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Thursday, October 27, 2011

Robin’s 73 Best Business and Success Lessons

 
Robin's 73 Best Business and Success Lessons
 
 
The 73 Best Lessons I've Learned for Leadership Success in Business and Life ?By Robin Sharma, author of the international bestseller "The Leader Who Had No Title"
1. You can really Lead Without a Title.
2. Knowing what to do and not doing it is the same as not knowing what to do.
3. Give away what you most wish to receive.
4. The antidote to stagnation is innovation.
5. The conversations you are most resisting are the conversations you most need to be having.
6. Leadership is no longer about position – but passion. It's no longer about image but impact. This is Leadership 2.0.
7. The bigger the dream, the more important to the team.
8. Visionaries see the "impossible" as the inevitable.
9. All great thinkers are initially ridiculed – and eventually revered.
10. The more you worry about being applauded by others and making money, the less you'll focus on doing the great work that will generate applause. And make you money.
11. To double your net worth, double your self-worth. Because you will never exceed the height of your self-image.
12. The more messes you allow into your life, the more messes will become a normal (and acceptable) part of your life.
13. The secret to genius is not genetics but daily practice married with relentless perseverance.
14. The best leaders lift people up versus tear people down.
15. The most precious resource for businesspeople is not their time. It's their energy. Manage it well.
16. The fears you run from run to you.
17. The most dangerous place is in your safety zone.
18. The more you go to your limits, the more your limits will expand.
Continue reading...
 

http://www.mr-funny.com/index.php/en/text/814-robins-73-best-business-and-success-lessons

ayman

Wednesday, October 19, 2011

The Strategic Planning Process

In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.
A simplified view of the strategic planning process is shown by the following diagram:
 
The Strategic Planning Process
Mission &
      Objectives      
 
  Environmental  
Scanning
 
Strategy
    Formulation     
 
Strategy
 Implementation  
 
      Evaluation      
& Control
 
Mission and Objectives
The mission statement describes the company's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities.
Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives. Financial objectives involve measures such as sales targets and earnings growth. Strategic objectives are related to the firm's business position, and may include measures such as market share and reputation.
 
Environmental Scan
The environmental scan includes the following components:
  • Internal analysis of the firm
  • Analysis of the firm's industry (task environment)
  • External macroenvironment (PEST analysis)
The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis
An industry analysis can be performed using a framework developed by Michael Porter known as Porter's five forces. This framework evaluates entry barriers, suppliers, customers, substitute products, and industry rivalry.
 
Strategy Formulation
Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.
To attain superior profitability, the firm seeks to develop a competitive advantage over its rivals. A competitive advantage can be based on cost or differentiation. Michael Porter identified three industry-independent generic strategies from which the firm can choose.
 
Strategy Implementation
The selected strategy is implemented by means of programs, budgets, and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives.
The way in which the strategy is implemented can have a significant impact on whether it will be successful. In a large company, those who implement the strategy likely will be different people from those who formulated it. For this reason, care must be taken to communicate the strategy and the reasoning behind it. Otherwise, the implementation might not succeed if the strategy is misunderstood or if lower-level managers resist its implementation because they do not understand why the particular strategy was selected.
Evaluation & Control
The implementation of the strategy must be monitored and adjustments made as needed.
Evaluation and control consists of the following steps:
  1. Define parameters to be measured
  2. Define target values for those parameters
  3. Perform measurements
  4. Compare measured results to the pre-defined standard
  5. Make necessary changes

Supply Chain Management

A supply chain is a network that includes vendors of raw materials, plants that transform those materials into useful products, and distribution centers to get those products to customers.
Without any specific effort to coordinate the overall supply chain system, each organization in the network has its own agenda and operates independently from the others. However, such an unmanaged network results in inefficiencies. For example, a plant may have the goal of maximizing throughput in order to lower unit costs. If the end demand seen by the distribution system does not consume this throughput, there will be an accumulation of inventory. Clearly, there is much to be gained by managing the supply chain network to improve its performance and efficiency.
Decision Variables in Supply Chain Management
In managing the supply chain, the following are decision variables:
  • Location – of facilities and sourcing points
  • Production – what to produce in which facilities
  • Inventory – how much to order, when to order, safety stocks
  • Transportation – mode of transport, shipment size, routing, and scheduling
 
The Bullwhip Effect
A problem frequently observed in unmanaged supply chains is the bullwhip effect. This effect is an oscillation in the supply chain caused by demand variability. This problem must be addressed in order to avoid the poorer service and higher costs that stem from it.
Inventory Management
Variation in demand increases the challenge of maintaining inventory to avoid stockouts. There exist techniques for inventory management that optimize the performance for a given set of parameters.
 
Vendor Managed Inventory
An effective way to improve supply chain performance is for the vendor to determine the quantities that should be ordered by its downstream customers, rather than the other way around. This approach is known as Vendor Managed Inventory, abbreviated VMI. While its implementation faces practical challenges, it can be an effective method for reducing inventory and stock-outs.
 
Accurate Response
In the classical news vendor problem, one must decide the best order quantity that maximizes profits given that some money is lost if all of the units do not sell and given the fact that potential profits are lost if the units sell out. In some situations, a second order can be placed once the sales period begins. Such an opportunity helps one to better match supply and demand, since the first order can be a quantity equal to the expected demand minus a selected number of standard deviations ( 2, for example) below that mean. Of course, any minimum order quantities must be taken into account.
In many industries, the variance in demand is proportional to the variance in the forecasts for that demand. This relationship even exists in stock price forecasting. When this relationship holds, it can be used to estimate the mean demand and its variance, and these values can be used in optimization models.
For seasonal goods such as winter sportswear, which has a short selling season and long lead times, a firm can do several things to better match supply and demand:
  • Additional events can be held before large trade fairs in order to secure orders further in advance.
  • Supplier capacity can be reserved without specifying the exact product mix. This postponement of the final mix has benefits similar to those of postponing product customization until the distribution center.
  • Common parts can be used in designs in order to pool some of the variation between individual demands.
Supply Chain Structure
The performance of a supply chain is measured in terms of profit, average product fill rate, response time, and capacity utilization.
Profit projections may improve if another parameter is relaxed, but one must consider the impact of all aspects of the relaxed parameter on profits.
For example, if customers are lost because response time is too slow, then the profit projections may be artificially high.
Average fill rate can be improved by carrying more inventory in order to reduce stock-outs.
The optimal balance must be achieved between inventory cost and lost profits due to stock-outs.
Response time often can be improved at the expense of higher overall costs. As with fill rate, the optimal trade-off should be found. If response time is sacrificed in order to achieve higher profits, sales forecasts may have to be modified if the elasticity of demand with respect to service is significant at the chosen service levels.
Capacity utilization should be high enough to reduce overhead sufficiently, but not so high that there is no room to grow or to handle fluctuations in demand. Problems often are encountered when capacity utilization exceeds 85%. Lower capacity utilization in effect buys an option for increased output in the future. Higher capacity utilization decreases downside risk since costs are reduced, but also limits the upside gain if future demand should outstrip supply.
Make-To-Order
To reduce inventory and increase flexibility, some firms have turned to make-to-order production systems. Some companies can reap great benefit from such a system. Make-to-stock is better for other companies, such as those whose customers are not willing to wait for the product.

Saturday, October 15, 2011

مازدا تطرح سيارة جديدة "مازدا 3" فى الولايات المتحدة


سيارات مازدا - صورة ارشيفية  
سيارات مازدا - صورة ارشيفية

 
أعلنت شركة مازدا عن خطتها لطرح سيارة جديدة من طراز مازدا 3 فى الولايات المتحدة الأسبوع المقبل، والتى تعمل بمحرك الـ   والذى يعتبر أكثر كفاءة فى استهلاك الوقود بنسبة 18%، كما أنها تسير بقوة 40 ميل فى الجالون الواحد.

وصرحت مازدا عن إطلاق موديل جديد من سياراتها الـ سى ماكس   المدمجة التى تعمل بمحرك الديزل فى عام 2013 فى الولايات المتحدة.

وذكر موقع أوتو نيوس أن مازدا باعت 229.566 ألف سيارة فى الولايات المتحدة فى العام الماضى وتتوقع أن تصل مبيعاتها لأكثر من 250 ألف سيارة هذا العام، كما تسعى الشركة لزيادة نسبة مبيعاتها فى الولايات المتحدة 74% فى منتصف هذا العقد.

موقع البيت بيتك

Friday, October 14, 2011

Activities That Can Improve Your Memory

Activities That Can Improve Your Memory:
Physical activity
Diversified consumption of fruits and vegetables
Training the mind
Rest
Avoid overload and multiple tasks
Learning new tricks to boost your memory‬
Ways To Prevent Memory Loss
www.doctortipster.com
‪As parts of the body get older, and the brain shrinks with age, the neural connections become slowe...

Wednesday, October 12, 2011

Ultrasonic & RF lipolysis and cellulite reduction


Body Contouring Clinic

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Its effect will last for a long time, giving you the slimming body you dream of

Blackberry's message goes missing

Blackberry

For the makers of the device whose name became synonymous with messaging, it was a deeply embarrassing 36 hours.
Untold numbers of Blackberry users, first in Europe then in much of the rest of the world, found that their email either slowed or ground to a halt and the BBM service became unavailable.
Worse, the whole incident turned into a business school case study of how not to communicate with your customers - Blackberry simply failed to get its message out. When the problems started to emerge around lunchtime on Monday, social networks were quickly populated with angry and confused customers.
Customers who turned to their mobile phone networks for advice were all directed back to Research in Motion, the Canadian company behind Blackberry. After some hours, RIM used one of its Twitter accounts @Blackberryhelp to 
"Some users in EMEA are experiencing issues. We're investigating, and we apologize for any inconvenience."
EMEA? Where on earth is that? I know, because marketing speak floods my inbox every minute, that it stands for Europe, the Middle East and Africa, but many people will surely have been mystified.
Of course, journalists were bombarding the Blackberry PR team with calls, demanding to know what was going on, how many people were affected, and what was the root cause. By Monday evening, we had nothing more than the brief line already seen on Twitter.


At a technology awards event in London, reporters spotted a gaggle of RIM PR people clustered around their Blackberries - they promised us more news imminently. And at 21:00 this arrived in our inboxes:
"Earlier today, some BlackBerry subscribers in the EMEA region experienced delays with BlackBerry services. The issue was resolved and services are operating normally. We apologize to those customers who were impacted for any inconvenience."
No information then about the extent of the problem or what had caused it, but reassurance that it was all over now, please move along, nothing to see here.
Then late on Tuesday morning, I started getting messages from Blackberry users that the problems had returned - emails weren't arriving, and BBM had ground to a halt again. Worse, it then emerged that users in other parts of the world were now suffering the same experience.
A one-day shutdown might just about be forgiven - especially when the company tells you it has all been sorted. But when it returns on a second day, and there's still no explanation you are trying customers' patience with your product to the limit.
Finally, at 21:53 on Tuesday evening, this arrived from RIM:
"RIM update: The messaging and browsing delays being experienced by BlackBerry users in Europe, the Middle East, Africa, India, Brazil, Chile and Argentina were caused by a core switch failure within RIM's infrastructure. Although the system is designed to failover to a back-up switch, the failover did not function as previously tested. As a result, a large backlog of data was generated and we are now working to clear that backlog and restore normal service as quickly as possible. We apologize for any inconvenience and we will continue to keep you informed."
In other words, a pretty serious failure had occurred in the infrastructure on which the whole Blackberry ecosystem depends. This morning, a new statement tells us that the issue has finally been resolved.
But it took 36 hours for RIM to give the world any explanation of what had happened - and as far as I know the company still has not put anyone up for interview. I'm hearing that some PR executives argued for more openness from the start but were over-ruled by headquarters in Canada.
This strategy - say as little as possible, ruthlessly control the message from the centre - is similar to the one adopted with such success by Apple over the years. But when things go wrong, it looks like a textbook example of how to lose friends and alienate people.

Wednesday, October 5, 2011

Prince Harry Begins Training In California Apaches


Prince Harry is preparing today for an eight-week program of intensive training in California helicopter.

Course - code-named Crimson Eagle, and should start in El Centro Naval Air organized in the next few days - take the 26-year-old pilot of a step closer to front line duties, told Sky News.

Known as a defensive role as Captain Harry Wales, Prince has always been clear that a prerequisite for its formation Apache helicopter - which has a price £ 1 million (1.54 million) - is returning to the theater.

He was training at the British School of Aviation in the Middle slut, south-west London, but to be set to "Battle Ready" status, Prince Harry to fill a special role during the conversion.

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"Education in the United States consists of environmental training, tactical exercises and live firing," St. James Palace spokesman said.

NAF El Centro is the reference range for air combat maneuvering, air-ground artillery, bombing, electronic warfare training and low-level flight.

Britain's military has been training at the base - 140 miles east of San Diego - more than 20 years. Prince's two-month stint to see it working out of the Gila Bend Air Force Auxiliary Field, another 275 km to the east in neighboring Arizona.

His spare time is limited during the tour, but it is traditional for the Crimson Eagle exercise to take a break halfway to Las Vegas.

After Prince Harry returns home in December, will join a team and gain more experience Apache helicopter flight taking part in exercises around the UK.

Prince Harry of firearms in the Apache helicopter

Prince Harry has his first opportunity to shoot live weapons on its Apache attack helicopter, on his arrival in California, the last phase of his training this weekend.

Prince Harry of firearms in the Apache helicopter

Prince Harry standing in front of an Apache helicopter Photo: AP

Gordon Rayner

By Gordon Rayner, Chief Editor

1:40 BST October 4, 2011

The prince is due to take part in the exercise Crimson Eagle, which provides the Army Air Corps pilots vital experience in live fire exercises on the shores of the great army of California and Arizona.

This is the last phase of a training program to prepare for combat operations in Afghanistan.

The prince, who was promoted to captain earlier this year, is expected to return to Helmand next year, after being there as a forward air controller in 2008.

The power of the army is the Apache based at Naval Air Fund El Centro, near the border with Mexico, where the Crimson Eagle Training lasts about two months.

It is the last part of the conversion of the Prince on the role of the courts, where it adapts to the unique requirements of flying the Apache, which already qualified as a helicopter pilot.

Tuesday, October 4, 2011

US Smoking Rates Vary Widely by Profession


September 30, 2011 (Atlanta, Georgia) — Cigarette smoking among working US adults is far more common than average for those with occupations in the construction, restaurant, and transportation industries, and far below average for teachers, scientists, and lawyers, suggests an analysis published in today's Morbidity and Mortality Weekly Report that put the age-adjusted national mean at 19.1% [1].
The analysis is based on National Health Interview Survey (NHIS) data for 2004 to 2010, and shows a smoking prevalence in some occupations well over double the target of <12% put forth by the government's Healthy People 2010 initiative [2], according to the report.
Highest and Lowest Age-Adjusted Rates of Cigarette Smoking Among Working US Adults in 2004–2010 by Occupation Category*
Occupation Smoking prevalence (%) 95% CI
Highest rates    
Construction and extraction 31.4 29.7–33.1
Food preparation and serving 30.0 28.4–31.7
Transportation and material moving 28.7 27.2–30.2
Lowest rates    
Legal 9.4 7.4–11.5
Life, physical, and social science 9.2 7.1–11.2
Education, training, and library 8.7 7.9–9.5
*Excludes occupations in the military.
Broken out by demographics, smoking rates for working adults were highest among:
  • Men (21.5% vs 17.4% for women).
  • Those aged 18–24 (23.8% vs 10.2% for those aged >65; trend for declining rates with increasing age, p<0.05).
  • NonHispanic whites (21.5% vs 17.9% for nonHispanic blacks and 14.2% for Hispanics).
  • The poor (US Census Bureau definition; 27.7% vs 18.1% for the "not poor").
  • Those with less than a high-school education (28.4% vs 9.1% for those with at least a college degree).
  • Those without health insurance (28.6% vs 17.5% for the insured).
"Although workplace policies or exposures to secondhand smoke were not assessed in this study, national surveys have shown that the proportion of smoke-free worksites was lower in agriculture, forestry, fishing, mining, and construction and higher in professional and related services."

نصائح و تمارين لشد و جمال الصدر







 
لصدر مشدود بالصور
الصدر المترهل .. مشكلة أغلب نساء الارض، وباختصار

هذه النصائح تحفظ عن ظهر قلب لكل من تبحث عن جمال صدرها.
1ــ استقامة الظهر دائما، في جلوسك في مشيتك....
2ــ حمالة الصدر يجب ان تكون مريحة وفي مقاسك بالضبط، واياك و الحمالة التي بها سلك حديدي على شكل نصف دائرة.
3ــ في نهاية الدوش رشي دائما صدرك بالماء البارد لانه ينشط الدورة الدموية ، مما يجعله مملوء وبالتالي مشدود
والحيلة الخطيرة تمرري قطعة ثلج لها منافع كثيرة، تنشط الدورة الدموية و تقلص النسيج مما يساعد الثدي يحمل نفسه نفسه تسمى حمالة طبيعية
4ــ وضع حمالة صدر خاصة بالرياضة وقت التمارين
5 ــ ماساج دائما لتجديد الخلايا وتنشيط الدم
6ــ النوم دائماعلى الظهر و التخلى لابد عن عادة النوم على البطن لانها تسطح اصدر بدل جعله بارزا.
7ــ تجنب الرياضات و الحركات العنيفة
8 تجنب تعريضهم للشمس
9ــ تجنب حمل الاثقال
10ــ الماساجات العنيفة نتجنبها التي نلجا اليها لنجعل الكريم او الزيت يدخل بقوة، بل يجب ان يكون هادئا دائريا
11ــ لا نضغط على الصدر بحمل شيء ثقيل بين ايدينا ونضمه الى صدرنا
12ــ تجنب الحمام الساخن فهو العدو رقم واحد لجمال الصدر خصوصا ادا كان طويل المدة
13ــ تجنب الاختلافات المهمة في الوزن يعني مرة سمينة دبدوبة مرة نحيلة
14 تغدية غنية بالبروتينات
15ــ حاولي باستمرار دفع الكتفين الى الوراء
16ــ من تتوفر في البيت على حديدة مثبتة في الحائط تحاول ان تتمسك بها لتعتاد على استقامة الظهر
17ــ نحاول باستمرار ان نقوم بحركات بايدينا فوق الراس لرفع الثديين.