Strategic business review presentation zen,german course for free xbox,llc publishing arizona 2014 - Downloads 2016

As a Kelowna accountant I often get asked by my clients if they should buy or lease a company vehicle. Determine what you can comfortably afford to spend each month on car expenses and work backwards. If you are an entrepreneur moving to the Okanagan or currently running a Kelowna business, you will be on track to massive growth by making a few changes to your approach. If your industry has a crowded market, then you need to rely on a unique or differentiating factor that helps you stand out. As a Kelowna business you may be experiencing some fierce competition with a small population to rely on for sales and revenue. I do not personally believe price should be the primary factor that distinguishes you from your competition. Despite the insanity that the New Year brings every Kelowna accountant, or any accountant really, it’s truly an exciting time with the prospect of a great year ahead filled with success, growth and a clean slate. Although I would love to give a deeper philosophical outlook on growth for 2012 this article is about sharing a few great tips that will get you on track for a bigger bottom line at the end of the upcoming year.
These types of situations are never fun and can really put you between a rock and a hard place.
Small business people would be doing themselves a huge favour at tax time by becoming what I call ‘receiptaholics.’ If you become a receiptaholic, then at least you have the backing to deduct something if it can be claimed as a business expense.
Increasing environmental turbulence challenges established company strategic planning processes and tasks.
A plethora of demands appear, and these call for new approaches to dealing with environmental uncertainty, especially regarding the possibility of analysing “interactions among variables.”1 These arguments are based mostly on improved data availability and information techniques over the past years. This article addresses this gap by providing evidence on the diverse contributions of predictive analytics as a new way of analysis that offers new instruments and concepts, a core as- pect of which involves the analysis of causalities, which brings completely new insights to traditional planning approaches.
The instrumental support to the processing of these 9 strategic planning steps gains importance due to the increasingly extensive data and information involved in strategic decision-making in complex and dynamic environments.
However, a deeper view of the changes in the variables reveals that planning factor Y has, except the trend, nearly the same growth signs with a two-period preceding offset to the company variable.
This article’s integration goal is to enable a comprehensive application of causality analysis to support more accurate strategic planning.
Empirical causality analysis’ primary integration opportunities are connected to strategic planning tasks. Against the background of increasing environmental turbulence, the analysis of causal dependencies between strategic impact factors in the environment and the company is the most challenging task. The most suitable and comprehensive contributions of empirical causality analyses result from strategic questions concerning distribution activities. The first strategic analysis steps also represent the primary input for the planner’s strategic learning as long-term input for developing successful strategies. The company’s learning-based ability to gather and use new knowledge from external sources defines the capability to achieve and maintain strategic fit: the contextual environment cannot be influenced directly by individuals or companies, which implies that environmental requirements are given. The analysis of causal connections between these performance drivers (such as consumer confidence or scrap rates) and the company’s target measures (such as turnover or shareholder value) can contribute substantially to the planner’s understanding of value generation.
Internal causality analysis also prepares much-needed methodological support for strategy implementation (see Section 2.4). Strategy maps are significantly improved through the use of empirically proven cause-and-effect relationships. The external and internal analysis results are used during the strategy development and decision phase to generate and evaluate strategic alternatives and measures. Empirically testing the causality between these measures could enhance knowledge of the value creation process and help to identify de facto key performance drivers. The second advantage enabled by empirical causality analysis is the more precise planning of responses to environmental change. Several tools are used during the strategy’s implementation phase to transfer and communicate strategic plans into the organisation. However, the BSC is under fire, especially regarding the interrelationships between performance drivers. While some of these measures, especially the financial perspective, are connected by logic, others—such as the consumer or potential perspective—have only a tacit relationship. In the aftermath of global distortions in the beginning of this century, regulatory standards that claimed more detailed risk management approaches were enforced: especially the International Financial Reporting Standards (IFRS) 7 and the International Accounting Standards (IAS) 1 require companies to report estimations on their early risk recognition, quantitative statements about the company’s risk exposure, and instruments used in the risk management and foresight process. These regulatory developments were also accompanied by a comprehensive body of literature that developed environmental scanning and early warning systems. The state-of-the-art of these environmental warning systems covers four general types: The first generation, developed in the early 1970s, concentrated on risk detection based on projections using past data from internal sources, such as accounting figures. Predictive analytics, with their causality analysis improvements, contribute to the further development of these fourth-generation models.
This article provides an approach to comprehensively apply empirical causality analysis in the strategic planning process.
Besides these limitations, our results similarly revealed concepts and opportunities for further research. Tobias Klatt is research affiliate at the Center for Performance Research and Analytics (CEPRA) at Augsburg University and controller in corporate management, Axel Springer AG, Berlin.
Klaus Moeller is professor for Controlling and Performance Man-agement and director of the Institute of Accounting, Control and Auditing at the University of St. In an increasingly digital age, organizations are being rapidly educated about the importance and scale of digital channels, and the colossal impact these platforms have on the modern consumer. It turns out the same mindset that makes a great Jeet Kune Do practitioner also makes a great digital marketer. Aside from marketers and content adopting liquid properties, companies themselves must adopt liquid principles at the very core of their operations to make it all work. A liquid mindset—liquid content, curated by liquid marketers, within a liquid organization—is a great foundation for creating effective digital strategy in today’s digital world. For Small Business Saturday this past year, FedEx wanted to show its support of small businesses by offering American Express gift cards, in $25 denominations, to the first 30,000 people to “like” its Facebook page and fill out a short form. So, what could FedEx have done with their $1 million for Small Business Saturday that would have been an effective social media campaign for the brand? Perhaps they could have held a one-day contest in which participants submitted their story about how they use FedEx services to further their small business or cause. ROI is the ultimate goal of any digital marketing campaign, just as it is the goal of any traditional marketing campaign or investment. In a scenario such as this, there will always be the large majority that submit their stories but don’t win the voting con- test or the drawing. Just as digital marketing is still marketing, it is important to remember that marketing investments, whether they’re made in digital channels or otherwise, require a positive return on those investments. Senior management might not understand digital marketing— they may not even be able to distinguish an iPad from a Kindle in some cases—but they are keenly aware of something many marketers forget: Shareholders are not going to be appeased by growth in Twitter followers.
Another important component of estimating and measuring campaign ROI is channel interaction. Views of this video can lead to visits to the brand’s Facebook page, and perhaps posts or likes.
All channels, including traditional channels, are linked to every other in some way (though traditional media advertising generally links forward to digital properties, and not vice versa). A Framework for Digital Success Now that you’ve gotten a feel for both qualitative and quantitative strategies for digital marketing success, it’s time to pull it all together strategically to garner real results. These steps are listed numerically to give you a sense of their typical flow, but in reality all four happen simultaneously and continuously, as shown in Figure 1 below. Eric Greenberg serves as Managing Director of Executive Education for the Center for Management Development (CMD) at Rutgers University. Posted by PanamericanWorld on April 13, 2015Royal Bank of Canada is continuing a strategic review of its international wealth-management business, its top executive said Friday, leaving the door open to more asset sales. Chief Executive David McKay’s remarks come about a week after RBC announced plans to exit another Caribbean operation through the sale of its Suriname bank.
He offered no update on the strategic review of the bank’s Swiss operations, first disclosed last November.
Last week, RBC announced it was selling its Suriname bank to Trinidad and Tobago’s Republic Bank Ltd. RBC, Canada’s biggest bank by market capitalization, has closed wealth-management offices across Latin America and the Caribbean as growing regulatory pressure to counter money laundering affects the way banks do business around the world. In February, The Wall Street Journal reported that RBC was exiting from once-promising businesses in Latin America and the Caribbean after being swept up in the net of global money-laundering probes. Monthly newsletter featuring articles hand picked by our country managers from the best content across PanamericanWorld. Monthly newsletter featuring articles hand picked by our country managers from the best content across the Caribbean Region on PanamericanWorld. The difference between leasing and buying is often a cash flow and philosophy decision, versus a tax driven decision. When you lease, your payments are usually substantially lower because they have a residual value depreciated from the vehicle, effectively making leasing cheaper than buying. If you are experiencing great success in business already, then there is a good chance you already familiar with one or more of these strategies.
Not many other small cities have the luxury of so many beautiful natural amenities to compliment a thriving community.
I’ve seen many people before coming to me rack up hefty amounts of personal debt while putting their business at extreme risk and taking out more than it can sustain to maintain their lifestyle.
The appeal of quickly establishing yourself in the market by pricing low can be quickly dispelled by the reality of its many downsides. Some industries don’t have a choice so it is inevitable that there will be a few exceptions.

Stats have shown about 45% of people usually set New Year’s resolutions with only 8% actually achieving them. That one client or customer that has your staff running to the bathroom as soon as they spot them pulling in the parking lot. You know that your gut is telling you that the fit isn’t right but the cheques are still arriving on time so the client must be happy, right? Planning results remain arbitrary and risky, and lack deep knowledge of relevant factors and trends. The dot-com bubble, the recent financial crisis, and the current turbulence in the Eurozone—to name a few—challenge the planner’s understanding of environmental trends. However, the idea behind this is not new: causal reasoning was developed in the 1960s by Clive W.
While several concepts outline the process itself, this article relies on the detailed structure developed by Mintz-berg as well as Goetze and Mikus, which provides a disaggregated view of the particular tasks within the process steps (see Figure 1). Traditional instruments offer several contributions to facilitate information processing within strategic planning.
The processing is based solely on time series data; no subjective estimates on relationships or interactions are necessary.
Accuracy should lead to a more analytical-rational decision-making style, as an alternative to previous strategic planning processes, which have a purely subjective basis. The capability to rapidly glean information on environmental developments such as customers and markets helps to attune companies to changes in the environment and can result in a competitive advantage in contrast to slower competitors.
Companies have comprehensive knowledge of their markets, customers, and competitors—both as implicitly experienced by managers as well as explicitly gathered in comprehensive databases.
Changes in these requirements differ from com-pany to company, since the need to acquire resources creates dependencies between organisations and external units. Subsequently derived performance drivers of the company’s target figures should help to achieve strategies that build on these strengths and eliminate or minimise the weaknesses. This also provides an objective basis for discussing and estimating cause-and-effect relationships within the company’s value creation process. Strategy maps present “a visual representation of a company’s critical objectives and the crucial relationships among them that drive organizational performance. Traditional planning approaches in dynamic and complex environments—such as scenario planning—are often criticised for their purely subjective nature, which can lead to biased planning results.
Impulse-response analysis provides a view of the course and delay of responses in the company’s target figures to strategic impact factor changes.
The balanced scorecard has received substantial attention from both managers and researchers; it is the dominant concept in the performance measurement field. The lack of explicit causal models of the relationships between measures makes it difficult to evaluate performance measures’ relative importance.
Such forward-looking risk management should incorporate environmental scanning systems into internal risk analysis.
Based on criticism of this system’s purely risk-oriented design and its internal focus, a second generation of early warning systems provided indicator-based surveillance of internal and external developments. Exploiting the increasing amounts of available data enables one to identify and use empirically proven early warning indicators. The primary contributions are the analysis of external and internal strategic impact factors, the development of scenario plans and their implementation, and early warning systems. These include the existence of databases containing time series data on the company’s target figures. This article focussed on strategic impact factor analysis in the company environment (outside perspective). His research concerns the analysis of causal impacts from environmental developments on strategic planning. Below, Eric Greenberg and Alexander Kates discuss a framework for strategic digital marking success. Organizational structures, budgeting procedures, HR compensation polices, legal and compliance principles, and upper-management philosophies must all be reformed to operate in this fast-paced digital world. Even those who received the gift cards felt that the promotion was poorly run and required a great deal of hassle. They spent $1 million, plus the resources to ship 30,000 gift cards, not to mention the labor required to put together the campaign.
Stories could be submitted via photo, video, or written text using a form on the FedEx Facebook page. For such individuals, we’d recommend sending them small-denomination FedEx gift cards anyway (maybe $10 or $25). The entries are limited primarily to FedEx customers, and the FedEx Facebook page gets flooded with twenty glowing stories, photos, and quotations for an entire day. Everyone submitting stories is a winner to some degree, and the entire group is segmented (and rewarded) based on their engagement level in the campaign. For instance, if a campaign involves garnering Facebook likes, the value of an incremental like should be estimated.
Interaction is a term commonly used in statistics to demonstrate the impact multiple variables have on one another. They might lead to searches on Google, followers on Twitter, or visits to the brand’s website. Our data analyses show certain general trends about how actions in each channel lead to specific actions in other digital channels, but specific campaign design also plays a crucial role in how one channel interacts with another.
Before jumping into any campaign, however, it is absolutely essential to understand your customer through thorough research and analysis. Combine planned campaigns with unplanned virility and direct both toward your desired brand image goals.
Determine channel interactions and long-term gains from customer acquisitions, and add them to estimated sales to determine ROI. Manage stories, refine channel allocations, and improve ROI estimates using the collected data. Testing, measurement, and refinement are at the center of the diagram because all three of the other stages should be constantly and consistently measured and improved.
Excerpted from Strategic Digital Marketing: Top Digital Experts Share the Formula for Tangible Returns on Your Marketing Investment by Eric Greenberg and Alexander Kates. He is also President of EG Consultants, LLC, a marketing consulting services firm focused on brand management and customer-centric strategies. When he’s not engrossed in a high-tech venture of his own creation, he works as a marketing consultant, providing strategic guidan to executives around the world.
His comments suggest that more pruning of the bank’s international wealth-management division could be in the works. The bank has said that it works within the legal and regulatory frameworks of every country in which it operates and that it has a strong record of regulatory compliance. I pay for everything with a credit card so I have documentation of what I’ve spent money on.
Traditional instruments such as key performance indicator concepts, strategy maps, and balanced scorecards become increasingly opaque under these conditions, especially owing to their subjective foundations, which are biased because planners are overloaded with information.
Increasing competition in established markets, with new players from Asia and the growing importance of upcoming markets such as the BRIC countries create further planning uncertainty. However, these tools are mainly based on a subjective instrumental design, such as portfolio concepts or SWOT-type analyses.
For instance, in the case of quarters, current developments of Y indicate similar changes in the company variable six months ahead.
Empirical causality analysis’ primary integration opportunities are connected to strategic planning tasks (see the circles in Figure 1) and are listed in Figure 2. Similarly, large public databases and research institutes provide comprehensive time series data on environmental factors, such as consumer confidence, income development, consumer price index, etc. Learning about the environment thereby allows for the clear perception of environmental requirements, depending on managers and planners’ capabilities and perceptions. Strategy maps present “a visual representation of a company’s critical objectives and the crucial relationships among them that drive organizational performance.”7 These maps use cause-and-effect diagrams to describe how a strategy must be carried out to achieve the organisation’s desired outcomes. Although these qualitative approaches have their specific advantages, empirical causality analysis helps to develop more elaborate scenario planning.
This knowledge can lead to better resource allocation: if the response function reveals a two-quarter sales response delay to a change in consumer confidence, marketing expenses can be allocated to promote advertising campaigns one to two quarters ahead.
The balanced scorecard visualises the company’s strategy using causal relationships among key performance drivers in different units and operationalises them by assigning key performance indicators. Furthermore, the linkages between different dimensions of organisatio- nal performance should be clearer.
These systems, which were faulty owing to their directedness on single aspects, were followed by a third generation of 360° strategic radar analysis. Together with knowledge about the effects of alternative developments in these indicators, the claimed “comprehensive system for managing risks in the external business environment”11 is supported.
These contributions should enable more analytical-rational decision support, which is considered beneficial to strategic planning effectiveness, and reduces the risk of information overload. This requirement is a work in progress, since many companies are still in the data storage establishment phase. By doing this we do not tackled causality analyses in operations management (inside perspective). He earned his PhD at Goettingen University for his thesis on empirical causality analysis in strategic planning and completed his diploma in Political Economics at Goettingen University (Germany) and the Department of Business Studies at Uppsala University (Sweden). He is founder and director of the Center for Performance Research and Analytics (CEPRA) at Augsburg University, and the consulting firm The Performance Management Company (PMC) GmbH, Munich, Germany.
How do today’s brands build awareness, foster loyalty, and fabricate a positive image in a world where consumers hold all of the cards?

They feed messages into channels in a natural way and let the other stakeholders run with them.
When companies are giving away free cash these days, word travels around the web, and fast. At the end of the day, FedEx was left with approximately 20,000 gift-card receivers whose sentiments ranged from neutral to grateful (many were not received, and many Internet-savvy folks received more than one). The top 20 stories, chosen by qualified FedEx employees, could be posted to the Facebook Page to allow page visitors to vote (via likes) on their favorites. FedEx page visitors get to read these warm stories and vote on their favorites, engaging them and simultaneously promoting the brand to them via their peers. Not a single person feels like their time was wasted with technical or logistical bottlenecks.
Justification for initial investment in digital initiatives should be crafted and judged in much the same way as traditional ones—using ROI.
Company expenses can’t be offset with any number of Facebook “likes.” Senior management wants to know how spending on a campaign is going to impact sales, and ultimately, the bottom line.
Conversion data from your brand’s previous Facebook campaigns, comparable third-party campaigns, or campaigns utilizing other channels, might shed light on the probability of a Facebook like or impression converting to a sale.
In the case of marketing measurement, these variables are the various digital marketing channels. The trail of actions users take must also be quantified to accurately assess the ROI potential of a given investment in any particular channel. Using col lected data in conjunction with typical interaction paths, the entire marketing ecosystem of a brand can be modeled and mapped visually, showing how channels interact with one another.
You will gain a better understanding of the people purchasing your products and services by using the data collected from your marketing campaigns, but without a comprehensive understanding of your customer from the outset, your first attempts are far less likely to see positive results. This simple model can be used as a starting point for beginning to understand and plan digital strategy. Prior to these positions, Eric founded and served as the CEO of MTS, one of the nation’s largest providers of CRM services.
He speaks in training programs, at universities, and at conferences on the topics of digital strategy and emerging media.
The bank said it expects to book a pretax loss of 23 million Canadian dollars ($18.3 million) on the sale.
To overcome these shortcomings, this article integrates predictive analytics throughout the strategic planning process with a special focus on causal reasoning: applications and benefits of knowledge in causal interactions are described for external and internal impact analysis, strategy development, scenario analysis, implementation, and the final checking phase. Christopher Sims, who in the 1980s developed operational transfer, in 2011 received the Nobel Prize with Thomas Sargent for their analyses of causes and effects in macroeconomics.3 Nevertheless, their developments also offer substantial benefits to strategic planning practice and science. Even the contribution of numbers-based decision-making models, such as AHP or system dynamics, mainly depend on subjective estimates by users or experts. These time-lags allow for the analysis of time-dependent interactions between the variables. On this basis, the analysis of causal relationships between environmental impact factors and distribution-oriented target measures such as sales or turnover can contribute to several key aspects in strategic planning.
The deep identification, analysis, and interpretation of environmental effects on company target figures is therefore crucial to the strategic planning success as a whole, since it determines the achievement of strategic fit. On the one hand, the empirical identification of directly and indirectly relevant strategic impact factors is supported. Today, a variety of companies use the BSC to link their strategy with their short-term operations. Fourth-generation approaches integrated the operational and the strategic perspectives of the second and third generation’s early warning systems. Figure 4 (bottom of page) depicts how the empirical causality analysis results can be incorporated into an environmental warning system.
Furthermore, most of the noted contributions require the presence of traditional management co-ntrol instruments, such as the BSC or strategy maps. Furthermore, growing data availability increasingly eases application and its opportunities for more extensive applications. He has held chairs at Goettingen University (2007 to 2011) and the Technical University of Munich (2006 to 2007). They listen to and facilitate conversations, and optimize and share them strategically to maximize impact. They must spread their activities over a wide range of channels and content types, see which attract the most interest, and run with what works.
FedEx was also left with about 280,000 extremely frustrated and disgruntled people who felt that the company had cheated them and wasted their time.
The authors of the stories receiving the most votes could receive something nice, like an all-expenses-paid vacation that includes a trip to FedEx headquarters, or perhaps a lifetime’s worth of shipping credit with FedEx. By estimating this probability of turning a like or impression into an actual customer, your customer cost of acquisition (COA) for this campaign can be set against customer lifetime value (CLTV) estimates to evaluate part of this campaign’s ROI. The result is a complicated and irrevocably intertwined network of interactions between channels that provides a complete picture of how investments will impact the entire ecosystem. Eric has created several innovative and world-class executive education programs while at CMD. With Rutgers University, Alex has developed tailored digital training programs for Fortune 500 companies.
Our results imply that causality analysis possesses substantial benefits as a new generation of decision support for every company’s strategic planning. This article discloses these benefits in strategic planning’s processes and offers insights on connections with prevalent tools, such as strategy maps or the balanced scorecard (BSC). Although these models have impact because they simplify complex problems and merge excessive information, they do not serve to review the strategic planner’s assessments or enhance his or her thinking by offering an objective view of interactions between strategic impact factors. Figure 2 lays out the main idea and benefit: the figure includes the development of the company variable, such as sales, and two possible external planning factors.
Kaplan and Norton recommend that employees visually represent cause-and-effect linkages that integrate the different performance drivers and outcome measures. On the other hand, this knowledge enables a more accurate preparation of guidance in the case of scenario changes. These cover the identification of risks opportunities, and provide the basis for the development of responses, such as systems based on scenario techniques. Knowledge about the time-varying relationship between strategic impact factors and company target figures thus enables one to prepare specific response actions, depending on the company’s business model and industry. His research focuses on performance management, predictive analytics, and innovation control. Lastly, they analyze the reach of those conversations using data, and further optimize their behaviors accordingly. In total, about 15,000 of these frustrated individuals made snarky or hateful comments on the FedEx Facebook page, which were collectively viewed by several million visitors. We recommend making the remainder of the top 20 instant winners for larger-denomination gift cards. If increasing sales is the ultimate goal, shouldn’t we always evaluate digital marketing, and all marketing for that matter, through an ROI lens?
In essence, using what you can measure to estimate what you can’t can help project and measure ROI to some extent.
For example, to estimate the impact of a video posted on a brand’s YouTube channel, we certainly must estimate how the number of views or shares translates into sales using the aforementioned methodology. Once modeled in this way, it is much easier to estimate how a particular campaign or investment might impact overall results. He is also a sought-after faculty member at Rutgers, having taught in marketing programs for both students and executives at Fortune 500 companies. A superficial, subjective view of the time series may trigger the assumption that planning factor X is the relevant one for forecasting the dependent company variable, since both variables show a similar trend.
This approach carries the risk of invalid cause-and-effect-relationships, which can result in dysfunctional organisational behaviour, wrong strategy communication and control, and suboptimal performance. Connecting al-ternative scenarios with an early warning system based on causally proven indicators can enable an earlier recognition of environmental changes, as illustrated in the attention-focussing phase (tSC – tA) in Figure 3. In these cases, companies face extensive organisational and monetary efforts to exploit the full benefits of empirical causality analysis. Many more of those 280,000 tweeted about it or shared their discontent via some other social media channel.
Additionally, everyone who submitted a story that didn’t make the top 20 would be entered into a drawing to win one of a several thousand larger-denomination branded FedEx gift cards.
It’s the universal language that marketers, management, and shareholders can all understand.
Building measurement and tracking into digital campaigns will help tremendously in backing into ROI estimates, improving projection accuracy, and justifying campaign potential to senior management. This is marketing mix modeling for the digital age, and is more important than ever for today’s brands. Alex is the founder of several companies, including Planga, a social calendaring and geomapping platform for colleges and universities. An empirical causality check of these linkages can help to review the theoretical considerations of proposed cause-and-effect-relationships. This time lead represents a strategic advantage to the company and offers more possibilities to develop adequate strategic responses.

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