Resource Library

GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

GSMI is always looking for the most up to date case studies and effective information to provide executive leaders today.  If you have an interesting article to publish fill the form out below and contact us.

 

By GSMIweb on 21-Apr-10 23:06.

When the powers that be come swinging the axe towards your event or meeting, here are ten points to make so they think twice. The arguments below are very similar to those offered by advertising professionals over the years when advertising is looked at as an unnecessary expense by the cost cutters. These arguments take a different twist, however, since they were developed with input from meeting planners. Stand firm and you just might be able to convince the powers that be that it is still necessary to hold your meeting or event! 1. Companies that do hold meetings set themselves apart from the masses that are slashing and cutting back. They will have an edge when the economy picks up again. 2. Holding off-site meetings and conventions sends the message that ‘we' as a company are solid.
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By GSMIweb on 21-Apr-10 23:04.

Background Gordon manufactured two styles of fiberglass boats: one for water-skiing and pleasure, the other designed specifically for bass fishing. Both boats were manufactured on the same production line, switching between the two models as orders and demand shifted. Problem Business was booming. Obviously, that's the goal of any business so long as you can fill orders promptly. They were selling boats as fast as they could make them, about two boats per eight-hour shift. So they added a second shift running from 4:00 pm until midnight. At first, this second shift was unable to finish two boats per shift but caught up after several weeks. Nonetheless, production was still not meeting demand.
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By GSMIweb on 21-Apr-10 23:03.

To Handle Business Change, Devise Strategic and Tactical Plans Change management can also be done once you successfully developed and devised strategic plans. Afterwards, plans don't just end up as plans, they should be realized through collective actions of employees who can be responsible in creating, designing, and implementing the created plans to cope with the changing business environment. The Structure of Plans that Are Transformational in Nature There are four characteristics of the structural transformational long-term plans and these are: 1. the scale or the effects caused by changes to all or most of the business enterprises 2. the magnitude which requires relevant alterations of the status quo 3. the duration which could last for months and possibly last for years 4. the strategic importance
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By GSMIweb on 21-Apr-10 23:02.

1. It improves the bottom line by reducing process cost and improving productivity and mission effectiveness. 2. A performance measurement system such as the Balanced Scorecard allows an agency to align its strategic activities to the strategic plan. It permits -- often for the first time -- real deployment and implementation of the strategy on a continuous basis. With it, an agency can get feedback needed to guide the planning efforts. Without it, an agency is 'flying blind'. 3. Measurement of process efficiency provides a rational basis for selecting what business process improvements to make first. 4. It allows managers to identify best practices in an organization and expand their usage elsewhere. 5. The visibility provided by a measurement system supports better and faster budget decisions and control of processes in the organization. This means it can reduce risk.
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By GSMIweb on 21-Apr-10 23:01.

The Balanced Scorecard introduced customer metrics into performance management systems. Scorecards feature all manner of wonderful objectives relating to the customer value proposition and customer outcome metrics-for example, market share, account share, acquisition, satisfaction, and retention. Yet amid all these measures of customer success, some companies lose sight of the ultimate objective: to make a profit from selling products and services. In their zeal to delight customers, these companies actually lose money with them. They become customer-obsessed rather than customer-focused. When the customer says "jump," they ask "how high?" They offer additional product features and services to their customers, but fail to receive prices that cover the costs for these additional features and services. How can companies avoid this situation? By adding a metric that summarizes customer profitability. Consider the situation faced in the 1990s by one of the nation's largest distributors of medical and surgical supplies. In five years, sales had more than tripled to nearly $3 billion, yet selling, general, and administrative (SG&A) expenses, thought by many to be a fixed cost, had increased even faster than sales. Despite the tripling in sales, margins had declined by one percentage point and the company had just incurred its first loss in decades. Rather than SG&A costs being fixed or even variable, these costs had become "super-variable."
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