Category Archives: How To… articles

A variety of articles describing processes on “How To Do” and accomplish somethuing of value.

Dynamic Business Growth


Dr.  John Psarouthakis, Executive Editor,
Founder and former Chairman-JP Industries Inc and JPE Inc as well as Founder and Managing Director of JP Management Center, llc.

In the world of business nothing ever stays the same. Today’s competitive advantage may be copied by competitors and rendered useless tomorrow. Developing new products and entering new markets are two ways to maintain a competitive edge. But in a fast-paced market, imitators can often quickly follow: even patented items are difficult to defend in a global market. The globalization of commerce has stimulated a shift in thinking about competitive advantage. In many industries a competitive position can come from underlined organizational abilities, in others it could come up from a strategy model of financing, acquisitions, licensing, geographic expansion, or a mathematical model that enables you to integrate several of the above components of growth.

Dynamics:

A business can be considered as a dynamic organism that reacts or acts on its environment in accordance to preset but also changing parameters that affect performance in direct relation to the simulation and controls incorporated in it. Being a dynamic organism / system it also means that its overall performance is a multiplicative function and not a summation function as it has been considered by classical growth models. These multiplicative functional relationships will be a significant part of the content of this seminar / workshop.

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Managing Growth

PREPARING YOURSELF FOR MANAGING GROWTH

How do you manage a growing company? What can you learn from other CEOs facing the dual challenges of maintaining growth and profitability?  What issues are you likely to face and how can you best resolve them?  We address these questions and more.

We believe our book is unique.  We combine extensive interviews and data from nearly two hundred companies along with first hand experience in building J. P. Industries (JPI), a Fortune 500 company.1  Our diverse research and management experience confirm that companies are dynamic and must be managed that way.  We sum up our guidelines in the Dynamic System Planning Model that we will show is practical yet based on well-tested theory.  We especially address challenges faced by small growing firms.  But the model applies whether or not your company is growing right now.  It applies whether you have five employees or five thousand, whether you face a maelstrom of growth and change or stagnation and decline.   The model provides a means to develop a more successful company strategy for higher profits and growth.

THE DECISION: TO GROW OR NOT

Consider this unusual concept: you don’t have to grow to be self-employed and financially secure.

Ron started several businesses during his life, but once each venture was underway, he eventually reached a point where the business managed him rather than the other way around.  While adept at identifying new markets and making sales, when it came to working with other employees, assigning tasks and coordinating their efforts, he never seemed quite able to make the transitions needed to assure business success.  After several such failures, Ron hit upon a suitable niche for his talents–as a promoter of trade shows.  He has no employees to contend with, each show is of relatively short duration, and he can move on to the next project before he gets bored or runs into complex management challenges.

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Greek NPL’s: Is there light at the end of the tunnel?

Dr. Periklis Gogas Associate Professor

 

Dimitrios Karagiozis

Ph.D. Candidate

Department of Economics Democritus University of Thrace, Greece

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The year 2018 is a milestone for Greece, as it moves towards to the completion of the third economic adjustment program. That means that after the official end of the program in August 2018, Greece must take fate into its own hands, and try to borrow from the markets to meet its future debt obligations. As the country leaves behind the 8-year long memorandum era, the two main concerns for the Greek government and the banking sector are: a) a decision on the debt relief measures that should follow and b) a solution to the Non-Performing Loans (NPL’s) problem.

The International Monetary Fund openly declares what anyone with basic training in economics can see: Greece requires substantial debt relief from its European partners to restore debt sustainability. The main issue here is that the resolution of this problem mainly depends on political decisions from Greece’s EU partners that are hard to sell to their voters-tax payers. This is of outmost importance for the medium to long term stability of the Greek economy. On the other hand, the NPL’s problem is urgent and imperative.

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