artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
In my last blog post, I presented a very simple example of a business – a language school – so that you can understand how to count the profitability of your business or, in a specific case, the profitability of a particular product. You are unlikely to run such a business, but in order to understand what is revenue, cost and profit, it is worth your while to read this text. Let me remind you of the premise. We run
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In the previous post, I showed you a method and formula on how to count whether it pays to produce or sell a product. Today I will show you how to use these formulas and how to count whether it pays to do business. Of course, this will be a simple example on one product, and in the next post I will show you an example on two products. You will see that this is not a simple issue, so
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You’ve probably ever wondered why companies like HP, IBM or Google have huge finance departments, with hundreds or thousands of employees handling the company’s finances. So, is the way money circulates so complicated that so many employees are needed accounting, invoicing, calculating budgets, assessing cost intensity and so on? Yes, that’s exactly right – the world of money in large companies is very complicated, and everything but the treasury requirements go towards giving an answer as to whether something we
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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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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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