Category Archives: business

Error-proof , POKA YOKE: by MIE

Error-proof , POKA YOKE: by MIE

error proofing

 

Error proofing is a structured approach to ensuring quality all the way through your work processes. This approach enables you to improve your production or business processes in order to prevent particular errors, and hence defects from happening.

This methodology is vital for lean system, where defects in the products or services are not accepted while there is no tolerance. In “fat” system defects can be easily replaced by good ones, later on count defects and repair them.

Continue reading Error-proof , POKA YOKE: by MIE

A Brief Olden times of Arcade Video Games

A Brief Olden times of Arcade Video Games

 

Persons have enjoyed to play Video Games ancient times. Video Games have become a bigger part of persons’s lives. In 1971 the first arcade game come along and it was this game’s destiny to tremendously change the way persons play Video Games. Galaxy game was the original coin video game in an arcade. It was at Stanford University this game never went commercial. Computer was the original commercial arcade game. It was a bit hard to play and didn’t do very well in sales, but then Pong jumped into the game and it was a quick vectory. Pong was kind of like an arcade version of Ping-Pong because there was a virtual paddle that the players used to hit the ball to and fro until someone missed.

 

By the latter part of the 70’s and early 80’s there were arcades, where the first Pong was put in a gas station. Once the arcades took off many kids wanted to play Video Games and they spent a lot of Saturday afternoons at the arcade. Hand and eye coordination was a must and a bunch of quarters. Before this when you wanted to play Video Games you played a board game like monopoly, chess, checkers or you chose cards Video Games. The big arcade Video Games during this period were Pac Man, Galega, Donkey Kong, Asteroids, Zork, Mastermind, Space Invaders, and Luna Lander.

 

The popularity of these Video Games lead to home video Games. Later on the arcade Video Games moved online and many persons that wanted to play Video Games began playing them there. To play Video Games online is easy and there are many unrestricted online Video Games. No one needs a roll of quarters to play, but they need a computer. The fame of playing Video Games online has generated thousands of sites keen to this hugely vectoryful pastime. You can even find numerous places to play retro arcade Video Games online.

 

The variations on game themes provides something for all to get into and have fun. Maybe you like adventure, mystery, sharp shooting, racing, city building, puzzles, boxing, wrestling which are some of the many types of online Video Games available.

 

Video Games started out as board Video Games and cards, went to arcade, role playing, video, and online it is truly an evolution in the nature of Video Games that has happened. We can’t really foresee what direction this evolution may take next. For se who enjoyed stories the first the role playing Video Games that were board Video Games gave them an outlet for their imaginations and even acting abilities that could be discharged at home with other role playing friends this included dressing up like your character.

 

One thing is for sure, the evolution of Video Games for those that like to play Video Games has taken some unimagined twists and turns and online Video Games aren’t going to vanish for quite some time. The sheer amount of persons that play Video Games has increased improved with the newer technology that lets those designing Video Games put complex plots in Video Games and other fascinating bells and shrieks that gamers enjoy. Just like arcade Video Games became a fact of life so have online Video Games.

 

The Companies With the Best CSR Reputations

see full report atThe Companies With the Best CSR Reputations.

 

In todays reputation economy, what you stand for as a corporation often matters more than what you produce or sell.

Hard to believe?

This was confirmed in June when Reputation Institute, a private global consulting firm based in New York, invited about 47,000 consumers across 15 markets to participate in a study that ranked the worlds 100 most reputable companiesall multinational businesses with a global presence.

In addition to finding the companies with the best reputations, the study discovered that peoples willingness to buy, recommend, work for, and invest in a company is driven 60% by their perceptions of the company, and only 40% by their perceptions of the products, says Kasper Ulf Nielsen, Reputation Institutes executive partner.

Each company earned a RepTrak Pulse score representing an average measure of peoples feelings for it. The scores were statistically derived from four emotional indicators: trust, esteem, admiration, and good feeling. Reputation Institute then analyzed what it calls the seven dimensions of corporate reputation, including workplace, governance, citizenship, financial performance, leadership, products and services, and innovation.

Three of the seven dimensions that drive reputation (citizenship, governance, and workplace) fall into the CSR categoryand analysis shows that 42% of how people feel about a company is based on their perceptions of the firms corporate social responsibility practices.
CSR speaks to who the company is, what it believes in and how it is doing business, Nielsen says. Companies that are able to get recognition for the softer sides of their business are on the right path to building a sustainable business for the future.

Thats why Reputation Institute decided to separately rank and honor the corporations with the best CSR.
In Pictures: The 10 Companies With The Best CSR Reputations

Through an online questionnaire, consumers were asked to evaluate to what extent they agree with the following three statements: Company is a good corporate citizen it supports good causes and protects the environment; Company is a responsibly-run company it behaves ethically and is open and transparent in its business dealings; and Company is an appealing place to work it treats its employees well.

It turns out the corporation with the very best CSR is Microsoft, the Washington-based software giant.

Its a tremendous honor and one that were very proud to receive, says Dan Bross, Microsofts Senior Director of Citizenship and Public Affairs. Being ranked the No. 1 company for CSR in this report is especially meaningful, since the data comes directly from surveys of the general public. Our citizenship mission is to serve the needs of communities around the world and to fulfill our responsibilities to the public. This has been part of our DNA for the past 30-plus years. Being recognized by the Reputation Institute really shows that our efforts are making a positive impact on people in our own backyard and around the world.

Bross says being a responsible global corporate citizen is a commitment made at all levels of the company. Its not just a top-down effort and its not just a grassroots effort its important to all of us.
How did Microsoft earn the best CSR reputation?

I think this is really a testament to our employees worldwide and the difference they make in their local communities, Bross says. While we have a small Citizenship team here at the corporate level, we have Citizenship Leads across the globe and they work daily in collaboration with a wide range of stakeholders on a range of issues important to local communities.
Microsoft works with governments, investors, nonprofits, and a wide range of other organizations including BSR, the Boston College Center for Corporate Citizenship, CSR Europe, the Clinton Global Initiative, Net Impact, and the World Economic Forum.

Another factor of our success is our employees passion for supporting their communities and causes through charitable giving and volunteering, he adds. In fiscal year 2012, 93% of employees reported feeling that Microsoft is a good corporate citizen in their communities and around the world. Our employees and our partnersapproximately 640,000 small to mid-size businesses around the worldare our best ambassadors when it comes to sharing the positive results of our CSR work around the world.

In September 2012, Microsoft refocused much of their efforts around creating opportunities for youth by launching Microsoft YouthSpark, a major initiative to connect hundreds of millions of youth with opportunities for education, employment and entrepreneurship. The company is working to bridge the opportunity divide that separates youth who have opportunities from those who dont, with the goal of helping young people secure their individual futures and also the future of our global economy, Bross says.

In October 2012, Microsoft celebrated their 30th Employee Giving Campaign and announced the milestone achievement of $1 billion in employee contributions (inclusive of company match) to more than 31,000 nonprofits around the world since 1983.
Microsoft employees in the U.S. have also volunteered more than 2 million hours of their time to causes they care about since Microsoft began their volunteer match program in 2005. In total, theyve provided more than $6.5 billion in cash, services and software to nonprofits around the world since 1983, Bross says.

And their CSR efforts are paying off.

In 2012, the company reported revenue of $73.7 billion, an increase of $3.76 billion from the previous year. Positive revenue growth is clearly a factor of many things, most significantly our product strategy and our ability to deliver great technology solutions to the market. But its also true that consumers are more likely to engage with companies and brands that they respect and trust, Bross says. Our CSR efforts have a direct and positive impact on people in our own backyard and around the world, and in turn, their ongoing engagement with us contributes to Microsofts business success.

In Pictures: The 10 Companies With The Best CSR Reputations

No. 2 Google fell slightly from the top spot in 2011, but it remains high in the CSR rankings because its seen as the best company to work for in the world, Nielsen says. Googles strong workplace perception helps secure its strong reputation overall and within CSR.

Fifty percent of consumers across the 15 countries say they definitely think that Google treats its employees fairly and takes their well-being into consideration. And when consumers are asked where corporate responsibility starts, they say its with the employees, Nielsen says.

But Google might be facing a growing-up problem, he adds. As the company moves into its teenage years, it is losing its baby image of Do No Evil. The global war in technology is showing a different side to Google where they are the established company fiercely defending their business against the younger Facebook, the sleeker Apple, and the lower profiled Amazon.
Google saw a drop in overall reputation from No. 1 to No. 6 this year, and it needs to carefully define how it will compete in the future while maintaining a strong emotional appeal with stakeholders around the world, Nielsen says. Consumers perception on Googles citizenship varies from country to country, with an excellent score of around 80 in Australia and Russia, to an average score in the mid-60s in China, South Korea and Germany.
The Walt Disney Company, which earned the top spot in the citizenship category, ranks No. 3 in terms of CSR. Half of all consumers across the 15 markets think that the company is a good corporate citizen that supports good causes and protects the environment.

The question to ask is, how much of that perception is based on action from The Walt Disney Company versus the positive effect from its magic universe of characters? Nielsen says. Its hard to image Mickey Mouse not supporting good causes, and Lightening McQueen not having a fuel efficient engine. Companies see a link from the product and services to CSR. And the great companies understand how to use that link so CSR becomes part of their business. The Walt Disney Company is a good example of that.

BMW and Apple round out the top five.

In total, three automakers rank among the top 10 on the CSR list. How can companies that produce products that are polluting the environment have a strong reputation for social responsibility? Because its not about their products, its about the company behind the products, Nielsen says. BMW (No. 4), Daimler (No. 6), and Volkswagen (No. 7) are demonstrating that if you have CSR as an integrated part of your business strategy, you can use this to successfully establish a strong international name for yourself.

The three German car companies outperformed their competitors by a wide margin; Honda ranks 15th, Toyota 37th, Nissan 43rd, Suzuki 79th and Hyundai 96thand its paying off.
If you compare BMWwhich has the best overall reputation in the world in 2012with Toyota, who has a strong reputation, BMW has 9% more willingness from consumers to buy products, 13% more recommendation from consumers, and 8% higher willingness to welcome the company in the local community.

These are powerful advantages in the global fight for customers, and this shows the business case for investing in reputation, Nielsen says.

Companies spend millions of dollars every year on corporate social responsibility; they invest in programs to support local communities, give away products to support people in need, invest in clean technology to lower their environmental footprint, donate money from sales, and engage their employees in nonprofit work. But many are mismanaging their CSR investments.

Its that simple, Nielsen says. They do not apply the same rigor on these investments as they do on other core business priorities. They do not link it to their business strategy. But treat it like a separate initiative and investment. Only a fraction of the largest companies in the world have integrated annual reports. The majority still have separate CSR or Sustainability Reports.

Companies need to reassess how to spend their money if they want to improve their return on investment. You dont do CSR for the sake of CSR. You do CSR as part of your reputation management strategy to drive business growth, customer loyalty, and employee alignment. Only a few companies get it right. But those who do see the results, he concludes.

To qualify for the ranking at all, each company had to have an above-average reputation score (defined as over 64) in its home market, based on Reputation Institutes global database of RepTrak scores spanning 2006 to 2011. The criteria for qualification also included company size, based on annual revenue, multinational presence and high familiarity among consumers in the measured 15 markets (Australia, Brazil, Canada, China, France, Germany, India, Italy, Japan, Mexico, Russia, Spain, South Korea, the U.K. and the U.S.).

How To Build A Disruptive Organization: By Andreas von der Heydt

How To Build A Disruptive Organization:

By Andreas von der Heydt

 

 

In todays hyper-competitive times competition is not just on brand, product, and technological innovation. Its also and foremost – on the business model.

Surprised? Disturbed? This might be possible, since youre not clear about what your business model and strategy really is, arent you?

Unfortunately, something you will not be able to afford any longer. Neither content nor technology is king… its disruption! Disruption can be caused by the introduction of products, services, or business models either in new or existing markets in such a way as to shake up the industry and eventually to oust established players.

Remember fixed line telephones? Remember then cellular phones? And afterwards? Not just a next generation of technology. Instead, a new business model: smart phones on the one side, andSkypeon the other! And tomorrow… Smart watches?

Well, its pretty obvious that the old guard, and almost every industry, are being challenged by a countless number of cutting-edge business models. ThinkNespressofor example. I like my daily cup of itsLungo Leggerofrom their famous refill capsules. Good quality plus excellent marketing (thanks also to George Clooney and John Malkovich). Thats all? By far not! What Nespresso actually achieved was to lock in consumers (including myself) by having created a new business model which generates repetitive sales and profits.

THREE BASIC STRATEGIC OPTIONS FOR DISRUPTORS

In general there are three options for a disruptive and visionary game changer:

Firstly, you develop your own disruptive business model (explained in more detail below). Second option, you develop further the existing business model in the current industry or in adjacent industries and categories. Nestl, for example, is transferring Nespresso into the tea category with its Special.T concept.

Third option, you take an existing business model – lets say something like the Nespresso business model – and apply it to (completely) different industries. Meaning to deploy existing and proven principles elsewhere.Apple,Google,Samsung & Co. have been doing it already by developing their own Nespresso-like ecosystems.

DESIGNING A DISRUPTIVE ORGANIZATION

If youd like to apply a more entrepreneurial perspective to business modelling and to become someone who wants to create tomorrows businesses, to find new and innovative ways to excite customers, and to replace outdated paradigms and strategies, then the following principles might be useful:

1. Understand the business you are in, evaluate, and specify your current business model.Its an obvious starting point. However, not many would be in a position to give a truly succinct answer to it.

2. Evaluate where your customers, your industry and adjacent industries/categories might evolve to in 5 10 years.Will your existing business model and associated products and technology still fit? Will a process of continuous innovation be sufficient to satisfy and to excite customers?

3. Decide to be a disruptor – even a self-disruptor – and take the lead.Also, and especially, in the new age of disruption there is nothing as powerful as the traditional first-mover advantage.

4. Broaden your scope and imagine the impossible.Look far outside of your current thinking patterns and industry boarders. Future revolutions and competition most likely will also come from what you currently might consider unrelated products, services, and industries. Think without Limits and Limitations. Consider yourself as an active subject rather than a passive objective.

5. Ensure that the new concept is simple, accurate, holistic, easily understood by all stakeholders, and at the same time not oversimplifying relevant aspects. Be specific about future customer segments (including their volatile needs and wants), your value offer (including pricing and promotions), your customer interactions, your partnerships and alliances (including virtual networks), your distribution and communication channels, and your required key resources.

6. Try to set up a business model where you can integrate so-called switching cost, i.e. think about how you can keep your customers within your system by offering them distinctive, cost saving, and value-adding advantages.

7. Replace cautiousness by bold and strategic consideration.Disruptive strategies will be driven by speed and audacity. In the short-term they might even cannibalize (part of) the existing business and/ or decrease profits, since starting margins might be lower. Apply a long-term perspective and resist short-term focused investors and management.

8. Apply new business metrics.Put revenue, cost, market shares, and profit into a new context and link them with a modified weighting and time frame. Of course, they will remain important. No doubt. They will need to be complemented, however, by criteria such as customer engagement, customer excitement, number of disruptive ideas, and the capability and ability to invent new business models.

9. Establish an entrepreneurial spirit in your organization.An environment should prevail where employees are willing to take risks. This would increase intrapreneurial conviction and drive. It also binds the corporation in an implied contract not to stop the internal disruptor for any reason other than poor performance.

FINAL THOUGHTS

CouldJohannes Gutenberg, the father of modern book printing, have foreseen the advent of e-books? Most likely not! However, his publishing successors could have been better prepared, if they had applied whatPeter Druckeronce pointed out: “Eventually every theory of the business becomes obsolete and then invalid.”

How else could have Apple transformed from a PC maker to the worlds leading music seller? Although disruption and innovation are similar, disruption goes at least one step further by changing how markets behave, how consumers and customers think, and how we live our lives.

Todays industries and organizations are being transformed by unprecedented scale and speed. Often its not an evolution any longer, but more of a revolution. Time has come for executives, business owners, academics, and employees to understand the impact and in parallel to successfully address the challenges and opportunities of those new business models.

What do you think? What does Disruption mean to you? How to become more disruptive?

Best regards,

Andreas von der Heydt

source:http://www.linkedin.com/today/post/article/20140406142900-175081329-how-to-build-a-disruptive-organization?goback=%2Enmp_*1_*1_*1_*1_*1_*1_*1_*1_*1_*1_*1&trk=object-title

 

How to Launch A Consulting Business – Yes, You! – by Liz Ryan

BY

Liz Ryan – Influencer

CEO and Founder, Human Workplace

For years I was terrified at the idea of working for myself. For all those years I said, “Ha ha, that’s not me – entrepreneurism? No thanks!” I was 100% dead-set against the idea of going out on my own.

“Nope, not my deal!” I would tell anyone who asked. “I’m a company kind of gal.”

I already knew the most important thing there is to know about consulting. I’ll tell you what that thing is in a second. Here’s how I learned the most important thing: my boss sent me on my first consulting job.

My boss was the president of the company where I was HR Manager. My friend and mentor Ray said “A CEO friend of mine down the street from your office wants some help with his HR practices.” I was twenty-eight.

I said to my boss, “You know Ray, right? Ray has a client down the street who needs some HR help for his business. It’s a manufacturing company.”

“You should do it,” said my boss. “It will be good for you.”

I said, “I have no idea how to do something like that.”

“That’s why you’re the perfect person,” he said. “Do it after hours, after you finish your day here.”

I talked to Ray. I talked to the client, a manufacturing CEO three doors down from our company in the same industrial park. On the day of our first meeting, I walked down the street with dread in my heart and my little notebook and pen in my purse.

What if I screwed up? What if I embarrassed myself? Continue reading How to Launch A Consulting Business – Yes, You! – by Liz Ryan

The Key Participants in the Marketing Process , By MIE

LAPeople�s needs and wants change daily, and marketers constantly advertise a plethora of products for customer attention and interest. This makes the marketing process very dynamic. At times, it seems like everybody is searching for an exchange. At other times, it seems nobody is. Marketing exchanges depend on three types of participants: customers, markets (groups of customers), and marketers.

 

Customers� Continue reading The Key Participants in the Marketing Process , By MIE

The Role of Advertising Agencies in Modern Markets , By MIE

novelty aboundMessage strategies and decisions most often are the joint enterprise of the companies that advertise (the clients) and their advertising agencies. To appreciate why a company would use an ad agency, it is important to recognize that businesses routinely employ outside specialists: lawyers, financial advisors, management consultants, Continue reading The Role of Advertising Agencies in Modern Markets , By MIE