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Digg it UP - Be Paranoid About Healthy Growth
There are two prevalent approaches to the development of Datawarehouse Architectures:Data Warehouse (DWH) bus architecture (introduced by Ralph Kimball) According to this approach the DWH is developed in phases. Each phase includes the development of a set of dimensional models which are linked together via conformed dimensions, thus forming a virtual ‘bus architecture’. Therefore, according to this approach, at the core of the DWH resides a denormalised dimensional data model, which handles data at the atomic
Your company brand is an emotional reaction.Branding is more than product recognition or a simple logo. It is the overall intellectual and emotional impression people have when they think of your company and its product. It is a strong and consistent message about the value of your business. Branding is a combination of everything your company uses to present itself. It also helps to ensure your customers and potential customers understand why you are different from the competition. You want to establish a superior benefit with you target audience that encourages long-term loyalty.When I mention
John Chambers grew Cisco from 1995 to become a super growth engine, which fuelled the burgeoning demand for computer networking. Its sales revenues grew from $2.2 billion in 1995 to $18.9 billion in 2000. The profits grew from $0.84 billion in 1998 to $4.3 billion in 2000. Without Cisco routers, there would be no World Wide Web. By year 2000, over 75 percent of all Internet traffic traveled over Cisco products and the future appeared bright and expected to grow from 275 million to 1 billion by 2005.
However late in 2000, the US economy went sour and by early 2001, the high-growth Cisco System was in trouble. It was forced to write off billions of stocks and laid off 7,900 employees. The stock fell and Cisco Systems fell from its pedestal of growth. Chambers was always mindful that Cisco’s bubble might burst, although he was taken by surprise too by the sudden turn in Cisco’s fortunes. Faster than most other CEOs under similar circumstances, Chambers restructured Cisco by putting stress on profit and cash flow performance. He put emphasis on focus, execution, productivity and taking only calculated risks. The co
For such a simple statement, this is one of the hardest things for people to do. It goes back to that damn survival instinct each of us is born with. If an animal draws attention to itself in the wild, it might soon find itself the main course of a larger animal’s next meal. That fear of being chewed up and spit out has survived all our millions of years of evolution and is alive and well in today’s business environment.Fight or flight is another instinct many of us haven’t yet learned to manipulate. It’s easier to run away from a new idea than it is to stay and fight for it. With today’s le
John Chambers grew Cisco from 1995 to become a super growth engine, which fuelled the burgeoning demand for computer networking. Its sales revenues grew from $2.2 billion in 1995 to $18.9 billion in 2000. The profits grew from $0.84 billion in 1998 to $4.3 billion in 2000. Without Cisco routers, there would be no World Wide Web. By year 2000, over 75 percent of all Internet traffic traveled over Cisco products and the future appeared bright and expected to grow from 275 million to 1 billion by 2005.
However late in 2000, the US economy went sour and by early 2001, the high-growth Cisco System was in trouble. It was forced to write off billions of stocks and laid off 7,900 employees. The stock fell and Cisco Systems fell from its pedestal of growth. Chambers was always mindful that Cisco’s bubble might burst, although he was taken by surprise too by the sudden turn in Cisco’s fortunes. Faster than most other CEOs under similar circumstances, Chambers restructured Cisco by putting stress on profit and cash flow performance. He put emphasis on focus, execution, productivity and taking only calculated risks. The co
Marshall Field’s, the trendsetting, always fashionable icon of customer service in retailing, is about to become history in downtown Chicago.Macy’s, its owner, is renaming the store after itself.With the closing of Field’s another bright chapter in the history of customer service is also coming to an end.Field’s was known for carrying special merchandise, for being a place where patrons could meet for lunch, and for marketing savvy.It was so embedded into the popular lore that Chicagoans made Marshall Field, its founder, an icon of accomplishment, and a symbol of business success.billion in 1998 to $4.3 billion in 2000. Without Cisco routers, there would be no World Wide Web. By year 2000, over 75 percent of all Internet traffic traveled over Cisco products and the future appeared bright and expected to grow from 275 million to 1 billion by 2005.
However late in 2000, the US economy went sour and by early 2001, the high-growth Cisco System was in trouble. It was forced to write off billions of stocks and laid off 7,900 employees. The stock fell and Cisco Systems fell from its pedestal of growth. Chambers was always mindful that Cisco’s bubble might burst, although he was taken by surprise too by the sudden turn in Cisco’s fortunes. Faster than most other CEOs under similar circumstances, Chambers restructured Cisco by putting stress on profit and cash flow performance. He put emphasis on focus, execution, productivity and taking only calculated risks. The co
Voice of the CustomerThe ‘Voice of the customer’ is a tool or process of gathering customer input about the proposed or existing services or products depending on the situation. If a company’s success depends on knowing what the customer wants, then it should develop products and services based on customer feedback, and this should be done sooner rather than later.Focus GroupsThe focus groups may be thought of as special purpose vehicles or mechanisms to facilitate understand the voice of customer better, organize the gathered data, evaluate the evolved feedbacks and channelize them in con
As a human resources specialist for many years, I've seen it all when it comes to job applications. Most disheartening were those applications in which applicants had not addressed the specified selection criteria ... they went straight into the 'no' pile. In many cases, it was obvious from accompanying documents like the cover letter and resume, that the applicants were intelligent, experienced people who may have been good hires. However, as they hadn't addressed the selection criteria, they had disqualified themselves from further processing. In fact, an applicant has only to miss one selection criterion to
Another example is Donald Trump’s corporate empire. He was acquiring and growing very rapidly from real estate, hotel, casino and airlines. When the real estate market crashed in New Year in the late 1980s, Trump was almost bankrupt. Like the proverbial Phoenix, he emerged from the ashes and became a comeback kid in the 1990s. Both John Chambers and Donald Trump had learnt a bitter lesson that a company must emphasise on getting healthy first before growth and expansion.
The 1980s and 1990s were decades of growth by merger and acquisition. However, the successes had been far and few. Also, companies that went through growth by merger and acquisition were highly geared and paid dearly for their overburdened debt situation. As a result many are still digesting their acquisition or prevented from further acquisitions. In the 2000s, growth will be more organic rather than through pure acquisitions. Companies will plan more for real growth through internal development and expansion. Branson has risen to this challenge by building his businesses through organic growth rather than acquisition. Growing and starting new companies en
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