Business and Investment Center

At the first level of performance measurement the company as a whole must be held accountable. This demands command responsibility. Managers are responsible for all that their units do or fail to do. Performance measurements are not complex at that level. The question is simple: Did the company hit the plan it established? If yes, the organizational performance is acceptable. If the answer is no, then excuses are not acceptable. If a company fails, then the president must be responsible and should answer to the board of directors for his or her failure to provide appropriate leadership and managership of the organization and its plan. It is that simple.

Likewise at Level 2, managers are held accountable for their teams using the same command responsibility concept. The vice president is held accountable for making the sales figures or the research and development vice president is responsible and accountable for bringing new products in on schedule. Vice presidents answer to the president in the same fashion as the president answers to the board of directors—no excuses. Their appropriate bosses likewise hold other team leaders such as plant managers accountable.

Level 3 performances is the individual measure of what is done and how well it is done. The performance review items normally found in human resources documents must accurately reflect the actual tasks the individual does each day to accomplish the annual targets. Again, no extraneous work should be allowed. The key is a fully qualified individual focused on mission-essential items. The business plan must include provisions for leadership and managership training to fill expected skills shortfalls. Don’t ask people to do jobs they are not trained to do without providing them support. This training is looped back to the performance review system. How well were the lessons learned in training applied to perform the job? This criterion ties any company training activities to the business plan, prevents training for training’s sake, and makes accountability for skills integral to the individual performance review.

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Business is not only about using opportunities maximally, but we can also create opportunities for ourselves, we are not waited by the chance but we try to make a chance for our business, business need to constantly seek new ways to expand and diversify their customer base in order to remain a viable option in a competitive market. One of the examples of business opportunities come from the term of clothing. Clothing is the one of the most prospective business. There are many numbers of unique factories that produce a brand of clothing. It compels the businessman to be more creative and innovative to producing clothing. The important thing in the clothing business is to determine what kind of clothes we want to manufacture because there are many kind of clothes like sport cloth, usual clothe and stylist clothes. We have to able to define our specialty, both in line and price category because some people want to have a good t-shirt with a minimum price.

Clothing factories like Ringspun T-shirt, Apple bottoms, two angel street clothing are the big factories and have a good market. They are very innovative in developing their product. They also have a good management. They can advertise their product very well and it is influence their sale. These three factories are really dominant in the market it is making the small clothing business have to be more creative and innovative in developing their product. They have to create and good t-shirt with the low price, it becomes the best choice because the big factories monopoly the market in the clothing business. However before we take to enter the clothing business we have to prepare in the market strategies and price of the clothes.

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