Business and Competitive Analysis: Effective Application of by Babette E. Bensoussan, Craig S. Fleisher

By Babette E. Bensoussan, Craig S. Fleisher

The Definitive How-To advisor for enterprise and aggressive Analysis

Transform uncooked facts into compelling, actionable enterprise recommendations

Answer the questions executives ask—“What?” “So What?” and “Now What?”

Today’s 24 most useful innovations: tips on how to decide on them, tips to use them

For every person who plays research: managers, specialists, useful experts, and strategists

A thoroughly new e-book through the authors of the preferred Strategic and aggressive research

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In some cases, like the regulatory goal "I will exercise daily," dates will not apply. Regulatory goals typically have no ending dates because they represent ongoing commitments. " This gives a point of reference for measuring results. " It lacks measura­ bility and specificity. When will you learn to fly? What do you want to fly? What particular flying skills will you need? The who, what, where, when, why, and how become very important in goal planning. " Now you have a specific goal. Once you have your long-range and intermediate goals written, you should go back and reassess them and put them into as measurable a form as possible.

I am standing at the other end. I pull a twenty-dollar bill from my wallet, wave it in the air, and say to you, "If you will cross this room in three minutes balanced on this I beam, I will give you the twenty dollars. You cannot step off to the right or left. " Could you do it? Would you do it? Few people would tum me down. Now imagine placing one end of the I beam on top of one of the World Trade Center buildings in New York City and the other end of the I beam on top of the other World Trade Center building.

He was a different person. He exuded confidence. He told me about his new position and then said, "Charles, I went back to my second wife and told her about unifying 32 • TIME POWER principles. Before that we had always argued about the things we didn't have in common. Now, through the principle of self-unification, we have discovered what we do have in common. " For more than a decade I have been teaching the principle of self­ unification on an almost daily basis. From this experience with thousands of individuals I have come to believe that self-unification is the most significant of all the time management procedures in the Time Power System.

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