PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: •
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PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: •
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The E-Myth Revisited – Michael E. Gerber Book Summary Summary Introduction This document summarizes The E-Myth Revisited by Michael Gerber. The intent is to distill the major concepts from the book in note form for efficient perusal. Because only the main points of the book have been summarized here, reading the book in its entirety is highly recommended to get the full impact of the message Gerber conveys, as well as the dialogue in the book with one of his clients, Sarah, which provides
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support services. Vision & Mission – With the company slogan, “We are here for you”, Storage Views, Inc. (SVI) sets the fundamental expectation for our clients that their needs are the primary focus of our business. The mission of Storage Views, Inc. of letting the client’s needs be the main driver in the service offerings while incorporating the latest technologies to address those needs will be ever present in all levels of the organization. Storage Views, Inc.’s vision is to be an innovator
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COMMITMENT 4 VISION AND MISSION 5 HISTORY 6 LOYALTY PROGRAM 6 FINANCIAL PERFORMANCE 9 FINANCIAL POSITION 9 FINANCING ACTIVITIES 11 EXTERNAL ENVIRONMENT 11 GENERAL ENVIRONMENT 12 EXTERNAL ENVIRONMENT ANALYSIS 41 INDUSTRY ENVIRONMENT ANALYSIS 44 1. Porter's 5 forces model 44 COMPETITOR ANALYSIS 65 INTERNAL ENVIRONMENT 68 COMPETITIVE ADVANTAGE 90 VALUE CHAIN ANALYSIS 92 IMPORTANT ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE
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Appendix C Sample Marketing Plan C1 APPENDIX C Sample Marketing Plan Star Software, Inc. Marketing Plan 1 I. EXECUTIVE SUMMARY Star Software, Inc., is a small, family-owned corporation in the first year of a transition from first-generation to second-generation leadership. Star Software sells custom-made calendar programs and related items to about 400 businesses, which use the software mainly for promotion. Star’s 18 employees face scheduling challenges, as Star’s business is highly
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Preface Initiated in 1995 by Secretary of Defense, Dr. William Perry, and continued today by Secretary Rumsfeld, the SECDEF Corporate Fellows Program (SDCFP) is a long-term investment in transforming the DoD’s forces and capabilities. Annually, two senior officers with highly successful operational command and staff backgrounds from each Service are selected to receive their senior service college credit by training with Corporate America. The program’s intent is to allow officers to spend a year
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Appendix C Sample Marketing Plan APPENDIX C Sample Marketing Plan This sample marketing plan for a hypothetical company illustrates how the marketing planning process described in Chapter 2 might be implemented. If you are asked to create a marketing plan, this model may be a helpful guide, along with the concepts in Chapter 2. The Executive Summary, one of the most frequently read components of a marketing plan, is a synopsis of the marketing plan. Although it does not provide
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Appendix C Sample Marketing Plan C1 APPENDIX C Sample Marketing Plan Star Software, Inc. Marketing Plan 1 I. EXECUTIVE SUMMARY Star Software, Inc., is a small, family-owned corporation in the first year of a transition from first-generation to second-generation leadership. Star Software sells custom-made calendar programs and related items to about 400 businesses, which use the software mainly for promotion. Star’s 18 employees face scheduling challenges, as Star’s business is highly
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Legal Ducks: Protecting Your Business Interests 5 10 13 18 23 30 CONTENTS 7. Build a Strong Board: Getting Help, Not Headaches, from Outside Advisers 43 PART II Pouring the Foundation: Laying In Your Mission, Vision, and Values 53 57 62 64 71 8. Mission Critical: Embodying
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