Six Figure Management Method – How to Grow Your Business with the Only 6 KPIs You`ll Ever Need
Autor Patrick M Georges, Josephine Husen Limba Engleză Paperback – 3 iun 2013
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Specificații
ISBN-13: 9780749469078
ISBN-10: 0749469072
Pagini: 256
Ilustrații: black & white illustrations
Dimensiuni: 155 x 234 x 14 mm
Greutate: 0.37 kg
Editura: Kogan Page
ISBN-10: 0749469072
Pagini: 256
Ilustrații: black & white illustrations
Dimensiuni: 155 x 234 x 14 mm
Greutate: 0.37 kg
Editura: Kogan Page
Cuprins
About the authors
Foreword, by Karine Le Joly
Preface, by Jim Pulcrano
Acknowledgements
Executive summary
Introduction: how to thrive simply
01 Six figure management in action: how we know it really works
Key learning point
The SFM method is a management control-based approach
Why you should have only six KPIs for intelligence
Why you can rely on the SFM method
Summary
What’s next
02 How SFM will help you to get the most from your reporting systems
Key learning points
The evolution of business performance measurement
The balanced scorecard, a major advance in BPM
SFM is an evolution beyond the balanced scorecard
The Management Cockpit, another advance in dashboards
How the SFM method works together with the Management Cockpit approach
Summary
What’s next
03 Try more new things: measuring and improving your sales from new sources performance
Key learning points
Sales from new sources in action
Who should measure and improve SFN performance?
Why should managers measure their SFN performance?
How do you implement the SFN measurements and improvements?
What are the indicators that best measure SFN performance?
Other indicators that you may consider to appraise your SFN performance
How do you effectively use SFN performance?
How can managers improve a bad SFN performance?
What are the limitations of measuring and improving your SFN performance?
Summary
What’s next
04 Spend more time with customers: measuring and improving your time facing customers performance
Key learning points
What is time facing customers performance?
To whom does the TFC indicator apply?
Why should managers measure their TFC performance?
How do you implement the measurement and improvement of your TFC performance?
What are the indicators that drive the value of your TFC performance?
How do you effectively use the TFC indicators?
How can managers actually improve a bad TFC performance?
What are the limitations of measuring and improving TFC performance?
Summary
What’s next
05 Do the same thing but with reduced costs and delays: measuring and improving your gains from processes performance
Key learning points
What are gains from processes?
To whom does GFP performance apply?
Why should managers measure and improve their GFP performance?
How do you implement GFP?
What are the indicators that drive the value of GFP?
How do you effectively use GFP and what questions should you ask yourself?
How can managers improve a bad GFP performance?
What are the limitations of having a high GFP performance?
Summary
What’s next
06 Give more to the best people: measuring and improving your people responsibility level performance
Key learning points
What is the people responsibility level?
To whom do the PRL indicators apply?
Why should managers measure and improve their PRL performance?
How do you implement PRL?
What are the indicators that drive the value of your PRL performance?
How do you use PRL effectively and what questions should you ask yourself?
How can managers improve a bad PRL?
What are the limitations of the PRL method?
Summary
What’s next
07 Invest more in your critical resource: measuring and improving your return on critical resource performance
Key learning points
What is return on critical resource?
To whom does the RCR indicator apply?
Why should managers measure and improve their RCR performance?
How do you implement the RCR?
What are the indicators that drive the value of RCR performance?
How can managers improve a bad RCR performance?
What are the limitations of the RCR method?
Summary
What’s next
08 Focus on one key change project: measuring and improving your key project status performance
Key learning points
What is key project status performance?
To whom do the KPS indicators apply?
Why should managers measure and improve their KPS performance?
How do you implement KPS measurements?
What are the indicators that drive the value of your KPS performance?
What questions should you ask yourself?
How can managers improve a bad KPS performance?
What are the limitations of KPS performance?
Summary
What’s next
09 Getting started
Key learning points
How to start
Where should you begin?
Some tips for success
Start from a priority
How do managers tailor SFM to the strategic and environmental context?
Help in getting started
Conclusion: what’s next
Conclusion: key points of the SFM method
References
Index
Notă biografică
Patrick Georges is a professor of management, teaching at some of Europe's leading business schools, including HEC Paris, Collège des Ingénieurs and The University of Brussels. He was previously the head of the neurosurgery department at the University Medical Center Vesale in Belgium. He is also the author of Neuromarketing in Action (Kogan Page).
Josephine Hus is an engineer with an MBA from Collège des Ingénieurs in France. She has extensive experience with 4G wireless technologies, has worked in performance management within Airbus and is now a management consultant at a major strategy consulting firm.