Big Company Lessons for Small Businesses

Most small businesses think that big companies have limitless resources and tons of money, and accordingly can do whatever they want. At the same time, most large companies think that all small ones are entrepreneurial, acting quickly, and bursting with creativity. Neither of these common beliefs is true. Most big companies do not throw a lot of resources at every project, and most small companies tend to become stagnant when they are through with their initial, entrepreneurial stage.

       Small businesses have important competitive advantages. When founders are leading the company, they do so with an authentic passion to deliver on a vision. It's their life. They know their business and customers better than anyone else, and this knowledge can be hugely leveraged with the right operational practices. A large company may have more money for research, but the leader of a small company almost always has more direct interaction with their customers. I am a huge believer that customer-driven strategies win over the long run.

1st World SME Conference in Delhi

This is a good news for Small and Medium Enterprises in Indian demography that we can listen some news about them. Nothing to say about that they contribute about 70% of GDP and 80% of workforce. But I was feeling that they didn't get the plateform for which they deserved. 

Now-a-days lots of event happening whether it is from the banks like ICICI, college or the government. In the same track there is a big conference held in Delhi where we dicussed many issues to uplift our SMEs.....

Click on the link to take a look.........thanks

LICENSE TO INNOVATE

FOR BUDDING ENTREPRENEURS, VENTURING INTO UNEXPLORED TERRITORIES BY DEFYING TRADITIONAL NORMS IS A DAUNTING TASK. YASMIN TAJ MEETS THREE SUCH RISK-TAKERS WHO HAVE EMERGED VICTORIOUS AFTER STEPPING INTO UNTAPPED DOMAINS, THUS PAVING THE WAY FOR MANY TO FOLLOW

--- The Economic Times

Linking employee benefits to talent management

Most companies treat benefits as a cost of doing business. They should see them instead as a competitive weapon.
A few companies, however, are changing the game. Emerging best practices are reducing the cost of benefits by 10 to 20 percent a year, keeping employee satisfaction steady—or better—and linking these expenditures more tightly to corporate objectives, particularly investments in talent to gain competitive advantage. Such investments are increasingly important to the profitable growth of the world’s most successful companies: from 1995 to 2005, profits per employee jumped to $83,000, from $35,000, and the number of employees more than doubled.1 Benefits represent a major part of that outlay: US companies spend more than $2 trillion on them each year, but though the cost of health care in particular is on the rise, companies aren’t scrutinizing benefits as closely as they do other investments