Selim Bassoul, the chairman and CEO of Middleby Corp., sits down with Smart Business Executive Editor Dustin S. Klein to discuss growing a business. Bassoul famously took Middleby to the next level by changing its focus to energy and slashing needless layers of management during the last recession.
Bassoul spoke with Smart Business at the Ernst & Young Strategic Growth Forum 2010 in November of 2009.
Duration : 0:9:3
http://www.morningcoach.com Personal development and self help coach JB Glossinger reviews the fear of success and just get started! He also talks about the importance of Personal Development and conditioning.
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Duration : 0:2:19
Verne Harnish speaks with Smart Business project manager, online operations, Mike Cottrill about ways to make your competition irrelevant.
Harnish is the founder of the Young Entrepreneurs Organization (YEO) and the Association of Collegiate Entrepreneurs (ACE). He is presently founder and CEO of Gazelles, Inc., which serves as an outsourced corporate university for mid-size firms and hosts a faculty of well-known business experts. He is also the Growth Guy columnist for several publications and the author of “Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Fast-Growth Firm”
This video was filmed at The DiJulius Group Service Summit in November 2009. The DiJulius Group Service Summit is a national customer service conference hosted by John DiJulius and his team.
Duration : 0:1:52
Smart Business executive editor Dustin Klein asks Chris Dalton, the president and CEO of Acquity Group, about ways to attract and retain quality employees.
Duration : 0:1:26
http://www.shopaisle19.com
get your free mall…..
The really important question about the sale of Home Depot’s construction supply business isn’t the price, which Home Depot lowered 18% on Aug. 28, to $8.5 billion, after round-the-clock negotiations. The real issue is whether the unit should be sold at all. Some upset investors argue that by selling HD Supply, which serves contractors rather than do-it-yourselfers, Home Depot’s new management is dumping its best hope for future growth simply to finance a stock buyback and exorcise the ghost of ex-Chief Executive Robert Nardelli, who masterminded the purchase. They say Home Depot (HD) is giving away a prize to a bunch of smart buyout firms that will extract huge profits from it over the long term.
Even at the original higher price of $10.3 billion, the HD Supply sale struck some big Home Depot shareholders as misguided. “There was a lot of politics involved,” says Marvin Roffman, founder of investment company Roffman Miller Associates, which owns 172,000 shares of Home Depot. He says the sale will sacrifice future growth to appease hedge funds such as Relational Investors. Relational, run by Ralph Whitworth, has two seats on the Home Depot board and helped drive the sale of the HD Supply business.
Atlanta-headquartered HD Supply, which accounts for $13 billion of Home Depot’s $93 billion in revenue, was acquired under Nardelli’s leadership. Nardelli’s successor, Frank Blake, moved swiftly to sell it after the hard-driving Nardelli was ousted in January because he refused to accept a cut in his huge pay package. (Nardelli has since been hired by Cerberus Capital Management to run Chrysler.) New management appeared to go to great lengths to erase any sign of Nardelli’s tenure. Roffman says that’s a shame. “I really thought Nardelli’s idea was pretty good. The do-it-yourself market is a mature business, and I thought the contractor supply business, fragmented among thousands of small independent dealers, was where the do-it-yourself market was 20 years ago,” Roffman says.
Proponents of the sale say the contractor supply business is even more volatile than the consumer market, has lower margins, and is a distraction to management. “The sale is a good idea because it gives Home Depot management a chance to focus on what it does best: growing the franchise in the U.S. and in select markets elsewhere such as Mexico, Canada, and China. That is enough for one management to do,” says Craig Johnson, president of consultancy Customer Growth Partners, in New Canaan, Conn.://www.businessweek.com/bwdaily/dnflash/content/aug2007/db20070828_932941.htm?campaign_id=tbw%22
Duration : 0:2:6
http://www.shopaisle19.com
get your free mall…..
The really important question about the sale of Home Depot’s construction supply business isn’t the price, which Home Depot lowered 18% on Aug. 28, to $8.5 billion, after round-the-clock negotiations. The real issue is whether the unit should be sold at all. Some upset investors argue that by selling HD Supply, which serves contractors rather than do-it-yourselfers, Home Depot’s new management is dumping its best hope for future growth simply to finance a stock buyback and exorcise the ghost of ex-Chief Executive Robert Nardelli, who masterminded the purchase. They say Home Depot (HD) is giving away a prize to a bunch of smart buyout firms that will extract huge profits from it over the long term.
Even at the original higher price of $10.3 billion, the HD Supply sale struck some big Home Depot shareholders as misguided. “There was a lot of politics involved,” says Marvin Roffman, founder of investment company Roffman Miller Associates, which owns 172,000 shares of Home Depot. He says the sale will sacrifice future growth to appease hedge funds such as Relational Investors. Relational, run by Ralph Whitworth, has two seats on the Home Depot board and helped drive the sale of the HD Supply business.
Atlanta-headquartered HD Supply, which accounts for $13 billion of Home Depot’s $93 billion in revenue, was acquired under Nardelli’s leadership. Nardelli’s successor, Frank Blake, moved swiftly to sell it after the hard-driving Nardelli was ousted in January because he refused to accept a cut in his huge pay package. (Nardelli has since been hired by Cerberus Capital Management to run Chrysler.) New management appeared to go to great lengths to erase any sign of Nardelli’s tenure. Roffman says that’s a shame. “I really thought Nardelli’s idea was pretty good. The do-it-yourself market is a mature business, and I thought the contractor supply business, fragmented among thousands of small independent dealers, was where the do-it-yourself market was 20 years ago,” Roffman says.
Proponents of the sale say the contractor supply business is even more volatile than the consumer market, has lower margins, and is a distraction to management. “The sale is a good idea because it gives Home Depot management a chance to focus on what it does best: growing the franchise in the U.S. and in select markets elsewhere such as Mexico, Canada, and China. That is enough for one management to do,” says Craig Johnson, president of consultancy Customer Growth Partners, in New Canaan, Conn.://www.businessweek.com/bwdaily/dnflash/content/aug2007/db20070828_932941.htm?campaign_id=tbw%22
Duration : 0:2:6
Edward Hess discusses his new book “Smart Growth: Building an Enduring Business by Managing the Risks.”
In “Smart Growth,” Edward Hess accounts for the complexity of growth from the perspective of organization, process, change, leadership, cognition, risk management, employee engagement, and human dynamics. Authentic growth is much more than a strategy or a desired result. It is a process characterized by complex change, entrepreneurial action, experimental learning, and the management of risk. Hess draws on extensive public and private company research, incorporating case studies of Best Buy, Sysco, UPS, Costco, Starbucks, McDonalds, Coca Cola, Room & Board, Home Depot, Tiffany & Company, P&G, and Jet Blue. With conceptual innovations such as an Authentic Earnings and Growth System framework, a seven-step growth funnel pipeline, a Growth Decision Template, and a Growth Risks Audit, Hess provides a blueprint for an enduring business that strives to be better, rather than simply bigger.
Duration : 0:9:58
http://www.ibm.com/smarterplanet/us/en/business_analytics/ideas/index.html?cm_mmc=agus_brspintllp-20090227-106aw01w-_-v-_-intelligence-_-youtube
By organizing information into data, IBM is looking for ways to manage information. Organized data can lead to better pattern predictions and smarter decision making.
“IBMer: Everyday we generate 8 times the information found in all US libraries.
IBMer: Where did it come from?
IBMer: Store transactions, market movements.
IBMer: Emails, photos
IBMer: Videos
IBMer: Blogs
IBMer: What if technology could capture all this information
IBMer: and turn it into intelligence.
IBMer: We could identify patterns faster
IBMer: We could predict with greater confidence
IBMer: Convert data into action
IBMer: Smarter information means smarter decisions.
IBMer: Smarter decisions build a smarter planet
IBMer: Thats what Im working on.
IBMer: Im an IBMer.
IBMer: Im an IBMer.
IBMer: Im an IBMer.
ALL: Lets build a smarter planet.”
Duration : 0:0:31
This simple video explains the concept of Smart Enterprise Processes (SEP), a groundbreaking, rigorously scientific methodology for managing business processes. Compared with traditional efforts focused on efficiency within individual processes or business units, SEPs end-to-end methodology can deliver two to five times the impact on improved cash flow, margins, revenue growth or other targeted financial and operating metrics.
Duration : 0:3:15
Growth dilemma: Building sustainable food systems for cities
Duration : 0:5:8