| 1. |
Seven Magic Questions: How to Improve Your Win Ratio by Selling Value Instead of Price ( Pages)
by Tom Sant
Sep 25, 2006
Abstract : There are many consultative sales methods. Each has unique strengths and techniques, but they all try to focus on what matters to the customer. To improve your win ratio, there are seven questions you must first be able to answer.
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| 2. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Jan 15, 2004
Abstract : While lean/flow leverages practices to stay ahead of actual demand, traditional approaches better coordinate secondary, back-office systems like accounting and HR. Moreover, flow should be a company-wide strategy that impacts more than manufacturing.
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| 3. |
Cash Management 101 ( Pages)
by Leslie Satenstein
Aug 13, 2008
Abstract : Cash management is an essential business process all organizations must perform to survive. Though cash management uses automation for much of the “grunt” work, it is human intelligence in the financial decision making that does the rest.
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| 4. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial ( Pages)
by P.J. Jakovljevic
Jan 14, 2004
Abstract : Flow manufacturing leverages techniques to help manufacturers create any product on any given day, in any given quantity including the
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| 5. |
Solomon Stands the Test of Time Despite Changing Masters Part Three: Product Differentiators ( Pages)
by P.J. Jakovljevic
Sep 5, 2003
Abstract : Of all the MBS' products, Solomon is apparently the purest in terms of a standard Microsoft technology stack, and without any proprietary additions. Furthermore, its sharp focus solely on Microsoft technology from ground up, coined in ''the power of one'' motto (one OS platform - Windows XP/NT/2000, one database platform - MS SQL Server, one development environment - MS Visual Basic, etc.), also presents an attractive, risk-adverse option for penny-pinching mid-market customers. Solomon IV has consequently been very competitive in speed of implementation, feasibility of customization, total cost of ownership (TCO), and price/performance ratio.
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| 6. |
Is ROI King In Evaluating IT Investments? Part 1. Should We Make the Investment? ( Pages)
by William Friend and Olin Thompson
Jul 23, 2002
Abstract : IT managers should recognize that cash flow measurements are being increasingly used to evaluate IT investments, even though initial estimates of cash flows from IT projects are often hard to determine because underlying business assumptions can change. IT veterans all know that reconciling IT investments to the bottom line has been problematic.
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| 7. |
Managing Global Trade Flows ( Pages)
by P.J. Jakovljevic
Jun 16, 2005
Abstract : In global trade, the flow of information must support the tracking and management of the goods to enable the secure and compliant entry and exit to and from countries for the correct funds to flow to eligible business and trading partners.
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| 8. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part One: Credit and A/R Management ( Pages)
by Charles Chewning Jr. and Abe WalkingBear Sanchez
Feb 2, 2005
Abstract : The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.
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| 9. |
Improving Your Demo-To-Win Ratio - Bridge Building ( Pages)
by Bob Riefstahl
Jul 10, 2002
Abstract : Ask yourself this simple question: “Have I ever lost a deal to an inferior product?” If your answer is yes, I’ll guarantee that one of the prime reasons for your defeat was because your competitor was a more effective Bridge-Demonstrator.
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