I am dedicated to market research and management consulting for the interenational business.
Dear Sir / Madam,
I hope this email finds you well, and I am sorry for the email reaches you in this manner.
My name is Oliver Haiqing Hua, a business consultant from China.
I am dedicated to market research and management consulting.
Market research
I am specializes in market research and consulting service for enterprise marketing. I have provided special market research services like competitive information, competitive strategy, product testing, brand construction, satisfaction research, mystery customer, store monitoring, and advertisement effect evaluation in more than 20 industries, including IT, communication, home appliance, automobile, real estate, pharmaceutical, energy, chemical, finance, and manufacturing, etc.
Management Consulting
I have provided management consulting services for 50 enterprises. The industries served include real estate, power, chemical, steel & iron, furniture, food, mechanical, finance, engineering, garment, tourism, agriculture, electronics, and logistics, etc. The areas served include management consulting on enterprise strategy and its implementation and consulting on marketing management, business process, human resources management, SMB development, and investment, etc. These experiences provide me with extraordinary capacity on management consulting. With the accumulation of consulting results, we are capable of providing enterprises with comprehensive management solutions on a large scale.
Vision
To create the broadest international vision together with the companies with a farthest plan for globalization and international development.
Mission
To promote the "management transformation" of enterprises, to upgrade their management capacity, and to work together with our customers for creating first class enterprises.
Service
To provide you with sound foundation for decision-making and management consulting for planning your business in a long term through market research.
As you know, China is a country with fastest growth rate in the world. In the past 30 years, the Chinese manufactuers of all kinds have been experincing a booming thanks to the export policy and the economic reform of the nation. However, recently, this trend is experiencing a difficult time due to the worldwide recession led by the financial crisis originated from the USA.
China now changes its policy to encourage the domestic consumption demand to gear up the national growth again. The industries has turn to the housing, building, renovation, luxury, automobile, food, drink, pharmaceuticals, health care, medical care, culture, travel, education.
As always, China needs not only the domestic tradition, but also the world experience especially the experience and solutions from the most developed world; the West countries, the USA, Canada, UK, France, Germany, and other western European countries, as well as the experience of Japan.
China is definitely a market not to be ignored by your good company, and I believe you know that a detail, practical, down-to-earth study of this market is required especially for your own special field.
I can help you to enter into this rather sophisticate market by providing you with such complete study for which I have done for many years and assisted companies to increase their sales and distributions in China . The total sales generated from the companies that I have served have exceeded tens of millions dollars in China .
I have educated and worked in China and Canada . I have systematic knowledge of logistics, accounting, finance, investment, and marketing. I have experience in engineering projects for a broad range of industries. I have strong analytical and quantitative skills. I have excellent organization, negotiation, verbal and written presentation skills, and extensive IT skills.
Recently, I have worked as an independent business consultant for Kam controls, Willburt company, United Rotary Brushes, Top Technology, have contributed the business start up in China , marketing effort in USA , Asia, and Europe . My successful customers include Oil industry, Military, mobile communication, electronics, civil, construction, Chemical.
Plus, I am a Canadian Chinese so that I can go to Canada or USA to work there.
Therefore, I am submitting my resume to you for your consideration. I believe I would be a good match with your company and that I would be able to live up to your expectations. I am excited by the prospect of an opportunity to contribute my years of knowledge, skills, and experience to the success of your business and I sincerely hope you look upon my application favorably.
Thank you very much for your kind attention, I am looking forward to your reply.
Kind Regards,
Oliver Haiqing Hua
skype: oliverhua1
email: haiqing1@yahoo.com
Cell: 13701879982
602-19, 590 Long, Xinhua Rd.
Changning District, Shanghai , P. R. China,
Postcode: 200052
I strongly believe what they said in their website:
"If you leave this subject for another day, when you have time for it, then most likely you will never get around to it until it is too late.
Too late, is when you realize that you should of done this a long time ago. Too late, is when you realize that your competition has overtaken you.
Too late, is when your business stops growing and you start to thinking of letting people go. There is no need to let things go that way. "
Value-Chain Management FAQ
Q. Supply chain, value chain -- what's the difference?
A. There's a temptation to use "value chain" and "supply chain" interchangeably, but there's really a difference in the concepts that's worth remembering.
The supply chain model -- which came first -- focuses on activities that get raw materials and subassemblies into a manufacturing operation smoothly and economically.
The value-chain notion has a different focus, and a larger scope. Value-chain analysis looks at every step from raw materials to the eventual end-user -- right down to disposing of the packaging after use. The goal is to deliver maximum value to the end user for the least possible total cost. That makes supply-chain management a subset of the value-chain analysis.
Q. Can't I maximize value by just optimizing each step in the process?
A. Value-chain management looks at the entire value-adding process. Just optimizing each individual step may not be the entire answer. If you go to a less expensive package, but it costs the end user more to dispose of it, you may be detracting from the total value of the product. Consolidating inventories may reduce warehouse costs, but if the consolidation also increases delivery time, it may force the user to hold more items on site, which reduces value. You have to consider the total impact of each optimization.
Q. How can I measure value-chain effectiveness?
A. According to the Hurwitz Group, one good example of a metric for measuring the value of e-business is a measure called the IPC ratio. IPC stands for Information, Product, Cash. The IPC ratio looks at the comparative cycle times for the IPC elements. In a successful value-chain implementation, information and cash take less time to flow through the chain than the actual product creation and distribution.
Q. What's the biggest benefit of electronic value-chain operations?
A. The biggest single value-added element of electronic value-chain capabilities is time. If you can fulfill an order faster, complete a sale, or electronically transfer products from one channel to another, you can cut process time. Shorter process time lets you respond to more customer requests, lets your customers carry smaller inventories, and speeds the flow of both information and payments.
Q. Do I get anything from value-chain tools besides shorter cycle time?
A. Electronic value chain operations can also give you invaluable data about trends and changing needs in your markets. The electronic sales function includes product and information requests, surveys, complaints, and resolutions. All these data are valuable for shaping business strategies and focusing marketing tactics.
Q. If value chains are so critical, why is this new way of looking at them just emerging now?
A. The current surge in interest in value chains is based on the evolution of technology. Your value chains are complicated networks of interactions, and the information technology and Internet capabilities to deliver really effective value-chain management tools have only recently become available. Cheaper computing power, better interplatform communications, more effective data translation and the growth of Internet-based e-business all contribute to a critical mass of technology that makes value-chain management a profit-building exercise.
Q. How can electronic commerce help me respond to changes in my value chains?
A. Electronic distribution channels -- e-channels -- allow looser coupling within value chains. Because e-channels cut costs and provide more flexibility in availability inquiries, order processing, billing, and other distribution activities, they give you more flexibility in distributing a changing product mix to changing markets.
Q. After all this value-chain management, I still end up with overstock sitting in a warehouse. Where does that fit in the value-chain model?
A. Value-chain management doesn't make everything operate perfectly. But it can help you respond better to the imbalances that inevitably develop in the course of business. For example, there are e-commerce systems that let you quickly move excess stocks into an electronic marketplace with wide industry exposure. That tightens your overall value chain by cutting overhead costs.
Global Sales and Competition
The U.S. Government operates several programs to help manufacturers begin or expand their exports to other countries. These include:
•Commercial Service and Export Assistance Center
•Import Administration
•The U.S. Export-Import Bank
The Manufacturing Institute is working to develop projects that make accessing these programs easier for manufacturing firms. Please contact us if you have ideas or experience and wish to help design these projects.
Small and Medium Manufacturers
Many Small and Medium Manufacturers are successfully competing globally. These firms have an outward-oriented mindset that sees the potential market as international in scope, not just domestic. They are proactive and have the confidence to commit resources to international growth. This worldview has helped their companies grow internationally and also become more competitive in the United States.
The Future Success of Small and Medium Manufacturers identifies the 15 best practices of today's small and medium manufacturers, including
•Devote the necessary time and energy to marketing;
•Develop a distinctive product and marketing strategy;
•Expand and diversify your customer base;
•Go global. Develop export markets
Forging New Partnerships: How to Thrive in Today's Global Value Chain also discuss ways in which small and medium manufacturers can access and compete in global markets.
I hope this email finds you well, and I am sorry for the email reaches you in this manner.
My name is Oliver Haiqing Hua, a business consultant from China.
I am dedicated to market research and management consulting.
Market research
I am specializes in market research and consulting service for enterprise marketing. I have provided special market research services like competitive information, competitive strategy, product testing, brand construction, satisfaction research, mystery customer, store monitoring, and advertisement effect evaluation in more than 20 industries, including IT, communication, home appliance, automobile, real estate, pharmaceutical, energy, chemical, finance, and manufacturing, etc.
Management Consulting
I have provided management consulting services for 50 enterprises. The industries served include real estate, power, chemical, steel & iron, furniture, food, mechanical, finance, engineering, garment, tourism, agriculture, electronics, and logistics, etc. The areas served include management consulting on enterprise strategy and its implementation and consulting on marketing management, business process, human resources management, SMB development, and investment, etc. These experiences provide me with extraordinary capacity on management consulting. With the accumulation of consulting results, we are capable of providing enterprises with comprehensive management solutions on a large scale.
Vision
To create the broadest international vision together with the companies with a farthest plan for globalization and international development.
Mission
To promote the "management transformation" of enterprises, to upgrade their management capacity, and to work together with our customers for creating first class enterprises.
Service
To provide you with sound foundation for decision-making and management consulting for planning your business in a long term through market research.
As you know, China is a country with fastest growth rate in the world. In the past 30 years, the Chinese manufactuers of all kinds have been experincing a booming thanks to the export policy and the economic reform of the nation. However, recently, this trend is experiencing a difficult time due to the worldwide recession led by the financial crisis originated from the USA.
China now changes its policy to encourage the domestic consumption demand to gear up the national growth again. The industries has turn to the housing, building, renovation, luxury, automobile, food, drink, pharmaceuticals, health care, medical care, culture, travel, education.
As always, China needs not only the domestic tradition, but also the world experience especially the experience and solutions from the most developed world; the West countries, the USA, Canada, UK, France, Germany, and other western European countries, as well as the experience of Japan.
China is definitely a market not to be ignored by your good company, and I believe you know that a detail, practical, down-to-earth study of this market is required especially for your own special field.
I can help you to enter into this rather sophisticate market by providing you with such complete study for which I have done for many years and assisted companies to increase their sales and distributions in China . The total sales generated from the companies that I have served have exceeded tens of millions dollars in China .
I have educated and worked in China and Canada . I have systematic knowledge of logistics, accounting, finance, investment, and marketing. I have experience in engineering projects for a broad range of industries. I have strong analytical and quantitative skills. I have excellent organization, negotiation, verbal and written presentation skills, and extensive IT skills.
Recently, I have worked as an independent business consultant for Kam controls, Willburt company, United Rotary Brushes, Top Technology, have contributed the business start up in China , marketing effort in USA , Asia, and Europe . My successful customers include Oil industry, Military, mobile communication, electronics, civil, construction, Chemical.
Plus, I am a Canadian Chinese so that I can go to Canada or USA to work there.
Therefore, I am submitting my resume to you for your consideration. I believe I would be a good match with your company and that I would be able to live up to your expectations. I am excited by the prospect of an opportunity to contribute my years of knowledge, skills, and experience to the success of your business and I sincerely hope you look upon my application favorably.
Thank you very much for your kind attention, I am looking forward to your reply.
Kind Regards,
Oliver Haiqing Hua
skype: oliverhua1
email: haiqing1@yahoo.com
Cell: 13701879982
602-19, 590 Long, Xinhua Rd.
Changning District, Shanghai , P. R. China,
Postcode: 200052
I strongly believe what they said in their website:
"If you leave this subject for another day, when you have time for it, then most likely you will never get around to it until it is too late.
Too late, is when you realize that you should of done this a long time ago. Too late, is when you realize that your competition has overtaken you.
Too late, is when your business stops growing and you start to thinking of letting people go. There is no need to let things go that way. "
Value-Chain Management FAQ
Q. Supply chain, value chain -- what's the difference?
A. There's a temptation to use "value chain" and "supply chain" interchangeably, but there's really a difference in the concepts that's worth remembering.
The supply chain model -- which came first -- focuses on activities that get raw materials and subassemblies into a manufacturing operation smoothly and economically.
The value-chain notion has a different focus, and a larger scope. Value-chain analysis looks at every step from raw materials to the eventual end-user -- right down to disposing of the packaging after use. The goal is to deliver maximum value to the end user for the least possible total cost. That makes supply-chain management a subset of the value-chain analysis.
Q. Can't I maximize value by just optimizing each step in the process?
A. Value-chain management looks at the entire value-adding process. Just optimizing each individual step may not be the entire answer. If you go to a less expensive package, but it costs the end user more to dispose of it, you may be detracting from the total value of the product. Consolidating inventories may reduce warehouse costs, but if the consolidation also increases delivery time, it may force the user to hold more items on site, which reduces value. You have to consider the total impact of each optimization.
Q. How can I measure value-chain effectiveness?
A. According to the Hurwitz Group, one good example of a metric for measuring the value of e-business is a measure called the IPC ratio. IPC stands for Information, Product, Cash. The IPC ratio looks at the comparative cycle times for the IPC elements. In a successful value-chain implementation, information and cash take less time to flow through the chain than the actual product creation and distribution.
Q. What's the biggest benefit of electronic value-chain operations?
A. The biggest single value-added element of electronic value-chain capabilities is time. If you can fulfill an order faster, complete a sale, or electronically transfer products from one channel to another, you can cut process time. Shorter process time lets you respond to more customer requests, lets your customers carry smaller inventories, and speeds the flow of both information and payments.
Q. Do I get anything from value-chain tools besides shorter cycle time?
A. Electronic value chain operations can also give you invaluable data about trends and changing needs in your markets. The electronic sales function includes product and information requests, surveys, complaints, and resolutions. All these data are valuable for shaping business strategies and focusing marketing tactics.
Q. If value chains are so critical, why is this new way of looking at them just emerging now?
A. The current surge in interest in value chains is based on the evolution of technology. Your value chains are complicated networks of interactions, and the information technology and Internet capabilities to deliver really effective value-chain management tools have only recently become available. Cheaper computing power, better interplatform communications, more effective data translation and the growth of Internet-based e-business all contribute to a critical mass of technology that makes value-chain management a profit-building exercise.
Q. How can electronic commerce help me respond to changes in my value chains?
A. Electronic distribution channels -- e-channels -- allow looser coupling within value chains. Because e-channels cut costs and provide more flexibility in availability inquiries, order processing, billing, and other distribution activities, they give you more flexibility in distributing a changing product mix to changing markets.
Q. After all this value-chain management, I still end up with overstock sitting in a warehouse. Where does that fit in the value-chain model?
A. Value-chain management doesn't make everything operate perfectly. But it can help you respond better to the imbalances that inevitably develop in the course of business. For example, there are e-commerce systems that let you quickly move excess stocks into an electronic marketplace with wide industry exposure. That tightens your overall value chain by cutting overhead costs.
Global Sales and Competition
The U.S. Government operates several programs to help manufacturers begin or expand their exports to other countries. These include:
•Commercial Service and Export Assistance Center
•Import Administration
•The U.S. Export-Import Bank
The Manufacturing Institute is working to develop projects that make accessing these programs easier for manufacturing firms. Please contact us if you have ideas or experience and wish to help design these projects.
Small and Medium Manufacturers
Many Small and Medium Manufacturers are successfully competing globally. These firms have an outward-oriented mindset that sees the potential market as international in scope, not just domestic. They are proactive and have the confidence to commit resources to international growth. This worldview has helped their companies grow internationally and also become more competitive in the United States.
The Future Success of Small and Medium Manufacturers identifies the 15 best practices of today's small and medium manufacturers, including
•Devote the necessary time and energy to marketing;
•Develop a distinctive product and marketing strategy;
•Expand and diversify your customer base;
•Go global. Develop export markets
Forging New Partnerships: How to Thrive in Today's Global Value Chain also discuss ways in which small and medium manufacturers can access and compete in global markets.
posted by limodriver at 01:39
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