Akhbar AS terokai kaedah tingkatkan pendapatan melalui web.

WASHINGTON: Tiga eksekutif media veteran Amerika Syarikat (AS)semalam bergabung tenaga untuk membantu industri persuratkhabaran negara itu menerokai peluang baru menerusi internet sebagai sumber pendapatan. 

Mereka akan membantu bagaimana syarikat akhbar yang kini dihantui kekurangan pengedaran naskhah dan pendapatan iklan dengan mengenakan caj setiap berita yang dilayari menerusi laman web masing-masing. 

Dalam satu kenyataan, mereka menawarkan konsep 'kewartawanan online' atau penerbitan digital dalam internet sebagai sumber pendapatan baru.

Lagi... Klik disini. (Berita Harian)

Apparel and books will likely do fine this holiday. Jewelry, not so much.

Respondents conducted a wide range of purchases and financial transactions. Nearly four out of 10 online buyers had made a travel purchase during the past six months, and more than one-third had managed their credit card or banking accounts online. Top product purchase categories included apparel and books. 

"The challenge for retailers is no longer how to lure shoppers online, but how to differentiate their brand among all others," said Nachi Lolla, research director at Nielsen Online, in a statement. "Heading into this competitive holiday shopping season, selection, price and customer service are the key areas retailers can shine."

Cause & Effect/Fishbone Diagram

Find & cure causes,
NOT symptoms

Why use it?

To allow a team to identify, explore, and graphically display, in increasing detail, all of the possible causes related to a problem or condition to discover its root cause(s).

What does it do?

• Enables a team to focus on the content of the problem, not on the history of the problem or differing personal interests of team members

• Creates a snapshot of the collective knowledge and consensus of a team around a problem. This builds support for the resulting solutions

• Focuses the team on causes, not symptoms

How do I do it?

1. Select the most appropriate cause & effect format. There are two major formats:

• Dispersion Analysis Type is constructed by placing individual causes within each "major" cause category and then asking of each individual cause "Why does this cause (dispersion) happen?" This question is repeated for the next level of detail until the team runs out of causes. The graphic examples shown in Step 3 of this tool section are based on this format.

• Process Classification Type uses the major steps of the process in place of the major cause categories. The root cause questioning process is the same as the Dispersion Analysis Type.

2. Generate the causes needed to build a Cause & Effect Diagram. Choose one method:

• Brainstorming without previous preparation

• Check Sheets based on data collected by team members before the meeting

3. Construct the Cause & Effect/Fishbone Diagram

a) Place the problem statement in a box on the righthand side of the writing surface.

• Allow plenty of space. Use a flipchart sheet, butcher paper, or a large white board. A paper surface is preferred since the final Cause & Effect Diagram can be moved.

Tip Make sure everyone agrees on the problem statement. Include as much information as possible on the "what," "where," "when," and "how much" of the problem. Use data to specify the problem.

b) Draw major cause categories or steps in the production or service process. Connect them to the "backbone" of the fishbone chart.

• Be flexible in the major cause "bones" that are used. In a Production Process the traditional categories are: Machines (equipment), Methods (how work is done), Materials (components or raw materials), and People (the human element). In a Service Process the traditional methods are: Policies (higher-level decision rules), Procedures (steps in a task), Plant (equipment and space), and People. In both types of processes, Environment (buildings, logistics, and space), and Measurement (calibration and data collection) are also frequently used. There is no perfect set or number of categories. Make them fit the problem.

c) Place the brainstormed or data-based causes in the appropriate category.

• In brainstorming, possible causes can be placed in a major cause category as each is generated, or only after the entire list has been created. Either works well but brainstorming the whole list first maintains the creative flow of ideas without being constrained by the major cause categories or where the ideas fit in each "bone."

• Some causes seem to fit in more than one category. Ideally each cause should be in only one category, but some of the "people" causes may legitimately belong in two places. Place them in both categories and see how they work out in the end.

Tip If ideas are slow in coming, use the major cause categories as catalysts, e.g., "What in 'materials' is causing . . . ?"

d) Ask repeatedly of each cause listed on the "bones," either:

• "Why does it happen?" For example, under "Run out of ingredients" this question would lead to more basic causes such as "Inaccurate ordering," "Poor use of space," and so on.

• "What could happen?" For example, under "Run out of ingredients" this question would lead to a deeper understanding of the problem such as "Boxes," "Prepared dough," "Toppings," and so on.

Tip For each deeper cause, continue to push for deeper understanding, but know when to stop. A rule of thumb is to stop questioning when a cause is controlled by more than one level of management removed from the group. Otherwise, the process could become an exercise in frustration. Use common sense.

e) Interpret or test for root cause(s) by one or more of the following:

• Look for causes that appear repeatedly within or across major cause categories.

• Select through either an unstructured consensus process or one that is structured, such as Nominal Group Technique or Multivoting.

• Gather data through Check Sheets or other formats to determine the relative frequencies of the different causes.

Variations

Traditionally, Cause & Effect Diagrams have been created in a meeting setting. The completed "fishbone" is often reviewed by others and/or confirmed with data collection. A very effective alternative is CEDAC®, in which a large, highly visible, blank fishbone chart is displayed prominently in a work area. Everyone posts both potential causes and solutions on Post-it™ notes in each of the categories. Causes and solutions are reviewed, tested, and posted. This technique opens up the process to the knowledge and creativity of every person in the operation.

Cause & Effect/Fishbone

Bed Assignment Delay

How to Write a Vision Statement

How to Write a Vision Statement

Write a Vision Statement in Three Easy Steps

A vision statement is your ticket to success. A photograph in words of your company's future, it provides the inspiration for both your daily operations and your strategic decisions.

Without a vision statement, effective business planning would be impossible; it's the vision statement that provides the destination for the journey, and without a destination, how can you plan the route?

If you don't have a vision statement, don't panic. I bet you do have a vision of what you want your business to accomplish; you just need to articulate and formalize it. Here's how to write a vision statement:

1) Examine your mission statement.

As I say in my mission statement definition¹, a mission statement answers the question, "Why do we exist?" for a company. (I also give several sample mission statements in this article.) What is it you do well? How do you do it?

(If you don’t have a mission statement already, How to Write a Mission Statement² will lead you through the process.)

2) Dare to dream.

Before you can travel to the moon you have to look up at the stars. To write a vision statement, focus on the basics of your mission statement and extrapolate; where is your business going to be five years from now? What will your company have accomplished?

Forming a mental picture will help. If you have trouble visualizing your business, mentally script your own news byte. Imagine that you, the CEO of your company, are being profiled on the news. What are you and your company being recognized for? For instance, if your current business involves yoga instruction, you might imagine yourself being featured on the news for opening your twelfth franchise.

3) Shape your vision statement; apply the formula.

Maybe when you were picturing the future of your company, you saw a whole list of achievements scroll by or imagined all sorts of disjointed clips. To write a vision statement, we need to distil your vision into a usable form. Use the following formula to shape your vision statement:

Five years from now, (my company name) will ___________________ by ________________________.

Using this formula to write a vision statement will force you to choose what you consider to be the most important accomplishment of your business and give you a time frame to accomplish it.

For instance, here's a sample vision statement:

Five years from now, Tiny Tots Diaper Service will be the top grossing diaper service in the Lower Mainland by consistently providing a reliable, affordable service for Moms and Dads with small children.

4) Commit to your vision statement.

·Take action to make your vision statement come true: Use it as the basis of your business planning.

As the vision statement provides your destination, the 'where you want to get to', all of your goals and strategies will focus on making it happen. It's the natural basis for all of your business planning.

·Keep your vision statement alive: Share it with potential partners, staff and employees if you have them.

If you just tell it to people once, your vision statement will fade and disappear. So besides talking about it, keep your vision statement alive by keeping it physically prominent. Print it out and post it on your desk, in your staff room, wherever you, your colleagues and your staff will see it (and be reminded of it) daily.

Is Your Vision Statement the Right One?

It isn't hard to write a vision statement. But it is sometimes difficult to write a vision statement that truly encapsulates your vision for your company. When you write your vision statement, make sure that you have chosen the vision that is most important to you. If you don't fully believe in your vision statement, you won't be able to fully commit to it and writing a vision statement that you can't or won't fully commit to is a waste of time.

Selamat Menyambut Hari Kemerdekaan Ke- 51 Dan Selamat Berpuasa

Ini logo untuk Sambutan Hari Merdeka Malaysia ke-51. motto tahun ini adalah PERPADUAN TERAS KEJAYAAN. Logo ini dicipta oleh pereka-lukis Anuar Dan.


Berikut adalah sedikit sejarah kemerdekaan Malaysia pada tanggal 31 Ogos 1957

Laluan ke kemerdekaan

Pada tahun 1954, Tunku mengetuai sekumpulan perwakilan ke London untuk memperolehi kemerdekaan Malaya. Bagaimanapun, percubaan sulung itu tidak berjaya. Pada tahun yang berikut, pilihan raya persekutan yang pertama diadakan. Parti Perikatan yang pada saat itu merupakan parti campuran UMNO dengan MCA memenangi 51 daripada 52 kerusi yang ditandingi. Tunku dilantik sebagai Ketua Menteri Malaya yang pertama. MIC yang mewakili kaum India kemudian menyertai Parti Perikatan pada tahun 1955.

Pada tahun 1955, Tunku membuat lagi satu perjalanan ke London untuk berunding tentang kemerdekaan Malaya. Pada kali ini, beliau berjaya, dan 31 Ogos 1957 diputuskan sebagai tarikh kemerdekaan. Sewaktu bendera British diturun di Kuala Lumpur pada hari kemerdekaan, Tunku mengetuai orang ramai untuk menyorak "Merdeka!". Gambar-gambar Tunku dengan tangan yang diangkat naik, dan perakaman-perakaman suaranya yang penuh emosi tetapi berazam mengetuai sorakan, kini merupakan lambang kemerdekaan Malaysia yang biasa.

Wassalam.

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Here is a business plan outline.

Thinking of writing a business plan? Here is a business plan outline, listing the sections of the business plan in the order in which they will appear in your completed business plan with a brief explanation of each section to help you get organized and guide you through the writing a business plan process.

The Executive Summary

While appearing first, this section of the business plan is written last. It summarizes the key elements of the entire business plan.

The Industry

An overview of the industry sector that your business will be a part of, including industry trends, major players in the industry, and estimated industry sales. This section of the business plan will also include a summary of your business's place within the industry.

Market Analysis

An examination of the primary target market for your product or service, including geographic location, demographics, your target market's needs and how these needs are being met currently.

Competitive Analysis

An investigation of your direct and indirect competitors, with an assessment of their competitive advantage and an analysis of how you will overcome any entry barriers to your chosen market.

Marketing Plan

A detailed explanation of your sales strategy, pricing plan, proposed advertising and promotion activities, and product or service's benefits.

Management Plan

An outline of your business's legal structure and management resources, including your internal management team, external management resources, and human resources needs.

Operating Plan

A description of your business's physical location, facilities and equipment, kinds of employees needed, inventory requirements and suppliers, and any other applicable operating details, such as a description of the manufacturing process.

Financial Plan

A description of your funding requirements, your detailed financial statements, and a financial statement analysis.

Appendices And Exhibits

Any additional information that will help establish the credibility of your business idea, such as marketing studies, photographs of your product, and/or contracts or other legal agreements pertinent to your business.

SWOT Analysis

Mengenal pasti Peluang

Mengurus dan Menghindari Ancaman

SWOT Analisis adalah suatu teknik yang amat berkuasa dan terbukti berkesan untuk kita memahami secara betul dan tepat KEKUATAN dan KELEMAHAN, dan juga untuk melihat PELUANG yang ada dan ANCAMAN yang kita hadapi ketika ini.

Nama SWOT itu sendiri diambil dari pangkal huruf bagi setiap perkataan Strenghts, Weaknesses, Opportunities dan juga Threat. Dan dengan setiap perkataan inilah, kita dikehendaki melakukan analisis.

Ianya digunakan didalam banyak konteks peniagaan, ianya mampu membantu kita semua mengenal pasti suatu peluang perniagaan yang khusus dan unik didalam bidang perniagaan kita. Ianya juga boleh digunakan didalam konteks peribadi atau untuk diri sendiri. Dengannya, ianya mampu membantu kita membina kerjaya dengan mengenal pasti kebolehan dan peluang yang kita miliki.

SWOT analisis dikatakan amat berkuasa dan berkesan kerana hanya dengan menyumbangkan sedikit idea, ianya mampu membantu kita mengenal pasti pelbagai peluang yang ada yang kita sendiri faham dan mampu melakukannya. Dan juga dengan mengenal pasti KELEMAHAN yang ada pada perniagaan kita, kita mampu mengurusnya dan memperbaiki ANCAMAN yang kita sendiri tidak terfikirkan sebelum ini.

Ianya lebih dari itu. Hanya dengan mengenali diri kita sendiri dan juga pesaing kita yang ada dengan menggunakan SWOT analisis ini, kita boleh merangka satu pelan tindakan yang lebih berkesan dan tertumpu yang mampu membantu kita semua membezakan antara kita dengan pesaing kita yang lain. Dengan cara ini kita mampu bersaing dengan berkesan didalam pasaran perniagaan kita sendiri.

Bagaimana untuk menggunakan alat ini:

Strengths: KEKUATAN

• Apakah kelebihan yang perniagaan kita miliki?
  
• Apakah yang kita boleh lakukan dengan baik berbanding dengan yang lain?
  
• Apakah keunikan kita?
  
• Apakah yang orang lain perkatakan mengenai kekuatan atau kelebihan perniagaan kita?
  
• Faktor apakah yang menyebabkan kita mampu melakukan jualan atau memiliki pelanggan?
  

Untuk melakukan atau menjawap pertanyaan diatas tadi, kita perlu meletakkan diri kita sendiri sebagai pelanggan kepada perniagaan kita. Ianya perlu REALISTIC atau boleh diterima akal.

Dengan melihat segala KEKUATAN yang kita miliki, kita perlu mengaitkannya dengan pesaing kita. Sebagai contoh, jika semua pesaing anda memberikan produk atau perkhidmatan yang berkualiti tinggi, sedangkan proses pengeluaran yang berkualiti tinggi adalah bukan sesuatu kekuatan didalam mana-mana komponen proses pemasaran. Ianya bukan suatu keperluan (it is not necessary), tetapi ianya adalah kehendak (it is necessity) dalam komponen proses pemasaran. Yang mana ianya adalah suatu pilihan bukan sesuatu kemestian.

Weaknesses: KELEMAHAN

• Apakah yang boleh kita perbaiki atau melakukan penambah baikkan?
  
• Apakah yang mesti kita hindari?
  
• Apakah yang orang lain lihat sebagai suatu kelemahan didalam pasaran kita?
  
• Apakah faktor-faktor yang menyebabkan kita gagal melakukan jualan?
  

Sekali lagi kita perlu mempertimbangkannya atau menilainya secara dalaman dan luaran. Apakah ada orang lain yang melihat kelemahan kita yang kita sendiri tidak sedar? Apakah pesaing kita melakukan lebih baik dari kita lakukan? Ianya adalah cara yang terbaik jika kita benar-benar menjawap segala pertanyaan tersebut secara realistic atau boleh diterima akal dan hadapi segalanya secara positif dan melakukannya secepat yang mungkin.

Opportunities: PELUANG

• Apakah peluang yang kita ada ketika ini?
  
• Apakah trend atau sesuatu berita yang menarik yang kita sendiri sedari?
  

Peluang yang berguna boleh datang dari pelbagai perkara seperti berikut:

• Berlakukannya perkembangan atau penukaran teknologi dan pasaran yang berkaitan dengan perniagaan kita kini.
  
• Sebarang penukaran dari polisi kerajaan yang berkaitan dengan perniagaan kita.
  
• Penukaran dari sudut social, populasi penduduk, cara hidup dan sebagainya.
  
• Sesuatu peristiwa yang berlaku didalam Negara.
  

Pendekatan yang berfaedah kepada peluang adalah dengan melihat pada kekuatan yang kita ada dan apakah ianya memberi sebarang peluang kepada perniagaan kita.

Sebagai pilihan yang lain, lihat kepada kelemahan yang kita ada dan apakah kita boleh mencipta peluang dengan menyingkirkan kelemahan-kelemahan tersebut.

Threats: ANCAMAN

• Apakah masalah atau beban yang kita hadapi ketika ini?
  
• Apakah yang pesaing kita lakukan yang kita bimbangkan ketika ini?
  
• Apakah terdapat perubahan skop, spesifikasi pada perkhidmatan yang kita tawarkan ketika ini.
  
• Apakah penukaran teknologi akan mengancam posisi perniagaan kita?
  
• Apakah kita mempunyai sebarang hutang tertunggak atau masalah dari cash-flow?
  
• Apakah kelemahan yang kita ada itu mengancam perniagaan kita?
  

Dengan melakukan analisis seperti ini, kita mampu melakukan dan melaksanakan sebarang projek, tugasan dan strategy dengan lebih berkesan dan juga menimbangkan segala permasalahan yang ada dengan pandangan yang wajar.

KEKUATAN dan KELEMAHAN adalah seringkali terdapat didalam mana-mana organisasi. PELUANG dan ANCAMAN sentiasa dikaitkan dengan faktor-faktor luaran. Dengan sebab itu lah maka SWOT analisi ini ada kalanya dikenali sebagai Analisis Luaran dan Dalaman atau dipanggil sebagai alatan IE Matrix analisis (Internal and External Matrix Analysis).

Kita juga boleh menggunakan SWOT analisis kepada pesaing kita. Dengan melakukan kaedah ini, kita akan mula mampu melihat bagaimana dan dimanakah kita boleh bersaing dengan mereka.

Tujuan Utama alat ini digunakan:

SWOT analisis adalah suatu alat pengurusan yang berkesan dan berkuasa untuk kita menganalisa Kekuatan dan Kelemahan Syarikat kita sendiri dan juga Peluang dan Ancaman yang kita hadapi. Dengan caranya ini, kita mampu memberi tumpuan kepada setiap perancangan, tindakan dan strategi dengan merujuk kepada kekuatan, mengurangkan ancaman, dan mengambil segala kesempatan yang ada terhadap peluang yang wujud disekitar kita.

Set up the tracking mechanism

Determine how to best collect the information that you will need to evaluate the campaign's effectiveness. If your business has multiple phone lines and you use different designs or offers for a postcard mailer, you might provide a different phone number, URL, or offer code to measure the response to each design.

If you offer gift certificates, you probably want to add unique tracking numbers. If you offer coupons and want to learn who redeems them and for what, you need to add a distinct coupon code to each coupon.

When you add a code to a gift certificate, you can associate an item from the inventory with the gift certificate and track that item. If you offer coupons, adding a unique code to each coupon can prevent customers from sharing copies of coupons. Adding unique codes to event invitations is seldom useful. You need to track only the customers' names. For more information, see Add tracking numbers to gift certificates or coupons.

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Determine what you need to track

Before you start a marketing campaign, consider carefully what information is important to track and who you want to target. For example, if you already know which of your customers are men and which are women, you might want to send different promotions to each gender. If you don't know, that might be information that you want to track this time, so that you can better target your future campaigns.

What do you know before you start?

The information that you collect about your customers is the foundation for an effective marketing effort. When you collect customers' personal characteristics and organize customers into groups that share characteristics, it becomes possible to see patterns in their responses that are based on their common characteristics.

When you link customers' responses to the significant characteristics that influenced their decision to respond, you develop a rich store of knowledge for serving your customers better and improving the success of your subsequent marketing efforts.

Here are a few examples of the characteristics that you can track and what you can learn from them:

• Repeat customers If you identify your repeat customers, you can contact them to determine why they keep coming back or to tell them about sales and special offers.
  
• Infrequent customers If you haven't heard from customers in a while, you can offer a discount or other incentive for their repeat business. Or you can contact them to find out how you can encourage their return.
  
• Customer location If you know where they live, you can offer customers in a specific locale products or services that make sense for their climate or location.
  
• Customer gender If you know customers' gender, you can provide information about products or services that are relevant only to women or men.
  
• Customer age If you know the ages of customers, you can provide products or services that are targeted at their stage in life (such as retirement-planning strategies for those in their twenties and for those in their fifties).
  
• Purchase history If you know the purchase histories of customers who have responded to a mailing and your goal is to expand your customer base, you can purchase a mailing list of people who have bought the same products and send a similar mailing to them.
  
• Response preference By using recipients' responses, you can target each customer with a different follow-up that suits the customer's response. Some customers may respond by phone, others with a visit, and others by e-mail. Each of these suggests that you match your customers' preferences with a different follow-up approach.
  

How well are you doing?

While you are collecting information about your customers, you also want to track how well your marketing efforts are working. You need to decide which of the many variables you want to test and how you can measure their impact. For example, if you use a postcard mailer, you may want to try more than one design or offer and track the success rate for each. Other information that may be valuable to track includes:

• Rate of response Of all the customers whom you contacted, how many responded?
  
• Incentive response If you provided a few different offers to encourage customers to respond, you can track which incentives prompt the greatest response rate.
  
• Method of contact If you provide customers with different ways to respond — for example, by postcard, phone call, e-mail message, personal visit, catalog, or Web site — you can track the responses that you receive for each. If you use different methods to contact your customers, you can track them to see which was most successful in eliciting a response.
  

Isolate the variables

Be sure that you isolate the variables, or later analysis may be difficult. For example, if you use two different postcard designs and each design promotes a different offer, it may be difficult to track whether one postcard receives a higher response rate because of the design or because of the offer.

We will discuss how to Set up the tracking mechanism and its example.

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