About 'erp accounting systems'|Example of Integration of Microsoft CRM with ERP system (Dynamic C5)

Ｗａｎｔ               ｔｏ               ｌｅａｒｎ               ａ               ｑｕｉｃｋ               ａｎｄ               ｓｉｍｐｌｅ               ｗａｙ               ｔｏ               ｒｅａｄ               ｙｏｕｒ               ｂｕｓｉｎｅｓｓ               ｐｒｏｆｉｔ               ｆｒｏｍ               ａ               ｆｉｎａｎｃｉａｌｌｙ               ｅｆｆｉｃｉｅｎｔ               ｗａｙ?

Ｙｏｕ               ｍｉｇｈｔ               ｂｅ               ｏｎｅ               ｏｆ               ｔｈｏｓｅ               ｌａｒｇｅ               ｐｒｏｐｏｒｔｉｏｎ               ｏｆ               ｓｍａｌｌ               ｃｏｍｐａｎｉｅｓ               ｔｈａｔ               ｌｏｓｔ               ｔｈｏｕｓａｎｄｓ               ｏｆ               ｄｏｌｌａｒｓ               ｗｈｅｎ               ｌｏｏｋｉｎｇ               ｏｎｌｙ               ａｔ               'ｔｈｅ               ｗｈｏｌｅ               ｐｉｃｔｕｒｅ'               ａｎｄ               ｉｇｎｏｒｉｎｇ               ｔｈｅ               ｍｉｃｒｏ,               ａｎｄ               ｙｏｕ               ｊｕｓｔ               ｄｉｄｎ'ｔ               ｎｏｔｉｃｅ.
Ｗｈａｔ               ｙｏｕ               ａｒｅ               ａｂｏｕｔ               ｔｏ               ｒｅａｄ               ｉｓ               ｔｈｅ               ｏｕｔｃｏｍｅ               ｏｆ               ｍｙ               20-ｙｅａｒｓ+               ｅｘｐｅｒｉｅｎｃｅ               ａｓ               ａ               ｆｉｎａｎｃｅ               ｐｒｏｆｅｓｓｉｏｎａｌ               ｗｏｒｋｉｎｇ               ａｎｄ               ａｄｖｉｓｉｎｇ               ｍｕｌｔｉｎａｔｉｏｎａｌ               ｃｏｍｐａｎｉｅｓ               ａｎｄ               ｌｏｃａｌ               ｌａｒｇｅ               ｂｕｓｉｎｅｓｓｅｓ               ｉｎ               ｓｅｖｅｒａｌ               ｃｏｕｎｔｒｉｅｓ,               ｓｏ               Ｉ               ｇｕａｒａｎｔｅｅ               ｙｏｕ               ｔｈｉｓ               ｉｓ               ｎｏｔ               ｇｏｉｎｇ               ｔｏ               ｂｅ               ｂｏｒｉｎｇ,               ａｔ               ａｌｌ.
Ａｌｌ               ｙｏｕ               ｎｅｅｄ               ｉｓ               ｌｏｇｉｃａｌ               ｔｈｉｎｋｉｎｇ,               ａ               ｂｕｎｃｈ               ｏｆ               ｅｎｔｈｕｓｉａｓｍ               ａｎ               ｊｕｓｔ               ｉｎｔｅｒｍｅｄｉａｔｅ               ｋｎｏｗｌｅｄｇｅ               ｏｎ               ｓｐｒｅａｄｓｈｅｅｔｓ               (ｏｒ               ｓｏｍｅｏｎｅ               ｗｈｏ               ｇｉｖｅ               ａ               ｈａｎｄ               ｏｎ               ｔｈｉｓ).

Ｎｏ               ｃｏｍｐｌｉｃａｔｅｄ               ａｎｄ               ｅｘｐｅｎｓｉｖｅ               ＥＲＰｓ               (ｓｙｓｔｅｍｓ).

Ｗｈｙ               ｄｏｅｓ               ｍｙ               ｂｕｓｉｎｅｓｓ               ｎｅｅｄ               ａ               'Ｐｒｏｆｉｔ-ｐｅｒ-ｂｒａｎｄ'               ｍｏｄｅｌ               ?

               Ａｃｃｏｒｄｉｎｇ               ｔｏ               ｓｔａｔｉｓｔｉｃｓ               ｐｕｂｌｉｓｈｅｄ               ｂｙ               ｔｈｅ               Ｓｍａｌｌ               Ｂｕｓｉｎｅｓｓ               Ａｄｍｉｎｉｓｔｒａｔｉｏｎ,               ａ               ｇｏｖｅｒｎｍｅｎｔ               ｏｆｆｉｃｅ               ｉｎ               ｔｈｅ               ＵＳ               (ｗｗｗ.ｓｂａ.ｇｏｖ),               ａ               ｓｉｇｎｉｆｉｃａｎｔ               ｐｒｏｐｏｒｔｉｏｎ               ｏｆ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓｅｓ               ｆａｉｌ               ｉｎ               ｔｈｅｉｒ               ｅａｒｌｙ               ｙｅａｒｓ               ｂｅｃａｕｓｅ               ｏｆ,               ａｍｏｎｇ               ｏｔｈｅｒ               ｒｅａｓｏｎｓ,               ｔｈｅ               ｓｏ-ｃａｌｌｅｄ               'ｐｏｏｒ               ｍａｎａｇｅｍｅｎｔ'               ｉｎ               ｗｈｉｃｈ               Ｉ               ｉｎｃｌｕｄｅ               ｔｈｅ               'ｗｈｏｌｅ               ｐｉｃｔｕｒｅ'               ｖｉｅｗ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ａｎｄ               ｉｇｎｏｒｉｎｇ               ｈｏｗ               ｃｒｉｔｉｃａｌ               ｔｈｅ               ｍｉｃｒｏ-ｆｉｎａｎｃｅ               ｉｓ               ｉｍｐａｃｔｉｎｇ               ｙｏｕｒ               ｐｅｒｆｏｒｍａｎｃｅ.

Ｉ               ｗｉｌｌ               ｐｕｔ               ｉｔ               ｓｉｍｐｌｅ:               Ｌｅｔ               ｕｓ               ｓａｙ               ｙｏｕｒ               ｒｅｖｅｎｕｅ               ｐｏｒｔｆｏｌｉｏ               ｉｓ               ｃｏｍｐｏｓｅｄ               ｂｙ               10               ｂｒａｎｄｓ               ｗｉｔｈ               ａ               ｖａｒｉｅｔｙ               ｏｆ               ｓａｌｅｓ               ｖｏｌｕｍｅ,               ｍａｒｇｉｎｓ,               ｄｉｓｔｒｉｂｕｔｉｏｎ               ａｎｄ               ｐｏｓｔ-ｓｅｌｌ               ｃｏｓｔｓ.

Ｂｙ               ｔｈｅ               ｅｎｄ               ｏｆ               ｔｈｅ               ｍｏｎｔｈ               ｙｏｕｒ               ｆｉｎａｎｃｅ               ｄｅｐａｒｔｍｅｎｔ               ｈａｓ               ｐｒｏｖｉｄｅｄ               ｙｏｕ               ｔｈｅ               Ｐ&Ｌ               ｆｉｇｕｒｅｓ               ａｎｄ               ｙｏｕ               ａｒｅ               ｃｅｌｅｂｒａｔｉｎｇ               ｂｅｃａｕｓｅ               ａｌｌ               ｙｏｕｒ               ｇｏａｌｓ               (ｓａｌｅｓ,               ｃｏｓｔ,               ｅｘｐｅｎｓｅｓ               ａｎｄ               -ｍｏｒｅ               ｉｍｐｏｒｔａｎｔ-               ｂｏｔｔｏｍ               ｌｉｎｅ)               ｗｈｅｒｅ               ａｃｈｉｅｖｅｄ,               ｏｎ               ｔｏｐ               ｏｆ               ａ               ｃｏｍｆｏｒｔａｂｌｅ               ｇｒｏｗｔｈ               ｖｅｒｓｕｓ               ｌａｓｔ               ｙｅａｒ.

Ａｎｄ               ｓｏ               ｙｏｕｒ               ｍａｒｋｅｔｉｎｇ               ａｎｄ               ｓａｌｅｓ               ｐｅｏｐｌｅ               ｇｅｔ               ｐａｉｄ               ａｎｄ               ｅｖｅｒｙｏｎｅ               ａｒｏｕｎｄ               ｉｓ               ｈａｐｐｙ               ｆｏｒ               ｔｈｅ               ｒｅｓｕｌｔｓ.

Ｔｈａｔ'ｓ               ｎｉｃｅ.

               Ｂｕｔ               ｔｈｅ               ａｂｏｖｅ               ｉｓ               ａ               ｒｅａｌｉｔｙ               Ｉ               ｈａｖｅ               ｓｅｅｎ               ｓｏ               ｖｅｒｙ               ｏｆｔｅｎ:               Ｉｎ-ｂｅｔｗｅｅｎｓ               ａｒｅ               ｄａｎｇｅｒｏｕｓ,               ａｓ               ｔｈｅｒｅ               ａｒｅ               ｂｒａｎｄｓ               ｔｈａｔ               ｃａｎ               ｂｅ               ｅｒｏｄｉｎｇ               ｖａｌｕｅ               ｔｏ               ｔｈｅ               ｂｕｓｉｎｅｓｓ,               ｅｉｔｈｅｒ               ｂｙ               ｇｅｎｅｒａｔｉｎｇ               ｌｏｓｓｅｓ               ｏｒ               ｐｅｒｈａｐｓ               ｐｒｏｆｉｔｓ               ｂｅｌｏｗ               ｔｈｅ               ｄｅｓｉｒｅｄ               ｌｅｖｅｌ               ａｎｄ               ｔｈｅ               ｓａｍｅ               ｃｏｕｌｄ               ｈａｐｐｅｎ               ｗｈｅｎ               ｙｏｕ               ｔｈｉｎｋ               ｏｆ               ｙｏｕｒ               ｃｕｓｔｏｍｅｒｓ               ｐｏｒｔｆｏｌｉｏ,               ａ               ｒｅａｌｉｔｙ               ｔｈａｔ               ｙｏｕ               ｈａｒｄｌｙ               ｓｅｅ               ｉｆ               ｙｏｕ               ｄｏｎ'ｔ               ｐａｙ               ａｔｔｅｎｔｉｏｎ               ｔｏ               ｍｉｃｒｏｓ.

Ｔｈｅ               ｒｅａｓｏｎ               ｆｏｒ               ｔｈｉｓ               ｉｓ               ｑｕｉｔｅ               ｓｉｍｐｌｅ:               Ｉｎｄｉｒｅｃｔ               ｃｏｓｔ               ａｎｄ               ｅｘｐｅｎｓｅｓ.

Ｅａｓｙ-ｔｏ-ｕｎｄｅｒｓｔａｎｄ               ｅｘａｍｐｌｅｓ               ｏｆ               ｔｈａｔ               ａｒｅ               ｃｕｓｔｏｍｅｒ               ｓｅｒｖｉｃｅ               ｅｘｐｅｎｓｅｓ,               ｐｏｓｔ-ｓａｌｅ               ｓｅｒｖｉｃｅ               ｄｅｐａｒｔｍｅｎｔｓ,               ｄｉｓｔｒｉｂｕｔｉｏｎ               ａｎｄ               ｌｏｇｉｓｔｉｃｓ               ａｎｄ               ａｄｍｉｎｉｓｔｒａｔｉｖｅ.

Ｙｏｕ               ｐａｙ               ｔｈｅｍ               ａｌｌ               ｔｏ               ｓｅｒｖｅ               ｔｈｅ               ｅｎｔｉｒｅ               ｃｏｍｐａｎｙ               ｓｏ               ｔｈｅｙ               ｄｏｎ'ｔ               ｗｏｒｋ               ｆｏｒ               ａ               ｓｉｎｇｌｅ               ｕｎｉｔ,               ｂｒａｎｄ               ｏｒ               ｃｕｓｔｏｍｅｒ.

               Ｔｈｅｎ               ｔｈｅ               ｏｎｌｙ               ｗａｙ               ｔｏ               ａｖｏｉｄ               ｌｏｓｉｎｇ               ｍｏｎｅｙ               ｉｓ               ｔｏ               'ａｌｌｏｃａｔｅ'               ａｌｌ               ｔｈｏｓｅ               ｉｎｄｉｒｅｃｔ               ｅｘｐｅｎｓｅｓ               ｔｏ               ｓｅｅ               ｗｈｅｒｅ               ｗｅ               ｅａｒｎ               ａｎｄ               ｗｈｅｒｅ               ｗｅ               ｌｏｓｅ               ｂｅｎｅｆｉｔｓ,               ｗｈｉｃｈ               ｗｅ               ｗｉｌｌ               ａｃｈｉｅｖｅ               ｏｎｌｙ               ｂｙ               ｅｓｔａｂｌｉｓｈｉｎｇ               ａ               ｓｉｍｐｌｅ               ｍｏｄｅｌ               ｔｏ               ｓｅｅ               ａ               Ｐ&Ｌ               (ｆｒｏｍ               ｒｅｖｅｎｕｅｓ               ｔｏ               ＥＢＩＴＤＡ               ａｎｄ               Ｎｅｔ               Ｒｅｓｕｌｔｓ               ｏｒ               ｐｏｓｔ-ｔａｘ,               ｐｏｓｔ-ｆｉｎａｎｃｅ               ｃｏｓｔｓ)               ｆｏｒ               ｅａｃｈ               ｏｆ               ｏｕｒ               ｂｒａｎｄｓ,               ｏｒ               ａｔ               ｌｅａｓｔ               ｆｏｒ               ｔｈｏｓｅ               ｔｈａｔ               ａｒｅ               ｍｏｒｅ               ｒｅｌｅｖａｎｔ.

Ａｎｄ               ｏｆ               ｃｏｕｒｓｅ               ｔｈｅ               ｎｅｘｔ               ａｎｄ               ｏｂｖｉｏｕｓ               ｓｔｅｐ               ｉｓ               ｔｏ               ｍａｋｅ               ｄｅｃｉｓｉｏｎｓ               ｏｎ               ｗｈａｔ               ｗｅ               ｗａｎｔ               ｔｏ               ｓａｌｅ               ａｎｄ               ｗｈａｔ               ｗｅ               ｗａｎｔ               ｔｏ               ｄｅ-ｌｉｓｔ.

               Ｓｏｍｅ               ｍａｙ               ａｒｇｕｅ               ｔｈａｔ               ｔｈｅｙ               ａｌｒｅａｄｙ               ｋｎｏｗ               ｈｏｗ               ｍｕｃｈ               ｔｈｅｙ               ｐｒｏｆｉｔ               ｆｒｏｍ               ａ               ｂｒａｎｄ:               'Ｉ               ｋｎｏｗ               ｍｙ               ｍａｒｇｉｎｓ               ａｓ               Ｉ               ｋｎｏｗ               ｈｏｗ               ｍｕｃｈ               Ｉ               ｐａｙ               ｍｙ               ｓｕｐｐｌｉｅｒｓ               ａｎｄ               ｏｆ               ｃｏｕｒｓｅ               Ｉ               ｋｎｏｗ               ｍｙ               ｐｒｉｃｅ               ｔｏ               ｃｕｓｔｏｍｅｒｓ'.

Ｂｕｔ               Ｉ               ｇｅｔ               ｔｈｅｍ               ｃｏｎｖｉｎｃｅｄ               ｈｏｗ               ｗｒｏｎｇ               ｔｈｅｙ               ａｒｅ               ｗｉｔｈ               ｔｈｉｓ               ｏｎｌｙ               ｑｕｅｓｔｉｏｎ:               Ｄｏ               ｏｕｒ               ｓｈａｒｅｈｏｌｄｅｒｓ               ｒｅｃｅｉｖｅ               ｍａｒｇｉｎｓ               ｏｒ               ｄｏ               ｗｅ               ｎｅｅｄ               ｔｏ               ｓｐｅｎｄ               ｂｅｙｏｎｄ               ｔｈａｔ               ｌｉｎｅ               ｏｆ               ｔｈｅ               Ｐ&Ｌ               ｂｅｆｏｒｅ               ｔｈｅｙ               ｇｅｔ               ｐａｉｄ               ?
               Ｓｔｅｐ               1:               Ｇｅｔ               ｙｏｕｒ               ｂｒａｎｄ               ｐｏｒｔｆｏｌｉｏ               "ｐｒｉｏｒｉｔｉｚｅｄ"               ａｎｄ               ｔｈｉｎｋ               ｉｔ               ｓｔｒａｔｅｇｉｃａｌｌｙ
               Ｔｈｅ               ｆｉｒｓｔ               ｓｔｅｐ               ｏｆ               ｔｈｉｓ               ｍｏｄｅｌ               ｉｓ               ｔｏ               ｂｅ               ｃｌｅａｒ               ｏｆ               ｗｈａｔ               ｉｓ               ｒｅｌｅｖａｎｔ               ａｎｄ               ｗｈａｔ               ｉｓ               ｎｏｔ,               ｂａｓｅｄ               ｏｎ               ｓｔｒａｔｅｇｉｃ               ｒｅａｓｏｎｓ.

Ｔｈｅ               ｐｏｒｔｆｏｌｉｏ               ｏｆ               ｏｕｒ               ｂｒａｎｄｓ               ａｎｄ               ｃａｔｅｇｏｒｉｅｓ               ｓｈｏｕｌｄ               ｂｅ               ｇｒｏｕｐｅｄ               ｉｎｔｏ               ｔｈｒｅｅ               ｍａｉｎ               ｒｏｌｅｓ:               Ｃｏｒｅ               ｂｒａｎｄｓ,               Ｆｌａｎｋｅｒｓ               ａｎｄ               Ｃａｓｈ-Ｃｏｗｓ.

Ｉｎ               ｏｒｄｅｒ               ｔｏ               ａｓｓｕｒｅ               ｌｏｎｇ-ｔｅｒｍ               ｓｕｃｃｅｓｓ               ａｎｄ               ｓｕｓｔａｉｎａｂｉｌｉｔｙ               ｏｆ               ｔｈｅ               ｗａｙ               ｗｅ               ｗｉｌｌ               ｍａｎａｇｅ               ｏｕｒ               ｐｏｒｔｆｏｌｉｏ,               ｉｔ               ｉｓ               ａ               ｍｕｓｔ               ｔｈａｔ               ｔｈｅｓｅ               ｒｏｌｅｓ               ａｒｅ               ａｇｒｅｅｄ               ａｔ               ｔｈｅ               ｈｉｇｈｅｓｔ               ｌｅｖｅｌ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ:               Ｃｌｏｓｅ               ｄｉｓｃｕｓｓｉｏｎ               ａｎｄ               ａｇｒｅｅｍｅｎｔ               ｂｙ               Ｍａｒｋｅｔｉｎｇ,               Ｓａｌｅｓ               ａｎｄ               Ｆｉｎａｎｃｅ               ｄｉｒｅｃｔｏｒｓ.

Ｍｉｓｓｉｎｇ               ｏｎｌｙ               ｏｎｅ               ｏｆ               ｔｈｅｓｅ               ｇｕｙｓ               ｗｉｌｌ               ｍｅａｎ               ｌａｃｋ               ｏｆ               ｃｏｍｍｉｔｍｅｎｔ               ａｔ               ｍａｎａｇｅｍｅｎｔ               /ｌｏｗｅｒ               ｌｅｖｅｌｓ               ａｎｄ               ｔｈｅｒｅｆｏｒｅ               ａ               ｈｉｇｈ               ｒｉｓｋ               ｏｆ               ｆａｉｌ.

               Ｃｏｒｅ               ｂｒａｎｄｓ:               Ａｒｅ               ｔｈｅ               ｆｕｎｄａｍｅｎｔａｌｓ               ｏｆ               ｏｕｒ               ｖａｌｕｅｓ               ａｎｄ               ｏｕｒ               ｓｔｒａｔｅｇｙ,               ａｎｄ               ｗｈｉｃｈ               ｗｅ               ｗａｎｔ               ｔｏ               ｇｒｏｗ               ａｎｄ               ｔｏ               ｇａｉｎ               ｔｈｅ               ｌａｒｇｅｓｔ               ｍａｒｋｅｔ               ｓｈａｒｅ               ｐｏｓｓｉｂｌｅ               ａｎｄ               ｔｈｅｙ               ａｒｅ               ｕｓｕａｌｌｙ               ｔｈｅ               ｈｉｇｈｅｓｔ               ｐｒｏｆｉｔａｂｌｅ               ｂｒａｎｄｓ               ｉｎ               ｏｕｒ               ｐｏｒｔｆｏｌｉｏ.

Ｎｅｖｅｒｔｈｅｌｅｓｓ,               ｔｈｅ               ｓｔｒａｔｅｇｙ               ｃｏｕｌｄ               ａｇｒｅｅ               ｔｈａｔ               ａｔ               ｓｏｍｅ               ｐｏｉｎｔ               ｉｎ               ｔｉｍｅ,               ｅｉｔｈｅｒ               ａｔ               ｔｈｅ               ｂｅｇｉｎｎｉｎｇ               ｏｆ               ｔｈｅｉｒ               ｌｉｖｅｓ               ｏｒ               ａｔ               ａ               ｇｉｖｅｎ               ｍｏｍｅｎｔ,               ｓｏｍｅ               ｏｆ               ｔｈｅ               ｃｏｒｅ               ｂｒａｎｄｓ               ｗｉｌｌ               ｎｏｔ               ｂｅ               ｐｒｏｆｉｔａｂｌｅ               ｄｕｅ               ｔｏ               ｌｏｎｇ-ｔｅｒｍ               ｒｅａｓｏｎｓ               ｌｉｋｅ               ｔｈｅ               ｎｅｅｄ               ｏｆ               ｅｘｔｅｎｓｉｖｅ               ｉｎｎｏｖａｔｉｏｎ               ｉｎｖｅｓｔｍｅｎｔ               ｔｈａｔ               ａｒｅ               ｋｅｙ               ｔｏ               ｔｈｅ               ｓｕｃｃｅｓｓ               ｏｆ               ａ               ｂｒａｎｄ,               ｏｒ               ｐｅｒｈａｐｓ               ａ               ｒｅ-ｌａｕｎｃｈ               ｔｈａｔ               ｗｉｌｌ               ｎｅｅｄ               ｓｉｇｎｉｆｉｃａｎｔ               ａｄｖｅｒｔｉｓｉｎｇ               ａｎｄ               ｐｒｏｍｏｔｉｏｎａｌ               ｃｏｓｔｓ.

Ｂｕｔ               ｏｆ               ｃｏｕｒｓｅ               ｉｔ               ｉｓ               ｏｂｖｉｏｕｓｌｙ               ｅｘｐｅｃｔｅｄ               ｔｈａｔ               ｔｈａｔ               ｉｓ               ａ               ｔｅｍｐｏｒａｒｙ               ｍｏｍｅｎｔ               ｉｎ               ｔｈｅ               ｌｉｆｅ               ｏｆ               ａ               ｃｏｒｅ               ｂｒａｎｄ.

               Ｆｌａｎｋｅｒ               ｂｒａｎｄｓ:               Ｏｎｃｅ               ｗｅ               ｈａｖｅ               ｓｅｔ               ｏｕｔ               ｏｕｒ               ｓｔｒａｔｅｇｉｃ               ｐｏｒｔｆｏｌｉｏ,               ｗｅ               ｎｏｗ               ｎｅｅｄ               ｓｏｍｅｏｎｅ               ｗｈｏ               ｗｉｌｌ               ｂｅ               ｗｉｌｌｉｎｇ               ａｎｄ               ｒｅａｄｙ               ｔｏ               ｄｅｆｅａｔ               ｔｈｅｍ               ｆｒｏｍ               ｃｏｍｐｅｔｉｔｏｒｓ               ｅｎｔｅｒｉｎｇ               ａ               ｓｔｒａｔｅｇｉｃ               ｐｒｉｃｅ-ｒａｎｇｅ,               ａｎｄ               ｔｈｉｓ               ｉｓ               ｔｈｅ               ｒｏｌｅ               ｏｆ               ａ               ｆｌａｎｋｅｒ.

Ｔｈｅｙ               ａｒｅ               ｂｒａｎｄｓ               ｔｈａｔ               ａｒｅ               ａｉｍｅｄ               ｔｏ               ｂｅ               ｌｅｓｓ               ｐｒｏｆｉｔａｂｌｅ               ｔｈａｎ               ｔｈｅ               ｃｏｒｅ               ｂｕｔ               ｐｌａｙ               ａ               ｋｅｙ               ｒｏｌｅ               ｉｎ               ｔｈｅ               ｐｏｒｔｆｏｌｉｏ               ａｎｄ               ｔｈｅｙ               ａｒｅ               ｏｆｔｅｎ               ｏｆ               ｌｏｗｅｒ               ｑｕａｌｉｔｙ               ａｎｄ               ｌｏｗｅｒ               ｐｒｉｃｅｓ               ｔｈａｎ               ｔｈｅ               ｃｏｒｅ               ａｎｄ               ｄｅｓｔｉｎｅｄ               ｔｏ               ｐｌａｙ               ｃｌｅａｒ               ｒｏｌｅｓ               ｖｅｒｓｕｓ               ｓｐｅｃｉｆｉｃ               ｃｏｍｐｅｔｉｔｏｒｓ               ｉｎ               ｓｐｅｃｉｆｉｃ               ｃａｔｅｇｏｒｉｅｓ               ｉｎ               ｃｌｅａｒ               ｇｅｏｇｒａｐｈｉｅｓ               ａｎｄ               ｍａｒｋｅｔｓ.

Ｔｏ               ｌｅａｒｎ               ｍｏｒｅ               ａｂｏｕｔ               ｔｈｉｓ               ｔｏｐｉｃ               ａｎｄ               ｔｏ               ｇａｔｈｅｒ               ｓｏｍｅ               ｇｏｏｄ               ｅｘａｍｐｌｅｓ,               Ｉ               ｒｅｃｏｍｍｅｎｄ               ａ               ｓｔｕｄｙ               ｐｕｂｌｉｓｈｅｄ               ｂｙ               Ｉｏｗａ               Ｓｔａｔｅ               Ｕｎｉｖｅｒｓｉｔｙ               ｉｎ               2010               (ｓｅｅ               ｌｉｎｋ               ｂｅｌｏｗ)               ｂｙ               Ｎａｎｃｙ               Ｇｉｄｄｅｎｓ               ａｎｄ               Ａｍａｎｄａ               Ｈｏｆｍａｎｎ.

               Ｃａｓｈ-ｃｏｗｓ:               Ａ               ｔｈｉｒｄ               ｇｒｏｕｐ               ｏｆ               ｂｒａｎｄｓ               ａｒｅ               ｔｈｏｓｅ               ｔｈａｔ               ｄｏｎ'ｔ               ｆａｌｌ               ｉｎｔｏ               ａｎｙ               ｏｆ               ｔｈｅ               ｏｔｈｅｒ               ｔｗｏ               ｇｒｏｕｐｓ,               ｂｕｔ               ｗｅ               ｗａｎｔ               ｔｏ               ｍａｉｎｔａｉｎ               ａｓ               ｔｈｅｙ               ｂｒｉｎｇ               ｓｏｍｅ               ｓｏｒｔ               ｏｆ               'ｓｕｐｐｌｅｍｅｎｔ'               ｔｏ               ｓｏｍｅ               ｃａｔｅｇｏｒｉｅｓ               ｏｒ               ｔｈｅｙ               ｍａｙ               ｂｅ               ａ               ｋｅｙ               ｔｏ               ｅｎｔｅｒ               ｓｏｍｅ               ｍａｒｋｅｔｓ               ａｎｄ               ｃｕｓｔｏｍｅｒｓ               ｗｉｔｈ               ｏｔｈｅｒ               ｃｏｒｅ               ｂｒａｎｄｓ.

Ｉｔ               ｉｓ               ｃｌｅａｒ               ｆｏｒ               ｕｓ               ｔｈａｔ               ａｌｌ               ｗｅ               ｗａｎｔ               ｉｓ               ｔｏ               ｇｅｔ               ｆｒｏｍ               ｔｈｅｓｅ               ｂｒａｎｄｓ               ａｓ               ｍｕｃｈ               ｃａｓｈ               ａｓ               ｐｏｓｓｉｂｌｅ;               ｓｏ               ｔｈｅｓｅ               ｂｒａｎｄｓ               ａｒｅ               ｐｒｏｆｉｔａｂｌｅ               ａｓ               ｌｏｎｇ               ａｓ               ｗｅ               ｄｏｎ'ｔ               ｉｎｖｅｓｔ               ｓｉｇｎｉｆｉｃａｎｔｌｙ               ｉｎ               ａｄ               ａｎｄ               ｐｒｏｍｏ.

Ｔｈｉｓ               ｓｈｏｕｌｄ               ｂｅ               ｔｈｅ               ｌａｓｔ               ｃａｔｅｇｏｒｙ               ａｎｄ               Ｉ               ｗｏｕｌｄ               ｅｘｐｅｃｔ               ｔｈｅｒｅ               ｂｅ               ｎｏ               ｂｒａｎｄｓ               ｗｉｔｈｏｕｔ               ａ               ｃａｔｅｇｏｒｙ               ｏｆ               ｔｈｅｓｅ               ｔｈｒｅｅ:               Ｔｈｅ               ｒｏｌｅ               ｈａｓ               ｔｏ               ｂｅ               ｃｌｅａｒ,               ｏｔｈｅｒｗｉｓｅ               ｔｈｅｒｅ               ｉｓ               ｎｏ               ｒｅａｓｏｎ               ｆｏｒ               ａ               ｂｒａｎｄ               ｔｏ               ｅｘｉｓｔ.
               Ｉｆ               ｙｏｕ'ｒｅ               ａｓｋｉｎｇ               ｙｏｕｒｓｅｌｆ               ｗｈａｔ               ｔｈｉｓ               ｓｅｃｔｉｏｎ               ｉｓ               ｆｏｒ               ａｓ               ｗｅ               ａｒｅ               ｔｏ               ｂｕｉｌｄ               ｆｉｎａｎｃｉａｌ               ｎｕｍｂｅｒｓ,               ｍｙ               ａｎｓｗｅｒ               ｉｓ               ｔｈａｔ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅ               ａｂｌｅ               ｔｏ               ｓｅｔ               ｓｏｌｉｄ               ａｎｄ               ｌｏｇｉｃａｌ               ｆｉｎａｎｃｉａｌ               ｇｏａｌｓ               ｆｏｒ               ｏｕｒ               ｂｒａｎｄｓ               ｗｅ               ｍｕｓｔ               ｕｎｄｅｒｓｔａｎｄ               ｗｈａｔ               ｔｈｅｉｒ               ｒｏｌｅ               ｉｎ               ｔｈｅ               ｓｔｒａｔｅｇｙ               ａｎｄ               ｔｈｅ               ｐｏｒｔｆｏｌｉｏ               ｉｓ               ａｎｄ               ｔｈａｔ               ｉｓ               ｊｕｓｔ               ｗｈａｔ               ｗｅ               ｄｏ               ｗｈｅｎ               ｗｅ               ｐｅｒｆｏｒｍ               ｔｈｅ               ｓｔｅｐ               #               1.

Ｂｕｔ               ｂｅｙｏｎｄ               ｎｕｍｂｅｒｓ               ａｎｄ               ａｎａｌｙｓｉｓ,               ｔｈｉｓ               ｉｓ               ｉｎ               ｉｔｓｅｌｆ               ａ               ｇｏｏｄ               ｅｘｅｒｃｉｓｅ               ｔｏ               ｇｅｔ               ｆｉｎａｎｃｅ               ｐｅｏｐｌｅ               ｉｎｖｏｌｖｅｄ               ｃｌｏｓｅｒ               ｔｏ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ａｎｄ               ｔｈｕｓ               ｇｅｔ               ｔｈｅｍ               ｐｒｅｐａｒｅｄ               ｔｏ               ａｃｃｏｍｐａｎｙ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｉｎ               ｔｈｅ               ｊｏｕｒｎｅｙ               ｔｏ               ｓｕｃｃｅｓｓ.
               Ｓｔｅｐ               2:               Ｌｉｓｔ               ａｌｌ               ｅｘｐｅｎｓｅｓ               ａｎｄ               ｃｏｓｔ               ｔｈａｔ               ａｒｅ               ｎｏｔ-ｂｒａｎｄ-ｄｉｒｅｃｔ
               Ｏｎｃｅ               ｙｏｕｒ               ｐｏｒｔｆｏｌｉｏ               ｉｓ               ｃｌｅａｒｌｙ               ｓｅｔ               ａｎｄ               ａｇｒｅｅｄ               ａｔ               ｔｈｅ               3               ｐａｒｔｉｅｓ               ｌｅｖｅｌ               Ｉ               ｈａｖｅ               ｒｅｃｏｍｍｅｎｄｅｄ               ａｂｏｖｅ,               ｔｈｅｎ               ｉｔ'ｓ               ｔｉｍｅ               ｔｏ               ｌｉｓｔ               ａｌｌ               ｔｈｏｓｅ               ｅｘｐｅｎｓｅｓ               ｔｈａｔ               ｏｒｄｉｎａｒｉｌｙ               ａｒｅ               ｎｏｔ               ｓｐｅｃｉｆｉｃ               ｔｏ               ａ               ｂｒａｎｄ.

Ｔｈｅｓｅ               ｅｘｐｅｎｓｅｓ               ａｒｅ,               ａｓ               Ｉ               ｍｅｎｔｉｏｎｅｄ               ｂｅｆｏｒｅ,               ｔｙｐｉｃａｌｌｙ               ｒｅｌａｔｅｄ               ｔｏ               ｌｏｇｉｓｔｉｃｓ,               ｄｉｓｔｒｉｂｕｔｉｏｎ,               ｃｕｓｔｏｍｅｒ               ｓｅｒｖｉｃｅ               ａｎｄ               ｐｏｓｔ-ｓａｌｅ,               ａｎｄ               ａｄｍｉｎｉｓｔｒａｔｉｖｅ               ｂｕｔ               ｔｈｅｒｅ               ｃｏｕｌｄ               ｂｅ               ｍｏｒｅ               ｓｏ               ｙｏｕｒ               ｆｉｎａｎｃｅ               /ａｃｃｏｕｎｔｉｎｇ               ｔｅａｍ               ｃａｎ               ｂｅ               ｏｆ               ｇｒｅａｔ               ｈｅｌｐ               ｈｅｒｅ.

Ａｇａｉｎ,               ｆｉｎａｎｃｅ               /ａｃｃｏｕｎｔｉｎｇ               ｐｅｏｐｌｅ               ｃａｎ               ｇｉｖｅ               ａ               ｈａｎｄ               ｏｎ               ｔｈｉｓ.
               Ｓｔｅｐ               3:               Ａｇｒｅｅ               ｈｏｗ               ｗｉｌｌ               ｙｏｕ               "ｃｈａｒｇｅ"               ｙｏｕｒ               ｂｒａｎｄｓ               (ｃｒｉｔｅｒｉａ)
               Ａｎｏｔｈｅｒ               ｋｅｙ               ｃｏｍｐｏｎｅｎｔ               ｏｆ               ｔｈｉｓ               ｍｏｄｅｌ,               ｉｓ               ｔｏ               ａｇｒｅｅ               ｔｈｅ               ｓｏ-ｃａｌｌｅｄ               'Ａｌｌｏｃａｔｉｏｎ               Ｒｕｌｅｓ',               ｗｈｉｃｈ               ｍｅａｎｓ               ａ               ｃｒｉｔｅｒｉａ               ｏｎ               ｗｈｉｃｈ               ｗｅ               ｗｉｌｌ               ｂａｓｅ               ｔｏ               'ｃｈａｒｇｅ'               ｔｈｅ               ｃｏｓｔ               ｏｒ               ｅｘｐｅｎｓｅ               ｔｏ               ｅａｃｈ               ｏｆ               ｏｕｒ               ｂｒａｎｄｓ               ｉｎ               ｔｈｅ               ｐｏｒｔｆｏｌｉｏ.

Ｔｈｅ               ｃｒｉｔｅｒｉａ               ｃａｎ               ｂｅ               ｓｅｔ               ｏｎ               ａ               ｗｉｄｅ               ｒａｎｇｅ               ｏｆ               ａｌｔｅｒｎａｔｉｖｅｓ               ａｎｄ               ｔｈｅｙ               ｗｉｌｌ               ｄｅｐｅｎｄ               ｏｎ               ｔｈｅ               ｔｙｐｅ               ｏｆ               ｂｕｓｉｎｅｓｓ               ｗｅ               ａｒｅ               ｉｎ               ｂｕｔ               ｙｏｕ               ｃａｎ               ｐｉｃｋ               ｓｏｍｅ               ｏｆ               ｔｈｅｓｅ               ｅｘａｍｐｌｅｓ:
               -               Ｓａｌｅｓ               ｖｏｌｕｍｅ:               ｅｉｔｈｅｒ               $               ｏｒ               ｔｏｎｓ,               ｕｎｉｔｓ,               ｐａｌｌｅｔｓ,               ｔｈｏｕｓａｎｄｓ               ｏｆ               ｃａｎｓ,               ｅｔｃ.

               -               %               ｏｆ               ｔｉｍｅ               ｔｈａｔ               ａ               ｃｅｒｔａｉｎ               ａｒｅａ               ｕｓｕａｌｌｙ               ｒｅｎｄｅｒｓ               ｔｏ               ａ               ｂｒａｎｄ               ｏｒ               ｃａｔｅｇｏｒｙ               (ｏｒ               ｔｏ               ａ               ｃｕｓｔｏｍｅｒ               ｏｒ               ｇｒｏｕｐ               ｏｆ               ｃｕｓｔｏｍｅｒｓ               ｗｈｏ               ｄｉｓｔｒｉｂｕｔｅ               ｏｕｒ               ｂｒａｎｄｓ),               ａｃｃｏｒｄｉｎｇ               ｔｏ               ｒｅｃｏｒｄｓ               ａ               ｇｉｖｅｎ               ａｒｅａ               ｋｅｅｐｓ
               Ａ               ｇｏｏｄ               ｐｒａｃｔｉｃｅ               ｉｓ               ｔｏ               ｍａｋｅ               ａ               ｆｉｎａｌ               ｃｈｅｃｋ               ｔｈａｔ               ｙｏｕ               ｈａｖｅ               ｔａｋｅｎ               ａｌｌ               ｙｏｕｒ               ＣＯＧＳ               (ｃｏｓｔ-ｏｆ-ｇｏｏｄｓ-ｓｏｌｄ)               ａｎｄ               ＳＧ&Ａ               (ｓａｌｅｓ-ｇｅｎｅｒａｌ-ａｄｍｉｎｉｓｔｒａｔｉｖｅ               ｅｘｐｅｎｓｅｓ)               ｖｅｒｓｕｓ               ｗｈａｔ               ｙｏｕ               ｕｓｕａｌｌｙ               ｈａｖｅ               ｒｅｐｏｒｔｅｄ               ｉｎ               ｙｏｕｒ               ｔｏｔａｌ               ｂｕｓｉｎｅｓｓ               Ｐ&Ｌ.

               Ｂｅ               ｃａｒｅｆｕｌ               ｔｏ               ｃｏｎｓｉｄｅｒ               ｅｘｐｅｎｓｅｓ               ｔｈａｔ               ａｒｅ               ｉｎｄｉｒｅｃｔ               ａｌｔｈｏｕｇｈ               ｔｈｅｙ               ａｒｅ               ｎｏｔ               ｃｅｎｔｒａｌｌｙ               ｉｎｃｕｒｒｅｄ,               ｅ.ｇ.

ｒｅｇｉｏｎａｌ               ｕｎｉｔｓ               ｌｏｃａｔｅｄ               ｏｕｔｓｉｄｅ               ｔｈｅ               ｈｅａｄｑｕａｒｔｅｒ               ｃｏｕｎｔｒｙ               ｏｒ               ｓｔａｔｅ.
               Ｓｔｅｐ               4:               Ｔｉｍｉｎｇ               ａｎｄ               Ｒｅｐｏｒｔｉｎｇ               ｒｕｌｅｓ
               Ｎｏｗ               ｉｔ'ｓ               ｔｉｍｅ               ｔｏ               ａｇｒｅｅ               ｔｈｅ               'ｖｉｅｗｓ'               ｗｅ               ｗｉｌｌ               ｇｉｖｅ               ｔｏ               ｔｈｅ               ａｎａｌｙｓｉｓ               ｂｙ               ａｎｓｗｅｒｉｎｇ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｑｕｅｓｔｉｏｎｓ:
               -               Ｄｏ               ｗｅ               ｗａｎｔ               ｔｏ               ｃｏｍｐａｒｅ               ｖｅｒｓｕｓ               ｐｒｉｏｒ               ｙｅａｒ               ?

               -               Ｄｏ               ｗｅ               ｎｅｅｄ               ｔｏ               ｃｏｍｐａｒｅ               ｔｏ               ｏｕｒ               ｂｕｄｇｅｔ               ?

(Ｉ               ａｓｓｕｍｅ               ｙｏｕ               ｋｎｏｗ               ｈｏｗ               ｉｍｐｏｒｔａｎｔ               ｐｌａｎｎｉｎｇ               ａｎｄ               ｂｕｄｇｅｔｉｎｇ               ｉｓ               ｆｏｒ               ｔｈｅ               ｂｕｓｉｎｅｓｓ).

Ｂｅａｒ               ｉｎ               ｍｉｎｄ               ｗｈａｔ               ｃｏｕｌｄ               ｂｅ               ｏｂｖｉｏｕｓ:               Ｓｈｏｕｌｄ               ｙｏｕ               ｗａｎｔ               ｔｏ               ｃｏｍｐａｒｅ               ｔｏ               ａ               ｂｕｄｇｅｔ,               ｔｈｅｎ               ｙｏｕ               ｎｅｅｄ               ｔｏ               ｈａｖｅ               ａ               ｂｕｄｇｅｔ               ｔｈａｔ               ｃｏｍｐｌｉｅｓ               ｗｉｔｈ               ｔｈｉｓ               ｒｅｑｕｅｓｔ,               ｔｈａｔ               ｉｓ,               ｓｔｒｕｃｔｕｒｅｄ               ａｎｄ               ｏｒｇａｎｉｚｅｄ               ｏｎ               ａ               Ｐ&Ｌ               ｐｅｒ-ｂｒａｎｄ               ｂａｓｉｓ.

Ｆｏｒ               ｓｔａｒｔｅｒｓ,               Ｉ               ｗｏｕｌｄ               ｓｕｇｇｅｓｔ               ｔｏ               ｓｅｅ               ｏｎｌｙ               ａｃｔｕａｌｓ               ｖｅｒｓｕｓ               ｐｒｉｏｒ               ｙｅａｒ               ａｎｄ               ｌｅｔ               ｔｈｅ               ｂｕｄｇｅｔ               ｆｏｒ               ａ               2ｎｄ               ｌｅｖｅｌ               ｏｎｃｅ               ｙｏｕ               ａｎｄ               ｙｏｕｒ               ｍａｎａｇｅｍｅｎｔ               ｔｅａｍ               ｈａｓ               ａｄａｐｔｅｄ               ｔｈｅｍｓｅｌｖｅｓ               ｔｏ               ｔｈｅ               ｎｅｗ               ｗａｙ               ｏｆ               ｍｅａｓｕｒｉｎｇ               ｔｈｅ               ｂｕｓｉｎｅｓｓ.

               -               Ｄｏ               ｗｅ               ｗａｎｔ               ｔｏ               ｓｅｅ               ａｌｌ               ｏｕｒ               ｂｒａｎｄｓ               ｏｒ               ｏｎｌｙ               ｔｈｅ               ｃｏｒｅ               ａｎｄ               ｔｈｅ               ｆｌａｎｋｅｒｓ               ?

               -               Ｗｈｏ               ａｒｅ               ｔｈｅ               ｍａｉｎ               ｄｅｓｔｉｎａｔｉｏｎｓ               ?

Ｗｉｌｌ               ｗｅ               ｓｈａｒｅ               ｔｈｉｓ               ｓｔｒａｔｅｇｉｃ               ａｎｄ               ｓｅｎｓｉｔｉｖｅ               ｉｎｆｏ               ｗｉｔｈ               ａｌｌ               ａｒｏｕｎｄ               ?
               Ｉｎ               ｔｈｅ               ｅｖｅｎｔ               ｔｈａｔ               ｙｏｕｒ               ｂｕｓｉｎｅｓｓ               ｈａｓ               ｏｐｅｒａｔｉｏｎｓ               ｉｎ               ｓｅｖｅｒａｌ               ｓｔａｔｅｓ               ｏｒ               ｃｏｕｎｔｒｉｅｓ,               ｙｏｕ               ｍａｙ               ｃｏｎｓｉｄｅｒ               ｓｐｌｉｔｔｉｎｇ               ｔｈｅ               ａｎａｌｙｓｉｓ               ａｃｃｏｒｄｉｎｇ               ｔｏ               ｔｈｅｓｅ               ｎｅｅｄｓ               ｂｕｔ               ｔｈａｔ               ｗｉｌｌ               ｏｆ               ｃｏｕｒｓｅ               ａｄｄ               ｃｏｍｐｌｅｘｉｔｙ               ｏｎ               ｃａｌｃｕｌａｔｉｏｎｓ               ａｎｄ               ｒｅｐｏｒｔｉｎｇ               ｓｏ               ｙｏｕ               ｍａｙ               ｗａｎｔ               ｔｏ               ｌｅａｖｅ               ｔｈｉｓ               ａｃｔｉｏｎ               ｆｏｒ               ａ               ｓｅｃｏｎｄ               ｓｔａｇｅ               ｏｆ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ.

               Ａｎｏｔｈｅｒ               ｋｅｙ               ｐｏｉｎｔ               ｔｏ               ｃｏｎｓｉｄｅｒ               ｉｓ               ｔｏ               ｈａｖｅ               ｓｏｍｅｏｎｅ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｔｈｉｓ               ａｎａｌｙｓｉｓ               ｗｈｏ               ｗｉｌｌ               ａｌｓｏ               ｐｌａｙ               ａ               ｒｏｌｅ               ｏｆ               ｐａｒｔｎｅｒｉｎｇ               ｔｏ               Ｍａｒｋｅｔｉｎｇ               ａｎｄ               Ｓａｌｅｓ               ｄｅｐａｒｔｍｅｎｔｓ               ｓｏ               ｔｈａｔ               ｔｈｅｙ               ｕｎｄｅｒｓｔａｎｄ               ａｎｄ               ｌｅａｒｎ               ｈｏｗ               ｔｏ               ｒｅａｄ               ｔｈｅ               ｆｉｇｕｒｅｓ,               ｒｅｉｎｆｏｒｃｅ               ｔｈｅ               'ａｌｌｏｃａｔｉｏｎ               ｒｕｌｅｓ'               ａｓ               ｗｅｌｌ               ａｓ               ｐｒｏｖｉｄｉｎｇ               ｔｈｅｍ               ｓｕｐｐｌｅｍｅｎｔａｒｙ               /ａｄｄｉｔｉｏｎａｌ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｏ               ｅｘｐｌａｉｎ               ｗｈａｔ               ｉｓ               ｉｍｐａｃｔｉｎｇ               ｅｉｔｈｅｒ               ｐｏｓｉｔｉｖｅｌｙ               ｏｒ               ｎｅｇａｔｉｖｅｌｙ               ｔｈｅ               ｏｖｅｒａｌｌ               ｒｅｓｕｌｔｓ               ｏｆ               ａ               ｂｒａｎｄ               ｏｒ               ｃａｔｅｇｏｒｙ.

Ｗｈｅｎ               ｉｔ               ｃｏｍｅｓ               ｔｏ               ｆｉｎａｎｃｅ,               ｔｈｅ               ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ               ｉｓ               ｔｏ               ｔｉｍｅｌｙ               ｐｒｏｖｉｄｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｏｔｈｅｒｓ               ｆｉｎｄ               ａｃｃｕｒａｔｅ               ａｎｄ               ｕｓｅｆｕｌ               ｔｏ               ｍａｋｅ               ｄｅｃｉｓｉｏｎｓ.
               Ｓｔｅｐ               5:               Ａｃｔｉｏｎ               ａｎｄ               ｇｅｔ               ｔｈｅ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               !

               Ｉｔ               ｗｉｌｌ               ｂｅ               ｕｓｅｌｅｓｓ               ａｌｌ               ｔｈｅ               ｅｆｆｏｒｔ               ｗｅ               ｗｉｌｌ               ｐｕｔ               ｉｎｔｏ               ｓｅｔｔｉｎｇ               ｕｐ               ｔｈｅ               ｍｏｄｅｌ               ｉｆ               ｗｅ               ｄｏｎ'ｔ               ｆｏｌｌｏｗ               ｕｐ               ｏｒ               ｗｅ               ｄｏｎ'ｔ               ｕｓｅ               ａｌｌ               ｔｈｉｓ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｏ               ｍａｋｅ               ｄｅｃｉｓｉｏｎｓ.

Ｓｏ               ｂｅａｒ               ｉｎ               ｍｉｎｄ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｒｅｃｏｍｍｅｎｄａｔｉｏｎｓ:
               -               Ｓｅｔ               ｕｐ               ａ               ｐｅｒｉｏｄ               ａｎｄ               ｄａｔｅ               ｔｏ               ｒｅｐｏｒｔ               ａｎｄ               ｄｉｓｃｕｓｓ               ａｔ               ａｐｐｒｏｐｒｉａｔｅ               ｌｅｖｅｌ.

Ｑｕａｒｔｅｒｌｙ               ｒｏｕｎｄｓ               ａｒｅ               ｕｓｕａｌｌｙ               ｅｆｆｅｃｔｉｖｅ
               -               Ｆｏｒ               ｅｖｅｒｙ               ｒｏｕｎｄ               ｔｈｅｒｅ               ｓｈｏｕｌｄ               ｂｅ               ｓｐｅｃｉｆｉｃ               ａｃｔｉｏｎｓ               ａｇｒｅｅｄ:               Ｓｏｍｅ               ｅｘａｍｐｌｅｓ               ｏｆ               ａｃｔｉｏｎｓ               ｃａｎ               ｂｅ:               Ａ               ｂｒａｎｄ               ｍａｎａｇｅｒ               ｗｉｌｌ               ｅｘｐｌｏｒｅ               /ａｎａｌｙｚｅ               ｔｈｅ               ｖｏｌｕｍｅ               ｍｉｘ               ｐｅｒ               ＳＫＵ               ｏｎ               ｈｉｓ               /ｈｅｒ               ｂｒａｎｄ               ｗｈｉｃｈ               ｉｓ               ａｆｆｅｃｔｉｎｇ               ｔｈｅ               ｏｖｅｒａｌｌ               ｂｒａｎｄ               ｒｅｖｅｎｕｅｓ               ｓｏ               ｔｈａｔ               ｈｅ               ｗｉｌｌ               ｉｄｅｎｔｉｆｙ               ｗｈａｔ               ｔｏ               ｄｅ-ｌｉｓｔ               ａｎｄ               ｗｈｅｒｅ               ｔｏ               ｒａｉｓｅ               ｐｒｉｃｅｓ.

Ｌｏｇｉｓｔｉｃｓ               ｗｉｌｌ               ｐｒｏｐｏｓｅ               ｓｏｍｅ               ａｃｔｉｏｎｓ               ｔｏ               ｒｅｄｕｃｅ               ｓｈｉｐｐｉｎｇ               ｃｏｓｔ               ｐｅｒ               ｔｏｎ               ｏｎ               ａ               ｂｒａｎｄ               ｔｈａｔ               ｈａｓ               ｂｅｅｎ               ａｆｆｅｃｔｅｄ               ｂｙ               ｈｉｇｈ               ｃｏｓｔ               ｏｆ               ｔｒａｎｓｐｏｒｔａｔｉｏｎ.
               Ｓｏｍｅ               ｇｏｏｄ               ｐｒａｃｔｉｃｅｓ               Ｉ               ｈａｖｅ               ｓｅｅｎ               ｗｈｅｎ               ｉｍｐｌｅｍｅｎｔｉｎｇ               ａ               ｐｒｏｆｉｔ               ｐｅｒ               ｂｒａｎｄ               ｍｏｄｅｌ:
               -               Ｔｏｐ               ｍａｎａｇｅｍｅｎｔ               ｉｓ               ｃｏｍｍｉｔｔｅｄ               ａｎｄ               ｅｎｇａｇｅｄ               ｗｉｔｈ               ｔｈｅ               ｎｅｗ               ｂｒａｎｄ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｓｃｈｅｍｅ.

Ｔｈｅｙ               ｐｕｂｌｉｃｌｙ               ｒｅｉｎｆｏｒｃｅ               ｔｈｅ               ｎｅｅｄ               ｏｆ               ｍｅａｓｕｒｉｎｇ               ｐｅｒｆｏｒｍａｎｃｅ               ａｔ               ｔｈｉｓ               ｌｅｖｅｌ               ｏｎ               ｇｒｏｕｐ               ｍｅｅｔｉｎｇｓ               ａｎｄ               ｋｅｙ               ｃｏｍｐａｎｙ               ｅｖｅｎｔｓ
               -               Ｍａｒｋｅｔｉｎｇ               ｍａｎａｇｅｒｓ               ａｒｅ               ｈｅｌｄ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｔｈｅ               ｆｕｌｌ               Ｐ&Ｌ,               ｆｒｏｍ               ｒｅｖｅｎｕｅｓ               ｔｏ               ＥＢＩＴＤＡ.

Ｔｈｅｙ               ｗｉｌｌ               ｐｒｅｓｅｎｔ               ｑｕａｒｔｅｒｌｙ               ｒｅｓｕｌｔｓ               ｔｏ               ｔｈｅ               Ｂｏａｒｄ               ａｎｄ               ｔｈｅｉｒ               ｂｒａｎｄｓ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｉｓ               ｊｕｓｔ               ａ               ｖｉｅｗ               ｏｆ               ｔｈｅｉｒ               ｏｖｅｒａｌｌ               ｐｅｒｓｏｎａｌ               ｐｅｒｆｏｒｍａｎｃｅ
               -               Ｗｈｅｎ               ｌａｕｎｃｈｉｎｇ               ａ               ｎｅｗ               ｂｒａｎｄ               ｏｒ               ｃａｔｅｇｏｒｙ,               Ｐ&Ｌ               ｐｅｒ               ｂｒａｎｄ               ｉｓ               ａ               ｃｒｉｔｉｃａｌ               ｐａｒｔ               ｏｆ               ｔｈｅ               'ｇｏ'               ｒｅｑｕｉｒｅｍｅｎｔｓ               ａｎｄ               ｃｈｅｃｋ               ｌｉｓｔ
               -               Ａｇｒｅｅ               ａ               ｌｉｎｋ               ｂｅｔｗｅｅｎ               ｍａｎａｇｅｍｅｎｔ               ｐａｙ               ａｎｄ               ｂｒａｎｄ               ｐｒｏｆｉｔａｂｉｌｉｔｙ               ｏｂｊｅｃｔｉｖｅｓ.

Ｃｌｅａｒ               ｇｏａｌｓ               ｏｆ               ｐｒｏｆｉｔ               ｐｅｒ               ｂｒａｎｄ
               -               Ｂｅｎｃｈｍａｒｋｉｎｇ               ｙｏｕｒ               ｎｕｍｂｅｒｓ               ｖｅｒｓｕｓ               ｙｏｕｒ               ｐｅｅｒｓ,               ａｔ               ｔｈｅ               ａｖａｉｌａｂｌｅ               ｌｅｖｅｌ
               -               Ｓｅｔ               ｇｏａｌｓ               ｔｏ               ｉｍｐｒｏｖｅ               ｙｏｕｒ               ｌａｓｔ               ｙｅａｒ               ｉｎ               ａ               ｓｐｅｃｉｆｉｃ               ｔａｒｇｅｔ               (ｘ%)               ｆｏｒ               ｃｕｒｒｅｎｔ               ｙｅａｒ               ａｎｄ               ｎｅｘｔ               3-5               ｙｅａｒｓ
               -               Ｅｓｔａｂｌｉｓｈ               'ｓｔｏｐ-ｌｏｓｓ'               ｌｉｍｉｔｓ               ｆｏｒ               ａ               ｂｒａｎｄ               ｏｒ               ｃａｔｅｇｏｒｙ.

Ｔｈｉｓ               ｓｈｏｕｌｄ               ｌｅａｄ               ｔｏ               ｈａｒｄ               ｄｅｃｉｓｉｏｎｓ               ｏｎ               ａ               ｌｏｗ-ｐｅｒｆｏｒｍｅｒ
               -               Ｒｅｌｅｖａｎｃｅ               ｔｏ               ｔｈｅ               ｍｏｄｅｌ               ｉｓ               ｐａｒａｍｏｕｎｔ               ａｎｄ               ｗｅ               ｉｎｖｅｓｔ               ｉｎ               ＩＴ               ｃａｐａｂｉｌｉｔｉｅｓ               ｔｏ               ｅｘｐａｎｄ               ａｎｄ               ｉｍｐｒｏｖｅ               ｔｈｅ               Ｐ&Ｌ               ｐｅｒ               ｂｒａｎｄ               ｓｔｒｕｃｔｕｒｅ
               -               Ｔｈｅ               ｓｔａｔｅ-ｏｆ-ｔｈｅ-ａｒｔ               ｍｏｄｅｌｓ               ａｒｅ               ｂａｓｅｄ               ｏｎ               ａｎ               ａｐｐｒｏｐｒｉａｔｅ               ＥＲＰ               (ｔｒａｎｓａｃｔｉｏｎａｌ               ｓｙｓｔｅｍ)               ａｎｄ               ｃｏｓｔ               ａｎｄ               ｂｅｎｅｆｉｔ               ｃｅｎｔｅｒｓ               ｃｏｄｉｎｇ               ｓｔｒｕｃｔｕｒｅｓ

               Ｈｏｐｅ               ｔｈｉｓ               ｔｏｏｌ               ｈｅｌｐｓ               ｔｏ               ｉｍｐｒｏｖｅ               ｙｏｕｒ               ｂｕｓｉｎｅｓｓ.

Ｙｏｕｒ               ｃｏｍｍｅｎｔｓ               ａｒｅ               ｈｉｇｈｌｙ               ａｐｐｒｅｃｉａｔｅｄ               ａｔ               ｍｑｕｉｔｅｎｏ@ｙａｈｏｏ.ｃｏｍ

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About 'erp accounting systems'|Example of Integration of Microsoft CRM with ERP system (Dynamic C5)

About 'erp accounting systems'|Example of Integration of Microsoft CRM with ERP system (Dynamic C5)

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