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BVR'S offerings at a glance...
Profitable organic growth is the lifeblood of all enterprises more so for SMEs. But many internal and external factors conspire to make organic growth challenging. Internally, well-intentioned choices on performance measures, incentives and goals, as well as organizational structure and culture, can backfire and limit a company’s ability to grow. Externally, changing customer needs combined with relentless competition make profitable growth opportunities hard to find and even harder to capitalize on.

We help companies accelerate profitable organic growth by assisting them with market definition and segmentation, marketing effectiveness, new product development, new market entry and building growth capabilities. The benefits of our approach include :

Deeper customer insights with better and more integrated information on customer attitudes, behaviours and economics, and what they imply for accelerating growth
The identification of headroom for growth in new and existing customers and markets
More effective investment in organic growth across products, customers and markets
An organization more geared to driving growth and capable of surmounting internal and -external barriers
More value from growth through acquisition, driven by the ability to accelerate the organic growth of acquired businesses

Companies routinely squander their most precious resource--the time of their top executives. In the typical company, senior executives meet to discuss strategy for only three hours a month. And that time is poorly spent in diffuse discussions never even meant to result in any decision.

The price of misused executive time is high. Delayed strategic decisions lead to overlooked waste and high costs, harmful cost reductions, missed new product and business development opportunities, and poor long-term investments. But a few deceptively simple changes in the way top management teams set agendas and structure team meetings can make an enormous difference in their effectiveness.

Efficient companies use seven techniques to make the most of the time their top executives spend together. They keep strategy meetings separate from meetings focused on operations. They explore issues through written communications before they meet, so that meeting time is used solely for reaching decisions. In setting agendas, they rank the importance of each item according to its potential to create value for the company. They seek to get issues not only on, but also off, the agenda quickly, keeping to a clear implementation timetable. They make sure they have considered all viable alternatives before deciding a course of action. They use a common language and methodology for reaching decisions. And they insist that once a decision is made, they stick to it – that there be no more debate or mere grudging compliance.

Once leadership teams get the basics right, they can make more fundamental changes in the way they work together. Strategy making can be transformed from a series of fragmented and unproductive events into a streamlined, effective, and continuing management dialogue. In companies that have done this, management meetings aren’t a necessary evil; they’re a source of real competitive advantage.

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