artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
In the previous post I wrote I started an example showing why it is better to sell more expensive and less than cheaper and more. Today we will count this example to the end. I also wrote that supply is to offer a good on the market. This is a really important dish that I will return to at some point. Today, however, it will be about, in simple terms, how much you are able to produce products or provide
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Many have already predicted the death of this company, just about every few months. The whole situation is reminiscent with the rumored death of Mark Twain, who later straightened it out this way: “James Ross Clemens (Twain’s real name was Samuel Langhorne Clemens), my cousin, was seriously ill in London two or three weeks ago, but has already recovered. The news of my illness grew out of his illness. The news of my death was exaggerated,” Mark Twain wrote in
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In my previous post I wrote about the first element of the marketing-mix, the product. That was first, and what’s second? Price. If Nowak thinks about business, he imagines the bills he earns. However, they will not appear out of nowhere. It is the correctly determined price of the products in the store that will cause the business to start paying off after a while. The calculated price must take into account many, sometimes conflicting, goals of the company: Prices
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Work automation surrounds us to an increasing degree. Although I’m involved in the automation of managerial work, which is really the replacement of the cognitive processes occurring in people’s minds in terms of management with intelligent algorithms, I’m very interested in mechanical robots because of my background. It turns out that there are increasing developments in precision robotics that allow them to be used in practical and commercial products. You can watch a video on the CNBC channel that perfectly
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In previous posts, I presented how to think through whether you want to sell products or services. Then I showed you based on what criteria you should price your products or services. Now I want to convince you not to follow colloquial opinions or so-called common sense when setting a price. Often such hints come from customers, not entrepreneurs. They express the needs of customers, not entrepreneurs. However, both sides of the transaction play against each other, and what is
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