Being a manager of a textile company how you can get a competitive edge/advantage over your competitors?
923837
This suggests wholesale:\na) Honor any returns to your company due to your error w/o question and w/ a quick refund.\nb) You are only as good as your sales' staff - be it in-house or on the road. Reward them well for jobs done well.c\nc) Offer incentives to stores who handle your wares well.\nd) Help your customers - ask what they need, assist them in tight inventory control - both coming and going.\ne) As head honcho - call 3 times a year to check on everythng.\nQuality counts - offer it.
452433
in-house competitions are always good. my team runs them once a week, with the winner having an all expense paid for lunch.\n\nalternatively i know other ppl tend to put up small prizes for grabs such as a free trip to the hair dressers etc.
701623
Before you get too tied up in the pure academics of management keep in mid that the best manager are leaders.  They inspire loyalty, motivate people and provide rewards out side of money.\n\nMy only reference is managing/leading people for 25 years while also having  BS, MA and MBA degrees.\n\nYou might think about interviewing or just talking to people you feel are leaders in your school, work, community, etc.
1167542
Have a few goals in mind and communicate them down.  When everyone is working toward the same goal, the culture starts to show. \n\nI took over a Credit department last year and made a few simple changes in the goals to get the team to start going down a different path.  I wanted them to be focused on the company sales goal - even though they weren't in sales.  I hung signs that told the goal, I brought it up in meetings, I explained over and over why I thought this was important.   And they can now all tell you that if we hit our sales goal as a company - everybody wins.  They didn't see that before and it has brought the credit and sales department together on the same path.
1063751
With the continuous growth in competition in retail sector and retailers even struggling for survival, new and new techniques are being applied to set-up, establish and run the show successfully.\n\nYou have many suggestions above and there are hundreds of examples in real life, yet business are not the same over period of time with the retail stores and they keep on modifying with the changing pace and market situations.\n\nSo many factors would determine your marketing and business running techniques such as your competition, location, type of products - consumable or durables, your resources, flexibility in business model......Have you thought of seeking professional advice on the subject?\n\nYou have options of trying hit and trial methods, from amongst the various suggestions applying your logics or you can avail qualified and experienced business advice. It is ever changing market and you need to be continuously on alert and not just once to start and make it move a business.
889427
Advantage=  learn time & money management, how to plan ahead, how to follow directions, how to make practical, independent judgements affecting others, develop customer service skills, develop self discipline, pride in becoming self-sufficient, learn unexpected skills, meet new challenges, reach out for greater responsibility, train someone else, supervise someone else, be there to handle an unexpected urgency., discover working isn't as hard as it seemed when you were unemployed., learning to enjoy the early morning hours.\nDisadvantage= may be temporarily stuck with monster boss from he--, may have boring job, pay too low (move on!).
434400
Hi Consistancy,\n\nWorking hard, being good, and having the right skill set isn't always the answer.  You have to figure out their motivation in order to "win" (I don't like to use that word, but it seems fitting here).  For example, by working too hard the other employees may sabotage your employment because you are making them look bad.  If you feel these employees have no connection to management then you need to figure out what is management's motivation for not hiring you.  \n\nPerhaps you are TOO dependable?  Knowing that they can always count on you make them feel safe.  The only time people react to something is when one pain is stronger than another.  That is the base for all sales.  For example, spending money can be painful, but you will do it for your house, for food, etc.  Mowing the yard can be a pain, but you do it because the pain of having a badly manicured yard is stronger.  So what is managements pain?  None, if they feel they will always have you to call.  The strongest position for you is when you don't need them back.  This is called the take-away sale.  You tell the manager that you have a job offer somewhere and that you are thinking of taking it unless, of course, you are hired on full time here.  This can backfire if you don't really have that other offer. The take-away sale is strong because it works on emotion - i.e. you only want what you can't have.\n\nInstead of the take-away sale, there is the rational, consultative sale.  Most things work on money in this country, esp when it comes to administrations.  Maybe they are having a budget problem (despite the country club scene).  What you could do then is figure out how they can employ you and not spend money or how having them hire you would save them money.  If you go this route you have to figure in all the costs associated with an employee above and beyind your salaray, such as social security taxes, health benefits, retirement benefits....etc.  These benefits are quite often excluded for part-time employees, which makes them cheap, such as your current position.  \n\nGood luck!
356801
When setting objectives, list down key result areas for each particular objective, as well as a matching measurable performance indicators. the strategies must then be set in line with your objective and must answer to your key result areas and measured through performance indicators.\n\nFor example, your main company goal is to increase profitability and your main strategy being to increase sales by providing higher comission rates to agents surpassing their quota, your Key Result Area would be the total sales of say $1,000,000.00 per agent. your agent's actual performance would then be matched to your set KRA and would measure as Performance Indicator.
816138
Yeah...those questions are actually kind of no-brainers.  Considering you cannot go wrong either way in most cases.....it is not really all that big of a dilemma.  Not to mention EVERY manager probably has a great team and the old adage of "anyone can beat anyone on a give week" is so true in small leagues.  The eventual champion will indeed be the luckiest team....since no skill is involved in building your team.
145256
Follow the basic of Management Concept (POLC)\n\nP - Planning\nThis is where you plan your roadmap, where is your company leading to? how can you improve your products or services?\n\nO - Organize\nThis is where you should execute the activities that have been planned, don't delay anything unless you have to. keep this in mind, "Strike the hammer while the iron is hot.", if theres things to be done, do it while the heat is on. dont do it when the subject gone stale.\n\nL - Lead\nBe a role model, to yourself and others. create certain boundaries in the office. be strict to your subordinates, when theres a job to be done, finish it.\n\nC - Control\nMake sure your resources are sufficient and accurate, do not have surplus or shortage of resources.\n\nI hope this answer is ok =)
169274
First you need to check out what your competitors are pricing their merchandise.  You need to figure out how much it cost for you to make the product.  If you are doing an online business, where you don't keep the inventory and you choose your price, then you need to see what your competitors are doing and match that if you can or go a little lower.  Depends on what you can afford to do.
1162479
Only if you keep working hard. The competition will only get tougher. Its all about how hard you want it.
300690
Nothing is for free in the race industry. Have you tried friends that own businesses & local busineses? Have you talk to members of your race team, they may know.Do you know any veterans in the business, they can show you the ropes? Network, network, network If you don't have the time get a manager.
48023
Just because somebody wants to compete with you doesn't mean that you need to compete back.  Perhaps this person just wants a little praise: "You did a great job on your reading in class."  The fact that this person selected you to compete with is a compliment and demonstrates that he/she secretly looks up to you.  Remember that people often use competition as a way to feel better about themselves if they don't have a good sense of self-worth.  Hopefully that will help you to have a little more compassion about the situation.
821673
What can management do, to allow you to reach your potential. If they have a roadblock that is preventing you from doing your job faster. Do you need a larger budget.
400881
you can't, they've been sold out for months. \n\nonly way would be to win some in a competition.\ngood luck
890653
BLUE OCEAN STRATEGY: How to Create Uncontested Market Space and Make the Competition Irrelevant by \n\nW. Chan Kim and Renée Mauborgne\n\nHarvard Business School Press, 2005 \n  \n"Don’t Compete with Rivals—Make Them Irrelevant"\n\nCompanies have long engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. \n\nYet in today’s overcrowded industries, competing head-on results in nothing but a bloody “red ocean” of rivals fighting over a shrinking profit pool. In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Renée Mauborgne contend that while most companies compete within such red oceans, this strategy is increasingly unlikely to create profitable growth in the future. \n\nBased on a study of 150 strategic moves spanning more than a hundred years and thirty industries, Kim and Mauborgne argue that tomorrow’s leading companies will succeed not by battling competitors, but by creating “blue oceans” of uncontested market space ripe for growth . Such strategic moves—termed “value innovation”—create powerful leaps in value for both the firm and its buyers, rendering rivals obsolete and unleashing new demand. \n\nBLUE OCEAN STRATEGY provides a systematic approach to making the competition irrelevant. In this frame-changing book, Kim and Mauborgne present a proven analytical framework and the tools for successfully creating and capturing blue oceans. Examining a wide range of strategic moves across a host of industries, BLUE OCEAN STRATEGY highlights the six principles that every company can use to successfully formulate and execute blue ocean strategies. The six principles show how to reconstruct market boundaries, focus on the big picture, reach beyond existing demand, get the strategic sequence right, overcome organizational hurdles, and build execution into strategy. \n\nUpending traditional thinking about strategy, this landmark book charts a bold new path to winning the future\n\n.cc