6 Month Old Persistent Dry Cough

Business Growth ... (2 ... continued)

Well, he stayed briefly comment on this book. While there are many elements about which I have written before, so shocking in this book is the demonstration made by the authors about the similarities between natural and social systems. Is striking, as instead of taking care of our natural systems predators and social systems, we are even more wild. But neither the book nor I seek to delve into that criticism, but to show that it is much easier to find solutions to problems, if it emphasizes a global perspective but asociactiva between natural and social. Below I detail
only "headlines." Whoever specific opinions deeper, send your post to this blog.
.
In plants
basic similarities:
-
creation and growth - importance of
location - location problems
change - change of type
-
diverse climatic influences:
-
climatic effects from the outside -
internal climate - climate adaptation
- behavior
climatic disasters as Justus von Liebig Fertilization
. In animals

- patience - very important
- domain
territory -
balance - speed and degree of effectiveness
- teamwork
-
appropriate tools -
parasitic behavior. Cooperation

still looking for a publisher who wants to edit in English ...

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Business Growth ... ESC

Business Growth

The most natural thing

few days ago I received this book recently published in German: "Unternehmenswachstum - Die Welt der Sache natürlichste. The title I have translated, it is not yet published in another language. I was honored to receive it directly from Roland Kamm, one of its authors, who was until 2001 the Director General of the consortium Kärcher German, world leader in new solutions to solve your cleaning problems: http://www.karcher.de

Roland Kamm led from 1978 to 2001, this company and transformed the world leader in your area. the company's growth was something really unusual and well established. See table below left, sales in million Euros, to the right, on no employees worldwide.

The authors propose and describe, as it can grow even in difficult times. While the book points out the strategic background, based in the EKS of Mewes (ESC in Latin America), the most important thing in this book is the fusion (synthesis) of several areas that are investigated and observed separately by the science and practice: teaching management, natural sciences - especially laws of growth in nature, psychology, social ethics and Christianity. The central bottleneck of our society is the growing conflict between rich and poor. Put another way, between maximizing profit and self-centered human development community's sense of solidarity. The "case Kärcher" shows perhaps more clearly than any other example, if feasible to overcome capitalist conflict posed by Karl Marx, that is, if it is possible to increase the profit itself simultaneously through a common benefit, not prey on man and environment.

I received a request from Mr Kamm to search for editing and translating the book into English. In principle, Mr. Kamm is eventually willing to cede much of the rights, if it were to be a limiting factor for the book is a contribution to our Hispanic community. The translation, I made out probablemte. Well ... I'm reading the book a second time as it is fascinating and on the other, moving contacts to find the ideal editorial, it can be distributed efficiently throughout Latin America. Any ideas or input contacts are welcome.

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© Balance of Stress

When it comes to business management as well as divisions and areas of the same, many still rely Manager only in the "hard factors" although the welfare and pains of a company are primarily responsible intangible factors. The causes of certain financial and material events, should be sought in the voltage levels immaterial.

What is Stress?
are always signs of disharmony, such as discrepancies between the needs of a target group and offer a company image and credibility damaged the headquarters and management, lack of clear guidance to the "internal customer", no of 'managerial coaching, etc. The point of greatest tension is in turn the bottleneck of the development process, but the most effective point for cyber operations.
One of the main tasks of a company, division or area, as well as any endeavor is to satisfy an ever more effectively the needs a target group, both externally and internally, to do so, there must be harmony between supply and demand. The way to fulfill this task can not be recognized only in capital development, but these so-called tensions.
Tensions are expressed in expectations, interests, obligations, needs, envy, irritation, stress and general terms in hopes or anxieties about personal development and autonomy. These tensions are immaterial nature. Sooner or later reflected in visible and measurable results.
The goal should be to take more and more aware of these tensions in order to intervene early in the ripening process in any proceeding, whether external or internal to the company.

Why requires early recognition system?
The importance of having on hand the correct information about market, customers and the company is well known for the actual practice of management. Much better the system for early recognition and information, the better the strategic decisions:
quick reaction to changes and trends.
Rapid measurement of success or failure of the strategy and achievements in learning.
Improved identification of the "minimum factor" (the factor that prevents most strongly meet the desires and needs of the target, is changing.) External target groups as clients, and internal and unions, work groups, divisions and areas of the company.
Early recognition and identify threats and seize opportunities.

ESC © Balance of Stress is an instrument for measuring stress. At the same time is a system of information and guidance. Despite the name "balance" has nothing to do with accounting. The balance of tension is an indexing scheme, with the help of which you can record, measure and observe eg intangible factors such as customer and employee loyalty, motivational factors and bottlenecks, but also material and financial factors such as machinery, equipment , accounts receivable and payable, etc..

tasks ESC © Balance of Stress

Add intangible heritage and its changes. A balance sheet and financial records only the tangible and financial. However, the total value of a company consists of three types of capital:
- The material (equipment, property, stocks, etc ....)
- financial (accounts receivable, bank deposits, stocks, etc ....)
- The Heritage (strategy, know-how, invention rights, patents, concepts solutions to problems, databases, but also the psychic readiness and motivation of management, employees, customers, banks and investors and its surroundings. For calculation purposes, intangible heritage is the difference between book equity and total real value of a company.

Add procedures at the motivation, information, emotion, psyche and strategy. Accounting and balance record only a portion of the short-term effects, but long-term effects are often precisely contrary to expectations. A brief example is a cost-saving measure, which has an initial positive effect on productivity, cost and profit, but could have a negative effect on the motivation of employees, their identification with the company and the customer satisfaction, which could result a counterproductive effect on earnings in the medium and long term. In the short term, the administration reflects an improvement in outcome, but it leads in the wrong direction.

is a reliable indicator. balances and profits have reflected a "compass effect" wrong. Should show whether a year was good, fair or poor, whether to follow suit or if you need to change the strategy. They also show, which Manager was successful and should be promoted and which failed and must go to the "elephant graveyard." This sounds great, but has a big "but": the compass is wrong. May reflect a correct behavior as wrong and vice versa, simply because it does not register any change immaterial.
A compass that shows in the wrong direction, directs the company in a direction wrong. This is fatal because of rapid changes in economic and social environment. Often, the losses of a company are explained by the Management with an alleged "worsening economic situation, social and political." However, it is even more common for the Management did not record in time known such changes, which are possible to detect early and used as a competitive advantage. Time to recognize those intangible developments and tensions can transform disadvantages into advantages. With the help of the Balance of Stress, you can feel and measure these forces.

is the ideal complement to managerial and financial accounting. material and financial circumstances are the result of the circumstances immaterial (see above). This is true in purchasing decisions of customers, the work environment, awareness of prevention of risks to workers, reducing maintenance costs, the impact on public opinion, quality management, etc. Mature economic decisions so invisible at the spiritual and emotional, sometimes for years. Changes in these plans should be recognized customers, partners, media, public opinion, etc.., To make it possible to influence them in the right time. Managerial accounting financial and can not do if solas.La basic structure of "Navigation System account" is 500 years old. But much has changed, especially the dynamics of economic and social development. But despite the microelectronics, accounting is "pressed into the straitjacket of a scheme that has 500 years, only faster and more accurate, but without considering the intangible heritage of an organization. Unfortunately, the "cemeteries of numbers" are getting bigger and not the full picture necessary for proper decision making. The Balance of Stress, in addition to accounting and financial management, you can disable the historic weakness. It focuses on a few factors, but decisive. It is easy to implement and apply and any employee can participate, either as a global corporate policy or only in some areas of it.

is very helpful in negotiations with banks and investors. is well known that banks and investors, the balance sheet and income statement are not reliable criteria by themselves. Past successes are not necessarily a guarantee for the future. With the balance of tensions, the company can deliver to lenders and investors a more representative information.

accounting thought merely material has the following consequences:

- a wrong picture of reality.
- Shorten vision.
- A posting ever increasing capital and profit.
- The company is not driven into the achievement gap in which it could be.

estimates Is it enough?
Tensions The balance is largely based on estimates, themselves, collaborators, target groups. How much can you trust such estimates? Estimates are expressions of foreboding. Roger Sperry the Nobel Prize, showed the location of various functions in the respective hemispheres, mostly different cognitive capacities located right in the middle cerebral, contrary to the widespread idea that the key was the left half. The left is rational, logical and objective, the law is emotional, intuitive and subjective. The left is analytical, propositional linear while the right is synthetic, imaginative and simultaneous.

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criteria Cooperation (Associativity) according to

TOP 5 Clienting-Profit-Strategy ©

.

First Cooperations © ESC meaning they are only forms of association, which develops a compelling benefit to a specific target group (Client Profit). The successful cooperation is determined by the relationship between synergies and internal friction losses. With the common goal of maximizing the benefit of the common target group = clients ("Client-Profit"), the synergistic effects will be larger. Only with this goal, it is feasible reconcile the disadvantages of partnerships: attachment, dependency and conflict. Is that generally tends to "partners" individual benefit more than others within the association, leading to increasing conflicts and finally, threatening total associativity.

Second The goal determines success. Working together is easier to solve problems individually. This is where you can "lock" and connect information, ideas, forces and means. If all members work on the basis of the same interests, the "spiritual exchange" is much more open and powerful. The information, reasoning and ideas are encouraged interactively. Of ideas and solutions about, automatically develop ideas to deepen in the other, producing an effect on the ideas first. Multilateral effects are generated as: motivation, correction, strengthening and stabilization, ie, group dynamics. This development can be directed towards the positive or negative. The direction it takes will depend on the goal. The common goal and motivations that are generated from it, not only determine the direction and strength of this development, but also about the disintegration of the consolidation or cooperation. Common goals based on criteria TOP 5 CPS © increase significantly the chances of success.

Third A greater benefit and success with less effort, dispersion of creativity and innovation. To jointly develop solutions to problems or needs of the common target groups, each member must contribute only a fraction of factors such as intelligence, knowledge, time, cost and others. With the premise of a good organization of the group and through greater strength in the ability to perform, the benefit will be greater than to do it on their own. In other words, the overall success grows more rapidly than the number of cooperation partners. This occurs due to increased attractiveness that is generated in their target groups and the "ideal client" in these fields.

Fourth larger the experiences of success, the greater the motivation of the consortium. The lower the experiences of success, the sooner will produce the disintegration of the association. With the shared goal of increasing the benefit to the target group = clients (Client-Profit), successes occur faster, safer, and more durable. Fundamentally, this is true: the better the resolution of problems of the target group, the better it will solve their own problems of supply export, sale, or at least become easier. Partnerships that aim at solving common tasks (eg associativity supply), sometimes are better than nothing, but have the limitation that are not competitive market-oriented, positive and the opportunities presented within the dynamics of change. They also have a tendency to neutralize the advantages of association by internal friction, as they tend to focus on the weaknesses and threats, a circumstance under which the strengths and opportunities to take second or third place. Unlike a traditional SWOT, ESC © focuses on strengths and focuses only on clear bottlenecks depending on the specific goal and not to correct all kinds of weaknesses.
At least in the long run, all kinds of cooperation should aim to benefit a particular target group and not only seek personal gain.

Contemplate the following criteria in formulating the scope of tasks and goals:

Þ Scope of tasks and goals should be motivating enough. Þ
scope of tasks and goals should be formulated under the principle of concentration, ie specialization. Þ
starting point is the level of experience, knowledge, current strengths of the partners. Þ
scope of tasks and goals should be specific and promising success. Þ
dynamic evolution of the scope of tasks and setting goals. Þ
Determination own bottlenecks and target groups. Þ
common goals are the core of cooperation. Þ
common goals act as the "constitution" and should not be jeopardized. Þ
neatly in the formation of associative. Þ
Finding complementary partners on the original. Þ
Defining the depth of cooperation.

Development of a Strategic Cooperation by ESC ©

Campos
Action Target Groups ▼
(Clients)
▼
Research Problems, Needs and Desires
(customers)

▼ ▼
Solutions Development Testing at Target Groups

▼
Materialization ▼


Marketing Improvement ▼

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University Associative Networks: Is my destiny? Case

may be surprising to some, for me has been a process over a year of analysis, my career goal in the short to medium term is exercised in Santiago de Chile, possibly in another city, a role in the level of strategic responsibility of a university organization with a global vision. This, preferably in the direction and development of innovative new concepts for graduate programs, training and extension, systemic integration of the old with undergraduate curricula in different colleges as well as the development of new forms of cooperation with the national and international private companies.

Insert important - click to enlarge :

The biggest hurdle we must jump, anti-reflection is our economic ... "We formed to make more money but to be more erudite and cultured, do not offer training to earn money but to improve and develop people."
As long as this belief or want us to believe through certain idealism, our best talent will leave some - today really few private universities in Chile - but increasingly, they will go to Harvard, Stanford, Chicago or another university of USA . To a lesser extent to Europe. Certainly beyond our talents acquire much knowledge, but the style and not toward USA a model of thought itself, that resonates with our culture.

The most comprehensive is the world

Do we want these exodus of people, thought, culture is still being produced?
Can we continue to give that luxury?
.
At some point in my life, which I hope will be far closer than I intend to dump all my experience and skills to university, but full time. It motivates me, seduce me, opens my mind to a wealth of ideas that I drag a long gasp. Time will tell if my key will lock it to a university in Chile, which holds a vision in the same direction as mine and obvious, which I will add value.

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"little talent"

ESC © - Case "little talent"
... or the other side of specialization (a true story and no gimmicks )

midrange professionals, usually acquired and are due to technical knowledge, while the top executive level, expertise and excessive specialization are rather counterproductive.

At some point in their lives, the bearer of this specialized career average, he discovered in himself a "little talent" for certain maneuvers and findings, a "little talent for combining colors and handle specimens, perhaps a small creative side that delighted him. This feature distinguishes it from others and gives it a special feature.

Suppose our "little talent" has a benevolent leader and its special strengths are useful across the enterprise. Then, deliberately, if not you should install a small laboratory to carry out their experiments in a more planned - "maybe" - give a useful result. So, with her "little talent", achieved the first step. He is better.

now has its own (small) laboratory and a nice white coat. His "little talent" is encouraged and feel motivated. It also takes specialized training and purchase literature to strengthen his "little talent." Is it just the visible tip of a very talented, yet undiscovered? So our "little talent" becomes a yeast dough, whose species is all that the "little talent" does, thinks and dreams. Both effort must necessarily bring success. One fine day, the "little talent" actually gives birth to a true invention that improves production. Reached success. What follows is the recognition, congratulations and career advancement. Birth of a recognized expert.

The specialized career takes its course. The "little talent" spoiled became a fixed idea that dominates their lives as a man of race. Day and night trains his talent, to be generated sequence of ideas, images and actions determined.

One day changed all production bases. No further precision mechanics. Electronics engineers are the new kings. With all security during the transition phase will require some precision mechanical parts. However, the discontinuation date is known.

laboratory is closed and high-income specialist, he is offered a new job, a new training and a much lower salary. Maybe it also develops a "little talent" in the field of electronic ... And to ascend again.
to start over with a new career and good luck!
"Maybe we could remove his belongings from the office of a once and for all you know, the need for other things. .... You understand you have a new place with Perez ... what is the waiting."

Just drop all the beautiful structure. The following is a psychic shock. The beautiful, "little talent", now worth nothing. But how, if it is the only talent he has? Where do you get a new one quickly now? Distress and can not sleep at night. Your suggestions desperate to return to the mechanics of precision, they encounter benevolent stares of incomprehension. Its tranquility and security in its technical superiority are gone. Is irritable and feels exhausted. Have frequent headaches and tachycardia. As obsessed, get new suggestions for improvements to the mechanical production. "This guy is crazy," said the young electronics engineers which are those that now dominate this area of \u200b\u200bthe company.

Feedback - Tasks

1. Here we describe the effects of specialization and will jump for joy to those who oppose the promotion of the creation of specialists, but generalists.
2. In contrast, the increasingly global world requires more and more specialists in specific areas. First question then arises: how to avoid the negative and the positive benefit of specialization? While there are various methods to eliminate the negative effects of initial specialization, always be on the air the question to specialize or not, which appears again and Once on people and companies. There is no doubt that through specialization automatically grow the effectiveness, creativity, know-how and success. If this development continues and accelerates, or as in the case of our "little talent" is stopped, the second question depends on who is who and what is specialized.
3. In the previous case described perfectly well the effects of specialization: more pleasure at work, more identity, more profiling, etc. We are pleased that there is so unequivocal witness to this effect, although in this case, I see the opposite. So, where is the difference indicates the ESC © as a way of specialization? The ESC © cautions and emphasizes that the technical specialization that leads to this type of failure. The ESC © teaches how to take advantage of the technical expertise of our "little talent", but as well as offset their disadvantages. If this person had not specialized in a particular technique, but a particular problem (eg regulators and dispensers for ink and paint factory), have recognized long before all electronic engineers, mechanical dispenser built until then, may occur even more economically by electronic means. His experience in this specific area would have allowed faster recognizing the advantages of its position in electronics and electronic engineers have been advantageous. In addition, electronics could have learned enough time, or better yet, have sought synergies with electronics suppliers in turn specialized in the development of such units.
4. Since the biochemical function showed understanding for the Energo-cybernetic human brain, no doubt about a broad and dispersed or specialized education make a man more capable. It is an indisputable fact, that through the merger, ie specialization, each person achieves an efficiency mental cross-linking, memory retention ability and creativity that had never even imagined (Frederic Vester - Thinking, Learning, Forgetting - Stuttgart 1975). Task

for interested readers: what you have done strategically in the case of our "little talent", so in a timely manner (preventive), and before the problem actually had to face (corrective) ?

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Rules "No Change"

NO Useful Rules Change for organizations.
What should we do, so that nothing changes?

A brief instructive to fail in the future:

1. Keep busy to those who aspire to make changes. "Make no more." Carriers can not intrude and blocking new contents are hidden.

2. Avoid any discussions transparencia.Intenta transfer goals and content of a necessary change for organizational reform in the direction of informal structures.

3. Worry about an overuse of the organization. Great list of activities ineffective reporting and administrative work as well as excessive goals realistic
without a livelihood. Sobreexígete daily as well as your colleagues and subordinates.

4. Take care of quickly resolve the "symptom" and not the underlying problem. There is nothing better than a swift, well dispersed, giving "sticks to the eagle" and in the wrong place.

5. Worry about the problems and guilty look elsewhere.

6. Puts people in the middle of a process of learning and change, using as a "shield." Requires finding the "managers" of a problem.

7. Worry about the "proven" and customary structures remain unchanged. Be angry, criticism and rebuke, but do not change anything.

8. Make constructive and conciliatory apparently contributions, which are destined for the blockage of new "rules"

9. Actively support not geste a framework for discussion, about whether or not it makes sense to spend time thinking about changing the "rules of game" as well as models for solving problems and "archiprobados."

10. Support those who can, to keep their current "capacity" reality display.
The others, worry about your homework and make it difficult to be poorly evaluated by their superiors.

11. Press. Because in a fast walk, is more difficult to realize what really happens. Speeds by you so called "process of change" (because in reality ... you do not object to changes, while not affect you.)

12. You important to keep everything under control. Try to be everywhere. Beware of self-direction and self-determination. If ultimately responsible for you ... or not?

13. Making quick decisions in the superficial and worry, which give the sense of inducing changes.

14. If any of your previous rules do not work, try: "can do whatever they want, but we can cost you a single penny!"

Rules Do you know other better NOT to change and we can add to them?
We are always looking for new "rules" in companies and organizations. Are rules that put roadblocks to the "new and innovative" and seek root for life "as usual" ... despite not work or show clear signs of decline.

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No ill wind that blows no good ... The origin of the success

This story, whether real or not, almost perfectly exemplifies an intuitive strategy to transform problems into opportunities. I hope you enjoy them spirits up.

-

worst job was not in town to be keeper of the brothel. But what else could I do that man? In fact, I had never learned to read or write, had no other activity or occupation.
One day, he took charge of the brothel concerns a young man, very creative and enterprising and decided to modernize the business, was a Commercial Engineer. He cited staff changes and to give new instructions.
The goalkeeper, said: - Starting today, you will also be on the door, will prepare a weekly report which recorded the amount of people coming in and also recorded their comments and recommendations about the service.

- I love to please you, sir, but not read or write.
- How? ... I'm sorry, but I will have to dispense with his services!
- But sir, you can not fire me, I worked on this all my life.
- Look, I understand, but I can not do anything for you, we will give compensation until they find something else.

Sorry and Good luck. Without more, she turned and left.
goalkeeper felt the world was collapsing. What to do ... and recalled that in the brothel, when he broke a ruined chair or a table, could make a simple fix and temporary. Thought this might be a temporary occupation to get a job, but only had some rusty nails and pliers ruined.
Then he thought he would use part of the compensation money to buy a complete toolbox. As in the village there was no hardware store, had to travel two days by mule to go to the nearest town to purchase. And rode off. Upon his return, his neighbor knocked on his door:
.
- Hello. "I came to see if you have a hammer to borrow?.
- Yeah, I just bought but I need to work ... as I lost my job! ...
- Well, I give it back early morning.
- right!.
The next morning, as promised, a neighbor knocked on the door.
- Look, I still need the hammer. Why do not you sell me?
- I can not, I need it for work and also the hardware is a two-day mule.
- Let's make a deal - said the neighbor. I will pay the days of back and forth over the price of the hammer, all you are not working. What do you think?

Actually, this gave him work for four days and he accepted. He mounted his mule and his return Another neighbor was waiting at the door of his house.
or Hi, neighbor!. Have you sold you a hammer to our friend? I come to tell you I need some tools and I'm willing to pay his four-day trip, plus a small profit ... is that they do not have time to travel.

Former doorman opened the toolbox and its neighbor chose pliers, a screwdriver, a hammer and chisel. He paid and left.
remembered the words heard: I do not have four days to buy!. If this was true, many people may need to travel to bring the tools.
On the next trip, he risked a little more money by bringing more tools that he had sold. By the way, could save some travel time. The voice began to run around the neighborhood and many wanted to avoid the trip. Once a week, the broker now traveling and buying tools they needed their customers. Over time he rented a warehouse to store tools and a few weeks later, he adapted a showcase and the barn became the first hardware store in town. Everyone was happy and bought in your business. I do not travel, manufacturers placed their orders, and the leading manufacturer of paintings he sold his paintings, he was a good customer. Over time, nearby communities prefer to buy at your local hardware store and earn two days running. One day, he decided that his friend Turner, could be made the heads of the hammers. And then, why not?, Tongs ... clamps ... chisels ... and then were the nails and screws ...
In ten years, that man became a millionaire through his work as a toolmaker. One day he decided to donate a school for his people. It also read and write, teach arts and crafts workshops over the period and the opening ceremony of the school, the mayor gave him the keys to the city, embraced him and said:

- is with great pride and gratitude that we ask him the honor of putting his signature on the first page of the book of minutes of this new school.
- The honor would be for me, "said the man. I would love to sign there, but not read or write, I am illiterate.
- Do you? - Said the mayor could not manage to believe. Have you built an industrial empire unable to read or write? I am amazed !!... I wonder what would have happened if you had known how to read and write?

:
:
:
:
:
:
I know what I can answer - answered the quiet man -
If I had known how to read and write ... would be the keeper of the brothel! ...

Make Nice Venn Diagrams

ESC © - The Source of Success

Ever wonder why some companies are more successful than others?

The most likely origins as the answer includes more power, more capital, well-trained sales team, great product knowledge, financial management austere and controlled, more talent or intelligence, the greater will to succeed and a willingness to take risks above average. Statistically it is proven by studies, that these are precisely the most frequent responses of most business executives. Those who have had to combat a life with limited success, seek solace in that there are some hurdles, which are almost impossible to jump. To this add up to complement the difficult macroeconomic conditions in which they operate.

is a fact that many individuals and companies have achieved outstanding success, despite having left under unfavorable conditions over others.

Wolfgang Mewes, German and research systems, discussed for years the reasons for success of individuals and businesses. After years of methodical research concluded, that consciously or unconsciously, all came under a similar strategy. Mewes reached his first conclusion:

success depends solely on the strategy

The essence of this strategy Mewes first systematized and more than 30 years is known as EKS ®, the most successful strategic thinking and methodology in all Europe with more than 2,000 advisers and consultants formally assets under the eaves, over one million cases has been applied worldwide. The strategic principles today are the same then, only areas have adapted to find innovation and change environment. In the areas of strategic development of SMEs, human resources, career planning and processes of innovation and change, EKS ® is now the most successful methods in Europe, with strong attacks on the U.S. market. Adaptation to the idiosyncrasy of Latin America is called Strategy Focused Senses (ESC ©).

What is Strategy?

Strategy is the way, how and why the human being or a company uses their skills, manpower and resources toward a goal. In an even more specific, the strategy of teaching how to use these skills more effectively forces and media.

Few will be working with such strategic awareness. Thus the failures or the "status quo" are far greater in number than the successes. In Latin America these differences are even more pronounced, not only within countries but also facing the rest of the world in a global inevitably.

According to the experience of thousands of cases it has had to face the EKS ® for over 30 years, passing from the oil crisis in the '70s to the Russian recession of 1998, as well as dozens successfully resolved cases in Latin America very different adverse situations, it is easy conclude that it is more important to invest heavily a few months on improving the strategy, which spend their lives working hard to achieve a moderate success and unsure in front of the dynamics of change.

Strategic thinking - today more than before - is a "key technology"

The strategy will identify and use the forces and means. Against competitors to think about technical and economic categories will be a definite advantage. At the beginning of a process of strategic change, each firm has limited resources, which may use more or less effect. The key questions are: Is

real will to change of thought?
How these forces are used?

Even the best know-how has no value, if used strategically wrong.

"The difference between a good and a bad strategy can not be that big," many skeptics believe, conservative and afraid to change thinking. The difference of effect is exemplified by David and Goliath, where the "weak" David beats Goliath substantially "stronger." Why? Just because it used its forces more efficiently and also in the most effective. David knew nothing of EKS ® or ESC ©, but the principles are the same and applied to the company are summarized in what I call Basic Principles of the ESC ©:

1. The principle of concentration instead of "paper" or dispersion. The "paper" is dispersion of forces in the most diverse activities not excel in any particular. In popular saying: "that all trades." The really successful and influential companies are leaders in a specific segment and will be almost impossible to be in several at once. Experience has shown that the dispersion can have different sources: Customer
• Counseling misunderstood. "The customer is king" is a fatal error, leads to chaos because it is impossible to get along with everyone, leading to a diversification which weakens the service, logistics, cost structure, etc.
· Entrepreneurship pioneer too pronounced. Very technologically oriented companies tend to get excited over their own inventions, ignoring what the market really wants or needs.
· Fear of a drop in demand. Especially larger companies, "depend" on a diversification strategy ("we will not all eggs in one basket"), whose origins lie in the financial thinking (theory of portfolio investments). Extrapolated to trade policy, encourages the dispersion rather than concentration, "" as the risk and reliance on focus all in one area is too high given the fall in demand "
Do not dispose of ineptitude. Times change and customer needs. Just some successful companies eventually face new opportunities in new markets. This will add new products, services, target groups, markets, etc., which require great energy, time and resources. There comes a point where the amputation of some of these is necessary, but nobody wants to do. The dispersion persists.
· Goals very general. Those without goals clearly stated and known to all within the company become the market game ball and stop there where others do not want to go. Dispersed companies fail to take root and thus its business areas are dictated by clients and even settle for the crumbs left behind by competitors. Sometimes it works to survive, but not as a strategy for success.
· Diversity of interests. "Specialization is boring, because it always does the same thing" often the most creative comment. Adapting to changes in a specific field requires expertise, innovation and creativity, even more than in diversified fields, with the difference that by distancing concentration against competitors is growing. Not just because of specialization, but in the most efficient and therefore also require creativity.
©
With the ESC can learn how to defend yourself from the temptation of the dispersion and thus of "paper"

2. The principle of effective point. Already in the initial phase of the methodology ESC © the concentration will be in one's own strengths, ie what you do better than the competition. The main task of an enterprise to solve problems and tasks, as well as wants and needs. Markets are interconnected systems that act as an intertwining their network elements (employers, employees, customers, suppliers, partners, etc.).. These elements are fairly visible, but those who fail to clearly visualize the structure of this network, becoming entangled in it. While most people know who lives and works in interconnected systems, also thinks and acts as if they had limited impact forces: technical optimize technical processes, the financial economists, the business of marketing, etc..

not how but where is the decisive point. Do not try to match competitors, but build on their own special strengths is critical. Point more accurately is more important than the size of forces.

In interconnected systems there are basically two strategies behavior:
1. Increasing the inclusion of resources. More knowledge, more capital, more personal. The premise is: how much do it.
2. In each situation, aims to place more effectively. The more dense interconnection - which is an important feature of our global world - more important is to aim correctly to include the available forces.
©
With the ESC can learn, how to run own special strengths in the most effective.

3. The principle of the minimum. The question is how actually target the most effective point in interconnected systems? In the mid-nineteenth century Justus von Liebig scientist, discovered that the four elements required for plant growth (now known that there are more, but this does not change anything in the beginning): phosphoric acid, lime, potassium and nitrogen. If you miss just one of these factors, growth stops and even if other items are available in excess. Called "minimum factor" to the small element, which inhibited the growth process. Mewes discovered instead that the principle of von Liebig in agriculture, was equally valid for use in social and economic systems.

What relates von Liebig fertilization according to the company?
According to Mewes research on successful companies, joined the corroboration of the relationship between plant growth and the discovery of von Liebig, in which a significant part of the art of management was then, always provide a system the bottleneck factor, ie that need little more than required at present and even more urgent for development.

• In an enterprise, the minimum internal factor is the bottleneck of success. Shows the problem that prevents a company can offer to your target the optimum benefit. If all forces are concentrated in clear this bottleneck, the company can develop a lot better. The most effective point to focus the strengths, will always be in the bottleneck factor. No single company to survive and grow, but all other systems that surround it (traders, clients, suppliers, etc.).. All have the same need. The better to concentrate the activities on the basis of the interests and needs of people in the environment, the opposition is relaxed.
• In an enterprise, the minimum external factor is the key to success. The relationship between growth and bottleneck factors in the ESC © is twofold, differentiating between minimal external factors (primary) and internal (secondary).
minimum external factor limiting the development and success of a company's target group. If possible provide the target group this factor at least, will lay the groundwork for success. Since each system (including humans) desires to continue to grow, demand more strongly that it inhibits the growth factor (bottleneck). Those who possess the ability to "liberate" the most burning problem or need, you can be sure that their products or services will be sought and accepted in larger quantities.
©
With the ESC can learn to find the bottleneck for the development in an interconnected system, ie the most effective. Those who achieve its target group to provide this minimum factor, you can expect a greater acceptance and demand. But the point is how it benefits the target group and not, how best to solve internal problems (thought and action rather introverted extrovert.)

4. The principle of profit maximization rather than profit. Each year, across company make thousands of decisions and choices depend on your goals.

a company's success is determined:
· For the type of goal
· For the reasons that originates from the goal
· For clarity and concrete that is the goal
· By the way in which consistently pursued
kills
The right goal:
• It is objective
• It is known in a concrete way for all who are persecuted competence
• It is more consistently than the competition

What is the best goal objective?
some time, modern management has a very simple answer to this question: higher profits. Although there may be differences of assessment, there is consensus that it is a sum of methods to dispose of the company profits. Balance, finance, costs and steers the decisions of managers as a compass in the direction of maximizing profits, which in turn are a measure for business development and fitness directors.
More than one employer could be more social and its decisions would be guided by human emotions such as friendship, loyalty, compassion and understanding. But a company can only be as social as it allows competition and profit situation.
Will earnings then contribute to the common good - or not? Profit maximization is increasingly exposed to criticism, even among business and science. Why?
First, in an economy totally geared to earnings, the common welfare falls short.
Second, the more a human being is oriented on profit and personal gain, the more interpersonal relations are reduced to purely material. The negative effect of profit-centered behavior and therefore selfish, has been found by researchers of human behavior.
Third, "a company needs to gain as much as the human breath." That's right. However, it is more correct, that the more consistently and to better meet a company meets a specific need, the faster maximize - among others - their profits. Conclusion: profits should not be the end, but the consequence. Getting
gains
socially compatible
This has nothing to do with socialism, Christianity, social market economy or any other dogma. Points to a distinction between profit maximization indirect or direct.

world's best known instruments for direct profit maximization are: displacement
· Competition poster
· Training
· Application of power
· Sale
• Even aggressive, crime (fraud, theft, corruption, drugs ... )

Instead there is only one tool for maximizing profits: increasing benefits for the environment. The gain would be the inevitable consequence. Profit orientation on earnings acts as a filter, creating a more positive image of the company, enterprise and market economy. The difference seems small, but crucial: the maximization of profit leads to conflicts, tensions and interests, while the indirect causes a reduction in interests and integration of supply and demand less confrontational and aggressive.
©
With the ESC can learn how to define business goals that are crucial for long-term success. Learn that the ultimate goal of the company is to solve problems or meet needs, offer the most benefit to your target group. Practical experience over 30 years has shown that this indirect way of maximizing earnings, earnings leads to more durable and less wear simultaneously, conflicts and risks.

Bleedingbefore Period

Strategic Impulse

Strategic Impulse # 1

Strategy means to materialize ideas and thoughts in terms of goals

Use this process on a regular, everyday conscious in terms of its own success!

Strategy is not something you can "pick up your hands." But nevertheless, it is used to obtain material goods as a house, car, money, stocks, etc.. How does that work? Something intangible - the strategy - is transformed into something material. Although it sounds esoteric, it is clear that a strategy involves a process of realization of ideas and thoughts. Therefore, the art of strategy is to consciously realize these reflections as a function of specific goals. You can verify this simple way:

TEST 1
Look around and try to find an object which has been part of an idea, imagination or thoughts of its creator. It is not possible! The table, window, carpet, lamp, table on the wall ... they were all an idea before materializarse.Lo same is true for goals, not necessarily can be defined as all materials: the idea of \u200b\u200bforming a family, the idea of \u200b\u200bfounding a club, the idea of \u200b\u200bgetting an appointment on time, the idea of \u200b\u200beating something tasty, etc. Assuming the use of an appropriate strategy and its proper implementation, these ideas lead to the realization of a vision. The course is always the same creative impulse → idea → vision clear goals → → → implementation → planning control the outcome. This process always takes place, whether consciously or not. Strategy
consciously means then use these relationships toward a goal, without using energy in a casual way (good or bad), but targeted to the point more effective. That is, applying this process of realization in such a way that brings results in accordance with a global plan higher. Must be successful often several individual processes to achieve compliance with the above plan. For example, from product idea to final product sales in satisfied customers. The strategy is concerned with the right combination and interaction of these individual processes.
submitted to our imagination to a new effort and perform the second test. But something should not be forgotten: each of the above points as an idea, goal, implementation and monitoring of results, you can take a project to failure. Each of the points should be implemented in clean, and otherwise and the result will be different than expected. TEST 2

extrapolated Try one of these objects around it made its way to realization. What people were involved in each step, how long it took, where bottlenecks are found, how the object got its power? You may find, in simple objects, eg a table, it is simpler and more complicated than a cell phone. APPLICATION

"materialization"

Idea: The application is responsible for monitoring "process of materialization" in their daily lives. Between the first creative input and control of the outcome are the steps idea, goal formulation, planning and implementation. The idea behind this is: the more aware it is this interplay between tangible and intangible factors, the more focused, compelling and successful the strategy. In subsequent editions of Idea + Business delve into the individual elements of this process.
Implementation: Be aware of three processes either for a week, which will convert anything from a creative impulse to a result. Note especially from the perspective of the conversion of intangible factors in materials. These can be simple processes, such as in the example below. The process also can develop for several days. Is important to follow through the individual process stages.
Goal: The goal of this action is to gain mental routine on the implementation of strategy, which may subsequently be used in their business. So try to get a specific conversion step, to improve their implementation of strategy.

-

Strategic Promotion # 2

Blind Stop the Flight

No information constant and ongoing process of strategic implementation success is difficult. This must be obtained in a systematic way.

imposed in the previous strategy processes observed realization of ideas.
Conclusion: everything that exists, was before an idea. However, the reverse conclusion is not valid: luckily not all ideas become reality. Thank God! Unfortunately, this also applies to projects that we would do. Thus the question today is how to observe and guide the process of realization? The answer is to look more closely "developments in the area."
-

TEST 1

Suppose
expected visits and spaghetti cooking. What does it take for it? - Olla, water, noodles, knife, tomato sauce ... - Although it sounds trivial: complete the list.

-
And only then read the Test 2.
Reminder: in the field understand merely the end result of a conversion process. This can be a turnover and a slim and attractive body. This is also trivial, but is seen frequently and with too little. If, as a pilot of a plane you want to get somewhere, it will be necessary all the "process movement" from the "checkup" to the control of takeoff, flight and landing. To do this in the cab has several potential as instruments of control and manipulation. But can only fly with reason, if you get values \u200b\u200bthat enable it to assess the situation to realize the process of getting from A to B. So you can always react promptly and keep the aircraft in progress. Without instruments achieved the same "old hands", but it would be a "flying blind" with a major risk factor. This example can be extrapolated 1:1 to business processes. For example, to evaluate a company is traditionally used to balance always provides data for the past retrospectively. That is the same as the pilot to approach the data before and during take-off for landing. While not useful for that situation. Then it is necessary to obtain data that are important for this process. Think of the application, which parameters are required for the following strategic thrust we deal with it in greater depth. TEST 2

Excellent, I am convinced that he did not forget anything. But all these tools do not have too much and will not get to enjoy a good spaghetti. If you do not receive consistent information and "on the fly" during the conversion process, flavor be random.
This information will guide the conversion: temperature of water, fresh as components, amount and type of species in the sauce, noodle hardness, taste preferences of the visit, etc.. There are therefore two factors "hardware" (Exhibit 1) and factors "software" (Exhibit 2). BOTH are necessary for success. What logic has a kitchen, should be even more clear and systematic in business.

APPLICATION: "choice of parameters"

Idea: It is important to develop a "feeling" (sensitivity ...) about the parameters critical to achieve specific outcome. The exercise is to select the most relevant among the alternatives and possibilities. If we are able to define and identify such parameters, we take the next step of how to capture and measure these values.
Execution:

1) Determine a final result that is designed to attain.

2) Gather spontaneously factors and issues that required to do so.

3) Think about what address parameters are related. Accomplishing this takes practice to perfect with increasing degrees of complexity. The control parameters should be chosen in such a way so that the process, ie the way the result can be handled by YOU. For example, only through the "daily measurement of body weight," MAS "determination of the number of daily meals," plus the "number of meetings with his competitor", etc., May conduct the process "I lose 10 kg in weight. " If you reach the result is a totally different question. In the next edition of Business Idea + we in this part.
Goal: Our goal is to obtain relevant and current steadily according to the dynamics of changes in order to guide the process materialization to the expected result. And this should run with the least possible degree of "flying blind." To do this, we will make the first step: Choice of Parameters.

-

Strategic Promotion # 3

Del Core Problem Settlement System Applications

specific parameters address for a "bottleneck" central to his "system."

And ..., performed seen some examples of address parameters of a process?
Reminder: we were in the search for parameters that could influence a process, leading to an expected result, but before this result occurs in a positive or negative. Today
think of how to use these parameters, we obtain current information and contemporary and even corrective measures we should take toward the goal. This was conducted with a specific example found in the "application" of this task.

Think
TEST spontaneously What area of \u200b\u200bthe company I begging to help them ?...¿ Which is actually my most burning problem ?...¡ STOP, do not mind! The first thing that happened, write it down. Now think: where is the biggest bottleneck on this issue? ... Write it down, limit it to the concrete, you can feel their hands touching. Reformúlelo: bottleneck towards the goal .... In a very general, in draft, for now use this "expected result" in the "application" on page 2. Example: Problem spontaneous → "Low Tide" permanent cash flow. Biggest bottleneck → very few orders. → Reformulation order situation ideal. Regarding this, run "application."

The application is quite "autoexlicativa." But just a few comments: If you have a burning issue, a real factor "bottleneck," analyze what factors contribute to it. Then select the "bottleneck" of the "bottleneck." In this way problems will come from general to specific problems and their possible interrelationships.

If you solve a fundamental problem (eg a low-sales management telemarketing), automatically resolve other issues surrounding, like a chain reaction. To solve a fundamental problem, it must be defined, analyzed, observed and worked with action. The table shows how far one can undo the "chain bottlenecks. This is an example, so try it in real situations in your company.

-

Strategic Impulse # 4

... Tell me where!

If you look at key indicators, we can now derive what may happen tomorrow.

A note in the newspaper about performing a concert, takes him to make the statement: "My dear, on Saturday night features Phil Collins on the football stadium." - Aha .... You are predicting a part of the future, because the interpretation of an indicator, a news story. With the same confidence you could say: "Ladies and gentlemen, this year sales will double." The difference: Phil Collins performs a live without you involved in it. The future of your business can and should be provided for you, what it achieved through its active influence with the help of the corresponding address parameters, and their development trends. Actually permanently

predict the future but we do not always consciously, and this is how we used to observe and interpret indicators. The most familiar and complicated is the prediction of climate change. Compare the current quality with 30 years ago, where today is much closer to reality. Why? The "time" is always the result of several factors. Both are best detected and interpreted these factors well in advance, the more accurate should be the prediction of the future reality. What happens is that the future is always the logical pursuit of the factors in this + the trend of their own development.
The conclusion is: the better define critical indicators (= parameter address) of a specific area and the more accurate are the information gathered, the more accurate the prediction of the future of that area. The more complex and dynamic as that area, while other factors influence it, the more difficult is the prediction accuracy. The more one-dimensional linear and a process in its management structure, ie a connection "if ... .. then", the easier it is to predict (eg on a computer.) Why an "old fox" of a specific economic sector can better anticipate the development of a fledgling market? For the specialist, as a rule, knows the parameters of the market development and weight of each of them. Also known and interprets the process flows and trends, but often you do this intuitively and based on your experience.
Just as happens with the influence of the future. The more parameters direction must be controlled, the more difficult. To leave it for now in an example "banal plastic" ... it is certainly easier to turn on the computer to predict the exchange rate of Euro against the dollar.
What interests us professionally is the future of our company, our industry, our target group. By elo we find factors that can influence this future. To do this, we must first ask "questions to the future", for which we need answers. Specific questions we can look after us as particularly important, which will work in greater depth. Through the formulation and selection of these questions, we guide our attention to those information required for their response.

APPLICATION: QUESTIONS TO THE FUTURE TEST


Be aware today where predictions made by management indicators and benchmarks. Include why you are so sure. Example 1: I am facing a red light → light "will turn green." The trend by cutting experience is a high probability! Example 2: I have a sales negotiation → Everything will be alright! → according to my preliminary conversation estoy seguro que mi producto lo requieren con urgencia. Ejemplo 3: Visito una conferencia → “voy a realizar buenos contactos” → gracias a la lista de asistentes, así como por mis cualidades de entablar rápido contacto, será así.
Probablemente determinará, que su interpretación de indicadores depende fuertemente de la valoración de su experiencia Mientras menos valores de experiencia existan, tanto mejores deben ser las informaciones a recabar, para que a pesar de ello pueda obtener un resultado utilizable. Idea: Mientras más exactamente sea formulada una pregunta, tanto más alta es la probabilidad de obtener una respuesta precisa. Pero el primer paso es realizar preguntas. Son pocas las personas to "ask the future," consciously. Therefore, it is in itself a strategic move to formulate such questions.
Execution: simply "collect" your future questions. Questions that today I would like answers (not utopian, but optimistic). Write them down as far as you think. Then think, what three questions (A, B, C) would answer more precisely. Find - and brought the form - the address parameters and related indicators.

Goal: It is about developing "sensitivity" about the "question of the future" for which requires response. Thanks to its formulation redirect their attention to a specific area, starting to work unconsciously in that direction.

TEST
Be aware today where predictions made by management indicators and benchmarks. Include why you are so sure.

Example 1: I am facing a red light → light "will turn green." The trend by cutting experience is a high probability!

Example 2: I have a sales negotiation → Everything will be alright! → according to my preliminary conversation I'm sure my product is urgently needed.

Example 3: I visit a conference → "I will make good contacts" → through the list of attendees, as well as my skills to engage in prompt contact will be well.

likely determine that its interpretation of indicators depends heavily on the evaluation of their experience while there are fewer values \u200b\u200bof experience, the better should be to gather information so that it can even get a usable result.

impulses These are just ... everything else is up to you

Sores On Lips On Dogs

Case "Paste" Marginal Costs

COOPERATION marginal costs
Case PEGA

As detailed in the post above marginal cost Cooperation (MCC) is a method that comes alive projects for various reasons, mostly economic, may or may not crystallize. While some concepts are repeated, it is valid to integrate in this case, in order to achieve a better understanding.

The interest of a starter and knowledgeable about a topic or area to realize project, will match the interests of a manufacturer that owns the means of production, better use its existing capabilities, be they productive, administrative, business management, etc., or a combination of these. The more precisely directed the project to the "bottleneck" common, the greater the attraction.

In the case of the CCM, partners calculate their mutual services with the additional costs that actually occur. The utility you get from it beyond the marginal cost is shared. Since the additional costs, ie marginal members can not always be calculated exactly to the penny, they should remember beforehand.

Since each partner, in fact, only calculate actual additional costs, the breakeven point, ie the threshold of benefits and risks are considerably lower. Also at first sight the possibility of gain also appears to be less than split the profits, but this is misleading. The CMM should be considered as a dynamic process. First, the lower risk threshold initiates sales processes that have not occurred under conventional calculations and secondly, under joint efforts grow faster the force of attraction, sales, number of units, productivity, profits and thus also participation in the latter. "The need is not a vessel to be filled but a fire to be off." Consequently, success does not grow in proportion to the magnitude of effort and resources employed, but exponentially. One third of joint profits is, therefore, regularly more than the entire gain can be achieved by itself.

The particular advantages of the CCM are:

1. Considerably strengthens the advantages of marginal costing, because here not only calculates a single person based on their marginal costs, but a whole group, so that the supply becomes noticeably more attractive than its competition. The way to calculate marginal costs, became the decade of the fifties and sixties in an initial start new businesses. The same is already being done successfully with the CCM in the nineties and as a result of the increasing globalization of world trade will grow in importance.
2. Can concentrate efforts in conjunction with partners in the minimum set factor, eg in sales to final consumers, purchasing raw materials, capital, orders, expertise, etc., And thus, develop more attractive force on the minimum factor of what might make one. By joining, even the smallest efforts become more sharp and as already said, success grows exponentially.
3. Companies, but also employees, they can dare to business opportunities for the realization of which by themselves would be too weak.
4. The idle capacity (unemployed, machinery, businesses, ideas, skills, know-how, etc..) Can be integrated quickly and surely to economic or social environment. This is very important in times good or normal, but even more in hard times, since an increase in a crisis, so do the capabilities untapped. Customers can use these capabilities to better exploited and not always productive, make the disadvantages of the crisis an advantage in an engine of development itself. Thus also become more necessary, important and influential power.
5. The integration of individual growth factors to growth automatic processes is performed with threshold values \u200b\u200bdecreased, ie the so-called minor disabilities. " Ultimately, the CCM intensifies and accelerates the process of economic integration and thus social development. Obviously this also applies to countries, states, municipalities and other social institutions and community.
6. Strengthens the effect of group dynamics, as the match of interests and motivations of the partners is greatest. The surprising effect of the CCM is also explained by the improvement of relations invisible tensions and motivations. Relations information, financial and material improved by the partners themselves.
7. The experiences of the successes of participants increase, decrease frustration, which has very positive effects on the mental approach to the exterior and interior.

How to proceed?

Example: PEGA
Inc., a company specializing in adhesives for the manufacturing industry had an interest in venture with adhesives and related products in the consumer sector, given that some had some idle production capacity very difficult to cover with its traditional business, on the other hand, had not taken advantage of technological capabilities to an industry that demands high volume and finally, needed to venture into new business areas to increase the profitability of some of its excess cash and debt capacity suitable interest rates. Even when they had some technical knowledge of the products had to obtain additional know-how to others or develop suitable suppliers for these, even should invest amounts not very high in certain production equipment for some of these new lines. But simultaneously did not possess strategic knowledge how to develop efficiently and consumer markets for construction and contractors. To this was added, which did not have the commercial team to undertake the project. In a way, they faced a clear impasse, because it was too risky to invest in increased personnel for the new area, make certain investments, acquiring new raw materials for some products that did not run regularly, face strong competitors in the well established their markets, but without possessing the knowledge and approach it strategically and commercially. In the process
executives discussed the project PEGA Stratagems Richi, an adviser to a potential provider of a product they did not manufacture. Displaying the great opportunity of business development, Stratagems PEGA proposes a CCM:
· the PEGA fixed costs are already covered with its traditional business, so do not integrate the new business
· is creating a new division within The company, called consumer and construction, which uses the productive capacities, offices, warehouses and existing technology and made significant investments so no initial
· the new investment in equipment needed are not loaded to the new division, but is as a variable charge you for hours-use, according to an outline and time to establish
¯ costs of new raw materials are variable and dependent on business success, but through their contacts, Stratagems PEGA can get for a good period for payment and very competitive prices, even for some of these raw materials, can achieve some exclusivity by some suppliers
· Stratagems has strategic knowledge, business and personal contacts in the business areas PEGA deficit is a specialist area, which proposes to integrate CCM with them, but part-time other long-term commitments acquired with their customers. For their participation in this strategic and commercial development, development of strategic suppliers and part-time monitoring of progress and business decisions, would receive 25% of the marginal utility generated that PEGA monthly billed to and payment for some travel related expenses such as eg the business of this division. Not incorporate any costs to not load with higher costs of CCM.
· suggests incorporating in the CCM to a full time Commercial Director, a specialist in the area, which would be paid a basic income of $ 2,000 plus 15% interest in monthly marginal utility generated by that division, the Manager PEGA would not be hired, but would sign a long term contract to provide PEGA for service with full-time development of this division and be responsible for arming the sales team in line with Stratagems and PEGA. Travel expenses will be reimbursed and mobilization, but also receive higher benefits to avoid increasing costs in the CCM.
· A selected vendors and that could also serve PEGA outside, but full-time, would be paid a basic income of $ 500, plus 20% interest in the marginal utility generated monthly with their customers.
• The 40% stake in the remaining marginal utility, this corresponds to PEGA.

's proposal seemed Stratagems very interesting and attractive to PEGA, since not only would help resolve the internal bottlenecks that slowed the project but also would grant the highly competitive business, rapid growth, and participation with a high degree of motivation of the members.

What are the next steps?

first had to establish a plan to bring the project to paper and from paper to practice. Should also contact the Commercial Director and consider the project. And formed the core team would have to agree on: • How
be distributed tasks among the partners?
• What services or benefits (labor, capital, ideas, etc.) Should provide what and what time?
• How ultimately be remunerated these services and benefits? Within this context, we had to define the additional cost (marginal) effect would provide each participant in the CCM. In case some are unable to calculate costs and determine exactly, would agree to set them approximately fixed in advance by mutual agreement. Also establish that it would be wrong to adhere pedantically to marginal or additional costs and real respectively and it was decisive, with partners really important need.
• What actual costs must perform each of the partners, which would be charged in a joint account (account sharing)?
• How will distribute profits or losses in the end?
• Who would lead the joint account to participate and who checks (external auditor)? It was agreed that despite having the largest of the trust between the participants, should be agreed to perform an audit done every three months, thereby maintaining the confidence of the group.

They also agree, there are always more interested partners than others. The art would be decisive to adapt the distribution of tasks, contributions, refunds, risks and benefits to the different interests of each. Finally
all participants would agree, that had spare capacity, ie, "growth factors wasted." Under normal conditions, this successful business today, was not done at the same rate of growth. After a few years and a large market share, having successfully completed its role in starting and structuring the business strategically, Stratagems PEGA sold its stake in the business and returned to his advice, which still include a more specific aspects PEGA . Commercial Director and much of the sales continue to grow successfully with this division of PEGA.

is very normal for someone to have an idea, project or a possibility, but found no partners required to implement it. Most consider it an inescapable fate and give up. But this is wrong. Should increase motivation and thus the interests of those could be considered as partners. This happens for example with the CCM, which increases the opportunities and reduces risks. The only real bottleneck is the lack of imagination to mentally transpose the situation itself, the possibilities offered by the perspective of the CCM.

Task stakeholders: develop in summary form in scope for the CCM from the strategic perspective in their own activities, which could change the area of \u200b\u200bbusiness for your own peace of mind. You should then make its decision. And why not apply if it is something innovative and attractive?

Funny Congratulations Wishes

reproduce article written then 9 years ago and today is even more valid then.

.

COOPERATION marginal costs
Summary

The Marginal Costs Cooperation (MCC) is a method that comes alive projects for various reasons, mostly economic, may or may not crystallize.

The interest of a starter and knowledgeable about a topic or area to realize a project, will match the interests of a manufacturer that owns the means of production, better use of existing capacities, whether they are productive, administrative, managerial commercial, etc., or a combination of these. The more precisely directed the project to collar bottle "common, the greater the attraction.

In the case of the CCM, partners calculate their mutual services with the additional costs that actually occur. The utility you get from it beyond the marginal cost is shared. Since the additional costs, ie marginal members can not always be calculated exactly to the penny, they should remember these in advance.

Since each partner, in fact, only calculate actual additional costs, the breakeven point, ie the threshold of benefits and risks are considerably lower. Also at first sight the possibility of gain also appears to be less than split the profits, but this is misleading. The CMM should be considered as a dynamic process. First, the lower risk threshold initiates sales processes that have not occurred under conventional calculations and secondly, under joint efforts grow faster the force of attraction, sales, number of units, productivity, profits and thus also participation in the latter. "The need is not a vessel to be filled but a fire to be off." Consequently, success does not grow in proportion to the magnitude of effort and resources employed, but exponentially. One third of joint profits is, therefore, regularly more than the entire gain can achieve alone.

The particular advantages of the CCM are:

1. Considerably strengthens the advantages of marginal costing, because here not only calculates a single person based on their marginal costs, but a whole group, so that the supply becomes noticeably more attractive than its competition. The way to calculate marginal costs, it became the decade of the fifties and sixties in an initial start new businesses. The same is already being done successfully with the CCM in the nineties and as a result of the increasing globalization of world trade will grow in importance.
2. Can concentrate efforts in conjunction with the partners in the minimum set factor, eg in sales to final consumers, purchasing raw materials, capital, orders, expertise, etc., and thus develop greater force of attraction on this factor minimum, what might make one. By joining, even the smallest efforts become more sharp and as stated above, the success grows exponentially.
3. Companies, but also employees, they can dare to business opportunities for the realization of which by themselves would be too weak.
4. The idle capacity (unemployed, machinery, businesses, ideas, skills, know-how, etc.) can be integrated quickly and surely to economic or social environment. This is very important in times good or normal, but even more in hard times, since an increase in a crisis, so do the capabilities untapped. Customers can use these capabilities to better exploited and not always productive, make the disadvantages of the crisis into an advantage, as an engine of development itself. Thus also become more necessary, important and influential power.
5. The integration of individual growth factors to growth automatic processes is performed with threshold values \u200b\u200bdecreased, ie the so-called "impediments minors. " Ultimately, the CCM intensifies and accelerates the process of economic integration and thus social development. Obviously this also applies to countries, states, municipalities and other social institutions and community.
6. Strengthens the effect of group dynamics, as the match of interests and motivations of the partners is greatest. The surprising effect of the CCM is also explained by the improvement of relations invisible tensions and motivations. Relations information, financial and material improved by the partners themselves.
7. The experiences of the successes of participants increase, decrease frustration, which has a drastic effect positive mental approach to the exterior and interior.

How to proceed?

Example:
ABC Inc., company specialized in adhesives for the manufacturing industry had an interest in venture with adhesives and related products in the consumer sector, given that some idle production capacity had some very hard to cover with your business Traditional, on the other hand, had not taken advantage of technological capabilities to an industry that demands high volume and finally required to venture into new business areas to increase the profitability of some of its excess cash and debt capacity appropriate interest rates. Even when they had some technical knowledge of the products had to obtain additional know-how to others or develop suitable suppliers for these, even should invest amounts not very high in certain production equipment for some of these new lines. But not simultaneously possess strategic knowledge how to efficiently develop consumer markets and the building and its contractors. To this was added, which did not have the commercial team to undertake the project. In a way, they faced a clear impasse, because it was too risky to invest in increased personnel for the new area, make certain investments, acquiring new raw materials for some products that did not run regularly, face strong competitors in their markets well established, but without possessing the knowledge and approach it strategically and commercially. In the process
ABC executives discussed the project with Peter Stratagems, an adviser to a potential supplier of a product they did not manufacture. Displaying the great opportunity of business development, ABC Stratagems proposes a CCM:
· the ABC overhead costs are already covered with its traditional business, so do not integrate the new business
· is creating a new division within The company, called consumer and construction, which uses productive capacities, offices, warehouses, and existing technology and made significant investments so no initial
· the new investment in equipment needed are not loaded to the new division, but is billed on a variable-hours use, for and run a scheme to establish
¯ costs of new raw materials are variable and dependent on business success, but through your contacts, you can get for ABC Stratagems good payment period and very competitive prices, even for some of these raw materials, can achieve some exclusives from some suppliers
· Stratagems has the strategic knowledge, business and personal contacts in the areas of business loss from ABC, is a specialist area, which proposes to integrate CCM with them, but part time for other long-term commitments acquired with their customers. For their participation in this strategic and commercial development, development of strategic suppliers and part-time monitoring of progress and business decisions, 25% perceived marginal utility generated that ABC billed monthly and the payment of certain expenses like eg business travel related to this division. Not incorporate any costs to not load with higher costs of CCM.
· Suggests incorporated into the CCM to a full time Commercial Director, a specialist in the area, which would be paid a basic income of $ 2,000 plus 15% interest in monthly marginal utility generated by that division, the manager would be hired by ABC, but would sign a long term contract to provide services to ABC for the full-time development of this division and be responsible for arming the sales team in line with Stratagems and ABC. Travel expenses will be reimbursed and mobilization, but also receive higher benefits to avoid increasing costs in the CCM.
· A selected vendors that might also ABC serve outside, but full-time, would be paid a basic income of $ 500, plus 20% interest in the marginal utility generated monthly with their customers.
• The 40% stake in the remaining marginal utility, this corresponds to ABC.

Stratagems The proposal seemed very interesting and attractive to ABC because it would not only solve the internal bottlenecks that slowed the project but also would grant the highly competitive business, rapid growth, and participation with a high degree of motivation of the members. What

would be the next steps?

first had to establish a plan to bring the project to paper and from paper to practice. Should also contact the Commercial Director and consider the project. And formed the core team would have to agree on the following:
• How the tasks are distributed among the partners?
• What services or benefits (labor, capital, ideas, etc.) Should provide what and what time?
• How ultimately be remunerated these services and benefits? Within this context, we had to define the additional cost (marginal) to bring effective each participant in the CCM. In case some are unable to calculate costs and determine exactly, would agree to set them approximately fixed in advance by mutual agreement. Also establish that it would be wrong to adhere pedantically to marginal or additional costs and real respectively and it was decisive, bringing together the partners needed really important.
• What actual costs must perform each of the partners, which would be charged in a joint account (account sharing)?
• How will distribute profits or losses in the end?
• Who would lead the joint account of participation and who checks (external auditor)? It was agreed that despite having the largest of the trust between the participants, should be agreed to perform an audit done every three months, thereby maintaining the confidence of the group.

They also agree, there are always more interested partners than others. The art would be crucial to adapt the distribution of tasks, contributions, refunds, risks and benefits to the different interests of everyone. Finally
all participants would agree, that had spare capacity, ie, "growth factors wasted." Under normal conditions, this successful business today, has not been performed at the same rate of growth. After a few years and a large market share, having successfully completed its role in starting and structuring the business strategically, Stratagems ABC sold its stake in the business and returned to his advice, which still include a more specific aspects ABC . Commercial Director and much of the sales continue to grow successfully with this division of ABC.

is very normal for someone to have an idea, project or a possibility, but found no partners required to implement it. Most consider it an inescapable fate and give up. But this is wrong. Should increase motivation and hence the interest of those who could be considered as partners. This happens for example with the CCM, which increases the opportunities and reduces risks. The only real bottleneck is the lack of imagination to mentally transpose the situation itself, the possibilities offered by the perspective of the CCM.