Blog

Делать больше меньшими ресурсами

Микки Гранот, Управляющий партнер Next Era Consulting Неделю назад мне посчастливилось побеседовать с коммерческим директором крупного производителя продуктов питания. Компания постоянно росла как органически, так и через сделки слияний и поглощений. В результате постоянно расширялся продуктовый портфель и росло количество категорий, управляемых коммерческой службой. Объем задач коммерческой функции также постоянно рос: ввод новых продуктов, проведение

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Consulting

Do more with less

Mickey Granot, Managing Partner Next-Era Consulting A week ago, I had the privilege to chat with a commercial director of a large food producer. The company experienced a continuous growth both organic and through M&A’s. As a result, there is a constant growth in their product portfolio, and categories managed by the commercial team. The

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cash constraint

From Crisis to Growth

The Corona virus business crisis results with many businesses, globally facing a survival threatening reality; some are facing a total stop of their business while many others are experiencing a sharp decline in their revenues. The longer the situation continues, the more severe will the impact on businesses be. As painful as the situation may

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Business performance buffers

3 Signs that your business is Fragile

We, people, have a innate quality that brings us to ignore the fact that we are mortal. We live with that, and not just accept it, but mostly live as if it can never happen to us. This is a quality, because it allows us to live our lives without being preoccupied with that fact

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contribution

The Fallacy Of Business Opportunities

Companies, and their leaders are constantly engaged with two challenging tasks – grow the top line, do it profitably. To achieve the first one companies try and have in their possession products and services that they can offer to their market that answer the market needs, or even anticipate needs to be answered, they then

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Business performance buffers

Volatile times mandate appropriate strategies

We live in volatile times. External circumstances are changing ever so rapidly and dramatically. These changes are totally out of our control, mostly unexpected and often carry meaningful effects; effects that can easily bring a company to its knees. In addition to this reality there are two psychological phenomena that are important to consider; the

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Affecting behaviors

Money and Motivation

Maslow has presented his Hierarchy of needs at the early 50’s, ever since it is understood that money motivates people when they are at the base of this pyramid. Nevertheless, it is quite common to hear the following two claims: Sales people (and not only they within organizations) claiming that their customers only (main) consideration

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Focus

When the efforts to increase sales lead to losing sales

I recently have had the opportunity to engage with a few customers, globally. These customers are from different industries and different countries yet all are having the same challenge – increasing sales. All of them have been experiencing for a few years now, a situation of sales stagnation and/or small fluctuations around the same revenues.

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enhanced competitiveness

Double your profitability and your top line rate of growth

When reading the title of this article one may think “ridiculous”, or “impossible”, or “possible, but not for me”. But what if it is possible, for you? Would int not justify the tiny investment in entertaining this opportunity? Why is it that the immediate reaction is so commonly “impossible”? It is probably because we extrapolate

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choice

The Two Key and Crucial Tasks Each Manager Must Excel at

Managers, at all levels, like any other human being have only 24 hours a day and seven days a week available to them. And much like any other human being the key differentiating factor in the ability of a person to excel at what they do lies in the effectiveness they use this available time.

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Cause

VUCA is not a reason, and you can immunize yourself against it

Business reality is becoming ever more challenging, hectic, fast-paced. Things keep changing and rapidly. It effects everyone and anyone, even those large immensely successful organizations, even those that are part of the “new-era” economy such as Asus. Sadly this fact becomes an excuse, an accepted explanations to the undesired, dissatisfying even disappointing results companies are

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6-Sigma

The one Crucial ingredient you need to ensure your OPEX program is successful

Industrial organizations have a clear understanding – the performance of the factory (factories) and their logistics is critical to their business success. It affects their competitiveness (as it dictates the proposed service levels and price), it affects their customer satisfaction (through actual service levels) and it affects profits, cash flow and profitability and return on

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decision making

The power of Focusing

Managers are supposed to be leading the areas they are responsible for in two key activities:  Day-to-day ensuring existing commitments are effectively and efficiently met  Improvement – Leading the efforts of becoming better in the ability to meet commitments There is one challenge, that is grossly underestimated in respect to these two responsibilities, this is

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Effective change

The one key focus your operational excellence initiative should have

The term “Operational Excellence” seems to be relatively young, but operationally based organizations are seeking it forever. Operational Excellence is a relatively new name for ages old effort to make operations better (what is better?). Over the last 60-70 years the operational world is progressing through leaps of advancement of knowledge and technology. Since the

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Benchmarking

Be different- it is the only way to stand out

Every for-profit company is a financial asset owned by shareholders. This financial asset has a special attribute – it’s value can be constantly improved. When shareholders assign a CEO for their company, they are expecting the CEO to enhance the value of the asset. Even if this clarity of definition is not used, this is

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Attitude

The one change that will rapidly improve your profitability

Profitability (the percent of profit out of sales) is one of the key performance indicators for any management team (of for-profit companies). Improving it is a major concern. Sadly, most effort and focus on improving profitability is directed at reducing costs. This focus has the following interesting aspects, one should recognize: It indicates that management

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Cause and effect

The 3 Guidelines ensuring that your change initiative are successful

Every improvement is a change, but not every change is an improvement. I assume everyone has accumulated sufficient experience to know that fact. Nevertheless, organizations (and in organizations I actually mean management) continues to choose change, in the same exact way that results with only 30% of the changes leading to actual improvements. One might

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accountability

Assume ownership – stop forecasting start planning

We are approaching this time of the year when companies start preparing their sales forecasts for the next year, based on which they will decide on the ways to be prepared for this forecast realization with investments, people, capacities etc. There are so many difficulties and challenges the forecast based process creates for companies; from

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