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.
Listen to this audiobook on marketing for impact endorsed by KKR (a private equity firm managing close to $130 billion in assets), Stanford University, Royal Philips, and NXP. See what influential CEOs say about the model on how to make money with marketing. What if you only have limited marketing dollars to invest? What if you have a CEO and CFO who chase you and ask for increased revenue from marketing? What if you are sick and tired of being a cost center and you want to be a profit center? It is time to cut the bullshit in your marketing and focus on the two things that really matter: your customers and running marketing programs that generate revenue for the company. By applying Cut the Bullsh*t marketing principles, you will be able to make a real impact for your company and, by doing so, impress your investors, CEO, CFO, and - most importantly - your customers! Cut the Bullsh*t Marketing is a hands-on audiobook about people-to-people marketing in business settings. The audiobook shows you how to design and run effective marketing without resorting to bullshit. In this audiobook, the authors share methods, insights, and a wide range of real examples from their broad experience in the high-tech industry to illustrate what worked (and what did not!) and what they learned along the way. The audiobook helps you gain a deep understanding of your customers, engage with your target audience in a personal way, rethink your marketing organization, and create the outlines of a Cut the Bullsh*t marketing plan. Join the Cut the Bullsh*t marketing community now! 1. Language: English. Narrator: Danny Hughes. Audio sample: http://samples.audible.de/bk/acx0/117455/bk_acx0_117455_sample.mp3. Digital audiobook in aax.
Please note that the content of this book primarily consists of articles available from Wikipedia or other free sources online. Nokia Corporation is a Finnish multinational communications corporation that is headquartered in Keilaniemi, Espoo, a city neighbouring Finland''s capital Helsinki.Nokia is engaged in the manufacturing of mobile devices and in converging Internet and communications industries, with over 123,000 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 41 billion and operating profit of 1.2 billion as of 2009.It is the world''s largest manufacturer of mobile telephones: its global device market share was about 39% in Q4 2009, up from 37% in Q4 2008 and 38% in Q3 2009, and its converged device market share was about 40% in Q4, up from 35% in Q3 2009.Nokia produces mobile devices for every major market segment and protocol, including GSM, CDMA, and W-CDMA. Nokia offers Internet services such as applications, games, music, maps, media and messaging through its Ovi platform.
In 2006, the Google Corporation appeared in China with google.cn. The business model of Google, as a search engine corporation, is looked at in China from the point of view of market share, revenue streams, profit and loss, and competition from Chinese search engine rivals. This work also explores the Google experience in China by using well established concepts of corporate goodwill and corporate reputation. Like many multinational corporations in China, Google may have underestimated political risk when entering the Chinese Internet economy, and/or, was unprepared for unlevel playing field.
The securities exchange industry is in a state of flux. Exchanges constantly develop new revenue sources and products, try to expand their market share through fierce competition and pursue the consolidation of the industry. A prerequisite for this development was their transformation into market-oriented for-profit entities that are dominated by outside investors. This process is commonly referred to as demutualization. In order to understand the current developments in the securities exchange industry, Felix Treptow examines the changing relationship between exchanges and issuers, analyses the micro- and macroeconomic drivers of the demutualization decision, and investigates its impact on market liquidity. He presents a detailed analysis of both the determinants as well as the consequences of the demutualization of securities exchanges.
Project Report from the year 2012 in the subject Communications - Public Relations, Advertising, Marketing, Social Media, grade: GPA 3.4 (1,7), University of Applied Sciences Bielefeld, language: English, abstract: The purpose of this project paper is to summarize the "key factors for success in e-commerce" for anyone who thinks of stepping into the online-business branch. This can be used as a guideline to save time, verify the usefulness and/or the attainability of the desired results.Since the first appearance of the Internet to the public mass in the early 1990s, many enterprises and entrepreneurs tried to use this technology for the advantage of their own business. What was seen as a revolutionary step in business management is now a daily part of managing a business. The use of the Internet has grown significantly in a short period of time, to be more specific in numbers, the number of users from 1995 till 2011 has grown approximately from 16 million to 2.251 million users and is still growing. That is a significant growth of 14068.75%.Since then the web presentation has evolved from a simple text into a much more complex information tool. Users of the Internet are now able to communicate, interact and share information with each other. This development has opened up many opportunities for entrepreneurs. To name a few advantages: gaining new customers, generating contacts, introducing your brand and products and of course increasing your revenue and profit has become fairly easy.This kind of practice could also be defined under the term "electronic commerce" also known as e-commerce and e-comm. To define it more correctly, the term e-commerce is the buying and selling of products, services and information over electronic systems such as the Internet.Even though this very useful information tool is available to us, the Internet doesn't always mean success and profit gains. On the contrary, introducing your company brand, services and or products in an improper and unprofessional way could lead to reputation loss, which also can lead to revenue and profit loss. Sometimes it can even lead into losing your most loyal customers. Furthermore the rivalry between businesses on the Internet is so immense that if your brand is not introduced correctly, visitors may prefer your rivals. Just to name a few bad e-commerce examples: citydeli.com, rzent.co.nr, arngren.net, and lingscars.com.
Due to introduction of new fishing vessels into Indian waters, the fish catch is decreasing day by day. Fishermen spend more money for fishing, however, the profit they get is very low. The present study was envisaged to know the overall fish catch composition of gillnetters operating from Jaleshwar village, Veraval (Dist. Junagadh), Gujarat and the economic viability of gillnet fishing. There were total 160 Out board engine (OBM) gillnetters in Jaleshwar, out of which 60 were active in fishing. The major fish caught by OBM gillnetters was Indian mackerel (41.62% of total catch). The productive month for OBM gillnetters was September, which contributed (11.22%) of total catch during the study period. Pelagic fish group had maximum representation with (87.83%) of total catch during the duration of the study. The maximum revenue was fetched by Silver pomfret, with (35.24%) share of the total revenue generated during the study period. Month wise, August was the most productive month in terms of revenue generation (17.38%) for OBM gillnetters.
In the airline industry, the formation of highly integrated strategic alliances started during the 1990’s. Thereby, Star Alliance became the first global player when passenger airlines faced deregulation, and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later, namely in the beginning of 2000. As a result of the increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. In the dawn of the new century, these alliances should lay the cornerstone for the achievement of a long term success through synergy effects, and higher competitiveness in terms of the individual and the group. A decade later, WOW and SkyTeam Cargo have evolved in different directions but, not all members or ex-members are pleased about the results. Strategic alliances in air transport have been studied widely but, most of the recent publications only cover the passenger side in this business. There are a lot of information and statements about the benefits that alliances can bring to its members. But, the review of the literature shows that research is very sparse when it comes down to the evaluation of the actual impact of alliance integration on air cargo carriers’ standing. The objective of this book is to analyze and interpret the impact of a strategic alliance on cargo airlines’ revenue-tonne-kilometres key figures (provided by Airline Business 1998-2010), and market share developments. The author’s aim is on the one hand, to answer the question if air cargo operators did profit from alliance integration, and on the other hand, to give the reasons for this development. Besides, the book gives an overview about the market’s environment, the characteristics of air freight, and the history of WOW and SkyTeam Cargo. Further, the additional questions are discussed in detail: • How did carriers react to the challenges and opportunities in the market? • What are the main benefits or disadvantages for alliance members?• What major challenges do (prospective) members face in an alliance?• What are the core arrangements and prerequisites for alliance integration?• Is there a common success, are there stability factors and why do alliances fail?• What alternatives are there to alliance formation