Jasa Konsultasi Iso, Iso Consultans, Konsultan Iso, Iso9001, Iso 14001, Konsultaniso22000, Manajemen

Apakah Anda mencari Jasa Konsultan ISO / ISO Consultant Pelatihan ISO serta Training ISO 9001, ISO 14001, ISO/OHSAS 18001, ISO/TS 16949, ISO 17025, ISO 22000, HACCP, Konsultan BRC, Konsultan Audit, Konsultan ISO 28000, Konsultan ISO 31000?? Mengapa tidak Memadukan dengan Business Strategy? Call Now! PT. SIEN CONSILTANTS JAKARTA, telp: 021-36233226. REKO HANDOYO, 081389411679

Sien Consultants adalah perusahaan yang bergerak dibidang konsultasi dan training manajemen dan ISO

Konsultasi yang dimaksud adalah konsultasi untuk sistem manajemen ISO dan Production yang terdiri dari SA 8000,ISO 9000, ISO 9001, ISO 14000, ISO 18000, ISO/TS 16949, ISO 22000, ISO 17020, ISO 17025, ISO 26000, ISO 27000, ISO 28000, ISO 13485, ISO 13488, ISO 15489, ISO 31000, RISK MANAGEMENT SYSTEM, HACCP, BRITISH RETAIL CONSORTIUM, BRE SYSTM, GOOD MANUFACTURING PRODUCTION, TOTAL QUALITY MANAGEMENT, BALANCE SCORE CARD, WRAP, 5R/5S,SIX SIGMA,SOCIAL ACCOUNTABILITY SYSTEMl.

Sedangkan untuk Training manajemen antara lain adalah Leadership Training, Motivation Training, Supervisory Training, Secretary/ Filling Management Training, Mental Development Training, Supply Chain Management Training, Production Training, Salesmanship Training, Warehousing Management Training, Distribution Management Training, Marketing Management Training, In house Training, Public Training, Quality Management System Training, Food Safety Management Training, Health and Safety Management Training, Automotive Management Training, Total Quality Control Management Training, BRC Training, Human Resources Management Training, dll.

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Sien Consultants memberikan Garansi Kelulusan untuk konsultasi ISO hingga lulus sertifikasi dan mampu memberikan jaminan kelulusan hanya dalam waktu 3 bulan sudah mendapatkan sertifikat ISO.

Client kita mulai dari berbagai macam industri dari Oil & Gas, Pertamina, Garuda Maintenance Fasilities (GMF), Plastic Packaging, Automotive, Garment, Textile, Water Treatment, Desipack, Farmasi, Metal Stamping, Courier, Warehousing, Security Printing, Network dan IT System, Securities, Dot Com, Construction, Food & Beverage, Services, dll masih banyak jenis industri lainnya.

Hubungi sekarang juga ke

REKO HANDOYO
Marketing
SIEN CONSULTANNTS
Jl. Radiul No 6 Jatipiulo Tomang Jakarta Barat
Mobile: 081389411679, 0819 329 85325
Kantor telp: 021-36233226. 021-98567515,
email: [emailprotected], [emailprotected]

Twelve Basic Predictive Analytics Techniques

Predictive analytics is a solution used by many businesses today to gain more value out of large amounts of raw data by applying techniques that are used to predict future behaviors within an organization, it’s customer base, it’s products and services. Predictive analytics encompasses a variety of techniques from data mining, stastics and game theory that analyze current and historical facts to make predictions about future events.

Predictive models examine patterns found in historical and transactional data to identify opportunities and risks. Predictive models capture relationships among many factors to allow assessment of risk or potential associated with a particular set of conditions, guiding decision making for candidate transactions.

There are some basic and more complex predictive analytics techniques. Three basic techniques include:

Data Profiling and Transformations
Sequential Pattern Analysis
Time Series Tracking.

Data profiling and transformations are functions that analyze row and column attributes and dependencies, change data formats, merge fields, aggregate records, and join rows and columns.

Sequential pattern analysis discovers relationships between rows of data. Sequential pattern analysis is used to identify frequently observed sequential occurrence of items across ordered transactions over time. Such a frequently observed sequential occurrence of items (called a sequential pattern) must satisfy a user-specified minimum support. Understanding long-term customer purchase behavior is an example of the sequential pattern analysis. Other examples include customer shopping sequences, click-stream sessions, and telephone calling patterns.

Time series tracking tracks metrics that represent key behaviors or business strategies. It is an ordered sequence of values of a variable at equally spaced time intervals. Time series analysis accounts for the fact that data points taken over time may have an internal structure (such as autocorrelation, trend or seasonal variation) that should be accounted for. Examples include patterning customer sales that indicate product satisfaction and buying habits, budgetary analysis, stock market analysis, census analysis, and workforce projections.

More advanced predictive analytics techniques include:

Time Series Forecasting
Data Profiling and Transformations
Bayesian Analytics
Regression
Classification
Dependency or Association Analysis
Simulation
Optimization

Time series forecasting predicts the future value of a measure based on past values. Time series forecasting uses a model to forecast future events based on known past events. Examples include stock prices and sales revenue.

Data profiling and transformation uses functions that analyze row and column attributes and dependencies, change data formats, merge fields, aggregate records, and join rows and columns.

Bayesian analytics capture the concepts used in probability forecasting. It is a statistical procedure which estimate parameters of an underlying distribution based on the observed distribution. An example is used in a court setting by an individual juror to coherently accumulate the evidence for and against the guilt of the defendant, and to see whether, in totality, it meets their threshold for ‘beyond a reasonable doubt’.

Regression analysis is a statistical tool for the investigation of relationships between variables. Usually, the investigator seeks to ascertain the causal effect of one variable upon another-the effect of a price increase upon demand, for example, or the effect of changes in the money supply upon the inflation rate.

Classification used attributes in data to assign an object to a predefined class or predict the value of a numeric variable of interest. Examples include credit risk analysis, likelihood to purchase. Examples include acquisition, cross-sell, attrition, credit scoring and collections.

Clustering or segmentation separates data into homogeneous subgroups based on attributes. Clustering assigns a set of observations into subsets (clusters) so that observations in the same cluster are similar. An example is customer demographic segmentation.

Dependency or association analysis describes significant associations between data items. An example is market basket analysis. Market basket analysis is a modeling technique based upon the theory that if you buy a certain group of items, you are more (or less) likely to buy another group of items.

Simulation models a system structure to estimate the impact of management decisions or changes. Simulation model behavior will change in each simulation according to the set of initial parameters assumed for the environment. Examples include inventory reorder policies, currency hedging, military training.

Optimization models a system structure in terms of constraints to find the best possible solution. Optimization models form part of a larger system which people use to help them make decisions. The user is able to influence the solutions which the model produces and reviews them before making a final decision as to what to do. Examples include scheduling of shift workers, routing of train cargo, and pricing airline seats.

About Victor Holman

Victor Holman is a business performance and growth strategy coach, consultant, international speaker, entrepreneur and creator of the Business Performance Portal. He has provided his expertise to over 50 government agencies worldwide and hundreds of corporations of all sizes. His goal is to help small businesses outperform their competition by applying business growth strategies and assessment tools that work for large, successful businesses.

He provides business consulting for small and large size organizations, business coaching, team performance workshops, and in-depth on-site business assessments for business owners trying to take their business to the next level. His highly acclaimed Insider’s Secrets Club delivers fast, simple, easy to implement strategies for growing your business fast!

You can access his FREE business assessment tools, business management kits, business training programs, videos, templates, and more at http://www.lifecycle-performance-pros.com

Ge Consumer & Industrial – Strategic Swot Analysis Review

June, 5, 2014 : Company Profiles and Conferences presents a Company Report on “GE Consumer & Industrial – Strategic SWOT Analysis Review”, who contains a detailed SWOT analysis, information on the companys key employees, key competitors and major products and services.

GE Consumer & Industrial – Strategic SWOT Analysis Review provides a comprehensive insight into the companys history, corporate strategy, business structure and operations. The report contains a detailed SWOT analysis, information on the companys key employees, key competitors and major products and services.

This up-to-the-minute company report will help you to formulate strategies to drive your business by enabling you to understand your partners, customers and competitors better.

Scope

– Business description A detailed description of the companys operations and business divisions.
– Corporate strategy GlobalDatas summarization of the companys business strategy.
– SWOT analysis A detailed analysis of the companys strengths, weakness, opportunities and threats.
– Company history Progression of key events associated with the company.
– Major products and services A list of major products, services and brands of the company.
– Key competitors A list of key competitors to the company.
– Key employees A list of the key executives of the company.
– Executive biographies A brief summary of the executives employment history.
– Key operational heads A list of personnel heading key departments/functions.
– Important locations and subsidiaries A list of key locations and subsidiaries of the company, including contact details.

Highlights

GE Consumer & Industrial (GECI) offers a range of home appliances and lighting products. It is a subsidiary of General Electric Company. The company carries out its operations through three business divisions namely, Appliance, Lighting, and Electrical Distribution. Its Appliance division manufactures and sells home appliances such as refrigerators, dishwashers, and ovens. The Lighting division manufactures and sells lighting products for residential and commercial markets. Under Electric distribution division, the company provides an array of drivers, controls and critical power solutions.

Reasons to Buy

– Gain key insights into the company for academic or business research purposes. Key elements such as SWOT analysis and corporate strategy are incorporated in the profile to assist your academic or business research needs.
– Identify potential customers and suppliers with this reports analysis of the companys business structure, operations, major products and services and business strategy.
– Understand and respond to your competitors business structure and strategies with GlobalDatas detailed SWOT analysis. In this, the companys core strengths, weaknesses, opportunities and threats are analyzed, providing you with an up to date objective view of the company.

Shedding Light on Menu Engineering’ in Terms of Growing a Business

Menu engineering is an interdisciplinary approach in the deliberate and strategic construction of menus.

Sometimes called -Menu Psychology’, the term menu engineering is generally adopted as a standard Best Practice within the Hospitality and Restaurant Industries. The objective with menu engineering is to maximize a concept’s profitability by leading the customer to certain purchases, and avoiding others, in addition to -engineering’ recipes to maximize profits at the product and category level.

Menu Engineering is comprises of five key areas

Psychology (perception, attention, emotion/effect)

Recipe construction and the best balance between quality and cost

Managerial Accounting (contribution margin and unit cost analysis)

Marketing & Strategy (pricing, promotion)

Graphic Design (layout, typography)

Psychology of menu engineering

Visual perception is inextricably linked to how customers read a menu. By strategically arranging menu items and categories within the pages of the menu, operators can promote high profit dishes while allowing less profitable dishes to be understated. This strategy enhances the sales mix, profitability, and thus represents a key element in the business strategy.

Managerial accounting

The primary goal of menu engineering is to encourage purchase of targeted items, generally the most profitable items, and to discourage purchase of the least profitable items. With this in mind, restaurants should first calculate the true cost of each menu item, (including condiments and non menu foods such as salt, pepper, oil, etc.) therefore extending to all items listed on the menu, and reflecting all costs incurred to produce and serve [each item]. Optimally item costs should include: food cost (including wasted product and product loss), incremental labor (e.g., cost in on site production, dessert production, or additional preparation), condiments and packaging. Only incremental costs and efforts should be included in the item cost, as there will be a static labor requirement in all cases.

After an item’s cost and price have been determined (see pricing in the Marketing section), evaluation of an item’s profitability is based on the item’s Contribution Margin. The contribution margin is calculated as the menu price minus the cost. Menu engineering then focuses on maximizing the contribution margin of each guest’s order. Recipe costing should be updated (at least the ingredient cost portion) whenever the menu is reprinted or whenever items are re-engineered. Some simplified calculations of contribution margin include only food costs.

Marketing (price & promotion)

By using guest demand (also called the menu mix) and gross profit margins, the relative performance of each menu item is determined, and assigned one of the following terms (based on the BCG Matrix):

Stars

Stars are extremely popular and have a high contribution margin. Ideally Stars should be your flagship or signature menu item.

Plow Horse

Plow Horses are high in popularity, but low in contribution margin. Plow horse menu items sell well, but don’t significantly increase revenue.

Puzzles

Puzzles are generally low in popularity and higher contributions. Puzzle dishes are very difficult to sell, but have a high profit margin.

Dogs

Dogs are low in popularity and low in contribution margin. Basically, they are difficult to sell and when sold they are not particularly profitable.

In general, items within a relevant comparable set (for example, entrees, or chicken entrees) should be priced to have similar contribution margins – this way, the restaurant would make the same amount of money, no matter what item the guest chooses to order.

Additional considerations

While the practice of menu engineering has been around now for about 30 years, and focuses on the combined menu sales mix and item profit, additional factors can come into play in an effort to enhance profitability through careful menu analysis. A primary area to evaluate is purchasing, as poorly executed purchasing can often lead to substantial over payments – for example; buying from a large distributor, while providing ease of purchase and convenience, can add up to 50% more on certain ingredient costs thus making a substantial increase in overall food cost, (not to mention the elevated carbon footprint). By using local and specialist purveyors, restaurants can often reduce their ingredient cost and enhance quality.

The Next Idea demonstrated this exact point when engaged to review the menu of a themed restaurant brand. Through its discovery stage, it became apparent that, in an age where the consumer was becoming increasingly aware of product quality and value, this client was failing on both accounts, as the menu was essentially provided by a national US Distributor, and ingredients were purchased frozen and simply re-heated on site, resulting in a lack of differentiation, high menu prices and mediocre customer satisfaction. TNI challenged the food production and supply chain process (which was typical for the industry). Our proposal was to produce food from scratch, within the kitchens, which we had concluded, would enhance quality and substantially reduce costs. After considerable analysis and trials, we were given the approval to implement this new operational approach across the portfolio. The result was a 12% higher customer satisfaction rating, 2% reduction in labor cost, and massive 4% reduction in food cost.

In summary: Menu engineering has been employed by food service professional industry for many years now, and operators generally possess a sophistication level where work in this area is both very helpful and critical to support a profitable business. It is important to note that, like all other management strategies, menu engineering is not something that can simply be purchased. Success depends on the right mix of products and services, and of course the necessary expertise. In the end, a well-implemented menu engineering program will represent a significant tactic to elevate food and beverage profitability.

About The Author

The author is associated with The Next Idea. The Next Idea provides all cafe interior design, cafe logo, photography, restaurant Interior design, menu engineering, etc. Our restaurant design capabilities include: exterior restaurant marketing display design and manufacturing, restaurant marketing display design, and restaurant decor theme creation.

The Foundation Of The Hrm-model

Before describing the HRM model, it is important to define the assumptions and attitudes towards HRM and strategy, which the model is based on. The objective is to ensure a critical evaluation of the model and to decide whether the entire model, or maybe only certain elements, can be used in the specific organisation.

The model provides a framework for a HR strategy process and splits the process into seven steps. It is not significant whether the model is applied in a specific organisation, in an exact manner or in an adapted version. The importance is to use the same framework consistently throughout the organisation. When all sections/managers work strategically based on the same model, the management is able to follow the performance of each section/manager and take action when the business strategy is not followed.

Paul Kearns has written numerous books within HRM and he has extensive experience within HR. Based on his knowledge about HRM, he believes that an HR strategy should be based on the following principles:

– “A business strategy should give you a competitive advantage”.

– “A human resource strategy turns the way you manage your people into a competitive advantage”.

– “An HR strategy is a business strategy”.

The strategic basis of the model is that the organisation and its surrounding environments are dynamic and subject to change, which is why the HR strategy should not be expressed as a linear strategy. There are too many uncertain variables, which is why the strategy has to be flexible towards these. The HRM model is a holistic model that seeks to include as many variables as possible. This is connected to a basic assumption about the high degree of complexity in most of the causal relationships, which makes it impossible to objectively predict what happens to activity B if we make changes in activity A.

In terms of strategy, it is more sensible to use a systemic perspective, which entails that an organisation should be viewed in consideration of the system, in which the organisation operates, e.g. more or less all internal and external factors that influence the organisation. In practice, considerations in relation to the strategy may include political decisions, economic conditions, consumer trends etc.

According to the HRM model, an HR strategy should aim at considering all known variables and possible scenarios. This is obviously an idealistic target that is impossible to reach completely. Nevertheless, it should be the ambitious objective, characterising the approach to HR strategy.

There are many possibilities to get a further education in the field of HRM for example through online courses from PROBANA Business School.