Profitability in Software

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2. Profitability
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3. Rate of Improvement in Process Performance
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4. Recommendations per Employee
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5. Total Spend/Sales
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6. Suppliers Defect Rate
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7. Operational Cycle Time Variance
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8. Operational Sigma
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9. New Business/Total Sales
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10. Customer Satisfaction
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FIGURE 10-6.
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BPIn performance guidelines.
is practically impossible due to various economic sectors and the wide range created by the financial companies. Excluding such companies will not do justice to the analysis. Therefore, guidelines based on amount of improvement and acceptable performance should be compiled as standards that can be reviewed, revised, and approved for implementation.
PERFORMANCE, PROFITABILITY, AND STANDARDS
MANAGING FOR PROFITABILITY
Managing profitability requires managing sales and costs. Therefore, leadership must focus on managing sales and managing costs explicitly.
MANAGING SALES
To maintain a specified level of profitability, the business must examine the components of its costs, expenses, and revenue. To increase revenue, sales strategies based on past performance, successes, and customer service must be developed. Getting repeat business is much easier than securing new customers. On the other hand, a business cannot depend indefinitely on just a few customers. To minimize the risk of excessive dependence on a customer, a process must be developed to acquire new customers. The sales personnel are not the only individuals selling the products and services. Everyone in the company is selling directly or indirectly. The real sales pitch occurs through the performance once an order is secured. The revenue must be in line with the infrastructure and profitability objectives. One of the challenges for growing revenue is that the sales price may be so low due to competition that the company does not make any profit. Yet the sales personnel still earn commissions on those sales as a standard practice. In such cases, how do those sales create profit for the company They give headaches to the company leaders, stress to the employees, and, in the end, disappointment to the shareholders. Clear guidelines for specific margins in the sales order must be established based on industry practices and cost structure. Leadership must decide whether to run the business at least as well as the rest of industry or better, or whether to sell on the lowest-price criterion. Any company focusing on selling the products or service at the lowest price alone will not survive long, because some competitor somewhere can always beat that price. Instead, sales guidelines must be based on their value to the customer as well as the total cost of the product or service. Usually, when the customer
CHAPTER TEN
buys the cheapest product or part, there is a hidden additional cost revealed at the time of or after the sale. Managing sales also involves strong customer relationship management. Customer relationship management does not mean selling the product or process at the cheapest price. Instead, it involves understanding customer needs well. Sales personnel should know what their customers need in terms of specifications as well how the product or service will be used and in what environment. Sales personnel can then develop a solution for the customer, providing a product or service that meets the customer s needs. Customers know that they need dependable suppliers that provide quality products or services. Suppliers must look for relationships that foster a real partnership that creates value. No business relationship can survive, no company can stay in business, and no industry can succeed based on the goal of promoting only the cheapest products or services. Printed wiring boards (PWBs) in the U.S. electronics industry are a good example of a situation in which suppliers competed against one another based on price alone. As a result, the entire PWB industry suffered and eventually business migrated to global suppliers who had lower labor or material costs. This move violated the rule that suppliers must be in the vicinity to ensure effective communication on future product development, problem resolution, and success sharing. If the supplier-customer relationship is based on value and not on the price alone, the relationship could become cost-effective and long-lasting, irrespective of the distance.
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