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Casual Articles - Increase Your Sales by 30% Using Internet Collaboration Networks
If you are in a job search and aren’t receiving viable hits, it’s time to walk a mile in an employer’s shoes. Okay, I realize what you may be thinking. For just one day, you would like an employer to walk in your shoes so they can be sympathetic to the stresses you are going through on a daily basis. That makes sense, since what most of us want is to be understood by others.However, when I suggest you take the time to put yourself in the position of an employer, that isn’t meant to minimize the realities and responsibilities of your world. Your responsibilities sit across from you at the dinner table every night and they miraculously appear in your mailbox every month.On the other hand, just as you would like to be understood, so do employers. And though you don’t have control over an interviewer, you have full control over what you decide t
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, ma
Everyone loves free advertising. In some ways it is the Holy Grail of business. But it has to be effective advertising seen by many people. One of my favorites is a newspaper article about your business. This is an elusive goal, and it can be difficult to achieve. Sometimes, it is just being in the right place at the right time. However, there are some basic techniques you can put into play to help position your business for exposure. I have personally used them to get 3 different articles written and published. These techniques have even put me on the evening news. And best of all, it only costs you some time and effort.The key to this method is letting journalists know your business exists. I do not believe in waiting for someone to notice me. I prefer to tell them I am there. Realistically, journalists are always for a good story. Just tell them
Small businesses from many different industries, both traditional and hi-tech, have discovered a new way for them to succeed in the "global economy".
It involves collaboration on large proposals, R&D and fulfilment of orders assisted by relatively low cost, virtual collaboration technology.
Traditionally many small businesses join supply chains centred on larger companies.
Unfortunately the companies at the bottom of such supply chains are often treated as commodity players and replaced with cheaper alternatives when the opportunity arises.
Some brave small businesses have attempted to "go it alone" by creating sophisticated internet e-business architectures which directly link them to their major customers and partners.
However the expense, risk and sheer management effort involved in this approach puts it beyond the reach of most.
Virtual Enterprise Networks (aka VENs) give small businesses scale
The "third way" which companies are discovering is to join "Virtual Enterprise Networks" or VENs with other like-minded but complimentary businesses to market, sell and deliver collective offers to the market beyond what the individual companies could offer by themselves.
In addition these VENs are also undertaking significant collaborative product development work, often in partnership with applied research institutes and universities, which would be beyond the reach of the member companies individually.
For example, a group of UK Engineering companies are using the VEN approach to collectively bid for many-million pounds of work per annum from a large European Customer. Like many corporates this customer has a supply chain rationalisation (aka small supplier reduction) programme which would stop them dealing with any of the companies individually.
Another example is a group of Swiss component manufacturers who used VENs to move up the value chain away from contract-specific components to branded product solutions in the face of stern cost-based competition from Czechoslovakian companies exporting into their home market.
A third example is a group of Mexican manufacturers who used a VEN to support their entry into a new, more sophisticated market (the US).
So what exactly is the "Value Proposition" for a VEN?
A VEN connects businesses into peer networks that are supported by appropriate technology to give them the capabilities and competitive advantages of global enterprises particularly:
· SALES
· MARKETING REACH
· PRODUCT DEVELOPMENT
· HUMAN, CAPITAL & IT RESOURCES
Whilst exploiting their inherent competitive advantages in being able to be more agile in areas such as:
· SPEED & RESPONSIVENESS
· ENTREPRENEURSHIP & INNOVATION
· FLEXIBILITY
· LOW OVERHEADS
So what are the critical factors for making a VEN a success?
All the experience points to four main ones:
CSF1. Not over-complicating the technology support!
The surprising thing about virtual enterprise networks is that the technology support companies need to get started and win collective new business is neither complex nor costly.
When companies are starting to collaborate all they really need is a simple web-based collaboration platform which they can access from their companies (whilst travelling) which allows them to securely communicate, schedule, discuss and work on shared documents.
Typically numerous suppliers offer such software as a hosted, pay-per-use service, which requires no software, installed at any of the client PCs.
Companies operating in a network also need access to good shared business applications such as campaign management/CRM - these applications must be web-based as networks of small companies do not have shared IT infrastructures.
CSF2. Taking "Network Governance" Seriously
The biggest concern a customer will have in dealing with a network is who is accountable when things go wrong (and can I sue them if it has to come to that!).
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, mak
Industrial blowers are mainly used to circulate the movement of air and gas in ventilation applications. Their main function is to replace impure or contaminated air with fresh air by swirling it around. Almost every industry, including agricultural, chemical, medical, oil and gas, automotive, food processing, mining and construction use blowers for different purposes such as drying, reducing heat levels, reducing smoke and odors, processing and controlling gaseous fumes.Industrial blowers are manufactured using a range of durable plastics and metals, or a combination of both materials. For example, industrial blowers operating in corrosive environments are usually made of polypropylene because it provides greater structural integrity and corrosion resistance, and will never de-laminate. Typical recommendations in the construction of industrial blo
In addition these VENs are also undertaking significant collaborative product development work, often in partnership with applied research institutes and universities, which would be beyond the reach of the member companies individually.
For example, a group of UK Engineering companies are using the VEN approach to collectively bid for many-million pounds of work per annum from a large European Customer. Like many corporates this customer has a supply chain rationalisation (aka small supplier reduction) programme which would stop them dealing with any of the companies individually.
Another example is a group of Swiss component manufacturers who used VENs to move up the value chain away from contract-specific components to branded product solutions in the face of stern cost-based competition from Czechoslovakian companies exporting into their home market.
A third example is a group of Mexican manufacturers who used a VEN to support their entry into a new, more sophisticated market (the US).
So what exactly is the "Value Proposition" for a VEN?
A VEN connects businesses into peer networks that are supported by appropriate technology to give them the capabilities and competitive advantages of global enterprises particularly:
· SALES
· MARKETING REACH
· PRODUCT DEVELOPMENT
· HUMAN, CAPITAL & IT RESOURCES
Whilst exploiting their inherent competitive advantages in being able to be more agile in areas such as:
· SPEED & RESPONSIVENESS
· ENTREPRENEURSHIP & INNOVATION
· FLEXIBILITY
· LOW OVERHEADS
So what are the critical factors for making a VEN a success?
All the experience points to four main ones:
CSF1. Not over-complicating the technology support!
The surprising thing about virtual enterprise networks is that the technology support companies need to get started and win collective new business is neither complex nor costly.
When companies are starting to collaborate all they really need is a simple web-based collaboration platform which they can access from their companies (whilst travelling) which allows them to securely communicate, schedule, discuss and work on shared documents.
Typically numerous suppliers offer such software as a hosted, pay-per-use service, which requires no software, installed at any of the client PCs.
Companies operating in a network also need access to good shared business applications such as campaign management/CRM - these applications must be web-based as networks of small companies do not have shared IT infrastructures.
CSF2. Taking "Network Governance" Seriously
The biggest concern a customer will have in dealing with a network is who is accountable when things go wrong (and can I sue them if it has to come to that!).
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, ma
"Luck is what happens when preparation meets opportunity." - Seneca (Roman Philosopher, Mid 1st Century A.D.)Good fortune, in some way or form, comes to us all. It is they who are prepared to receive it that notice its arrival and reap the rewards. When it comes to your job search, you should leave nothing to chance and employ as many strategies and tools as possible to ensure the best chance for success. Here are some recommendations for maintaining your work area that will make you more search efforts more efficient and effective:The Different Divisions of "Mission Control"If executed with diligence, your job search will have many facets. You will manage searches with multiple online job boards (some highly specialized), record contacts and conversations with multiple personnel from various organizations, customize resumes and relat
A third example is a group of Mexican manufacturers who used a VEN to support their entry into a new, more sophisticated market (the US).
So what exactly is the "Value Proposition" for a VEN?
A VEN connects businesses into peer networks that are supported by appropriate technology to give them the capabilities and competitive advantages of global enterprises particularly:
· SALES
· MARKETING REACH
· PRODUCT DEVELOPMENT
· HUMAN, CAPITAL & IT RESOURCES
Whilst exploiting their inherent competitive advantages in being able to be more agile in areas such as:
· SPEED & RESPONSIVENESS
· ENTREPRENEURSHIP & INNOVATION
· FLEXIBILITY
· LOW OVERHEADS
So what are the critical factors for making a VEN a success?
All the experience points to four main ones:
CSF1. Not over-complicating the technology support!
The surprising thing about virtual enterprise networks is that the technology support companies need to get started and win collective new business is neither complex nor costly.
When companies are starting to collaborate all they really need is a simple web-based collaboration platform which they can access from their companies (whilst travelling) which allows them to securely communicate, schedule, discuss and work on shared documents.
Typically numerous suppliers offer such software as a hosted, pay-per-use service, which requires no software, installed at any of the client PCs.
Companies operating in a network also need access to good shared business applications such as campaign management/CRM - these applications must be web-based as networks of small companies do not have shared IT infrastructures.
CSF2. Taking "Network Governance" Seriously
The biggest concern a customer will have in dealing with a network is who is accountable when things go wrong (and can I sue them if it has to come to that!).
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, ma
There are over 2,500 different franchises for sale right now. Trying to choose the right one might seem like an impossible task. One that is even more intimidating considering the large financial investment at stake. If you are a first time franchise purchaser, where should you begin? The answer is not easy; every franchise is unique and there are hundreds of characteristics to review. That said, certain characteristics keep popping up when we examine the best franchises.Here are SmarterFranchise’s signs of a great franchise concept.1. Multi-unit Ownership The proof is in the pudding. The best indication that a franchisee is happy with his business is if he spends more money to purchase another unit or an additional territory. The logic is the same as why Honda has such a strong reputation in the car market. If your uncle Jeff
When companies are starting to collaborate all they really need is a simple web-based collaboration platform which they can access from their companies (whilst travelling) which allows them to securely communicate, schedule, discuss and work on shared documents.
Typically numerous suppliers offer such software as a hosted, pay-per-use service, which requires no software, installed at any of the client PCs.
Companies operating in a network also need access to good shared business applications such as campaign management/CRM - these applications must be web-based as networks of small companies do not have shared IT infrastructures.
CSF2. Taking "Network Governance" Seriously
The biggest concern a customer will have in dealing with a network is who is accountable when things go wrong (and can I sue them if it has to come to that!).
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, ma
Problems arise in every job and in every industry. What did you do to prove you were the solution to those problems? I can tell the last job title of every person that walks into my classroom before I speak to them. They were problem solvers until they no longer offered a solution to a particular problem and that is why they were let go. And I know what their next job title is going to be. They will be a problem solver again. When you come at a job search from that angle, it makes the task very easy. Study a company. Discover what their problems are, determine how you can solve that problem and convey that you’re the solution. Bingo, you have a job! Bottom Feeders miss this point every time because they are so focused on their own problems.Keep this next point firmly in mind and you won’t have a problem marketing yourself. "You can’t sell if you
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, make decisions, handle conflicts, share information and use the virtual collaboration technology.
An aspect of VENs which seem to differentiate them from other forms of networking is the willingness of the members to invest in the development of these shared working practices.
Without such practices it is unlikely that trust will grow in the network to the extent necessary to achieve anything significant.
The first conflict that happens will probably destroy the network.
Strange as it may seem it is sometimes the appearance of the first good business opportunity that destroys a network as members revert to non-collaborative styles with the smell of the money!
CSF4. "ABC" Roles
The most successful virtual enterprise networks are based around 3 key roles, which can be remembered using "ABC".
"A" is for the Architect who knows what the network of companies can (and cannot) deliver. The Architect is also responsible for finding companies to fill gaps in the virtual supply networks needed to deliver specific customer opportunities.
"B" is for the Broker who sources potential customer opportunities for the network and then works closely with the Architect to qualify them and configure the right virtual teams to bid.
"C" is for the Coach who works with the individuals in the different companies to build trust, design accountability structures, resolve issues, address conflicts of interest and build them into effective cross-company teams.
I am sold - how can I get started?
Click on this link to access "A 6-week plan for setting up a Virtual Enterprise Network" ===> http://www.bioteams.com/2005/07/24/a_kick-start_plan.html
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