| 1. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Recommendations (4 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.
Type: Article
|
| 2. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial (3 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 'quantity of one' (i.e., through the so-called mixed-model production), while keeping inventories to a minimum and shortening cycle times in order to quickly fill customer orders.
Type: Article
|
| 3. |
E-Cash Rollout Replaces Amex (3 Pages)
by L. Taylor
Jun 27, 2000
Abstract : Last week, adult sites were informed that Amex would no longer serve their clientele in processing online transactions. However, in the information technology sector, when one technology obstacle gets in the way, smart entrepreneurs get creative.
Type: Article
|
| 4. |
Is ROI King In Evaluating IT Investments? Part 1. Should We Make the Investment? (4 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.
Type: Article
|
| 5. |
Positioning Starts With A Message Strategy (4 Pages)
by Lawson Abinanti
Sep 18, 2004
Abstract : In business-to-business (B2B) software marketing, you'll get little debate about the importance of positioning. Yet few B2B software companies do it well, thus failing to set themselves apart from their competitors. There are many reasons for this void, and this column will help fill one big one by describing the business process of creating effective, compelling message strategies for your products or services.
Type: Article
|
| 6. |
Positioning Starts With A Message Strategy (4 Pages)
by Lawson Abinanti
Aug 9, 2004
Abstract : In business-to-business (B2B) software marketing, you'll get little debate about the importance of positioning. Yet few B2B software companies do it well, thus failing to set themselves apart from their competitors. There are many reasons for this void, and this column will help fill one big one by describing the business process of creating effective, compelling message strategies for your products or services.
Type: Article
|
| 7. |
So What: The Big Test of Your Positioning Strategy (4 Pages)
by Lawson Abinanti
Feb 17, 2006
Abstract : Failing to ask 'so what?' of a positioning statement can mean losing an opportunity to communicate what is really important to the target market, and to gain some credibility.
Type: Article
|
| 8. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part One: Credit and A/R Management (4 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.
Type: Article
|
| 9. |
Managing Global Trade Flows (4 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.
Type: Article
|
购物车 
