Growing any business in any financial environment – good or bad – is a continual experimental, and incrementally developmental, process; a “work” that is continuously “in progress”, a journey without end if handled correctly. There is a constant need to monitor and analyze direction and results: What is working? What is not? At MISSI, here we are looking to discover, define and evaluate the real needs of entrepreneurs seeking help in resolving business development challenges by seeking feedback from that audience.
Growing any business in any financial environment – good or bad – is a continual experimental, and incrementally developmental, process; a “work” that is continuously “in progress”, a journey without end if handled correctly.
There is a constant need to check and analyze direction and results: Is the mission still meaningful? Do we even have a quotable, believable and workable mission for our business? Are purpose and goals still relevant? Is the intended audience (market, customers) still open to expansion for our particular collection of products or services or is it shrinking as was the case for Buggy Whip makers in the early days of Automobiles replacing Horse Drawn Carriages. Is the revenue stream a net-cash-inflow and is the net profit margin and business equity value growing and capable of further growth … or not? So many questions that we must continuously ask ourselves, get answers and review to make sure our business direction is upwards and not stagnating or going downwards. Continue reading “Starting, Building, Growing, Turning Around or Selling/Merging Your Business? Could You Use Some Help? What Kind?”
This article has important implications for any business happily running LEAN Supply-Chain Operations. Not that there is anything fundamentally wrong about the Just In Time (JIT) principle per se; in fact, it is an excellent method of running production operations AS LONG AS everything goes according to plan. However, the immensity of the aftermath impact of the recent earthquake upon Japan’s infrastructure and business is very far reaching, not the least because there appears to have been no proactive “Black Swan Event” potentiality planning thus now leaving a huge gap in the ability for industry there, and elsewhere around the world that depends upon materials supplied through Japanese business, to keep running where that business is now structured around LEAN manufacturing principles.
LEAN Manufacturing Hits Road Bump: The “Just In Time” (JIT) Supply Chain – both in Japan and related deliveries from Japan following upon the earthquake and tsunami – hit a major stumbling block. The aftermath provides an opportunity to discuss an item excerpted from the (03/24/11) New York Times Business Section under the “REUTERS BREAKINGVIEWS” (page B2) sub-section – ROB COX and WAYNE ARNOLD.
This has been excerpted here because it was run together with a separate leading piece about banking reforms that has no direct relevance to the specific topic here and thus could not otherwise be discretely handled.