pyramid2dna

pyramid to dna

brainroads-toward-tomorrows mental patterns


This page is a dynamic outline. Clicking the triangle at the left of a row expands or contracts sub-rows. PIMS = Profit Impact of Market Strategy

V PIMS (see nine basic findings on business strategy)
V Basic
V 80% of the difference in ROI = ƒ the characteristics of
* Served Market
* Business
* Competition
* 20% = ƒ of skill or luck
* More important to do the right thing than to do it well.
V Nine Influences constitute most of the 80% (in order of importance)
V Investment intensity
* negative %ROI & Cash Flow
V High amount of value over cost of material/components per employee
* more profitable
V Share of served market
* has positive impact on profit & net cash flow
V Growth of served market
* Favorable to $ measure of profit
* Indifferent to % measure of profit
* Negative to all measure of net cash flow
V Favorable customer evaluation of product/service package to that of competitors
* Favorable impact on all measures of financial performance.
V Extensive actions (Aggressive Market Strategies) taken by a business
V In the areas of
* New product introduction
* R&D
* Marketing effort
* Generally produce positive effect if business has a strong market position to begin.
V Verticle Integration
* Favorable in mature, stable markets
* Unfavorable in growing, declining, otherwise changing
V Cost Increases
* Complex
* Depends on:
V The current direction of change of any of the above factors
* usually has the opposite effect on
V Good operating management
* A favorable factor
V When the fundamentals change
* Profitability & net cash flow move in the direction of the norm of the new position
* Performance moves toward the norm for its fundamentals
* Cost of making a move vs the benefits of having made it.
> Pamphlets
could cross reference
> Measurements

   

TLN Keywords: tlnkwpims

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

line

 

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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