Project Governance

  1. Introduction

Project governance – the process of project decision making and the framework, models or structures that are established to enable this – is recognised as a critical success factor for the delivery of projects.

Effective project governance positions a project for success.  Good project governance allows effective and efficient decision making – that is, the right people making optimum decisions that meet the needs of the project and its stakeholders and making those decisions in a timely manner. Read the rest of this entry »

Developing a marketing Stratergy

Developing a marketing Stratergy

Successful Product sales and product marketing requires an understanding of the current markets and market dynamics for these products Bigonit work with our clients to provide an in-depth critical analysis of each by product, by market segment and by geographic area, paying due attention also to the geopolitical circumstances which may impact on future developments.

Strategically its important to consider identifying customers and competitors, Understand the Buying Decisions, Understanding the Value added processes within the industry, Distribution, Service the client will offer, Customer Profiling and establishing their needs, Market Segmentation Competitive position, Current Brands in the market (Analysis) , Communication, Strategy Cost analysis  and Pricing Strategy Read the rest of this entry »

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Bigonit – Communication and Information Function

Communication serves four main functions. These functions have to be considered as part of an overall implementation, and roll out of this will be not only be developed to enable the current Corporate, Organizational and Project Structures but also contribute to the overall personal performance of individuals and create a competitive advantage to company structures. Read the rest of this entry »

BIGONIT help companies to sell on the Internet, we provide a complete back office Business planning and modelling service for customers on the Internet or are considering moving into this space.BIGONIT

Our Services are designed to allow companies on the internet to access range of inclusive services from sales and marketing to technical development integration application support as well as access to the systems that allow on going growth and the day to day management of  business. Read the rest of this entry »

Bigonit developed the first online training system for coffee blenders, the system is based on tasting profiles and cupping notes from the UK top roasting houses and allows the blend to be roasted and send to other people interested in the same blend or batch of origin coffee

The system is designed to enable mas market coffee products to go through levels of continues improvement and development and create maximum customer engagement the training and data system was designed for commercial coffee roasters to further increase there production reach into the growing Artisan coffee market – as well as create bespoke products that can quickly scale up for mass market.

Bigonit are happy to announce its new partnership supply service

The service is designed for high Growth companies that operate their ecommerce systems across multiple sites and carry drop ship stock from multiple geographic locations,

Small Steps in building a supply chain

Small Steps in building a supply chain

The service allows e-commerce companies or companies looking to move into this way of selling, a range of Sales marketing, Digital and data products that allow the companies to focus on there core skills

The services were created to accommodate the growing number of companies that need access to scalable platform knowledge, and support to grow scales and increases product life cycles

The Service also has full Bookkeeping and management and business management support as well as budget plans

For further information contact mark@bigonit.com

Details :- terms and conditions apply :- http://bigonit.com/index.php/partnership-service-level

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e- readers

E-book provides new forms of publication model, and allows the content of a text to grow, or be adapted, to address changes affecting the subject matter, and the changing requirements of the reader.

This is particularly pertinent where the book includes style documents, or forms, with the intention that these will be adapted and used by the reader. By publishing e-books texts can be updated easily, and volumes of styles can themselves be used to create a new revenue stream.

We’re publishers provided standard form documents that are  use as the basis for drafting addressed to the specific circumstances of their clients’ needs. The newly created documents  may be saved as a style by the person or group  in which it was created, but there is currently no value to the publisher of this work, and it may have limited value even to the practice, where the document is addressed to circumstances which infrequently occur.

E-publishing allows styles to be sold by People of groups  who created them through , the publisher of the source material. In this system the publisher gains from augmentation of their style-bank, free of the cost of research normally associated with the creation of new documents.

4-social

Followers , Following and Trending

Real-time peer-to-peer collaboration via the internet has been at the cutting edge of progressive movements within the professions, and it is certain that any publisher facilitating this activity will validate themselves as a resource which is keeping pace with change.

Using this model to acquire and distribute the drafting efforts of its subscribers, the publisher becomes the “hub” of a growing and adapting knowledge community, where peers follow each other’s work, and critical comment is passed.

The publisher can manage this environment by creating rules which will allow the community to be monitored by its members, and for members to make corrections directly, and by creating different levels of access, and ability to act within the community.

A community thus established will also allow the publisher to appreciate, in detail, the interests of individual members, by looking at their activity as “followers” within the community. It will disclose also who are most followed; effective influencers who the publisher may wish to approach directly to benefit from their abilities.

5-users

Account management

The community will disclose trends in drafting, and in the evolution of the profession itself, providing the publisher with the ability to market new products using accurate, tightly-focused, campaigns, or to sell reports of this information to government agencies or other commercial entities.

The data from a properly established on-line community may come to be valued more highly, on the balance sheet of the publisher, than the intellectual rights to the texts which it holds!

The use of various technologies can be used to expand its existing revenue model by creating new subscription packages delivered electronically. These packages can be defined by varying data-access rights corresponding to the declared interests of the subscriber.

Such a subscription service could allow access to, and could readily interact with, an online publishing community, and the community would provide data which could be used to optimise the nature and delivery of subscription products.

In this model of product delivery texts could be made available from a central portal during the subscription period, with the ability of the subscriber to download materials designated style documents only. This system could potentially work very well for a publisher, which produces style volumes, volumes of legislation, periodicals and student and practitioner text-books, which could underwrite varied and adaptable subscription models.

To such subscription services could be added offerings of other online services as bolt-ons, such as cloud storage, web-hosting, dictation transcription, VoIP telephone services, virtual accounting, and reception, and even access to office space.

 

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The coffee ecosystem comprises of three separate decision engines

 

CTAPS Coffee Ecosystem

Ecosystems

 

 

ID-10056827We are a technology and business consultancy that recognised some years ago that the ever-quickening pace of the development of computer science was having the effect that increasingly legal, as opposed to technical boundaries, defined the limits of the services that we could provide to our clients.

Following this recognition the work in which we engaged, in sectors as diverse as the food and the surveying industries, became increasingly subject to the influence of specialist regulatory advice and knowledge.

We observed entities calling in big business technology providers, at great cost, hoping that the provider’s sheer scale would overwhelm their problems. There tended to be a void however; a failure by both parties to take proper responsibility for ensuring that the form and direction of development was optimised by technical effort informed in procedural constraint and opportunity.

We came to consider that gaining a full appreciation of the regulatory frameworks which govern our clients businesses is a big part of our service. This allows us to offer, as our core product, a collective business and technology knowledge-base which is dynamic and, acting within the remit of our instructions, independent and capable of self-guidance. In short we offer our clients the facility to make informed technology choices which are effective for their businesses, without their having to have a strong appreciation of technology itself.

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balls

Dr C Alexander, BigOnIT

Making too much of something – overproduction – is generally viewed negatively: it requires additional raw materials, energy, unnecessary work/effort, and waste handling; as none of these add value to the product, overproduction is often regarded as wasteful or quite literally waste if the excess is simply discarded.

Outside of highly automated processes and production lines, there will be waste. Companies often “err” on the side of safety for a production run and produce too much rather than too little which would result in an even more costly additional production run.

But why would anyone want to over produce, in a world were economies scales have for so many years allowed high volume low cost production per unit, one could say that any overproduction and its continuation is no more than a waste of economic resource

Production houses more and more have to balance customer choice as part of the volume needed to create value, Customers are demanding products that are offering so much choice that they are becoming unique, – the world  of customer choice has moved to customer customisation and the more customisation the customer demands they more the interact in the creation of the products they need

Perhaps one other change that’s affecting the one fits all of high volume production low cost products is manufacturing has the ability to establish far more routes to market that was ever possible and create brands and products that can be sold at various parts of the product life cycle with services and delivery times built into every part of production innovation cycle

With the development of new routes to market and the increase choice that customers are demanding the opportunities to develop processes that allow overproduction as part of extended range of unique product that allows higher value is creating smaller product life cycles that create higher over value

With the development of newer routes to market and the demand for newer be spoke products the ability to overproduce can be targeted at the growing number of customers that are looking for more customised products: given sufficient quantities, you can think of this excess as “bespoke”, “limited edition”, or “Artisan” product.

Creating the artisan product in a volatised production

Let us look at coffee roasting. Coffee blends are roasted in batches (say 120kg), taken from one or more silos of raw commodity beans.

Given that many batches (up to 20 tonnes) can be roasted each day, how many potential artisan bags of coffee could be produced due to the excess of coffee roasted each day?

We can express the total weight roasted as the sum of the batch weight that is sold as a unit and the overproduction (the excess). Alternatively the overproduction can be expressed as

1

If the weight of a bag of artisan coffee is Weightbag kg (i.e. kg/bag), then the number of bags produced each day due to “overproduction” can be expressed as

2

3

(assuming that Weightroasted does not change).

Given that each Weightroasted is a blend of N silos of raw (commodity) coffee then each Weightroasted can be expressed as the sum of the amounts of coffee (in kg) taken from N silos as

4

where Weightsiloi  is the amount of commodity coffee (in kg) taken from the ith silo.

Assuming that the mixing is uniform throughout the roasting process then the amount of commodity coffee (in kg) taken from the ith silo within a unit batch sold Weightbatch can be simply expressed as

10

Therefore the overproduction or excess in each batch can be expressed as

6

7

or the number of artisan bags that you can make from overproduction in a day can be expressed as

8

We assumed a constant Weightroasted throughout the day. If this is not the case then Numberbags/day per day can be expressed as

9

for a constant blend mix, constant Weightbatch, and a weight of an artisan bag of coffee Weightbag

Maximising your excess

Therefore if only weight is considered, for a weight of coffee roasted in each batch Weightroasted, (Weightbatch is fixed) you can increase the Numberbags by

1. Decreasing the weight of an artisan bag of coffee – Weightbag
2. Increasing the number of runs within a day with excess – Numberruns/day

In conclusion

The weight of raw coffee in each Silo is bought as a commodity at a known price. Optimising (minimising) the cost of a blend across the silos along with the production costs will make the Artisan coffee more profitable.

 

Extending our approach.

Our approach does not include factors such as production loss. These will consider within a future blog post.

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