Do You Have A Competitive Mechanism?

In challenging market where the pressure to win new contracts to maintain the targeted profit becomes a survival risk, management tends to make very tough decisions. Some of these decisions are around cutting costs. Some are around increasing efficiency and some are about new thinking and new operation model.
However, success is a habit. It is a defined process and systems. It is not a change forced to do. Therefore, when we study the successful models for big companies we see changes where it is needed to maintain sustainable business rather than survival models. For example, did you notice the latest Pepsi logo which keep changing to keep competitive edge with Coca-Cola?
In article published in Yahoo Finance by Sharon Bailey on Dec 2014, she described Pepsi Business Model as following “ PepsiCo Inc. (PEP) has a diversified business model with a strong presence in food and beverage products. In a scenario where carbonated soft drinks have been continually declining, PepsiCo’s significant presence in the snack food category gives it an edge over its closest rival, The Coca-Cola Company (KO), which is heavily dependent on sparkling or carbonated beverages. In 2013, PepsiCo’s food business accounted for 52% and its beverage business accounted for 48% of the company’s $66.4 billion revenues.”
Here, this diversity in their products could be described as an investment portfolio. This model of business diversity is one of the strategic planning for sustainable business which is so far is known to all decision makers.
However, the challenge is in the process to have clear global data of what’s going on in these investments and if the decision made are still valid and performing as planned. Having this dynamic decision making is still far from a lot of top management. Therefore, it is not a surprise that in an Insights on the Australian market report from PwC’s Global Data and Survey 2016: Big Decisions published on August 2016 that 61% of Australian organisations admitted that their decision-making process is only ‘somewhat’ guided by data and 39% of the Australian organisations use analytics tools to ‘look back’ and discover what went wrong and 5% only who use data and analytics to understand what actions should be taken in the future.
Hereby, the successful competitive mechanism process should include a diversified investment which has a system or tool to produce a decision making process to help the top management to review live global data to guide them to take important decisions and in the same time having a credible record of patterns and processes on what happened during the implementation of the previous investment decisions to reveal any mistakes or missed opportunities to enhance the future decision making process.
We believe that ZALBASIREPPM, we can deliver to all construction industry organisations like developers, consultants, contractors and suppliers a system which include a dynamic process enabling the top management to make a justified decision based on complete global data with no assumption and gaps.
We think sample. We think different. We deliver credibility. That’s our culture.

Visits: 867