirit, done her/his best even though the results were not as favorable, good performance, etc.
I for Incentives (Monetary). Very often during the bad times, company cuts on monetary rewards. In fact, the best time to use monetary rewards is during the bad times (economic downturn) since a small amount would mean much. Define the incentives and how they are measured. Make available all information so that its a fair playing ground for all to participate. Be sure to issue an award certificate together with the token monetary award. The certificate can be simply a piece of BOND paper printed using a laser printer and signed off by the direct manager and the managing director (top management) of the company. This award is to be given out once every quarter or half-yearly during a little award celebration party held during the last 2 hours (office hours) and all are served with snacks, drinks or maybe some alcohol.
C for Cards; Birthday & Anniversary. Recognition should be more than just achieving good results. Remembering a special day of an employee like her/his birthday or anniversary of joining date is also as important. If you can, also send a wedding anniversary card to the residence of your employee for their anniversaries. This allows their family to see that the company extends their care and love beyond the office walls.
E for Employee Awards (Best Monthly or Quarterly). As in "Incentives", the Best Employee Award (or Most Helpful Employee Award, etc) could be used to complement the "Incentives" award since there will be employees who, in their very own capacity, will not be able to show significant contribution to the company's bottomline. For example, an administrator would be able to ensure the best filing is done for all project files and as such, all involved in the project can easily access the files for references and accurately understand the situation at hand. Although the administrator is directly involved in the successful completion of the project, the project would not have run so smoothly without good administration and documentation. Similar examples of the above type of appreciated contribution can be rewarded through this award. Once again, a token of monetary award like say US$50 shopping voucher would mean quite a lot during such times.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
N for Notes (Post-It, Emails, Memos). "A note a day keeps the employee motivated." As often as you can remember, write a simple note of appreciation or "thank-you" to any employee that has show initiative, integrity, good ideas, team spirit, done her/his best even though the results were not as favorable, good performance, etc.
I for Incentives (Monetary). Very often during the bad times, company cuts on monetary rewards. In fact, the best time to use monetary rewards is during the bad times (economic downturn) since a small amount would mean much. Define the incentives and how they are measured. Make available all information so that its a fair playing ground for all to participate. Be sure to issue an award certificate together with the token monetary award. The certificate can be simply a piece of BOND paper printed using a laser printer and signed off by the direct manager and the managing director (top management) of the company. This award is to be given out once every quarter or half-yearly during a little award celebration party held during the last 2 hours (office hours) and all are served with snacks, drinks or maybe some alcohol.
C for Cards; Birthday & Anniversary. Recognition should be more than just achieving good results. Remembering a special day of an employee like her/his birthday or anniversary of joining date is also as important. If you can, also send a wedding anniversary card to the residence of your employee for their anniversaries. This allows their family to see that the company extends their care and love beyond the office walls.
E for Employee Awards (Best Monthly or Quarterly). As in "Incentives", the Best Employee Award (or Most Helpful Employee Award, etc) could be used to complement the "Incentives" award since there will be employees who, in their very own capacity, will not be able to show significant contribution to the company's bottomline. For example, an administrator would be able to ensure the best filing is done for all project files and as such, all involved in the project can easily access the files for references and accurately understand the situation at hand. Although the administrator is directly involved in the successful completion of the project, the project would not have run so smoothly without good administration and documentation. Similar examples of the above type of appreciated contribution can be rewarded through this award. Once again, a token of monetary award like say US$50 shopping voucher would mean quite a lot during such times.
Wednesday, December 2, 2009
Negotiating a New Lease for a Start-up Business
Negotiating a New Lease for a Start-up Business
(Copyright 2009; Benjamin Goh, www.bensglobal.com)
Option 1 - Traditional Approach.
Get a commercial realtor from a recognized realty company as this would prevent any unforeseeable problems in the future that may lead to legal action. All commercial realtors will have standard leasing agreements that are normally fair for both parties. Provide them your requirements and it will save you a lot more time and resources where you can otherwise, use for other areas of your start-up.
Option 2 - Alternative Approach.
For more than a decade, some landlords in Asia have moved into profit sharing as an alternative payment method for leasing. In this approach, business plans will have to be shared with the landlord and how the profit is to be shared will also need to be discussed and agreed upon, in addition to the method on how the profit is to be computed.
(Copyright 2009; Benjamin Goh, www.bensglobal.com)
Option 1 - Traditional Approach.
Get a commercial realtor from a recognized realty company as this would prevent any unforeseeable problems in the future that may lead to legal action. All commercial realtors will have standard leasing agreements that are normally fair for both parties. Provide them your requirements and it will save you a lot more time and resources where you can otherwise, use for other areas of your start-up.
Option 2 - Alternative Approach.
For more than a decade, some landlords in Asia have moved into profit sharing as an alternative payment method for leasing. In this approach, business plans will have to be shared with the landlord and how the profit is to be shared will also need to be discussed and agreed upon, in addition to the method on how the profit is to be computed.
Tuesday, November 17, 2009
NAME - Elements of an Effective Company Name
NAME - Elements of an Effective Company Name
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
N for New name. It is important to have a completely new name that is unique and not similar to any other company's name. You want to be unique and when you are successful, your success will be easily identified as being associated with your unique company name and not associated with some other company.
A for Attractive. A company's name should be one that attracts people to want to be associated with you; as your customer, as your supplier, as your business partner, as your employee, etc. It should be catchy and yet, simple!
M for Meaningful. A company's name should be meaningful in all sense; perhaps bearing the owners' name or its origin or its business initiatives/goals/directives.
E for Easy to Remember; Simple. A company's name should be simple and easy to remember and definitely, not a tongue twister. There are many interesting company names that are unique but terribly difficult to read. If a name is difficult to read, it will also be difficult to remember.
Bens-Global is my company name and the word can be broken up into 2 words, namely, Bens and Global. Its clear that the business is global and so, the name bears it. As for Bens, its associated to my name, benjamin. However, each letter in BENS has a meaning that defines the business that we are in.
B for BUSINESS
- Growth Catalyst, Business Development, Market Entry Development, Executive Coaching, Global & Regional Management
E for ENRICHMENT
- Cost Efficiency, Strengths Enrichment, Team Building & Empowerment, Value Chain Effectiveness
N for NETWORKING
- Corporate Communications, Marketing Communications Public Relations, Professional Networking
S for STRATEGIC-SOLUTIONS
- Business Process Design, Business Process Re-engineering, Tooling Design & Development, Organization Re-engineering, Change Management
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
N for New name. It is important to have a completely new name that is unique and not similar to any other company's name. You want to be unique and when you are successful, your success will be easily identified as being associated with your unique company name and not associated with some other company.
A for Attractive. A company's name should be one that attracts people to want to be associated with you; as your customer, as your supplier, as your business partner, as your employee, etc. It should be catchy and yet, simple!
M for Meaningful. A company's name should be meaningful in all sense; perhaps bearing the owners' name or its origin or its business initiatives/goals/directives.
E for Easy to Remember; Simple. A company's name should be simple and easy to remember and definitely, not a tongue twister. There are many interesting company names that are unique but terribly difficult to read. If a name is difficult to read, it will also be difficult to remember.
Bens-Global is my company name and the word can be broken up into 2 words, namely, Bens and Global. Its clear that the business is global and so, the name bears it. As for Bens, its associated to my name, benjamin. However, each letter in BENS has a meaning that defines the business that we are in.
B for BUSINESS
- Growth Catalyst, Business Development, Market Entry Development, Executive Coaching, Global & Regional Management
E for ENRICHMENT
- Cost Efficiency, Strengths Enrichment, Team Building & Empowerment, Value Chain Effectiveness
N for NETWORKING
- Corporate Communications, Marketing Communications Public Relations, Professional Networking
S for STRATEGIC-SOLUTIONS
- Business Process Design, Business Process Re-engineering, Tooling Design & Development, Organization Re-engineering, Change Management
Wednesday, November 11, 2009
M-factors - Determining the location of a Global HQ
M-factors - Determining the location of a Global HQ
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
M for Man. It is most important to be able to employ the best in the industry where the company is in. Human resource is one of the key assets of a company and the importance is paramount. The appropriate market knowledge, domestic and/or international, where applicable, is key to successful business and market development strategies.
M for Machine. Where machines or systems are essential to the function of the headquarters (HQ), it is important to ensure that quick and adequate support is available readily. Further, the further away the support team is located from the company, the higher the cost of support and the higher the risk of higher downtime when the machine(s) fail.
M for Materials. Readily available materials needed for the operations are key to maintaining a cost advantage over the competitors. If materials are not located overseas, it will imply additional cost in freight, custom duties, trade restrictions, etc.
M for Methods or technology. Is the key technology available in this location? For example, the proximity of research centers or higher institute of learning (HIL) where the technology is most prevailing would be a competitive advantage. This will ensure the ease of accessing the latest technological breakthroughs as well as the availability of the adequate research and development resources.
M for Markets or geography. The proximity to the key markets of the business is critical. This allows HQ resources to have better access to market requirements and shorter time (thus lower cost) to reach the key markets.
M for Money or financial. If all being right, one very important factor to note when deciding on the location of the HQ is government regulations, fiscal legislation, tax incentives, government funding, etc., that will be highly beneficial for the function of a HQ in that country or state. There are many develop or developing economies that offers many government funding and tax incentives for companies setting up global HQs.
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
M for Man. It is most important to be able to employ the best in the industry where the company is in. Human resource is one of the key assets of a company and the importance is paramount. The appropriate market knowledge, domestic and/or international, where applicable, is key to successful business and market development strategies.
M for Machine. Where machines or systems are essential to the function of the headquarters (HQ), it is important to ensure that quick and adequate support is available readily. Further, the further away the support team is located from the company, the higher the cost of support and the higher the risk of higher downtime when the machine(s) fail.
M for Materials. Readily available materials needed for the operations are key to maintaining a cost advantage over the competitors. If materials are not located overseas, it will imply additional cost in freight, custom duties, trade restrictions, etc.
M for Methods or technology. Is the key technology available in this location? For example, the proximity of research centers or higher institute of learning (HIL) where the technology is most prevailing would be a competitive advantage. This will ensure the ease of accessing the latest technological breakthroughs as well as the availability of the adequate research and development resources.
M for Markets or geography. The proximity to the key markets of the business is critical. This allows HQ resources to have better access to market requirements and shorter time (thus lower cost) to reach the key markets.
M for Money or financial. If all being right, one very important factor to note when deciding on the location of the HQ is government regulations, fiscal legislation, tax incentives, government funding, etc., that will be highly beneficial for the function of a HQ in that country or state. There are many develop or developing economies that offers many government funding and tax incentives for companies setting up global HQs.
Tuesday, October 20, 2009
Loyalty - What Makes a Customer Service Organization?
LOYALTY - What makes a Customer Service Organization?
(Copyright 2009; Benjamin Goh, www.bensglobal.com)
L for List and Define what extraordinary customer service really means.
O for Organize customer activities to create opportunities to ask customers what extraordinary customer service really means.
Y for Yield to a corporate culture where critical customer information are freely shared within the entire organization.
A for Allow your people to be extraordinary.
L for Lay out clearly the commitment from management, share it and reward top performance.
T for Take patience on hand and expect no magic overnight.
Y for Yield to a road ahead filled with bumps and react accordingly.
...and a final note. "Build customer loyalty, not just satisfaction" ...When you apologize for problems and really listen, you build a relationship.
(Copyright 2009; Benjamin Goh, www.bensglobal.com)
L for List and Define what extraordinary customer service really means.
O for Organize customer activities to create opportunities to ask customers what extraordinary customer service really means.
Y for Yield to a corporate culture where critical customer information are freely shared within the entire organization.
A for Allow your people to be extraordinary.
L for Lay out clearly the commitment from management, share it and reward top performance.
T for Take patience on hand and expect no magic overnight.
Y for Yield to a road ahead filled with bumps and react accordingly.
...and a final note. "Build customer loyalty, not just satisfaction" ...When you apologize for problems and really listen, you build a relationship.
Tuesday, September 29, 2009
Searching (WED), Shortlisting (ICE) and Signing-up (GET) the Right Business Partner?
Searching (WED), Shortlisting (ICE) and Signing-up (GET) the Right Business Partner?
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
In looking for a business partner, its like looking for the right spouse to "WED". As such, "WED" before you wed:-
- W for Word of Mouth. In your network circle, ask those in your network to recommend potential business partners that they have had good experiences with or not so good experiences. This allows you to gauge their recommendations and decide on who is good for your projects.
- E for Exhibitions. Visit trade shows where potential business partners may be exhibiting. Check them up and understand what your options are.
- D for Directories. Look up industry directories or trade show directories where you can find some suitable business partners. Likewise, check them up and understand what your options are.
Once you shortlist several suitable business partners, you should perform the "ICE" to ascertain who is the most suitable:
- I for Interview their key personnel. Ask them about the approach to doing business with you, how many projects they are in to ascertain if they shorthanded, etc. Escertain that you share common values, common goal, similar level of commitment, an adequate financial position and
possesses complementary strengths.
- C for Check them up on the internet (technology blogs, etc) and other possible sources.
- E for Examine their customer references. Understand from others how they are.
After you have selected the Right Business Partner(s), then you have to make sure that you will "GET" in order to guarantee a successful marriage.
- G for Goals. Have realistic budgets and schedules. Have some buffers just in case!
- E for Expense and Expectations. Plan for cost overruns and set the right expectations up front before the project(s) commence. Evaluate the partnership upon an agreed time and plan for an exit strategy just in case the partnership fails.
- T for Time. Plan for delays. Make sure that this is taken into account in the time schedule planned for the project.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
In looking for a business partner, its like looking for the right spouse to "WED". As such, "WED" before you wed:-
- W for Word of Mouth. In your network circle, ask those in your network to recommend potential business partners that they have had good experiences with or not so good experiences. This allows you to gauge their recommendations and decide on who is good for your projects.
- E for Exhibitions. Visit trade shows where potential business partners may be exhibiting. Check them up and understand what your options are.
- D for Directories. Look up industry directories or trade show directories where you can find some suitable business partners. Likewise, check them up and understand what your options are.
Once you shortlist several suitable business partners, you should perform the "ICE" to ascertain who is the most suitable:
- I for Interview their key personnel. Ask them about the approach to doing business with you, how many projects they are in to ascertain if they shorthanded, etc. Escertain that you share common values, common goal, similar level of commitment, an adequate financial position and
possesses complementary strengths.
- C for Check them up on the internet (technology blogs, etc) and other possible sources.
- E for Examine their customer references. Understand from others how they are.
After you have selected the Right Business Partner(s), then you have to make sure that you will "GET" in order to guarantee a successful marriage.
- G for Goals. Have realistic budgets and schedules. Have some buffers just in case!
- E for Expense and Expectations. Plan for cost overruns and set the right expectations up front before the project(s) commence. Evaluate the partnership upon an agreed time and plan for an exit strategy just in case the partnership fails.
- T for Time. Plan for delays. Make sure that this is taken into account in the time schedule planned for the project.
Thursday, August 27, 2009
HOME...key to success in working at home!
HOME...key to success in working at home!
CopyRight 2008; Benjamin Goh, www.bensglobal.com)
H for Home is a home and its never the same as the office! So, set aside a dedicated space or room that is solely just for working and nothing else. Draw clear boundaries for that special space or room!
O for Ownership of work. Always remember and keep reminding oneself that the work produced, whether at home or in the office belongs to oneself and the pride lies in the delivery and results of the work. So, feel a deep sense of ownership.
M for Mentor or Manager. Its good to have a mentor who will be able to provide you guidance and directions wherever and whenever you need it. Working at home is already a challenge and working alone can be uphill climbing. So, get a coach or a sparing partner who is available on a regular basis (weekly or monthly or quarterly) meet you up in that special space (workplace) in your home.
E for Evaluate. In order for one to be successful in any challenge, one should always and consistently evaluate one's performance as well as getting feedback from others one works with. If there is a problem, embrace with an open mind and see how one can improve the working environment or the working schedule or getting rid of any possible obstacles and hindrances.
CopyRight 2008; Benjamin Goh, www.bensglobal.com)
H for Home is a home and its never the same as the office! So, set aside a dedicated space or room that is solely just for working and nothing else. Draw clear boundaries for that special space or room!
O for Ownership of work. Always remember and keep reminding oneself that the work produced, whether at home or in the office belongs to oneself and the pride lies in the delivery and results of the work. So, feel a deep sense of ownership.
M for Mentor or Manager. Its good to have a mentor who will be able to provide you guidance and directions wherever and whenever you need it. Working at home is already a challenge and working alone can be uphill climbing. So, get a coach or a sparing partner who is available on a regular basis (weekly or monthly or quarterly) meet you up in that special space (workplace) in your home.
E for Evaluate. In order for one to be successful in any challenge, one should always and consistently evaluate one's performance as well as getting feedback from others one works with. If there is a problem, embrace with an open mind and see how one can improve the working environment or the working schedule or getting rid of any possible obstacles and hindrances.
Monday, August 24, 2009
GAM - Approach to Global Account Management Excellence
GAM - Approach to Global Account Management Excellence
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
Goals and objectives.
Essential to brainstorm and communicate with all concerned about the goals and objectives set for the global enterprise account. Conduct regular goal setting and road map sessions with customer(s) and colleagues!
Adapt-Adjust-Align.
Change is the only constant in today's rapid growing business environment. A commitment to change is key to success in meeting the competitive challenges and demands of the person-in-the-street!
Metrics.
No one plans to fail but the greatest mistake is failing to plan! In planning, set up measurable KPIs and various metrics that are agreeable to customer(s ) and colleagues! Regular reporting of KPIs and metrics are best practices for successful communication and allocation of adequate resources.
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
Goals and objectives.
Essential to brainstorm and communicate with all concerned about the goals and objectives set for the global enterprise account. Conduct regular goal setting and road map sessions with customer(s) and colleagues!
Adapt-Adjust-Align.
Change is the only constant in today's rapid growing business environment. A commitment to change is key to success in meeting the competitive challenges and demands of the person-in-the-street!
Metrics.
No one plans to fail but the greatest mistake is failing to plan! In planning, set up measurable KPIs and various metrics that are agreeable to customer(s ) and colleagues! Regular reporting of KPIs and metrics are best practices for successful communication and allocation of adequate resources.
Saturday, July 18, 2009
FAIL - Ingredient to Success!
FAIL - Ingredient to Success!
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
F for Faith.
The moment we experience failure, we should take some time off from our normal routine and reflect upon the failure for A WHILE ONLY! Then, we are to pick up ourselves and REGAIN our FAITH for ourselves. Very often, we lose faith of ourselves and our capabilities when we fail. But in reality, failure is just a milestone in the path of success and FAITH is the fuel to drive us forward. As in Philippians 3:13 of the Holy Bible, "...Forgetting what is behind and straining toward what is ahead..."
A for Adjust, Adapt and Align.
As in the book by Ilene Hochberg, "Who Stole My Cheese". The story is about four characters: Two mice named Sniff and Scurry, and two little people named Hem and Haw. These four characters live in a maze and live on cheese. (It is an allegory. It doesn’t have to make a lot of logical sense.) The story describes what happens to each of the characters as they face having to deal with the change that occurs when the cheese is no longer in the same place it has always been. The story makes the point about being prepared for change as well as coping with change when it actually happens.
Change is a constant. We can't avoid change even if we stick our heads under the ground like an ostrich. We have to embrace change and move on... Therefore, make adjustment to the changed situation (failure), adapt and then aligning to the new path ahead.
I for Instinct.
Trust our instinct. Very often we feel could feel our instinct telling us not to do certain things or to do certain things. Trust that inner voice within us and allow it to guide us along our path of recovery and drive towards our road to success!
L for Learning.
Learning is a process! The moment we stop learning is also the moment we will lose the impetus to venture through the thick and thin of our lives. Treat failure as one of the milestones in our learning process. Learning is not just about learning from others' knowledge and past experiences (successes, failures and mistakes) but learning is also about teaching and sharing our knowledge and past experiences. The more we share, the more we gain in the process! Therefore, equip ourselves with the spirit of learning and enjoy every moment of it and grow!!!
... a final note on a popular ingredient to failure: Failing to Plan, or Planning to Fail?
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
F for Faith.
The moment we experience failure, we should take some time off from our normal routine and reflect upon the failure for A WHILE ONLY! Then, we are to pick up ourselves and REGAIN our FAITH for ourselves. Very often, we lose faith of ourselves and our capabilities when we fail. But in reality, failure is just a milestone in the path of success and FAITH is the fuel to drive us forward. As in Philippians 3:13 of the Holy Bible, "...Forgetting what is behind and straining toward what is ahead..."
A for Adjust, Adapt and Align.
As in the book by Ilene Hochberg, "Who Stole My Cheese". The story is about four characters: Two mice named Sniff and Scurry, and two little people named Hem and Haw. These four characters live in a maze and live on cheese. (It is an allegory. It doesn’t have to make a lot of logical sense.) The story describes what happens to each of the characters as they face having to deal with the change that occurs when the cheese is no longer in the same place it has always been. The story makes the point about being prepared for change as well as coping with change when it actually happens.
Change is a constant. We can't avoid change even if we stick our heads under the ground like an ostrich. We have to embrace change and move on... Therefore, make adjustment to the changed situation (failure), adapt and then aligning to the new path ahead.
I for Instinct.
Trust our instinct. Very often we feel could feel our instinct telling us not to do certain things or to do certain things. Trust that inner voice within us and allow it to guide us along our path of recovery and drive towards our road to success!
L for Learning.
Learning is a process! The moment we stop learning is also the moment we will lose the impetus to venture through the thick and thin of our lives. Treat failure as one of the milestones in our learning process. Learning is not just about learning from others' knowledge and past experiences (successes, failures and mistakes) but learning is also about teaching and sharing our knowledge and past experiences. The more we share, the more we gain in the process! Therefore, equip ourselves with the spirit of learning and enjoy every moment of it and grow!!!
... a final note on a popular ingredient to failure: Failing to Plan, or Planning to Fail?
Sunday, July 12, 2009
ERP - Question the Need for ERP System Modernisation or Upgrade
ERP - Question the Need for ERP System Modernisation or Upgrade
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
The need to modernise the existing Enterprise Resource Planning (or Supply Chain Management) system only comes with the need to be more competitive in the marketplace. Its a business question, rather than a technology question.
For example, would it be necessary to upgrade our Microsoft Windows operating system every single time Microsoft launches a new version? My answer is no, if the existing version does its job for our work and business, that is, compatibility with majority of our important business partners (customers and suppliers). Well, the 80/20 rule. If we can continue doing business with our major customers and suppliers as well as future highly potential new customers and suppliers, why upgrade and incur additional cost in software implementation and employee re-training.
Similarly, this applies to the enterprise software! Software implementation and employee re-training are major costs to a company (whatever the size of the company) and if it is not managed well, it could literally drag the entire company down with business disruption, etc. Further, the cost of communicating this change to our business partners and/or the market as this will definitely have some or major impact on them.
I fully endorse the need to spend much more time in the initial stages; as in planning and determining the exact requirements of the enterprise software system prior to purchasing. Planning should not be limited to the current need but it should encompass the future needs and competitive trends of the marketplace. Bottomline is that it should be a system that further enhance the existing core competence of the company.
Further, before any thoughts about upgrading or replacing the existing system, always ask if we have fully exploit the existing system to the fullest and/or if all our staff are thoroughly familiar with all the features and functions of the system. In my experience, I find many users not using all the functionalities of the system due to lack of training as a result of staff turnover.
In conclusion, let me share the following using the words, ERP:
E for Exploit the existing system always; ensuring resources are fully and adequately trained at all times to fully exploit all the features and functions of the existing system.
R for Review the business requirements regularly; encompassing the future needs and competitive trends of the marketplace.
P for Plan, plan and plan first; ensuring that sufficient planning and research are performed before embarking on a new system. A new system must always be better in enhancing the core competence of the company after taking into consideration the cost of system modernisation, resource re-training and market communication.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
The need to modernise the existing Enterprise Resource Planning (or Supply Chain Management) system only comes with the need to be more competitive in the marketplace. Its a business question, rather than a technology question.
For example, would it be necessary to upgrade our Microsoft Windows operating system every single time Microsoft launches a new version? My answer is no, if the existing version does its job for our work and business, that is, compatibility with majority of our important business partners (customers and suppliers). Well, the 80/20 rule. If we can continue doing business with our major customers and suppliers as well as future highly potential new customers and suppliers, why upgrade and incur additional cost in software implementation and employee re-training.
Similarly, this applies to the enterprise software! Software implementation and employee re-training are major costs to a company (whatever the size of the company) and if it is not managed well, it could literally drag the entire company down with business disruption, etc. Further, the cost of communicating this change to our business partners and/or the market as this will definitely have some or major impact on them.
I fully endorse the need to spend much more time in the initial stages; as in planning and determining the exact requirements of the enterprise software system prior to purchasing. Planning should not be limited to the current need but it should encompass the future needs and competitive trends of the marketplace. Bottomline is that it should be a system that further enhance the existing core competence of the company.
Further, before any thoughts about upgrading or replacing the existing system, always ask if we have fully exploit the existing system to the fullest and/or if all our staff are thoroughly familiar with all the features and functions of the system. In my experience, I find many users not using all the functionalities of the system due to lack of training as a result of staff turnover.
In conclusion, let me share the following using the words, ERP:
E for Exploit the existing system always; ensuring resources are fully and adequately trained at all times to fully exploit all the features and functions of the existing system.
R for Review the business requirements regularly; encompassing the future needs and competitive trends of the marketplace.
P for Plan, plan and plan first; ensuring that sufficient planning and research are performed before embarking on a new system. A new system must always be better in enhancing the core competence of the company after taking into consideration the cost of system modernisation, resource re-training and market communication.
Monday, July 6, 2009
ERP - Steps to be taken in considering an ERP system for any company, big or small, multinational or domestic
ERP - Steps to be taken in considering an ERP system for any company, big or small, multinational or domestic.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
E for Exploit the existing system (paper or computer or mixture) always; ensuring resources are fully and adequately trained at all times to fully exploit all the features and functions of the existing system...and is assured that the existing system has reached its peak performance. If so, review the existing and future business requirements......
R for Review the business requirements regularly; encompassing the future needs and competitive trends of the marketplace. Be assured that the existing system is able to cope and support the existing and future business needs. If not, then start working on what would be the real needs of the company, SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis and PEST (Political, Environmental, Social & Technology) analysis.
P for Plan, plan and plan first; ensuring that sufficient planning and research are performed before embarking on a new system. A new system must always be better in enhancing the core competence of the company after taking into consideration the cost of system modernisation, resource re-training and market communication.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
E for Exploit the existing system (paper or computer or mixture) always; ensuring resources are fully and adequately trained at all times to fully exploit all the features and functions of the existing system...and is assured that the existing system has reached its peak performance. If so, review the existing and future business requirements......
R for Review the business requirements regularly; encompassing the future needs and competitive trends of the marketplace. Be assured that the existing system is able to cope and support the existing and future business needs. If not, then start working on what would be the real needs of the company, SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis and PEST (Political, Environmental, Social & Technology) analysis.
P for Plan, plan and plan first; ensuring that sufficient planning and research are performed before embarking on a new system. A new system must always be better in enhancing the core competence of the company after taking into consideration the cost of system modernisation, resource re-training and market communication.
Tuesday, June 16, 2009
DOC - Measures to ensure visibility of remote software development project
DOC - Measures to ensure visibility of remote software development project
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
D for Documentation. Customer requirements (vital statistics) and customer expectations (deliverable) must be clearly documented.
- If possible, create a standard software development requirement (functional design) checklist and conduct an interview with the customer with it.
- If an interview is not possible, send a copy of the questionaire for the customer to complete. In such a situation, ensure that the questionaire is clear and wherever possible, restrict language to layman terms. Where a technical term must be used, remarked a definition of the term. Further, if the questionaire sheet can accommodate, set aside four columns on the right of each question, labeling them as "Nice-to-have", "Good-to-have", "Must-have" and "Remarks". You may wish to assume that all customers may be a lay person with no technical software background.
- Customer is always right and so, follow up the project as often and as regular as required with an email or some written documentation as detailed as possible. This is to avoid the customer rejecting the project and stopping her/him from sending the stuff back and/or stopping her/him from adding requirements every now and then.
O for Organization. Where remote project management is concerned, it is most essential to organize everything that is required of the project. As such, it is most critical to achieve organization excellence. Make sure that one of the strengths of the Project Manager would be excellent organization skills.
C for Communication. Since the project is fulfilled by a remote team, a system of communication must be set up.
- If there is a time difference between the parties involved, specific communication protocol must be agreed by all parties. For example, response time, primary and secondary contact, etc.
- Means of communication should also be agreed upon. For example, email, chat, video conferencing, etc.
- Regular, continuous and focused communication is a best practice for successful software development projects.
- One (the most two) primary contact (and back-ups in case primary contact is not available) must be agreed upon and her/his contact information is distributed to all concerned. This is to ensure that communication is always possible under any circumstances.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
D for Documentation. Customer requirements (vital statistics) and customer expectations (deliverable) must be clearly documented.
- If possible, create a standard software development requirement (functional design) checklist and conduct an interview with the customer with it.
- If an interview is not possible, send a copy of the questionaire for the customer to complete. In such a situation, ensure that the questionaire is clear and wherever possible, restrict language to layman terms. Where a technical term must be used, remarked a definition of the term. Further, if the questionaire sheet can accommodate, set aside four columns on the right of each question, labeling them as "Nice-to-have", "Good-to-have", "Must-have" and "Remarks". You may wish to assume that all customers may be a lay person with no technical software background.
- Customer is always right and so, follow up the project as often and as regular as required with an email or some written documentation as detailed as possible. This is to avoid the customer rejecting the project and stopping her/him from sending the stuff back and/or stopping her/him from adding requirements every now and then.
O for Organization. Where remote project management is concerned, it is most essential to organize everything that is required of the project. As such, it is most critical to achieve organization excellence. Make sure that one of the strengths of the Project Manager would be excellent organization skills.
C for Communication. Since the project is fulfilled by a remote team, a system of communication must be set up.
- If there is a time difference between the parties involved, specific communication protocol must be agreed by all parties. For example, response time, primary and secondary contact, etc.
- Means of communication should also be agreed upon. For example, email, chat, video conferencing, etc.
- Regular, continuous and focused communication is a best practice for successful software development projects.
- One (the most two) primary contact (and back-ups in case primary contact is not available) must be agreed upon and her/his contact information is distributed to all concerned. This is to ensure that communication is always possible under any circumstances.
Saturday, June 6, 2009
COST - Measures taken towards Calculated Risk Taking
COST - Measures taken towards Calculated Risk Taking
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
Taking risk blindly is unthinkable! So, think about the "COST" before making any life, financial or business decisions:-
C for Calculate All Possible Risk. Consider all the risks that one will be taking before taking the next step. Calculate the risk and make sure that one can bear the cost should the venture failed or did not perform as well as expected. As in the example of driving a car. The seat belt only prevents the passenger and driver from being thrown out of the car should an accident occurs but it does not protect them if another vehicle were to completely crash the entire body of the car, thus killing them all. As such, if the driver thinks she/he is safe with the seat belt, then she/he has not actually calculated all the risk that she/he is exposed to.
O for Opportunities. Always on a look out for opportunities as most good opportunities are sought after and does not normally come knocking at our doors. So, perform the necessary background studies in all forthcoming opportunities as well as discuss this opportunities with trusted friends and loved ones who may be able to offer an objective opinion. It is critical to understand what one is going into and also to be able to see where it will lead one to in the short term, middle term and naturally, the long term. When one sought after opportunities, the comfort level would normally be more apparent.
S for Spare Cash? Once a friend and successful entrepreneur shared "Never use your own money for business as its meant to be spent on your loved ones". This is an interesting comment but putting it one step forward, let's put it as "Use your spare cash or someone else's cash for the business". As such, in taking the risk in business, one may wish to discuss with loved ones and decide if the cash to be used is spare cash and if faced with failure, it will not have any impact on the family. If so, this would imply a mental preparation of possible loss, and thus, affordable risk taking!
T for Threats. Always laid out all the possible threats that will face the decision to be made. Talk to trusted friends and loved ones about it and brainstorm for all unlikely threats that may arise. As the saying goes, "Do it Right at the Right Time and Right Place goes a long way in becoming successful"
Finally, the Chinese saying "Think Thrice before Speaking" tells about thinking 3 times over what to say before actually speaking it out. The truth lies in the fact that what is said can never be retrieved back. Similarly in risk taking, "Think Thrice before Taking-The-Risk".
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
Taking risk blindly is unthinkable! So, think about the "COST" before making any life, financial or business decisions:-
C for Calculate All Possible Risk. Consider all the risks that one will be taking before taking the next step. Calculate the risk and make sure that one can bear the cost should the venture failed or did not perform as well as expected. As in the example of driving a car. The seat belt only prevents the passenger and driver from being thrown out of the car should an accident occurs but it does not protect them if another vehicle were to completely crash the entire body of the car, thus killing them all. As such, if the driver thinks she/he is safe with the seat belt, then she/he has not actually calculated all the risk that she/he is exposed to.
O for Opportunities. Always on a look out for opportunities as most good opportunities are sought after and does not normally come knocking at our doors. So, perform the necessary background studies in all forthcoming opportunities as well as discuss this opportunities with trusted friends and loved ones who may be able to offer an objective opinion. It is critical to understand what one is going into and also to be able to see where it will lead one to in the short term, middle term and naturally, the long term. When one sought after opportunities, the comfort level would normally be more apparent.
S for Spare Cash? Once a friend and successful entrepreneur shared "Never use your own money for business as its meant to be spent on your loved ones". This is an interesting comment but putting it one step forward, let's put it as "Use your spare cash or someone else's cash for the business". As such, in taking the risk in business, one may wish to discuss with loved ones and decide if the cash to be used is spare cash and if faced with failure, it will not have any impact on the family. If so, this would imply a mental preparation of possible loss, and thus, affordable risk taking!
T for Threats. Always laid out all the possible threats that will face the decision to be made. Talk to trusted friends and loved ones about it and brainstorm for all unlikely threats that may arise. As the saying goes, "Do it Right at the Right Time and Right Place goes a long way in becoming successful"
Finally, the Chinese saying "Think Thrice before Speaking" tells about thinking 3 times over what to say before actually speaking it out. The truth lies in the fact that what is said can never be retrieved back. Similarly in risk taking, "Think Thrice before Taking-The-Risk".
Monday, June 1, 2009
COMB - Reason for using Middle Person in Sales/Marketing of Products/Services
COMB - Reason for using Middle Person in Sales/Marketing of Products/Services
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Core Competencies. In today's highly competitive market conditions, it is even more critical for companies to focus on its core competencies and optimize the limited resources to bring the highest value and ultimate experience for the target market at the lowest cost of sales. The use of middle person relieves the company to focus on its core competencies. Similarly, companies may also outsource other elements of their supply chain like manufacturing, procurement, logistics, etc.
O for Optimization. The ability to optimize resources within the company is critical to the success of any business. Why perform a certain task internally when someone else could do it better, more efficient and more cost effective than the company itself? The opportunity to stretch the dollar even further through the use of the middle person with the core competency of selling and marketing specific products through its existing customer base with its local proximity and presence to the target market. The learning curve of market entry and business development would normally cost much more than engaging a middle person with the local market expertise and existing customer base.
M for Market Knowledge. The common business question of who you know is more important than what you know. Local market knowledge is critical to accelerating market penetration. Armed with an adequate customer base and local application of the specific product or service, the middle person would normally be able to bring the product or service into the market much faster than the company setting up its own operations. Even if the company is able to recruit the business development staff who has the relevant customer contact, the recruitment process will take time and business practices between the company and the customer would still require some time and effort for negotiation and fine-tuning before any transaction can take place. All these time and resources may be better off spent on developing a middle person with the customer base and working win-win business relationship.
B for Business Best Practices. With the diverse cultures and local business practices, it is usually a very costly affair to start up an internal operation to enter a new market since it takes time to cultivate and blend the company's existing business practices with that of the local business best practices. On the other hand, the middle person would already have local business best practices and also, the knowledge of how to introduce and market the product or services to the local market. The myth that some companies believe is that local business best practices can be easily and quickly cultivated internally through the employment of local talent or veterans. In reality, local business best practices are normally established over time through the successful interaction and inter-relation of several critical business elements like the corporate culture, management style, team composition and transaction methodology, coupled with a well managed pool of experiences, talent and skills.
Having said the above, many companies do opt for foreign direct investment because of strategic reasons like branding, local presence, support for existing customers with operations in these markets, etc. Such moves are always backed by adequate funds to ensure that the new operations can sustain in the new market or function with a positive cash position for approximately two years or more for certain products or markets.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Core Competencies. In today's highly competitive market conditions, it is even more critical for companies to focus on its core competencies and optimize the limited resources to bring the highest value and ultimate experience for the target market at the lowest cost of sales. The use of middle person relieves the company to focus on its core competencies. Similarly, companies may also outsource other elements of their supply chain like manufacturing, procurement, logistics, etc.
O for Optimization. The ability to optimize resources within the company is critical to the success of any business. Why perform a certain task internally when someone else could do it better, more efficient and more cost effective than the company itself? The opportunity to stretch the dollar even further through the use of the middle person with the core competency of selling and marketing specific products through its existing customer base with its local proximity and presence to the target market. The learning curve of market entry and business development would normally cost much more than engaging a middle person with the local market expertise and existing customer base.
M for Market Knowledge. The common business question of who you know is more important than what you know. Local market knowledge is critical to accelerating market penetration. Armed with an adequate customer base and local application of the specific product or service, the middle person would normally be able to bring the product or service into the market much faster than the company setting up its own operations. Even if the company is able to recruit the business development staff who has the relevant customer contact, the recruitment process will take time and business practices between the company and the customer would still require some time and effort for negotiation and fine-tuning before any transaction can take place. All these time and resources may be better off spent on developing a middle person with the customer base and working win-win business relationship.
B for Business Best Practices. With the diverse cultures and local business practices, it is usually a very costly affair to start up an internal operation to enter a new market since it takes time to cultivate and blend the company's existing business practices with that of the local business best practices. On the other hand, the middle person would already have local business best practices and also, the knowledge of how to introduce and market the product or services to the local market. The myth that some companies believe is that local business best practices can be easily and quickly cultivated internally through the employment of local talent or veterans. In reality, local business best practices are normally established over time through the successful interaction and inter-relation of several critical business elements like the corporate culture, management style, team composition and transaction methodology, coupled with a well managed pool of experiences, talent and skills.
Having said the above, many companies do opt for foreign direct investment because of strategic reasons like branding, local presence, support for existing customers with operations in these markets, etc. Such moves are always backed by adequate funds to ensure that the new operations can sustain in the new market or function with a positive cash position for approximately two years or more for certain products or markets.
Monday, May 25, 2009
BE-NICE - Tips for Effective Networking everywhere!
BE-NICE - Tips for Effective Networking everywhere!
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
B for Bibliography. Prepare a 10 seconds short but memorable bibliography that communicates what you do and your target customers/audience. Be ready to share this as you will eventually be asked at one point in time.
E for Expertise. Share your area of expertise at the right time and right place. Be ready to share a solution to a problem or an expert view when asked. Effective networking starts from building a trust relationship that is beneficial for both parties.
N for Nice. Yes, be nice to everyone at all times. Be nice even to the service staff like waiters, etc, serving us during the event. Everyone likes to be with a nice person. Be sensitive to the body language displayed by everyone around you.
I for Interested, rather than be Interesting. Focus on others and what they have to say to you. Listen and be interested. Build the conversation around what they are telling you and ask them to tell you more. Don't rush into telling them about yourself until you are asked.
C for Cards. Always be armed with sufficient business cards that you can use to start a conversation or exchange contact information. You may also politely ask questions around the information found on the other party's business cards. This will allow you to analyze if she or he belongs to your target network.
E for Ease. Be at ease, be yourself, be confident and look for a friendly face and make a introduction of yourself. If not, get into a queue for coffee, food, etc., and strike up a conversation. Seek for opportunities where you can make eye contact with others and thus, strike a conversation.
After you managed to strike a conversation and network, always remember that all conversations will come to a conclusion at some point. Politely excuse yourself and thank the person for her or his time. And the final and most important thing to do is to follow up and follow through. Enjoy sharing and giving first without thinking of receiving and you are on your way to enjoying networking and building lasting relationships.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
B for Bibliography. Prepare a 10 seconds short but memorable bibliography that communicates what you do and your target customers/audience. Be ready to share this as you will eventually be asked at one point in time.
E for Expertise. Share your area of expertise at the right time and right place. Be ready to share a solution to a problem or an expert view when asked. Effective networking starts from building a trust relationship that is beneficial for both parties.
N for Nice. Yes, be nice to everyone at all times. Be nice even to the service staff like waiters, etc, serving us during the event. Everyone likes to be with a nice person. Be sensitive to the body language displayed by everyone around you.
I for Interested, rather than be Interesting. Focus on others and what they have to say to you. Listen and be interested. Build the conversation around what they are telling you and ask them to tell you more. Don't rush into telling them about yourself until you are asked.
C for Cards. Always be armed with sufficient business cards that you can use to start a conversation or exchange contact information. You may also politely ask questions around the information found on the other party's business cards. This will allow you to analyze if she or he belongs to your target network.
E for Ease. Be at ease, be yourself, be confident and look for a friendly face and make a introduction of yourself. If not, get into a queue for coffee, food, etc., and strike up a conversation. Seek for opportunities where you can make eye contact with others and thus, strike a conversation.
After you managed to strike a conversation and network, always remember that all conversations will come to a conclusion at some point. Politely excuse yourself and thank the person for her or his time. And the final and most important thing to do is to follow up and follow through. Enjoy sharing and giving first without thinking of receiving and you are on your way to enjoying networking and building lasting relationships.
Friday, May 22, 2009
CLEAN - Empowering Business Growth through Clean Technology
CLEAN - Empowering Business Growth through Clean Technology
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Coach & Consult companies how to do business the CLEAN way! Its always easier to look from the outside and see what's wrong in the inside. Set up Clean Technology Clinics to be made available at low cost to companies wanting to go the clean technology driven business approach.
L for Lead by example! Worked closely with government bodies and large corporations on leading the clean technology driven business concepts. And where applicable, tax incentives, R&D funding or even criterion for business partnership.
E for Experts (Clean Technology) Forums, Seminars and Conferences! Most such events are organised by profit-making companies. In order to promote the clean technology, regular events of the above nature should be organized with the objective of promoting clean technology and only breaking-even on cost. This will give more companies, especially small and growing enterprises a lower cost option to market and sell their clean technology driven products and services.
A for Alliances or Affiliates. The Asia Pacific Partnership on Clean Development and Climate (or otherwise known as the Kyoto Protocol) is an agreement among seven Asia-Pacific nations: Australia, Canada, China, India, Japan, South Korea, and the United States. Although it is known that these seven countries are responsible for more than half of the world's carbon dioxide emissions, it is worthwhile to have Clean Technology Alliance in other up and coming economies like Taiwan, Hong Kong, Singapore, Vietnam, etc. Form alliances or affiliates with other companies having similar CLEAN business objectives.
N for Network CLEAN. Form networking circles of companies of various vertical industry wanting to share and grow towards a clean technology driven business. Regular networking sessions will be organized in various Asia Pacific countries to allow constant interaction and exchange of ideas.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Coach & Consult companies how to do business the CLEAN way! Its always easier to look from the outside and see what's wrong in the inside. Set up Clean Technology Clinics to be made available at low cost to companies wanting to go the clean technology driven business approach.
L for Lead by example! Worked closely with government bodies and large corporations on leading the clean technology driven business concepts. And where applicable, tax incentives, R&D funding or even criterion for business partnership.
E for Experts (Clean Technology) Forums, Seminars and Conferences! Most such events are organised by profit-making companies. In order to promote the clean technology, regular events of the above nature should be organized with the objective of promoting clean technology and only breaking-even on cost. This will give more companies, especially small and growing enterprises a lower cost option to market and sell their clean technology driven products and services.
A for Alliances or Affiliates. The Asia Pacific Partnership on Clean Development and Climate (or otherwise known as the Kyoto Protocol) is an agreement among seven Asia-Pacific nations: Australia, Canada, China, India, Japan, South Korea, and the United States. Although it is known that these seven countries are responsible for more than half of the world's carbon dioxide emissions, it is worthwhile to have Clean Technology Alliance in other up and coming economies like Taiwan, Hong Kong, Singapore, Vietnam, etc. Form alliances or affiliates with other companies having similar CLEAN business objectives.
N for Network CLEAN. Form networking circles of companies of various vertical industry wanting to share and grow towards a clean technology driven business. Regular networking sessions will be organized in various Asia Pacific countries to allow constant interaction and exchange of ideas.
Thursday, May 21, 2009
CIRCLE - Core Values that contribute to the success and long term viability of a company
CIRCLE - Core Values that contribute to the success and long term viability of a company.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Culture. Culture of a company is somewhat equivalent to the character of a person. What differentiates a person with many good friends and a lonely person is her/his character! Likewise, customers normally chose to work with companies with a customer-centric culture, assuming that all other aspects of the business is acceptable.
I for Innovation. In order to succeed in any economic situation, a company has to have innovation in its bloodline. Even a small restaurant has to be innovative in order to attract the right customers at the right time with the right spending habits. For example, there has been numerous reports in recent months in Asia that inexpensive (low cost) food sold in food courts or hawker stands are in much higher demand than in good economic times. McDonalds have lowered their value meals during lunch times to beat the recession fever in most Asian countries. So, innovation is key to making a competitive difference!
R for Relationships. In most businesses, its the comfort zone of working with familiar people and their companies who understands our needs, able to share the best practices in our industry and knows how to do business with us that facilitates long term viable business relationships. And in bad times, understands that passing down of savings to customers means the extra icing on the cake for the relationship.
C for Core Competency. This cannot be emphasized more that companies should always focus on their core competency. It is so critical that resources are used to innovate along the lines of their core competency. One approach is to innovate into vertical industries, that is, how can we market and sell into specific vertical industries with the same product or service that we have today and at the same time, showcasing specialization and know-how in specific vertical industries. This helps to open new markets without sacrificing on the core competency.
L for Long-term Strategy. All businesses should not only focus on the short term survival but also on the long run. Review the current strategy and adjust, adapt, align for the existing situation. Manage the change if necessary. Watch the cost for cost is within control but not so, with revenue. We can only pursue and court revenue and revenue may or may not come to us. But definitely, we can manage cost. Spend on what is essential and we will be surprised that most companies cut down on advertising during the bad times. This is a big mistake. We should be prudent about spending on advertising but we should not totally stop advertising in any form. Advertise innovatively. Above all, look long term!
E for Employees. Many companies look at cutting staff during bad times and this, in fact, has an adverse impact on the good employees. Good employees will leave if they feel that the company does not care. So, if there is a real need to cut staff strength, make sure that this is a company-wide affair where individual staff are interviewed and their opinion seeked with regards to who should and should not be part of the team. Corporate directions, mission, vision, strategy and the likes are to be communicated to the staff so that they will not be lost and is aware of what the company is doing in the midst of the economic crisis. Been informed and knowing that the company cares is what motivates the employees. As such, even in bad times, a small monetary award for good performances or a thank-you note or even a birthday card means so much more! Without employees, its like without the body parts for a company. Each employee plays a critical role in the success of the company!
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Culture. Culture of a company is somewhat equivalent to the character of a person. What differentiates a person with many good friends and a lonely person is her/his character! Likewise, customers normally chose to work with companies with a customer-centric culture, assuming that all other aspects of the business is acceptable.
I for Innovation. In order to succeed in any economic situation, a company has to have innovation in its bloodline. Even a small restaurant has to be innovative in order to attract the right customers at the right time with the right spending habits. For example, there has been numerous reports in recent months in Asia that inexpensive (low cost) food sold in food courts or hawker stands are in much higher demand than in good economic times. McDonalds have lowered their value meals during lunch times to beat the recession fever in most Asian countries. So, innovation is key to making a competitive difference!
R for Relationships. In most businesses, its the comfort zone of working with familiar people and their companies who understands our needs, able to share the best practices in our industry and knows how to do business with us that facilitates long term viable business relationships. And in bad times, understands that passing down of savings to customers means the extra icing on the cake for the relationship.
C for Core Competency. This cannot be emphasized more that companies should always focus on their core competency. It is so critical that resources are used to innovate along the lines of their core competency. One approach is to innovate into vertical industries, that is, how can we market and sell into specific vertical industries with the same product or service that we have today and at the same time, showcasing specialization and know-how in specific vertical industries. This helps to open new markets without sacrificing on the core competency.
L for Long-term Strategy. All businesses should not only focus on the short term survival but also on the long run. Review the current strategy and adjust, adapt, align for the existing situation. Manage the change if necessary. Watch the cost for cost is within control but not so, with revenue. We can only pursue and court revenue and revenue may or may not come to us. But definitely, we can manage cost. Spend on what is essential and we will be surprised that most companies cut down on advertising during the bad times. This is a big mistake. We should be prudent about spending on advertising but we should not totally stop advertising in any form. Advertise innovatively. Above all, look long term!
E for Employees. Many companies look at cutting staff during bad times and this, in fact, has an adverse impact on the good employees. Good employees will leave if they feel that the company does not care. So, if there is a real need to cut staff strength, make sure that this is a company-wide affair where individual staff are interviewed and their opinion seeked with regards to who should and should not be part of the team. Corporate directions, mission, vision, strategy and the likes are to be communicated to the staff so that they will not be lost and is aware of what the company is doing in the midst of the economic crisis. Been informed and knowing that the company cares is what motivates the employees. As such, even in bad times, a small monetary award for good performances or a thank-you note or even a birthday card means so much more! Without employees, its like without the body parts for a company. Each employee plays a critical role in the success of the company!
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