Here's how you can increase and sustain organic revenue and profit growth...whether you're running an entire company or in your first management job.Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets.Through eye-opening stories, A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to:Make consumers and customers the boss, not the CEO or the management teamInnovate to grow a mature businessDevelop higher growth and higher margin businessesCreate new customers and new marketsRevitalize a business modelReach outside your own business and tap into the abundant brainpower and creativity of the world Integrate innovation into the mainstream of your managerial decision makingManage riskBecome a leader of innovationWe live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win - arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.This is a game-changing book that helps you redefine your leadership and improve your management game. 1. Language: English. Narrator: Marc Cashman. Audio sample: http://samples.audible.de/bk/bkot/001068/bk_bkot_001068_sample.mp3. Digital audiobook in aax.
Here's how you can increase and sustain organic revenue and profit growth...whether you're running an entire company or in your first management job. Over seven recent years, Procter & Gamble tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team integrated innovation into everything P&G did and created new customers and new markets. Through eye-opening stories, A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, Lego, GE, HP, and DuPont became game-changers. Their inspiring lessons can help you learn how to:Make consumers and customers the boss, not the CEO or the management team Innovate to grow a mature business Develop higher growth and higher margin businesses Create new customers and new markets Revitalize a business model Reach outside your own business and tap into the abundant brainpower and creativity of the world Integrate innovation into the mainstream of your managerial decision making Manage risk Become a leader of innovation We live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win - arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.This is a game-changing book that helps you redefine your leadership and improve your management game. 1. Language: English. Narrator: Jason Culp. Audio sample: http://samples.audible.de/bk/rand/001418/bk_rand_001418_sample.mp3. Digital audiobook in aax.
The subscription business model is hot - from software to music to movies to diet programs, investors and public markets want businesses that create recurring payments from unlimited customers. The old sales and marketing methods can handle attracting new customers for growth; however, only in the last five years has a discipline emerged that views growth in relation to retention, not just sales. Customer Success is the first-of-its-kind resource for business leaders who need best-in-class guidance for developing a recurring revenue business. Software as a service (SaaS) businesses led the charge into the subscription economy, and this guidebook is highly relevant to leaders of those companies by providing a methodology for creating the infrastructure and teams to both renew and upsell customers. The success of SaaS companies has spread across industries, and now all types of businesses are looking to convert to a subscription or pay-as-you-go model, or at least add a like component to their existing business model. Leaders in these situations can equally benefit from the A-to-Z coverage inside, which walks you from the very beginnings of the Customer Success movement to the latest best practices and success stories. The practical chapters are rated by relevance to business type for quick reference and focused learning. Additionally, this next-level tool doesn't stop at a singular perspective but features authorial contributions from today's leading Customer Success practitioners, who share their personal insights into the realities of focusing a company on the success of its customers. Whether this is your first step into a recurring revenue business model or you need to revamp your SaaS company into the big leagues, this game-changing presentation by three industry influencers from the leading company in Customer Success gives you the understanding and solutions you're looking for, including: The 10 laws of 1. Language: English. Narrator: Tim Andres Pabon. Audio sample: http://samples.audible.de/bk/gdan/002266/bk_gdan_002266_sample.mp3. Digital audiobook in aax.
Digital networks are changing all the rules of business. New, scalable, digitally networked business models, like those of Amazon, Google, Uber, and Airbnb, are affecting growth, scale, and profit potential for companies in every industry. But this seismic shift isn't unique to digital start-ups and tech superstars. Digital transformation is affecting every business sector, and as investor capital, top talent, and customers shift toward network-centric organizations, the performance gap between early and late adopters is widening. So the question isn't whether your organization needs to change but when and how much. The Network Imperative is a call to action for managers and executives to embrace network-based business models. The benefits are indisputable; companies that leverage digital platforms to cocreate and share value with networks of employees, customers, and suppliers are fast outpacing the market. These companies, or network orchestrators, grow faster, scale with lower marginal cost, and generate the highest revenue multipliers. Supported by research that covers 1,500 companies, authors Barry Libert, Megan Beck, and Jerry Wind guide leaders and investors through the 10 principles that all organizations can use to grow and profit regardless of their industry. They also share a five-step process for pivoting an organization toward a more scalable and profitable business model. The Network Imperative, brimming with compelling case studies and actionable advice, provides managers with what they really need: new tools and frameworks to generate unprecedented value in a rapidly changing age. PLEASE NOTE: When you purchase this title, the accompanying reference material will be available in your My Library section along with the audio. 1. Language: English. Narrator: Kevin T. Collins. Audio sample: http://samples.audible.de/bk/adbl/029371/bk_adbl_029371_sample.mp3. Digital audiobook in aax.
This case study focuses on the company Let's Gowex SA and the accounting fraud committed by its CEO. By analysing the company's financial statements from 2009 to 2013 with popular fraud ratios as well as examining several qualitative factors, it seeks to find recommendations on how to better protect investors and other stakeholders in the future. The objective of the analysis is to find a valid manipulation detection strategy that could prevent big-scale fraud scandals by detecting manipulations earlier. On the basis of these findings, we recommend to automatize the comparison among the performance measures of different publically listed companies. The use of the Beneish M-Score as well as the Z-value developed by Bladu et al. to assess the general risk that a company could be a manipulator is recommended. In addition to that, general performance measures of the industry should be collected and publically traded companies should be compared to their peer group regarding revenue growth, depreciation rate and share price development in a standardized way. If that analysis gives reason for concern, an in-depth analysis of qualitative signals should be conducted.
Agriculture is the backbone of Nepal having its one-third share in GDP and employs two-third population. Nepal is adopting most liberal trade policies among South Asian countries but facing decade long trade stress in lieu of that almost one-third population living in two-third of districts are food deficit. This study has been quantifying impacts of trade liberalization by using extended form of multi-market model for rice, wheat, maize and potato markets in 2010. Altogether ten policy scenarios under five broad categories are simulated and respective results are compared with base period. Impact indicators of food self-sufficiency, economic surplus, GDP growth, food trade balance, self-reliance, and government revenue are expected to be far better in partial policy reforms even world price increases,supply shock happens or global food demand increases but net-food consumption and net-welfare improvement are far better under moderate to full trade policy reforms. Study recommends tetra-track policies for reducing food insecurity trade stress in the WTO regime.
Fast moving consumer goods (FMCG) are the 4th largest sector in the Indian economy. There are three main segments in the sector - food and beverages which accounts for 19 per cent of the sector, healthcare which accounts for 31 per cent and household and personal care which accounts for the remaining 50 per cent. The FMCG sector has grown from US$ 31.6 billion in 2011 to US$ 52.75 billion in 2017-18. The sector is further expected to grow at a Compound Annual Growth Rate (CAGR) of 27.86 per cent to reach US$ 103.7 billion by 2020. The sector witnessed growth of 16.5 per cent in value terms between June-September 2018, supported by moderate inflation, increase in private consumption and rural income. It is forecasted to grow at 12-13 per cent between September- December 2018.^ FMCG's urban segment is expected to have a steady revenue growth at 8 per cent in FY19 and the rural segment is forecasted to contribute 15-16 per cent of total income in FY19. Post GST and demonetisation, modern trade share grew to 10 per cent of the overall FMCG revenue, as of August 2018.
Fiscal adjustment is necessary at Central and State levels for the attainment of macroeconomic stability and growth. The significant share of all State deficits in the combined deficits necessitates the need for fiscal adjustment at State level in India. Both the revenue and expenditure side reforms especially introduction of fiscal rules are part of these adjustment measures. As a result, majority of the States have attained improvement in their deficit indicators. However, some states are still continuing with higher deficits. The improvement in deficit indicators by reduction in developmental expenditure especially health and education has a negative impact on the social and economic development of a nation, which in turn becomes detrimental to the macro-economy in the long run.
Customer Relationship Management is the hottest trend in Marketing today. It emphasizes customer needs and preferences. Effective customer relationship management practices result in sustainable growth and value creation. It also boosts customer retention and loyalty, and eventually enhances sales and market share of the organization. Research has shown that very successful and truly excellent companies care excessively for their customers. As a result, they secure loyalty of their customers and ensure long term revenue growth. Available statistics indicate that Rural and Community Banks (RCBs) control a small percentage of the market share of the banking sector of the Ghanaian economy in spite of their visible presence in every part of the country.This situation has generally been attributable to poor and ineffective customer relationship management practices. This book, which is the result of a research work, examines the various challenges faced by the RCBs in their customer relationship management practices and provides practical and workable solutions to these challenges which will make them competitive in this turbulent business environment.