1 / 41

PROFIT IMPROVEMENT OPPORTUNITIES for SMALL BUSINESS MANAGERS

PROFIT IMPROVEMENT OPPORTUNITIES for SMALL BUSINESS MANAGERS. BA 4452. How do you improve profits. METODOLOGY. What is methodology ?. 2 ile 9 arasında aklınızdan bir sayı tutun Bu sayısı 9 ile çarpın Çıkan sayının iki hanesini birbiri ile toplatın : 25 ise 2+5=7 gibi

jerome
Download Presentation

PROFIT IMPROVEMENT OPPORTUNITIES for SMALL BUSINESS MANAGERS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PROFIT IMPROVEMENT OPPORTUNITIES for SMALL BUSINESS MANAGERS BA 4452

  2. How do youimproveprofits METODOLOGY

  3. What is methodology? • 2 ile 9 arasında aklınızdan bir sayı tutun • Bu sayısı 9 ile çarpın • Çıkan sayının iki hanesini birbiri ile toplatın : 25 ise 2+5=7 gibi • Bulduğunuz sayıdan 5 çıkartın • Kalan sayı alfabenin kaçıncı harfi?

  4. 1 ise A 2 ise B 3 ise C 4 ise Ç 5 ise D 6 ise E 7 ise F 8 ise G 9 ise H

  5. MEYVENİZ ? NAR KAR ENSTİTÜSÜ

  6. 3 OPSTICALS • Negative Attitude • Confirmation • Justification KAR ENSTİTÜSÜ

  7. 3 CONDITIONS • TO KNOW • TO WANT • TO IMPLEMENT KAR ENSTİTÜSÜ

  8. McKinsey Research – Feb 2007 • Where does the success of the company come from? • There is a huge relationship between management and profitability? • %52 of seccess comes from management, and %48 of success cames from outside effects KAR ENSTİTÜSÜ

  9. SUCCESSFUL COMPANY • Market Share • Improvement of sales • Improvement of profit • Production effectiveness • Market Value KAR ENSTİTÜSÜ

  10. Where to start profit improvement? KAR ENSTİTÜSÜ

  11. KAR ENSTİTÜSÜ

  12. IS GROWTH IMPORTANT FOR PROFITABILTY ? KAR ENSTİTÜSÜ

  13. IS GROWTH IMPORTANT FOR PROFITABILTY ? KAR ENSTİTÜSÜ

  14. IS GROWTH IMPORTANT FOR PROFITABILTY ? KAR ENSTİTÜSÜ

  15. ÖZAF ANALİZİ Temizlik süpürgesi satıcısı: “ bu süpürgenin yüksek hızda çalışan motoru vardır (Özellik), bu sayede iki kat hızlı çalışır (avantaj), bu da sizin temizlik sürenizi %30 azaltır.( fayda).” Spor ayakkabı satıcısı: “ bu ayakkabının esnek tabanı (özellik) sayesinde daha hızlı koşmanız sağlanır (avantaj), böylece tüm yarışları kazanabilirsiniz.(fayda)”. KAR ENSTİTÜSÜ

  16. KAR ENSTİTÜSÜ

  17. DIFFERANTIATE Do they care the difference? KAR ENSTİTÜSÜ

  18. Differentiate (ordie) • Packaging • Guarantee • Shops • Sales aids • Payment method • Fation • Durability • İmage • Versions • Clours • Service KAR ENSTİTÜSÜ

  19. KAR ENSTİTÜSÜ

  20. KAR ENSTİTÜSÜ

  21. Exceed the expectations of the costumer • Logicandotherexamples • Competitors • Yourads. KAR ENSTİTÜSÜ

  22. Capital inadequacy Inefficient working capital Inefficient market research Wrong pricing Wrong ad or no ad. Lack of quality FX Open position To much withdrawing money from company Lack of reporting system Lack of strategic planning and budgeting WHY DO THE SMALL COMPANIES HAVE FINANCIAL PROBLEMS? KAR ENSTİTÜSÜ

  23. KAR ENSTİTÜSÜ

  24. PARETO LAW • Which products create the most of the profits? • Which customers create the most of the profits? • %20 of the cost items, create the %80 of the total costs. • %80 of the clients create the %20 of the profits. KAR ENSTİTÜSÜ

  25. PROFIT MATRIX HIGH TURNOVER HIGH PROFIT MARGIN 1 HIGH TURNOVER LOW PROFIT MARGIN 3 LOW TURNOVER HIGH PROFIT MARGIN 2 LOW TURNOVER LOW PROFIT MARGIN 4 KAR ENSTİTÜSÜ

  26. BREAKEVEN POINT SALES YTL VERIABLE COST FIX COSTS 1. SİTUATION KAR ENSTİTÜSÜ

  27. SALES YTL VERIABLE COST FIX COST 2. SITUATION KAR ENSTİTÜSÜ

  28. SALES YTL VERIABLE COSTS FIX COSTS 1. SITUATION KAR ENSTİTÜSÜ

  29. SALES YTL VERIABLE COST FIX COSTS 3. SITUATION ALLWAYS FIRST TRY TO DECREASE THE FIX COSTS., AND LATER TRY TO FOCUS ON VERIABLE COSTS. KAR ENSTİTÜSÜ

  30. MANAGEMENT OF RECEIVABLES KAR ENSTİTÜSÜ

  31. Follow closely • Establish internal Control • Cash it before it is too late • Act like a bank • Establish a receivable process. • Always reconcile • Establish a limit to customer KAR ENSTİTÜSÜ

  32. RELATIONSHIP with BANKS KAR ENSTİTÜSÜ

  33. They have also targets, they also want to do business • Visit them very often • Apply for credit when you dont need it. • Work only with 3 banks • You can always reschedule you payment plan. • Always convince them with your budget. • Show your needs as a project • You can ask everything from your bank if you are financially powerful. • Be alert when you are working with Foreign Banks. • Report them before they ask. KAR ENSTİTÜSÜ

  34. 3 PARTS OF PROFIT ORGANISATION MEETINGS PERFORMANCE SYSTEM KAR ENSTİTÜSÜ

  35. KAR ENSTİTÜSÜ

  36. KAR ENSTİTÜSÜ

  37. LONELY PRODUCT QUALITY HIGH Q LOW P 1 HIGH Q HIGH P 3 LOW Q LOW P 2 LOW Q HIFG P 4 PRICE KAR ENSTİTÜSÜ

  38. LONELY PRODUCT QUALITY PRICE KAR ENSTİTÜSÜ

  39. LONELY PRODUCT FİYAT KAR ENSTİTÜSÜ

  40. LONELY PRODUCT QUALITY PRICE KAR ENSTİTÜSÜ

  41. KAR ARTIRMA YÖNTEMLERİ KAR ENSTİTÜSÜwww.karenstitusu.orgwww.karrehberi.cominfo@karenstitusu.org KAR ENSTİTÜSÜ

More Related