The Importance of Professionalism in Business

Professional workplace behavior is necessary for the long-term success of a business, whether it’s a big corporation or small business. Employee interactions and relationships with customers are of vital importance to ensure that company goals and objectives are met. A professional work place attitude and appearance allow employees to take pride in their work and improve worker performance. Managers who behave professionally set an appropriate example by encouraging their people to conduct themselves in a manner that supports company-wide success.

Establish Boundaries

Professionalism in the work place establishes boundaries between what is considered appropriate office behavior and what is not. While most managers support an enjoyable and vibrant work environment, limits must be put in place to avoid conflicts and misunderstandings. Workers who conduct themselves professionally steer clear of crossing the line with their conversations and other interactions with co-workers, superiors and clients.

Encourage Improvement

A business environment in which employees dress and operate professionally is more conducive for success. According to “Dress for Success,” a nonprofit organization dedicated to helping businesswomen obtain professional work attire, professional dress codes support career development and personal growth in the work place. Workers who dress and act professionally feel better about themselves and are encouraged to perform better for their clients.

Maintain Accountability

Companies that interact directly with clients are obligated to provide the best services possible and present their company in the best possible light. Professionalism counts when providing written information to clients. Professionally written company reports, business plans or other correspondence help businesses remain accountable with their level of service. According to the Small Business Administration, “the impression given in the paperwork submitted is important.”

Promote Respect

Professionalism in business establishes respect for authority figures, clients and co-workers. Maintaining a professional demeanor limits gossip and inappropriate personal conversations that could be considered disrespectful. Keeping a professional attitude with clients who behave inappropriately demonstrates the level of respect an employee has for the customer and the business partnership.

Minimize Conflict

Conflicts are less likely to arise in a professional business environment. Workers who respect each other’s boundaries and conduct themselves professionally rarely have disagreements that cannot be resolved efficiently. Professionalism in business also benefits diverse environments in which business people and their clients have several different perspectives and opinions. Professional behavior helps business people avoid offending members of different cultures or backgrounds.

PERFECT COMPETITION, PROFIT MAXIMIZATION:

A perfectly competitive firm is presumed to produce the quantity of output that maximizes economic profit--the difference between total revenue and total cost. This production decision can be analyzed directly with economic profit, by identifying the greatest difference between total revenue and total cost, or by the equality between marginal revenue and marginal cost.

Profit Maximization Profit Curve
Total Curves
Marginal Curves

The profit-maximizing level of output is a production level that achieves the greatest level of economic profit given existing market conditions and production cost. For a perfectly competitive firm, this entails adjusting the production level in response to the going market price.

Three Views

Profit-maximizing output can be identified in one of three ways--directly with economic profit, with a comparison of total revenue and total cost, and with a comparison of marginal revenue and marginal cost.This exhibit illustrates how it can be identified for a perfectly competitive firm, such as that operated by Phil the zucchini growing gardener. Phil sells zucchinis in a market with gadzillions of other zucchini growers and thus faces a going market price of $4 for each pound of zucchinis sold.
The top panel presents the profit curve. The middle panel presents total revenue and total cost curves. The bottom panel presents marginal revenue and marginal cost curves. In all three panels, Phil maximizes when producing 7 pounds of zucchinis.

Profit: First, profit maximization can be illustrated with a direct evaluation of profit. If the profit curve is at its peak, then profit is maximized. In the top panel, the profit curve achieves its highest level at 7 pounds of zucchinis. At other output levels, profit is less.

Total Revenue and Total Cost: Second, profit maximization can be identified by a comparison of total revenue and total cost. The quantity of output that achieves the greatest difference of total revenue over total cost is profit maximization. In the middle panel, the vertical gap between the total revenue and total cost curves is the greatest at 7 pounds of zucchinis. For smaller or larger output levels, the gap is either less or the total cost curve lies above the total revenue curve.

Marginal Revenue and Marginal Cost: Third, profit maximization can be identified by a comparison of marginal revenue and marginal cost. If marginal revenue is equal to marginal cost, then profit cannot be increased by changing the level of production. Increasing production adds more to cost than revenue, meaning profit declines. Decreasing production subtracts more from revenue than from cost, meaning profit also declines. In the bottom panel, the marginal revenue and marginal cost curves intersect at 7 pounds of zucchinis. At larger or smaller output levels, marginal cost exceeds marginal revenue or marginal revenue exceeds marginal cost.

More on the Marginal View

Further analysis of the marginal approach to analyzing profit maximization provides further insight into the short-run production decision of a perfectly competitive firm.First, consider the logic behind using marginals to identify profit maximization.

1. Marginal revenue indicates how much total revenue changes by producing one more or one less unit of output.


2. Marginal cost indicates how much total cost changes by producing one more or one less unit of output.


3. Profit increases if marginal revenue is greater than marginal cost and profit decreases if marginal revenue is less than marginal cost.


4. Profit neither increases nor decreases if marginal revenue is equal to marginal cost.


5. As such, the production level that equates marginal revenue and marginal cost is profit maximization.

Profit Maximization, The Marginal View

With this in mind, now consider this exhibit to the right, which will eventually contain the marginal revenue and marginal cost curves for Phil's zucchini production.

• Marginal Revenue: Because Phil is a price taker, his marginal revenue curve is a horizontal line. Click the [Marginal Revenue] button to reveal this curve. It is perfectly elastic at the going market price of $4 per pound of zucchinis.


• Marginal Cost: The marginal cost curve is U-shaped, reflecting the principles of short-run production. Click the [Marginal Cost] button to add this curve to the diagram. It has a negative slope for small amounts of output, then the slope is positive for larger quantities due to the law of diminishing marginal returns.


• Profit Maximization: Profit is maximized at the quantity of output found at the intersection of the marginal revenue and marginal cost curves, which is 7 pounds of zucchinis. Click the [Profit Max] button to highlight this production level. This is the same profit-maximizing level identified using the total revenue and total cost curves and the profit curve.

Consider what results if marginal revenue is not equal to marginal cost:

• If marginal revenue is greater than marginal cost, as is the case for small quantities of output, then the firm can increase profit by increasing production. Extra production adds more to revenue than to cost, so profit increases.


• If marginal revenue is less than marginal cost, as is the case for large quantities of output, then the firm can increase profit by decreasing production. Reducing production reduces revenue less than to it reduces cost, so profit increases.


• If marginal revenue is equal to marginal cost, then the firm cannot increase profit by producing more or less output. Profit is maximized.

How to Sustain Growth and Profitability in Business

For several hours, many participants at the lecture on “Driving Sustainable Business Growth” on September 30, 2007, in Lagos struggled with suggestions and ideas on how to sustain growth and profitability in business. The struggle was not restricted to a particular type of business, size of company, position in the company or even ownership.

One thing that cuts across all the participants was the determination to see their line of businesses succeed, and was open to suggestions. The lecture was not the typical recipe or knowledge hand down, but an interactive one, where the participants made their own contributions, including contradicting the lecturer, Professor Bala Chakravarthy, a renowned international management consultant. Judging from the lecture and discussions that ensued, it was evident that making a success of any type of business does not depend on theories or what had worked for others in the past, but on current realities based on the prevailing conditions for that line of business and/or operating environment.   ers tend to get carried away by their “profitability” and forget about putting in place machinery to sustain the growth. According to him, sustaining profitable growth can be achieved by measuring performance over a period. To measure this successfully, citing examples of big establishments in the United States, he said one could assess performance like within a five year period based on “the average for the industry sub-sector and return on invested capital.” While the big organisations often make such assessments in their statement of accounts, which are issued quarterly, half-yearly and annually, it is not so easy for the one-man businesses, which base their assessments mainly on the profits from particular items. But such assessments, is the difference between the rise and fall of businesses. While acknowledging the truth of Chakravarthy, many of the participants pointed out the peculiarity of the Nigerian environment, which is not particularly business-friendly. For instance, one of the participants said his company in the financial services sector, spent about N24m per annum on diesel alone to run generating sets, which could otherwise had increased returns on shareholders investments. This is compounded by poor infrastructure.  Some of the participants noted that growing businesses in Nigeria, especially in the more structured organisations were not very easy because of the constant tension between the owners and the managers. While smaller business could easily take split-second decisions, thus, gaining ample time, the bigger ones often go through debates, sometimes, shareholders approval before taking a major decision. This often acts as set backs, in view of the time lost. The answer to such challenges, according to Chakravarthy is that business managers “must have the courage to re-vision, pursue continuous renewal, look to mergers and acquisitions and alliances, not as strategies but as means to execute the strategies, personally sponsor growth projects and provide a supporting process.” Sometimes, also, he said some business managers rushed into some of these strategies, like in mergers and acquisition, which ended up crumbling rather than growing the businesses because the strategies by the partners were not properly aligned. Although he said the matter remained inconclusive, he stated, “The predominant finding is that mergers and acquisitions do not create value for the acquiring company’s shareholders in over two-thirds of the cases.  “An example is a study done by the consulting firm KPMG International. It surveyed the 700 most expensive international merger and acquisition deals from 1996 to 1998; and concluded that only 17 per cent of these deals had added value to the combined company, while 30 per cent had had no impact whatsoever and as many as 53 per cent had actually destroyed value.” On the other hand, he noted that some have made a success of mergers and acquisitions, saying, “A recent study by the Boston Consulting Group analysed the long-term stock market performance of more than 700 large publicly held US companies over a 10-year period ending in 2002. It divided the sample firms into three clusters depending on their level of M&A activity. “It found that the highly acquisitive group of companies had the highest median total shareholder return –more than a full percentage point per year higher than the median TSR of companies that made few or no acquisitions.” As willing as some managers are to bring healthy ideas, management expert, Professor Pat Utomi, however, noted that the real challenge was not the lack of initiative to do as advised, but the fact that business owners resisted change. According to him, “Some egos depend on the status quo, they would not want to let go.” Putting the varied views in perspective, Chakravarthy advised that whatever strategy to be adopted to balance growth and profitability, targets must be set and such targets must be integrated progressively to exploit all potential synergies. Nnamdi Armstrong Sloane International Investments ltd +23407041797

Business Ethics and Social Responsibility

About Ethics, Principles and Moral Values

Simply put, ethics involves learning what is right or wrong, and then doing the right thing -- but "the right thing" is not nearly as straightforward as conveyed in a great deal of business ethics literature. Most ethical dilemmas in the workplace are not simply a matter of "Should Bob steal from Jack?" or "Should Jack lie to his boss?"
(Many ethicists assert there's always a right thing to do based on moral principle, and others believe the right thing to do depends on the situation -- ultimately it's up to the individual.) Many philosophers consider ethics to be the "science of conduct." Twin Cities consultants Doug Wallace and John Pekel (of the Twin Cities-based Fulcrum Group; 651-714-9033; e-mail at jonpekel@atti.com) explain that ethics includes the fundamental ground rules by which we live our lives. Philosophers have been discussing ethics for at least 2500 years, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values which guide how we ought to behave are considered moral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around how these values are applied are sometimes called moral or ethical principles.

What is Business Ethics?

The concept has come to mean various things to various people, but generally it's coming to know what it right or wrong in the workplace and doing what's right -- this is in regard to effects of products/services and in relationships with stakeholders. Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. In times of fundamental change, values that were previously taken for granted are now strongly questioned. Many of these values are no longer followed. Consequently, there is no clear moral compass to guide leaders through complex dilemmas about what is right or wrong. Attention to ethics in the workplace sensitizes leaders and staff to how they should act. Perhaps most important, attention to ethics in the workplaces helps ensure that when leaders and managers are struggling in times of crises and confusion, they retain a strong moral compass. However, attention to business ethics provides numerous other benefits, as well (these benefits are listed later in this document).
Note that many people react that business ethics, with its continuing attention to "doing the right thing," only asserts the obvious ("be good," "don't lie," etc.), and so these people don't take business ethics seriously. For many of us, these principles of the obvious can go right out the door during times of stress. Consequently, business ethics can be strong preventative medicine. Anyway, there are many other benefits of managing ethics in the workplace.
What is Business Ethics?
Values and Morals, Guidelines for Living
Ethics at a Cross Roads
Retaliation Soars When Managers Don't Do the Right Thing
Ethics is More Than Compliance
Taking the Ethical High Road Is Good for Business
Ethics and Intentions
3 Sources of Moral Obligation
The Best Ways to Discuss Ethics
Students Teach Business Ethics
It’s Profitable to be Ethical
Transparency is a key to performance

Managing Ethics in the Workplace

Managing Ethics Programs in the Workplace

Organizations can manage ethics in their workplaces by establishing an ethics management program. Brian Schrag, Executive Secretary of the Association for Practical and Professional Ethics, clarifies. "Typically, ethics programs convey corporate values, often using codes and policies to guide decisions and behavior, and can include extensive training and evaluating, depending on the organization. They provide guidance in ethical dilemmas." Rarely are two programs alike.
"All organizations have ethics programs, but most do not know that they do," wrote business ethics professor Stephen Brenner in the Journal of Business Ethics (1992, V11, pp. 391-399). "A corporate ethics program is made up of values, policies and activities which impact the propriety of organization behaviors."
Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, adds: "Balancing competing values and reconciling them is a basic purpose of an ethics management program. Business people need more practical tools and information to understand their values and how to manage them.
Ethics Management Programs: An Overview
Is It Time for a Unified Approach to Business Ethics?
10 Benefits of Managing Ethics in the Workplace
8 Guidelines for Managing Ethics in the Workplace
6 Key Roles and Responsibilities in Ethics Management
12 Ethical Principles for Business Executives
Responsibilities in the Employer-Employee Relationship
Why Should Business Executives Be Concerned With Ethics?
Organizational Character and Leadership Development
Ten Steps to Designing a Comprehensive Ethics Program

Developing Codes of Ethics

According to Wallace, "A credo generally describes the highest values to which the company aspires to operate. It contains the `thou shalts.' A code of ethics specifies the ethical rules of operation. It's the `thou shalt nots." In the latter 1980s, The Conference Board, a leading business membership organization, found that 76% of corporations surveyed had codes of ethics.
Some business ethicists disagree that codes have any value. Usually they explain that too much focus is put on the codes themselves, and that codes themselves are not influential in managing ethics in the workplace. Many ethicists note that it's the developing and continuing dialogue around the code's values that is most important.

Developing Codes of Conduct

If your organization is quite large, e.g., includes several large programs or departments, you may want to develop an overall corporate code of ethics and then a separate code to guide each of your programs or departments. Codes should not be developed out of the Human Resource or Legal departments alone, as is too often done. Codes are insufficient if intended only to ensure that policies are legal. All staff must see the ethics program being driven by top management.

Note that codes of ethics and codes of conduct may be the same in some organizations, depending on the organization's culture and operations and on the ultimate level of specificity in the code(s).
Effective Methods of Employee Code of Conduct Training
Rethinking Codes of Conduct
Establishing a Code of Business Ethics
Codes of Conduct in Light of Sarbanes-Oxley
7 Rules for Avoiding Conflicts of Interest in a Family Business

Resolving Ethical Dilemmas and Making Ethical Decisions

Perhaps too often, business ethics is portrayed as a matter of resolving conflicts in which one option appears to be the clear choice. For example, case studies are often presented in which an employee is faced with whether or not to lie, steal, cheat, abuse another, break terms of a contract, etc. However, ethical dilemmas faced by managers are often more real-to-life and highly complex with no clear guidelines, whether in law or often in religion.

As noted earlier in this document, Doug Wallace, Twin Cities-based consultant, explains that one knows when they have a significant ethical conflict when there is presence of a) significant value conflicts among differing interests, b) real alternatives that are equality justifiable, and c) significant consequences on "stakeholders" in the situation. An ethical dilemma exists when one is faced with having to make a choice among these alternatives.



Nnamdi Armstrong
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

Online Marketing Checklist

In some ways, a company’s website functions as an extension of the outlet also functioning as an additional location. Whatever the purpose and objective, the website only becomes an effective tool depending upon the effort dedicated towards it. The content needs to be constantly updated, any inquiries need to be responded quickly and most importantly, for the website to be successful, it needs to be marketed to the customers and potential customers

To help you make your website a success, the list below outlines some of the best marketing practices. Review the list and check all that apply to your operations. Work toward implementing each idea that’s relevant to your situation.

• The Company’s URL (website address) appears on the front door and/or front window.
• The Company’s URL appears on the cash register receipt.
• The Company’s URL appears on bags.
• The Company’s URL appears on bookmarks.
• The Company’s URL appears on your printed and/or electronic newsletter.
• The Company’s URL appears on gift cards and/or gift card backers.
• The Company’s URL appears on store letterhead, business cards, and in your email signature.
• The Company’s voice mail/answering machine promotes the website, telling customers you are open 24-hours a day at  www.yourwebaddress.com
• Staff meetings to review the website are periodically held.
• Each member of the staff is familiar with the website content; you have asked for their feedback.
• Customer email addresses are collected in-store and online, and you expressly ask for your customers’ permission to communicate with them.
• An email newsletter, including links to your website, is periodically distributed to your customers.
• The store and the website are cross-promoted, with in-store displays of online promotions.
• Website sales and buyer reports are routinely reviewed and analyzed.
• Website traffic reports are routinely reviewed and analyzed.      

 Nnamdi Armstrong
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

Tips for marketing your home-based business

A good marketing plan is vital to the success of your business. When you're running your business from home, it's often overlooked or you just don't know how to go about doing it. Marketing your home-based business is not as hard or as scary as it sounds.
Marketing is often the last thing on most entrepreneurs' minds when they are strategising for the success of their business. It is, however, one of the most important components of a good business plan, and could mean the difference between an okay and a great bottom line.
When you're working from home, your may think you just don't have the budget, the resources or the know-how to do a marketing drive. But the following tips will prove that it's not only easier than you think, but it doesn't have to break the bank either.

• Word of mouth can be your biggest deal-spinner. Make sure that every client walks away happy. There's nothing better than a satisfied client who refers their colleagues, friends or family to you.
• Keep a database of all your clients, so you can e-mail them seasonal greetings, special offers and anything else that will keep you top-of-mind, without becoming a nuisance.
• Network online: Online networking groups aren't just a social thing. Look at groups like facebook, Twitter or LinkedIn and establish a profile where appropriate. Search for websites relevant to you area of business or customer base. Many of these have free business directories where you can list your business
• Be visible in the community: Are there charities or organisations in your community you can provide services for free? You'd be amazed how many contacts you can make this way and you'll have the added warm and fuzzy feelings of doing some good
• Special offers: Depending on your type of business, think about having season specials, group discounts or something extra for new customers. Something like this might just put you one step ahead of your competitors.
• Advertise: It may sound like you're headed into expensive territory, go small, like classified ads in your local newspaper, community notice-board, pamphlets in post-boxes and so on.

A little planning and creativity can make for a successful marketing drive that brings customers to your door. And remember, this shouldn't just be a once-off event when you open the business or when times are tough. Marketing should be part of your quarterly/annual business planning. 

 Nnamdi Armstrong
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com

My Dream For Your Business

You're a small business owner and entrepreneur; hence you'll face the same challenges and "government red tape" that every business faces. You have to navigate the same hurdles but on different terms. Basically, you're handicapped and your chances of survival are slim!.
So how are you to champion your ideas and build a thriving business? By knowing that champions aren't made in gyms. Champions are made of something they have deep inside them, a desire, a dream, a vision. They have to have the skill and the will. But the will must be stronger than the skill.
We get a thrill helping small business owners like you to overcome daily challenges and an even deeper thrill when you assail the dizzy heights to medium size status and beyond.

Whether its business coaching, developing a business idea, crafting a winning business plan, securing finance or just being available to bounce ideas off, you can rely on our professional approach

A major breakthrough in Small Business Ideas and Small Business Financing

According to Sloane Business Management Consultants(SBMC) survey, 90% of all small business failures can be traced to, poor management, lack of planning and under capitalization.

How can your business survive when the failure rate counts against you?

You'll need solutions and support in the following areas because our survey of small business reveals that these are your main concerns:

• Cash-flow - to meet liabilities as they are due
• Funding - for working capital and expansion
• Profitability - to remain viable and secure capital
• Marketing - to increase sales of existing and new products and services
• Legislation - to meet legal duties and responsibilities
• Loneliness - being able to bounce ideas off a business professional and talk to someone who understands your concerns
• Lack of time - you cannot hire professional staff so you are juggling with many tasks
• Lack of personal exit strategy - you've been too busy focusing on short term survival and not planning ahead
• Lack of original vision for your business - you've run out of ideas or you've lost your vision and passion for the business
• Lack of up-to-date information - you're just too busy being busy

Breakthrough! As Director, I have being searching for a way to deliver on all your concerns, so I have joined forces with other Business Professionals' and Entrepreneurs, to provide an international network of seasoned professionals who can solve 99% of business problems, and being business owners, they can relate to your concerns.

Enyinnaya Nnamdi
Sloane Business Management Consultants
C.E.O
info_sloanebizconsultants@yahoo.com
+23407026341797

Business Information to help Small Business Owners and Entrepreneurs

Whether you're starting a business, looking for business ideas or if you're already running a profitable business - you can benefit from having access to valuable and current information. That's why we are taking the time to build this free resource So you can find reference information that will help you. You'll find information on many important topics including:

• "small business ideas"
• business name ideas
• VAT registration number
• calculating VAT
• power point presentations
• discretionary trusts, tax evasion, inheritance tax
• small business grant
• SWOT analysis and SWOT matrix
• Internet marketing...
• Newsletter - covering small business ideas, small business financing strategic marketing, internet marketing, business plan, ISO900, TS16949 and many topics that affects small business owners and entrepreneurs.

Guarantee

You can rely on the fact that our value added business services are guaranteed to add at least 300% to your bottom line profits, and the promise of - 100% no question ask refund if you are not 100% satisfied. So whatever your needs you can be certain that we have the resources and desire to help you build a profitable business. All you have to do is contact us  below and let us know how we may help you attain financial independence.


Enyinnaya Nnamdi
Sloane Business management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797 

Things We Do At Sloane Consulting

Do you wanna start a new business or promote the one already in existence? what are the things bordering you in your business? How scared are you to venture into the market? send us your questions and see how we could help you overcome all of these. You can write, call or e-mail us to get help at little or no cost. Its time to start that dream business of yours. Thanks


Enyinnaya Nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

Creativity and Making Money Online

Often times the ability to see things from different perspectives and to come up with creative and innovative ideas is the real virtue, and if there is one place where creativity can fruit you real money this place is the Internet.
Most of you are probably aware of Alex Tew, the English guy behind the Million Dollar Homepage. He basically wanted to cover the costs of his studies, so he created a website with one million pixels, and started selling advertising space, one pixel for one dollar. After a couple of months he had raised a total of $1,037,100 dollars. Not too shabby, right?
Recently I came across a similar creative (to say the least) idea. Andrew Fischer, a 22-year old web designer, create a site called “King of the Bill”. The site contains a list of links and one banner at the top. At any given time the banner spot is occupied by the highest bid, and as soon as someone else places a higher bid the advertiser that was on the banner is lowered to the first position among the links. Currently you would need to spend $104 to take the banner position, and Andrew has raised close to $5,000 so far.
It might not sound like big money, but do not underestimate the imagination of that guy. Early in 2005, in fact, he managed to raise almost $40,000 by selling advertising space on his forehead. That is right, he placed an auction on eBay and a company called SnoreStop agreed to pay him that amount of money to stamp the company logo on his forehead for one month.

Enyinnaya Nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

Optimize processes and reduce waste

Do you feel like you're being squeezed by the competition? You have to cut costs when there are no more places to cut? You need to turn your operations around before profits and customer satisfaction begin to suffer?
Focusing on operational efficiency can help your business work smarter: increase efficiency, reduce costs, and streamline processes. Are there concrete changes I can make to simplify and improve how my business works?

How do you identify and eliminate waste?

Operational efficiency (OE) and lean manufacturing both target waste. This means finding out where you spend resources (time, money, people, effort, etc.) on activities that do not add value to your product or service, and then eliminating those problem areas. The results are measurable, immediate and sustainable.
Typically, there are 9 main causes of waste in a business: overproduction, delays, unnecessary transportation, too much inventory, defective products, defective design, complicated processes, outdated equipment, poorly trained employees.

Enyinnaya Nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

UK government turns against Murdoch BSkyB bid

UK gov't joins calls for Murdoch to withdraw bid for BSkyB as papers face hacking scandal

FILE - This is a Tuesday, April 5, 2011 file photo of former British Prime Minister Gordon Brown answers question during an interview with The Associated Press in Geneva, Switzerland. British media say that former Prime Minister Gordon Brown had his personal information targeted by elements of Rupert Murdoch's media empire. (AP Photo/Salvatore Di Nolfi, File)

Related Quotes

Symbol	Price	Change
NWSA	15.65	+0.17

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Danica Kirka and Robert Barr, Associated Press, On Tuesday July 12, 2011, 11:58 am

LONDON (AP) -- The British government on Tuesday joined in calls for Rupert Murdoch to shelve his ambition of taking full control of British Sky Broadcasting as his newspapers are embroiled in a spreading investigation of alleged phone hacking and bribery.
Prime Minister David Cameron's office said the government will vote with the opposition Labour Party on Wednesday to support a motion calling for Murdoch to abandon the bid.
Labour leader Ed Miliband said this would be the simplest way to ensure that the bid isn't considered until criminal investigations are complete. A News Corp. spokeswoman declined to comment on the government's announcement.
The decision capped a day in which former Prime Minister Gordon Brown accused Murdoch's U.K. newspapers of employing criminals to obtain confidential information about his family and ordinary people, and police officers came under sharp criticism for failing to turn up evidence of some of the most serious spying allegations.
Brown's furious denunciation of the politically powerful News International papers came after it was revealed The Sun newspaper obtained confidential information in 2006 that Brown's infant son Fraser had cystic fibrosis.
They "really exploited people -- I'm not talking so much about me here now, I'm talking about people who were at rock bottom," Brown told the BBC. Brown said he knew of no legitimate way The Sun could have found out about his son's illness, though the newspaper said it used legitimate means.
"They will have to explain themselves," he said.
Besides disrupting the media mogul's plans to take over highly profitable satellite broadcaster British Sky Broadcasting, the widening allegations have slashed billions off the value of Murdoch's global conglomerate, News Corp. It has put his top editors in the U.K. under pressure and renewed anger at London's Metropolitan Police for dropping an earlier investigation into company practices.
At a tense House of Commons parliamentary committee hearing, one current and two former senior officials of London's Metropolitan Police said they regretted that an investigation of the News of the World in 2006 had not uncovered the extent of the alleged phone hacking, which allegedly spread to The Sun tabloid and the upmarket Sunday Times.
They blamed the News of the World and News International for not cooperating and pleaded that the force was preoccupied with terrorism investigations.
Resources were stretched and there weren't enough officers to fully staff 70 terrorist investigations running at the time, said Peter Clarke, former commander of the anti-terrorist branch.
The hacking case yielded convictions and prison sentences for a reporter and a private detective working for News of the World.
Documents gathered in the first investigation yielded 3,870 names, 5,000 landline numbers and 4,000 mobile numbers that may potentially have been hacked, Deputy Assistant Commissioner Sue Akers told the committee. So far, she said, police had contacted 170 potential targets of hacking.
Outrage exploded last week when it was claimed that News of the World employees hacked the phone of Milly Dowler, a 13-year-old murder victim, as police searched for her in 2002. The hacker allegedly deleted some voicemail messages, giving her parents false hope that the girl was still alive and using her phone.
The scandal has broadened, with among others accusations, the allegation that Murdoch reporters paid Queen Elizabeth II's bodyguards for secret information about the monarch, potentially jeopardizing her safety.
Cameron said Brown had highlighted what "looks like yet another example of an appalling invasion of privacy and the hacking of personal data," and said he was determined that current investigations would get to the bottom of it.
In an interview with the BBC, Brown said he and his wife Sarah were in tears after being informed by Rebekah Brooks, then the editor of The Sun and now the chief executive of News International, that the paper knew about his son's illness.
Brown also accused The Sunday Times of employing criminals to hack into his bank and tax records.
"Rock bottom was the rock upon which The Sunday Times founded their reputation, and other newspapers in News International founded their reputation, for purely commercial gain, and in some cases to abuse political power," Brown said.
"What about the person, like the family of Milly Dowler, who are in the most desperate of circumstances, the most difficult occasions in their lives, in huge grief and then they find that they are totally defenseless in this moment of greatest grief from people who are employing these ruthless tactics with links to known criminals?" Brown added.
Brown did not identify anyone he believed to be a criminal employed by News International.
In a brief statement responding to Brown, News International said: "So that we can investigate these matters further, we ask that all information concerning these allegations is provided to us."
A News International official, speaking on condition of anonymity, asserted that the information was obtained legitimately.
Members of the House of Commons Home Affairs committee repeatedly expressed incredulity that police had not gone further with their original investigation.
But Ian Blair, who led the Metropolitan Police from 2005 to 2008, told legislators that phone hacking by newspapers "was never a major issue in my time."
"It was a tiny fragmentary event in the events that were taking place across London at the time," Blair said.
Assistant commissioner John Yates faced a barrage of questions about his decision following a one-day review not to reopen the investigation in 2009 after fresh allegations surfaced.
"In hindsight, had I known what I should have known, it was a poor decision," Yates said.
Meanwhile, opposition Labour Party legislator Tom Watson said Brooks, Murdoch and his son James had been invited to appear next week before the House of Commons committee which deals with media issues. There was no immediate response from News International.

Enyinnaya Nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407026341797

GREEK DEFAULT

Europe considers Greek default, leaders to meet

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BRUSSELS (Reuters) - European Union leaders are poised to hold an emergency summit after finance ministers acknowledged for the first time that some form of Greek default may be needed to cut Athens' debts and stop contagion to Italy and Spain.
"There will be an extra summit this Friday," a senior euro zone diplomat told Reuters, suggesting policymakers have been seized with a new sense of urgency after markets started targeting Italian assets.
A French government source said Paris was in favor, although the timing was not yet fixed, and in Spain, European Council President Herman Van Rompuy said he had not ruled out a meeting.
Earlier, Germany's finance minister had said a second Greek rescue package could wait until September after euro zone finance ministers effectively accepted that private creditor involvement meant a selective debt default was likely, despite the European Central Bank's vehement opposition to such a move.
"We have managed to break the knot, a very difficult knot," Dutch Finance Minister Jan Kees de Jager told reporters.
Asked about whether a selective default was now likely, he replied: "It is not excluded any more. Obviously the European Central Bank has stated in the statement that it did stick to its position, but the 17 (euro zone) ministers did not exclude it any more so we have more options, a broader scope."
Participants said a buy-back of Greek debt on the secondary market and a German proposal for a bond swap for longer maturities were under consideration after a complex French plan to roll over bonds made no headway.
Both would likely be regarded by ratings agencies as a default, or at best a selective default, which although it would not necessarily cover all Greek debt and could be lifted quickly, would have major repercussions for financial markets.
The Institute of International Finance, the lobby group representing private creditors, said the EU and IMF needed to deliver a plan for Greece, including a debt buyback, within days to avoid markets "spinning out of control.
The increased likelihood of some form of default, and a lukewarm response from the IMF, hit European bank stocks and debt markets and propelled the euro sharply lower against the dollar although markets settled later.
Ten-year bond yields in Italy, the euro zone's third-largest economy, shot above six percent for the first time since 1997 but then subsided to around 5.7 percent, still at a level which bankers say will put heavy pressure on finances.
Borrowing costs at an Italian 12-month bill sale surged to their highest since the 2008 financial crisis, putting a Thursday bond auction firmly in focus.
There is now acute concern about contagion to Italy, where political tensions between Prime Minister Silvio Berlusconi and Finance Minister Giulio Tremonti have exacerbated concerns, and to Spain, the euro zone's fourth largest economy.
In Rome, Berlusconi tried to calm fears Italy could be swept into full-scale crisis, pledging to accelerate debt-cutting measures and run a primary surplus this year.
Willem Buiter, chief economist at Citi and a former UK central banker, said there was a clear spread beyond Greece, Ireland and Portugal, the three nations bailed out so far.
"We're talking a game changer here, a systemic crisis," he said. "This is existential for the euro area and the EU."
The euro fell to a four-month low against the dollar before recovering, in part because IMF Managing Director Christine Lagarde said the lender and its EU partners were not yet ready to discuss terms for a second Greek bailout.
"Nothing should be taken for granted," she told reporters in Washington.
FUNDAMENTAL SHIFT
While the finance ministers were not explicit about how they planned to tackle Greece's debt, saying only that proposals would be discussed "shortly," they acknowledged that the debt pile -- at around 160 percent of GDP -- had to be reduced.
"We stress the need to make Greek debt more sustainable," Jean-Claude Junker, the chairman of the Eurogroup of finance ministers, said after more than eight hours of talks on Monday.
Economists regarded Junker's words and the comments from other finance ministers as a fundamental shift.
"The euro area now seems to be moving more explicitly toward debt relief via EFSF-funded purchases of secondary market debt," JPMorgan economist David Mackie wrote in a research note, referring to the euro zone's 440 billion euro emergency loan fund, which as it stands would not have enough resources to bail out Italy.
"Greece will need debt relief at some point, but it is not clear it is much of a help now. More likely the shift toward debt relief is intended as an attempt to limit contagion."
The decision to call an extra leaders' summit helped counter negative market reaction to an apparent absence of hurry, after German Finance Minister Wolfgang Schaeuble said there was time to wait on Greece, with no new tranche due until September.
That lack of urgency prompted stern criticism from Greece's prime minister but the finance ministers did hint at the prospect of more fundamental steps to come.
"Ministers stand ready to adopt further measures that will improve the euro area's systemic capacity to resist contagion risk, including enhancing the flexibility and the scope of the EFSF, lengthening the maturities of the loans and lowering the interest rates, including through a collateral arrangement where appropriate," they said in a statement.
There was no indication, though, that they had broken a stalemate over how to make banks, insurers and other funds share the cost of additional funding for Athens.
A senior member of Germany's governing coalition acknowledged, however, that a debt restructuring was coming.
"We just need to ensure that it's as orderly a process as possible," he said, adding that it could come in the autumn.

Germany, the Netherlands, Finland and others want the private sector to provide at least 30 billion euros in a new package for Greece that could total 110 billion euros.

(Additional reporting by John O'Donnell, Leigh Thomas, Dan Flynn in Brussels, Silvia Westall in Vienna, Huw Jones in London, Stephen Brown in Berlin, Lesley Wroughton in Washington and Milan/Rome bureaus, editing by Mike Peacock).

Enyinnaya Nnamdi
Sloane International Investments ltd
CEO
info-sloanebizconsultants@yahoo.com
+23407026341797

Competing and winning in international markets

When the global recession hit, it walloped the aerospace industry. Tourist travel collapsed. Business flying was curtailed. Orders vanished.
But that wasn’t the story at Alta Precision Inc., a fast-growing, family-owned maker of landing gear parts in Montreal.
Sales barely dipped and have since recovered completely. At the height of the downturn, Alta was even able to secure a major new customer in Europe.
Alta has reaped the benefits of a strategy to become a global competitor in the aerospace industry. It refined its product line, invested to boost operational efficiency and aggressively tackled foreign markets.
It’s all added up to a more robust, innovative and productive business that’s a model for other Canadian entrepreneurs to follow as they confront intensifying global competition.
“If you have just two or three customers, you’re vulnerable,” says Guillermo Alonso, Jr., who took over from his father as Alta’s president in 2006. “For us, being international has meant security. Our backlog of orders is healthy.”
Alta’s current success stands in contrast to the company’s fortunes just a few years ago. At the beginning of the decade, Alta faced big troubles.
The 9/11 attacks had just taken place, and the airline business was on life support. The economy was being wrenched by the dot-com stock collapse, and customers were becoming increasingly demanding.
The company had done well supplying Montreal-based aerospace concerns like Bombardier, CAE and Pratt & Whitney since Alonso’s father, Guillermo, Sr., founded it in 1979. But the sudden cascade of new challenges made change a necessity.
Alta started knocking on doors in the U.S. and in 2003, won its first big deal, a military contract. The U.S. now accounts for 50% of sales. Just as important, the sales helped recession-proof the company because they diversified Alta’s sources of income.
Alta’s experience reflects that of many small and medium-sized Canadian companies. Going international is often not just about expanding; it’s about survival. But how do you compete internationally? Is it even the right step?
Those dilemmas are top of mind for many business executives who approach Carl Gravel for assistance. “Many entrepreneurs see immense risks, and it makes them hesitate,” Gravel says. “Our job is to show them that yes, there are risks, but you can manage them.”
Gravel is national director of global competitiveness at BDC. He heads a support team that helps Canadian companies seeking to build their businesses internationally.
Before heading into international markets, Gravel says, companies must ensure their fundamentals are in order, in areas such as sales and marketing, innovation strategy and operational efficiency.
The last one is the most important, he says. “If you’re not competitive locally, it’s going to be hard to work internationally.”
That means investing to boost productivity even when things are tough, Gravel says.
He also encourages companies to look at countries beyond the U.S., including emerging markets, which have shown high rates of growth in the economic recovery.
Another potential market: multinationals operating in Canada. Going global doesn’t necessarily require exporting directly to international markets, he says. It can also mean selling into global supply chains, much as Alta has done as a supplier to major Canadian aerospace concerns. This can eventually open doors to new markets where these multinationals operate.
Entrepreneurs need to proceed with care when expanding internationally, says Dominic Deneault, co-author of Le Québec sur le podium (French only), a study of 25 successful large and small Quebec businesses operating abroad.
The biggest mistake he has seen is companies failing to adapt their business model or product and service portfolio to their targeted foreign market.
“You have to make sure you fit the needs of your client,” says Deneault, who is a corporate strategist at Deloitte Inc. in Montreal. “That means you have to redesign your product or service and adapt your marketing pitch, operational processes, strategy, branding—often your entire value chain.”
Apart from a solid global competitiveness strategy, business leaders also need internal fortitude, Deneault adds. That means ambition, tenacity and an appetite for risk.
Back at Alta, Alonso and his family (his father is still involved in the business as chairman, while sister Sonia is vice-president of administration) realized they had to retool their business as they went international.
“Customers are more demanding. It used to be that quality and on-time delivery were the most important things in our industry,” Alonso says. “Today, quality and delivery are givens. If you don’t have those, you aren’t even selected. Now, it’s price, price, price. And you can’t reduce your price without changing the way you do things.”
Alta responded by focusing on adding value in the area where the company excelled—making landing gear. It dropped aircraft engines and fuselages from the product line-up.
“We want to become the best in the world at supplying landing gear parts.”
Alta also hired BDC Consulting to implement a lean manufacturing program, which aims to streamline production and improve international competitiveness with a just-in-time manufacturing process.
Since 2000, Alta has grown from 30 employees to 75, and plans to expand to 120 by 2012.
“If we didn’t have the international sales, we would have struggled a lot more than we did,” Alonso says. “Now we are ready for the upturn of the economy.”

Global Competitiveness Basics

Before you start eyeing a lucrative new international market for your business, you need a plan. Poor planning and execution are the culprits in nearly three-quarters of failed corporate expansions, says business strategist Dominic Deneault.
Here are some important elements of a globalization plan.
1) Fundamentals
You should be sure your fundamentals are in good shape and can be replicated from country to country before embarking on an international expansion. That means focusing on such things as your sales and marketing, supply chain, operational efficiency and innovation strategy. You also need to be sure you’ve got the financial capacity to stay the course until sales start rolling in.
2) Strategy
Are you expanding as part of a carefully thought-out growth strategy—or just for growth’s sake? Good reasons for going global can include diversification, pursuing market leadership, acquiring complementary assets, developing new competitive advantages and creating synergies with current operations.
3) Tenacity
Entrepreneurs who successfully navigate international waters often have a specific mix of personal qualities—tenacity, ambition and an appetite for risk.
“The first international venture often doesn’t work,” Deneault says. “That can lead entrepreneurs to question their international ambitions. If they don’t have the ambition, tenacity and a burning desire to learn from mistakes, they may have a problem.”

Enyinnaya Nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407-026341797

EVALUATING A BUSINESS

Buying the right business

A key advantage to buying an existing business rather than starting one from scratch is that an acquisition allows you to skip the expensive - and risky - start-up stage. But you need to think carefully about what you're buying.

Different types of businesses carry different advantages and risks. Here are some to consider:



Franchises account
For about a quarter of all business purchases. A franchise is proven and tested, so you are buying a business that is already successful. As a franchisee, you benefit from the knowledge, established production and management methods, publicity, advice and superior buying power of the franchiser. You gain security by offering a known product or service.

The tradeoff is that you have little room for creativity or opportunity for taking the company in new directions. You'll also have limited control over price, products and production.

Before purchasing a franchise, determine whether other franchises in your area are financially sound, whether the brand is well known and how stiff the competition is in your area. It's also important to know what restrictions and obligations are imposed by the franchiser.

You can consult the Canadian Franchise Association for advice. In Quebec, consult the Conseil québécois de la franchise, or CQF (in French), for information on franchising and affiliated businesses in that province.

Sub-optimal or failing businesses
Some entrepreneurs opt to buy a failing business at a bargain price and then turn it around. This strategy involves recognizing unexploited opportunities and capitalizing on them. You may also come across products that were not successful but still have potential. For example, an ecological product may have been brought to market when public interest in the environment was less widespread than it is today.

Strategic acquisitionsIf you already own a business, an acquisition can be an excellent strategic move. Buying an additional business can help you enter a new market with ready-made expertise. It can also allow you to expand your range of products and services, and increase your operational efficiencies. A strategic acquisition is an ideal way to drive rapid growth and generate revenues that are not possible with your existing business. Such an acquisition may also provide extra collateral for additional financing.

Acquisitions typically provide an existing firm with new resources, capabilities and skill sets, along with new technology, physical assets, innovative business processes and rights to products that may strengthen a firm's position in the marketplace.

Acquiring your competition
This may enable you to improve on their ideas, increase your market share and diversify your product line. Make sure that you don't run afoul of any rules that encourage competition.

Manufacturing products
Products that have been designed by another firm can be a way to expand the range of products your firm offers. A product designer may have a patent or prototype that your firm can manufacture and market for a royalty fee. You can also secure rights to reproduce a product with a protected trademark in another country.

Buying a supplier or distribution channel
Can improve your company's performance and cut down on delays. It may also result in increased buying power, which can lead to cost savings and operational efficiencies. 

Management buyouts
(MBOs), in which a group of managers pool resources and purchase the firm they work for, are another option. Managers can reduce the risk they would face as individuals by acting together. Such buyouts offer several advantages over purchases by external buyers, since management teams typically have strong industry know-how, a good knowledge of risks and problems within the business, familiarity with current company culture and established relationships with customers, clients and suppliers.

Enyinnaya nnamdi
Sloane Business Management Consultants
CEO
info_sloanebizconsultants@yahoo.com
+23407-026341797

Understand and Honor Your Business Model

Ever wonder how legendary companies get started? Do they begin with elaborate business plans? Expensive surveys? Billion- Dollar loans?
                        NONE OF THE ABOVE
Great businesses begin with a great idea and a basic BUSINESS MODEL that people can easily understand and execute.
Every business is based on some kind of business model. In the case of southwest airlines, the business model is low cost fares and high volume, in the case of concord, the business model is high cost fares and low volume
When it come to business models, there is no right or wrong model. The key to running a successful business  is t find  a model that works and then work that model over and over again.
            Talking about the hospitality industry for example( hotels & restaurants). There are scores of different business models in the hospitality industry and each of the models has its success stories. Just look at some of the hotel business models available to travelers in and around Orlando, Florida.
            There are hundreads of “mom-and-pop” business models such as independently owned hotels, motels and bed-and-brakfasts.
            Then there are dozens of business models owned by chains of francisees, beginning wth the bare-bones, low-cost motels such as Motelsixetc and ending with the high-cost-luxury hotels such as exclusive Breakers hotel in Palm Beach, Florida.
Below are  some business models operating in the hospitality industry
-         suite- hotel business model e.g Homestead suites
-         extended-stay business models e.g suburban lodge
-         theme-park business models e.g the Animal kingdom lodge inside Disney world
-         convention hotel business models e.g Peace body
-         business hotel business models e.g The Hilton
-         mid priced, family- stay business models e.g Holiday Inn
-         historic hotel business models e.g the Century-Old park avenue hotel in winter park
-         golf and tennis resort business models e.g the Mission Inn in central Florida.
-         Luxury hotel business models e.g The Ritz calton and Four Seasons.

Enyinnaya Nnamdi
Sloane International Investments ltd
CEO
info-sloanebizconsultants@yahoo.com
+23407026341797

Marketing as a business philosophy

Improved standard of living result in more people and further increases in output accompanied by simple mechanization which culminates in a breakthrough when the potential of the division of labouris enhanced through task specialization. Task specialization leads to the development of teams of workers and to more sophisticated and efficient mechanical devices.  A major feature of our own industrial revolution is that production becomes increasingly concentrated in areas of natural advantage, that larger production units develop and that specialization increases as the potential for economies of scale and efficiency are exploited.

Enyinnaya Nnamdi
Sloane International Investments Ltd
C.E.O
info_sloanebizconsultants@yahoo.com
+23407026341797

FINANCIAL TRANSFORMATION

Sloane Business Management Consultants (SBMC) a division of Sloane International Investments Ltd (SIIL) provides business advisory and IT management consulting services to banking, investment, insurance, life & pensions and capital markets clients. Our consultants have a highly successful track record in converting strategy into realistic programme of change, and working with organizations to help implement practical solutions.
Our approach is driven by client demands and business imperatives. This is a necessity in an industry that must continually respond to regulatory initiatives while at the same time meeting the challenges of reducing costs, managing risk and enhancing the total customer experience, working in cost effective unison with a wide range of partners and product suppliers.
Sloane Business Management consultants is an independent consulting firm that understands the needs of clients in the financial services sector, shares their business aspirations and recognizes the challenges. Our consultants appreciate that in today’s complex business world, the best solutions are rarely available ‘off the shelf’ but come from experience, intelligent insight and creative thinking.
Sloane Business Management Consultants work in partnership with clients to supplement their management teams to assess situations, consider issues, identify options, plan change programmes and manage their effective introduction. Our services include:

• Programme governance, including programme and project management
• Electronic document and records management
• Business/IT function outsourcing
• Business transformation
• Aligning business and IT strategy

Programme governance, including programme and project management
We provide experienced consultants to formulate and deliver major programmes of change, using established practices to align investment more closely to strategic goals, enhance accountability for change delivery, improve the realization of business benefits and manage risk more effectively. Our expertise in the financial services sector includes:

• Programme managing the development and launch of new retail financial products
• Conducting programme assurance reviews for a major business change & IT investment
• Providing coaching and mentoring to banking staff to improve the effectiveness of their project managers
• Undertaking a ‘project recovery’ exercise and restoring a major project to good health

Electronic document and records management
EDRM covers the management of information (both structured and unstructured) as a corporate resource, ensuring that appropriate policies and procedures are in place. Information management also includes responding to the broad regulatory requirements. We employ a large number of consultants who are EDRM specialists and offer formal training programmes using the highly acclaimed AIIM courseware. Our EDRM activities include:

• Helping create enterprise-wide records management strategies
• Undertaking a Document and Records Management project prompted by Sarbanes-Oxley

Business/IT function outsourcing
Our consultants assess the business function outsourcing opportunity and examine the viability of forming an outsourcing relationship. We assist with implementation, including the structuring of service level agreements and provide help in managing the outsourcing contract. Sloane Business management Consultants also provides ‘health checks’ and reviews of existing arrangements and offers support for the reintroduction in to the main business of a previously outsourced service. Our experience includes:

• Implementing outsourcing arrangements for third party administration
• Reviewing potential outsourcing arrangements for a major financial institution

Business transformation
We achieve cost effective and efficient methods of working by redesigning operational processes both within and external to the organization. At the same time our consultants normally review and determine appropriate technology solutions. This may involve straight-through processing to deliver cost savings by streamlining the flow of information from customers through sales channels to back-office and outsourced processes. Our work includes:

• Performing a business process re-engineering project across all aspects of sales, document production, supplier interfaces, accounting and compliance
• Defining new service level agreements and redesigning business processes between a financial services organization and one of its clients

Aligning business and IT strategy
Our consultants work with senior management to enable information and technology within the organization to work effectively together, delivering tangible business value. We are also skilled in helping improve the effectiveness of both development and production environments using frameworks such as CMMI and ITIL. Examples include:

• Implementing a new quality management regime into a large and sophisticated IT organization
• Improving the performance and effectiveness of a large-scale IT function by introducing significant process improvements

Enyinnaya Nnamdi
Sloane International Investments Ltd
C.E.O
info_sloanebizconsultants@yahoo.com