constraint Tagged Articles

Exploiting and Subordinating your Marketing Constraint

A continuation of my articles on Using the Theory of Constraints with your Marketing HourGlass. We are concentrating on optimizing the Throughput of the Marketing Hourglass utilizing the Five Steps of Continuous Improvement, Steps 2 and 3.

Ever hear of the term Value Stream Marketing?

My E-book on applying the Theory of Constraints to the Marketing Hourglass is a good example on how one part of the marketing process may be limiting your overall revenue. If you find that constraint what would you do with it? How would you improve it? I would first start examining what got the person there to begin with and then increase the value of your offering based on the previous offer. If you are not getting enough referrals or repeat customers, think about an offer you could create that would add additional value to them. Give them something that they can simply not refuse. What would shake them up a bit?

Value Stream Marketing: It’s just not about the Value

Of course when I start discussing flow, I am going to start discussing Theory of Constraints. In your marketing process, you will have numerous constraints but Goldratt claims that at any given time, there is only one constraint. That constraint is much like the neck of an hourglass and will limit the entire system. Actually, if it is well managed you could throttle your process accordingly (We only wish we could that). Simply doubling the efforts in a constraint could be the easy solution and may just move the constraint to another area. However, we operate in a more complicated world than that. Something else usually cases something else to happen.

Push vs. Pull Processes

Waste is a constraint. Reducing waste in your organization is one the easiest ways of reducing constraints.

Jack Dosey, Biz Stone and Evan Williams' Quotes

Jack Dosey, Biz Stone and Evan Williams' Quotes

Twice as smart. Really?

Dilbert says, “I look forward to spontaneously developing an IQ of 400.” But even Dilbert may not actually know everything. In real life, to work smarter, we can obtain better information and use better decision making as we apply it.

Puberty, Morality, and Maturity

The stages of moral development parallel our physical evolution. What happens when someone gets stuck in adulthood?

Entrepreneurs in India: Are they missing on creating differentiators?

The article focusses on how the Indian enterpreneurs need to differentiate or get differentiated to succeed! It covers examples of creADivity.com and how IIM A alumni differentiated themselves from the lot and have been able to build a more successful business plan. On the other hand how RedBus.in and Ticketwala.com are trying to differentiate to get each other's pie

Conclusion: Constraints of growth-oriented enterprises in the southern and eastern African region

Enterprises that are about to grow and employ 5-15 people and enterprises that are in the process of growing and employ 10-30 people, both claim that their most important constraint is short- and long-term capital.

Financial Management : Constraints of growth-oriented enterprises

Whereas the enterprise managers are well aware of the importance of external finance, they seem to underestimate the importance of financial management. This is an issue that the entrepreneurs did not raise directly themselves as a constraint, but something that was deduced from analyzing the empirical data.

Access to Finance: Constraints of growth-oriented enterprises

The starting point for a Focus Group Discussion was an exercise whereby the participants were asked to write down constraints they had encountered in growing or trying to grow their enterprises. These responses were printed on cards, which were placed, in clusters of similar constraints, on the wall for all to see. They became the starting point for more in-depth discussions and were used to reflect the groups' main concerns.

6.3.1 Indigenous skills and knowledge: For-profit and NGO training activities

The following discussion summarises the basic premises and key features of this new approach.

5.2.1 Training outputs: Public sector training

Despite a chronic lack of supporting evidence, most training for the poor provided by public sector training institutions has been widely criticised for being inaccessible, irrelevant and of poor quality.

Concluding Remarks - Factors Impeding the Poverty Reduction Capacity of Micro-credit: Some Field Observations from Malawi and Ethiopia

One of the most important outcome of the analysis in this paper has been that while most MFI programmes aim to reduce poverty and empower women through their programme, there is usually no clear implementation mechanism to fulfil these aims; they continue to be programmes with the same requirements and characteristics.

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