ForccASTING AND REVIEW PROCESS IDENTIFY CASH PROBLEN BEFORE CASH CRISIS CASH FORCASTING AND REVIEW PROCESS

....what u have forcSTED IS IT WHAT THE ACUTLA SITUATION SI ,HOW MUCH VARIANCE IS AND HOW TO RESPOND TO IT. LACK OF FORCASTING IN SME 4 REASONS LACK OF TRAING AND EXPERICEN IN UNDESTNAFD ITS IMPORT ORGA HAS SAMM MANGENT AND EMPLOYEES RELYANCE ON SENIOR MANGEMNT EXERIENCE FOR FORMAL FS AND RVIEW SIMPLE CONTROLS ADVANTAGE OD CASH FS MONITOR CASH POSOTION ,REVIEW PROCESS ,PROITIZE FUTURE INVESTMENT. DOCUMNETATION HELPS WHEN SENOIR MANGEMNT TURNOVER OCCURE ..IT HLEP
HOW TO FS ANNUAL FINANCIAL FORCAST ...DEVELOP BY CFO WITH DEP MANAGER.INCLUDE MONTHLY SORUCES SUCH AS INCOME ,BALCE SHEET ET.... APPORVED BY SENIOR MANGEMNT AND BOARD OF DIRECTOR AND ALL ADINF INSTITIUE. WEEKLY ARE GENRATE BY CNTROLER AND DISTRUBTED TO DIVIODN HEADS SEMI MONTHKY BASES GNERATED BY CFO AND REVIEWED WITH WHOLE MANAGMENT TEAM IN STAFF MEETIN STAFF MEETING IMPOR OF CASH..DISCUSS VARIANCE..NEW CAS REQUIREMNT ..INVESTEMNT ...AND HOW TO PIUORTIZE FUTURE CASH NEEDS.\ DIFF IN LARGE N SMALL

AUTOMATED COM BASED DICISIIN MADE BY CORPORATVE EXECUTIEN BUT IN MSALL SENIOR MANGMENT ..DIVISION N DEP HEAD...THEY WORK CLOSEER TOGATHER

Organisation structure From notes Definition of 'Accounts Receivable Aging' A periodic report that categorizes a company's accounts receivable according to the length of time an invoice has been outstanding. Accounts receivable aging is a critical management tool as well as an analytic tool that helps determine the financial health of a company's customers, and therefore the health of their business fielding questions

This is an important part of a presentation which allows for a constructive dialogue to develop between the speaker and the audience. This is an important part of a presentation which allows for a constructive dialogue to develop between the speaker and the audience. Alienating customer If you alienate someone, you make them become unfriendly or unsympathetic towards you. credit reference is simply a company with whom you have done business. A lender will check how you have paid this company to see if you are credit worthy. commercial structure where a relatively low number of companies control a rather large market share of the overall output or sales for a particular product or product type. Consolidated industry markets often have relatively high barriers to entry, differentiated products, well established brands and high profit margin Read more: http://www.businessdictionary.com/definition/consolidatedindustry.html#ixzz1qETvtR1U

on consignment With the provision that payment is expected only on completed sales and that unsold items may be returned to the one consigning:

RESOURCE BASED VIEW A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation. Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety of situations. Because each level of responsibility has its own requirements, competence can occur in any period of a person's life or at any stage of his or her career.

Read more: http://www.businessdictionary.com/definition/competence.html#ixzz 1qEheTvyV TESTING COMP SUPERTIR TO WHAT EXTEND THE RWESOURCE CONTRIBUTE TOWRADS DIIFERNIT THE OCMAPNY FROM COMPETIOE Resource and Competence-based Strategy Practically all firms base their business objectives on satisfying their customers needs. This is a valuable approach for aligning products, services and objectives with existing markets. It satisfies the Opportunities and Threats half of a SWOT (Strenghts, Weaknesses, Opportunities, and Threats) analysis. Resource and competence-based strategy making provides real insight into your firms Strengths and Weaknesses, an aspect many firms neglect. Why? Partly because it is much easier to analyse markets that are, so to speak, "out there" than to talk about strengths and weaknesses which are "in here, in you, round this table and just outside that door". And partly because there are few pragmatic methods to help managers, see reference 3. However the achievement of any of your business objectives is dependent on your strengths and weaknesses. For example, all firms in a market may wish to reduce their new product lead-times but one will do so more quickly and reliably than others. Why is that? Is it because of the market? No - it is to do with the resources each company has

or can access (cash, knowledge, equipment, values, reward systems etc.) and the effectiveness of the management of those resources towards reducing lead-time. Resource-based strategy is the one approach that concentrates on the individuality of each firm, the important differences between each firm and its competitors. According to this approach every firm, including yours, is unique. And it is on the peculiarities that make your firm unique that sustainable competitive advantages can be based. Being aware of and then improving and protecting these unique resources and managing them more effectively will reinforce your strengths and ameliorate your weaknesses and thereby improve your competitive position. Resource and competence-based approaches are particularly valuable when: You are considering changing the boundaries of your business, for example:

By acquisition or divestment Entering joint ventures or other partnership arrangements Considering Make versus Buy alternatives Entering new markets Taking on new technologies Disaster is at hand. You are trying to build a more sustainable competitive advantage. You need fresh perspectives on how to improve your business. You wish to take account of your resources in plans to achieve your objectives.

References Process Managers in demand generation activities do not respond very well to the step-by-step rigid process definitions that are more appropriate to other parts of the organization. They respond best to the combination of a framework organized by decision gates, managed by metrics and learnt through success models that clearly illustrate stories of what worked and did not. Skills The process is only as good as the people driving it. In driving demand generation decisions there are four key components that are important consumer focus, channel focus, data foundation and creativity. Good demand generation case studies typically demonstrate superior application in all of these components. Knowledge and experience While experience is a function of time, it can be fast tracked by some form of shared learning on case studies. Some companies also use a carefully managed mentorship program that better leverages the knowledge and experience of its people. Supporting Infrastructure The role of the supporting infrastructure is to make the demand generation capability efficient, scalable and current. This can be achieved through technology, centers of excellence and other such enablers.

When you set out to build a better demand generation capability in the areas of say innovation or insights or branding, it is advisable to consider all aspects of the capability and to develop a programmatic approach that incorporates all aspects of the capability. It is also important to account for the significant collaborative and creative nature of demand generation activities and create capabilities that inspire change rather than enforcing it. The amount of time that elapses between when a process starts and when it is completed. Lead time is examined closely in manufacturing, supply chain management and project management, as companies want to reduce the amount of time it takes to deliver products to the market. In business, lead time minimization is normally preferred. Read more: http://www.investopedia.com/terms/l/leadtime.asp#ixzz1qEkwihGV For a real world example of lead time in action, let's order a pizza. When you as the hungry customer decide on a preferred local pizza restaurant, you may have already considered such factors as speed and consistency. The selected restaurant must first receive your custom order, based on their pre-stocked ingredients. Once you've placed your order, the restaurant may tell you to expect the finished pizza in 45 minutes to an hour. This would be consideredlead time. The restaurant bases this time on several factors: the time it takes to prepare the pizza, the cooking time, the availability of delivery drivers and the distance to your home. The test of imitability

Is the resource or capability hard to copy? Inimitability is at the heart of value creation because it limits competition Inimitability also enhances the likelihood of achieving a sustainable competitive advantage

The test of durability

How quickly does a resource or capability depreciate ? Crucial for determining sustainability of rents Today, many industries show a fast depreciation of the value of resources or capabilities(e.g., technological know-how) Schumpeterian process of "creative destruction": Huge pressures on companies in traditional industries (e.g., steel industry, textile industry), but also in emerging industries (e.g., computer business, software applications)

The test of appropriability

Who captures the value that the resource or capability creates? Even if you "own" the resource or capability, profits from it are often subject to bargaining Compare this to game theoretic concept of value appropriation

The test of substitutability

Can a unique resource or capability be trumped by another resource or capability ? Compare to Porter's Five Forces framework : Talks about products, here think in terms of R&C RBV pushes critical question down a level to factors that underpin a company's competitive ability

The test of competitive superiority

Whose resource or capability is really better? Assess your strategic assets relative to your competitors Do not consider analysis of core competencies just a "feel good" exercise Disaggregate unique skills in order to truly identify distinctive resources

Strategic implications of resource and capabilities-based competition

Maintain-and build valuable resources and capabilities Continually upgrade number and quality of resources and capabilities Never stop reassessing the scope of your business Rigorously apply market tests to your strategic assets