Casual Articles - Business

Professional Parasites and Amateur Professionals Considered
Have you ever met a well-dressed Buzz Word Blitzing Professional Parasite Practitioner? Well they are everywhere, they say all the right things and then you wonder if you can trust the slick well dressed person and their substantially high rates.Recently in an article someone had pointed this out to me and a very good article indeed and in my business career let me tell you I have met tons of both Professional Parasites and also amateurs who had integrity and indeed were extremely professional and great to do business with. My favorite type of person to do business with is the true man of honor and character who dresses like a regular guy,

olutions to create result value and incur the costs against the value

- The enterprise strategy defines strategic result value to be created and governance ensures the transformation from current result value to strategic result value

- Contrived 20th century methods and entities are abolished by describing all responsibilities in terms of results and performance solutions

- An efficient and effective 21st century enterprise is created by standardizing performance and costs and differentiating in the value-quality of customer results

- The enterprise can collaborate with other 21st century enterprises by re-linking result value-quality chains, since results are consistently defined and performance costs are standardized

Learn more about R-pM at www.result-performance-management.com by joining the R-pM community. R-pM makes 20th century methods obsolete, and is becoming the imperative for organizing and managing the enterpri

Rural Michigan - Building a New Industry
In the past couple of years, an increasing number of State Agencies and financial firms have been re-addressing cost cutting solutions by sending customer service jobs to rural areas of the United States, where labor costs can be dramatically lower and where skilled labor forces are available.Our study shows that there is an attempt to bring outsourcing jobs back from overseas to smaller cities and towns through the United States. We recently visited the Michigan town of Oscoda -- home to about 20,000 people, near the northeast lower peninsula of Michigan along the shores of Lake Huron -- where some say there are not enough jobs in local re

Now is the time to take a new look at how you organize and manage your enterprise, in order to compete in the 21st century.

Technology has made it imperative that the enterprise quickly change and adapt to serve customers and markets. Technology enables us to focus on the specific economic output and input results that form a value-quality chain from within our suppliers, through our enterprise and business-partner-collaboration, and on into our customer’s value-quality chain. Technology has enabled many changes in the way we manage capital to move the focus from cash and accruals to the total worth of tangible and intangible assets. Technology enables us to simplify the enterprise to directly organize, plan, and manage business reality.

The way forward to compete in the 21st century is provided by a new breakthrough, Result-performance Management (R-pM). R-pM defines and organizes the enterprise business to utilize capital in performance to produce value in results through two entities:

- Results: The economic outputs that are chained in value-quality chains

- Performance Solutions: The breakdown of all capital into specific performance solutions for cost-effective utilization to produce value-quality results

R-pM also defines the periods of time utilized for strategic, operational, and development planning. R-pM then manages the enterprise in three dimensions.

- Result: To manage each economic output produced to generate revenues and reach objectives

- Performance: To manage each performance solution utilized control costs and maximize profits

- Management: To manage period by period to develop, gain the return, and carry out the strategy

The enterprise creates value through results. Quality is an attribute of the results, not of the performance. Value must be added to results to justify improvement or development. Risk is the chance that a result will not be produced completely or on-time as planned.

Costs are incurred through performance. The performance cost can only be charged against the value created in the results. Performance effectiveness puts quality into results. Performance capacity is needed to produce a volume of results. Performance improvement or development can produce benefit only by adding value to results. Performance uncertainty causes much of result risk.

If the enterprise does not manage results and performance, it cannot manage costs, value, benefits, worth, volumes, quality, risk, uncertainty, and other attributes of results and performance.

Managing results and performance presents many advantages to the 21st century enterprise:

- There is one framework that describes business reality to manage all results produced and all performance solutions utilized, in both operations and development over time periods

- The enterprise is dynamic to change results and performance solutions quickly and reorganize naturally with each change

- All in the enterprise directly understand their role in terms of results and goals and performance and expectations

- Personnel are performance solutions with assessable worth, who continually increase capabilities to produce higher-value results

- Personnel understand that their capabilities are performance solutions utilized in a result value-quality chain, and that poor performance produces a low value-quality result that affects a chain of results

- Personnel understand the relationship between the cost, effectiveness, capacity and uncertainty of performance and the value, quality, volume, and risk in the results they produce

- Managers and professionals are deployed to results that are organized to employ their capabilities, and they are supported by professionals deployed for each category of solution that they utilize

- The enterprise is simplified for planning and reporting into results, performance solutions, and the time period, providing one integrated management solution

- Capital investment and development develops both results to provide value-added benefit and also performance solutions to create result value and incur the costs against the value

- The enterprise strategy defines strategic result value to be created and governance ensures the transformation from current result value to strategic result value

- Contrived 20th century methods and entities are abolished by describing all responsibilities in terms of results and performance solutions

- An efficient and effective 21st century enterprise is created by standardizing performance and costs and differentiating in the value-quality of customer results

- The enterprise can collaborate with other 21st century enterprises by re-linking result value-quality chains, since results are consistently defined and performance costs are standardized

Mobile Oil Change Business for the West Virginia Market
Is a state-wide Mobile Oil Change Business viable for the West Virginia Market? Recently we were asked to consult an upstart entrepreneur interested in the mobile oil changing industry sub-sector and looking to target his state of West Virginia. Are there any such businesses now like this in the Great State of West Virginia?There are folks engaged in the mobile oil change business doing this now in West Virginia and yet there are only a few decent markets there worthy of a large enough population to make it viable. That is to say make the economies of scale work for the business. One concept would be to concentrate on a different area or ci

mic outputs that are chained in value-quality chains