Profits and growth

Improvement in business performance is essential for growth and profit, but the ISO/TS 16949 requirements are not concerned with your growth and profits they are concerned with product quality, and one definition of product quality that signals improvement potential is freedom from defects . Achieving quality become a quest to eliminate defects and in so doing reduces variation in the operational processes, but even when there are no defectives, there will still be variation. One might well question the need to reduce variation when there are no defectives but by reducing variation you will have fewer breakdowns, fewer errors, less space allocated to inventory, less waste, etc. in fact fewer problems and increased profit as a result. 

I Linking customer management efforts to growth and profitability... 

Whereas gasoline is sold at large volume and low cost per pound, the ink for inkjet printers is sold in small volume at high cost per pound. It is a relatively new product that is riding on the crest of the information revolution, with great potential for growth and profit. Let us consider the marketing information needed in preparation for the introduction of a new product. 

C. Market target segment, growth and profit, pricing, plans to expand or change... 

Setting demanding growth and profit targets based on a simple set of easy-to-understand performance metrics and financial transparency for each business. 

One point of conflict is in the term "wide sales." The major factor limiting an instrument company s growth and profit potential is its development and engineering capacity. Within our own definitions, we aim to get 5 of profit before taxes for each instrument engineering dollar spent.. .. In general we cannot do a profitable business making instruments for only one company s needs, because the number would be too small to warrant the development expense, (p. 31A)... 

The fading glamor of the chemical industry in the eyes of security analysts and investors in recent years is not without some justification but as is frequently the case the dimming process has extended too far and has become too all-inclusive, obscuring the big growth and profit potentials of some producers. 

Strategic. Essentially buyer and seller reside in each other s worlds, and the game is not zero-sum that is, both sides must see demonstrable growth and profit. 

The engineering thermoplastics should reach 2,000 million lb in sales by 1988 and will provide an important part of the economic growth of the plastic industry because they are able to compete with metals better than the commodity plastics. Growth and profitability for engineering plastics will continue to be above that of the commodity plastics despite increasing entries. 

We look forward to the competitive 1960 s as a golden opportunity for chemical manufacturers and food processors alike to make valuable contributions both to the public welfare and to their company s growth and profits. The realization of these opportunities depends in no small measure on the continuing and close cooperation among all of us responsible, either directly or indirectly for the nation s food supply, the food industry, the chemical manufacturing industries, and the Government, on both federal and state levels. 

Loyalty as we conceive it is critically important as a measure of value creation and as a source of growth and profit [p. ix],... 

Another reality in Cavinto s spectrum is that, while supply chains can be a source of operating efficiencies and competitive advantage, the lack of effective supply chains will hold a company back. That is, the lack of a formal supply chain design can be dysfunctional when it comes to reaching goals for growth and profits. We will also build the dysfunctional level into our maturity model because we have observed it often. 

The primary antecedent of trust is customer loyalty, which has well been discussed in the literature as a driver of long term profitability and growth (Reicheld, 1996 Heskett et al., 1997). Today, the exploration of the construct in e-banking, including its drivers and antecedents, and its various sub-dimensions (i.e. attitudinal and behavioral loyalty) is at best in its infancy. Despite, however, the dearth of relevant literature specific to c-banking, -loyalty is considered by both academics and practitioners as the most important driver of long term growth and profitability (Reichheld and Schefter, 2000). 

In the meantime, the divisions finances seemed to be stabilizing. Results for 1971-72 showed a profit of 101,000 - only 1 per cent of the 10.18 million in revenue, but far better than the 429,000 loss of the previous year. This was a considerable accomplishment, given that revenue had increased by only 254,000. Errington believed that the worst was over and forecast a return to growth and profits by the mid-1970s, ... 

CPD took the diversification initiated with TRIUMF a step further in 1978, when it decided to move into production of radiopharmaceuticals (known as labelled or ta ed isotopes in the early days of CPD). For years CPD had supphed bulk isotopes to pharmaceutical companies. Now it decided that processing radioisotopes into compounds ready for medical use oflFered an opportunity for growth and profit that it could no longer ignore. The production of radiopharmaceuticals required more precision and stricter quality controls than the manufacture ofbulk isotopes, so in 1980 the isotopes branch created a special group to develop these products. 

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