‫ﺍﻟﺷﺭﻛﺔ ﺍﻟﻌﺭﺑﻳﺔ‬ ‫ﻧﻳﺳﺎﻥ‬

‫ﻟﻺﻋـﻼﻡ ﺍﻟﻌﻠﻣﻲ‬ ‫ﺇﺑﺭﻳﻝ )‪ 2013‬ﻡ(‬

‫) ﺷﻌﺎﻉ (‬ ‫ﺟﻣﺎﺩﻯ ﺍﻷﻭﻟﻰ )‪ 1434‬ﻫـ(‬

‫ﺍﻟﻘﺎﻫﺭﺓ‬ ‫ﺍﻟﺳﻧـﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ‬

‫ﺝ‪.‬ﻡ‪.‬ﻉ‬ ‫ﺍﻟـﻌـﺩﺩ ﺍﻟﺳﺎﺑﻊ‬

‫ﻟﻠﻣﺷﺗﺭﻛﻳﻥ ﻓﻘﻁ‬ ‫ﺍﻟــــﻌـﺩﺩ ‪505‬‬

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‫‪ájÉ¡ædG øe CGóHG‬‬
‫ﺍﺳﺗﺭﺍﺗﻳﺟﻳـــﺔ‬

‫ﺍﻟﺗﺧﻁﻳﻁ ﺑﺎﻟﻬﻧﺩﺳﺔ ﺍﻟﻌﻛﺳﻳﺔ ﻟﺗﻌﻅﻳﻡ ﻭﺗﺳﺭﻳﻊ‬

‫ﻧﻣﻭ ﺍﻷﻋﻣﺎﻝ‬
‫ﺗﺄﻟﻳﻑ‪ :‬ﺩﻳﻑ ﻟﻳﻔﻳﻧﺳﻛﻲ‬

‫ﺃﻣﺎﻣﻙ ﺍﻵﻥ ﻟﺗﺭﺟﻊ ﺧﻁﻭﺓ ﺇﻟﻰ ﺍﻟﻭﺭﺍء ﻟﺗﻘﻳﻡ ﺷﺭﻛﺗﻙ ﻣﻥ‬ ‫‪.. Iƒ£N ™LQG‬‬
‫ﺟﺩﻳﺩ‪ ،‬ﺛﻡ ﺗﻌﻳﺩ ﺗﺻﻣﻳﻡ ﺧﻁﺔ ﻋﻣﻠﻙ ﻟﺗﺣﻘﻕ ﺍﻟﻧﺟﺎﺡ ﺍﻟﺫﻱ ﻁﺎﻟﻣﺎ‬ ‫‪äGƒ£N Ωó≤Jh‬‬
‫ﺣﻠﻣﺕ ﺑﻪ ﻓﻲ ﺑﺎﺩﻱء ﺍﻷﻣﺭ ﻋﻧﺩﻣﺎ ﺃﺳﺳﺕ ﺷﺭﻛﺗﻙ‪.‬‬
‫ﻏﺎﻟﺑًﺎ ﻣﺎ ﻳﺣﻳﺩ ﺃﺻﺣﺎﺏ ﺍﻷﻋﻣﺎﻝ ﻋﻥ ﺍﻟﻁﺭﻳﻕ ﺍﻟﺫﻱ ﺭﺳﻣﻭﻩ‬
‫‪∂à¡Lh OóM‬‬ ‫ﻟﺷﺭﻛﺎﺗﻬﻡ ﻓﻲ ﺧﺿﻡ ﺍﻟﺿﻐﻭﻁ ﺍﻟﻳﻭﻣﻳﺔ ﺍﻟﻧﺎﺗﺟﺔ ﻋﻥ ﺍﻟﺳﻌﻲ‬
‫ﻭﺭﺍء ﺗﺣﻘﻳﻕ ﻣﺑﻳﻌﺎﺕ ﻭﺃﺭﺑﺎﺡ ﻣﺭﺗﻔﻌﺔ‪ .‬ﻭﻓﺟﺄﺓ ﻳﺻﺑﺢ ﺗﺭﻛﻳﺯ‬
‫ﺗﺄﻣﻝ ﺍﻟﻣﻘﻭﻟﺔ ﺍﻟﺗﺎﻟﻳﺔ ﻟـ”ﻳﻭﺟﻲ ﺑﻳﺭﺍ“ ﻻﻋﺏ ﺍﻟﺑﻳﺳﺑﻭﻝ‪” :‬ﺇﺫﺍ‬ ‫ﺍﻟﺟﻣﻳﻊ ﻣﻧﺻﺑًﺎ ﻋﻠﻰ ﺍﻷﻫﺩﺍﻑ ﻗﺻﻳﺭﺓ ﺍﻟﻣﺩﻯ‪ ،‬ﻟﺗﻔﻘﺩ ﺍﻟﻣﺅﺳﺳﺔ‬
‫ﻛﻧﺕ ﻻ ﺗﻌﻠﻡ ﻭﺟﻬﺗﻙ‪ ،‬ﻓﻌﻠﻰ ﺍﻷﺭﺟﺢ ﻟﻥ ﺗﺻﻝ ﺇﻟﻳﻬﺎ ﺃﺑ ًﺩﺍ‪“.‬‬ ‫ﺑﺄﻛﻣﻠﻬﺎ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺭﺅﻳﺔ ﺃﻫﺩﺍﻓﻬﺎ ﻁﻭﻳﻠﺔ ﺍﻟﻣﺩﻯ‪ .‬ﻣﺎ ﺍﻟﺣﻝ‬
‫ﻛﻼﻡ ”ﺑﻳﺭﺍ“ ﺻﺣﻳﺢ ﺗﻣﺎﻣًﺎ ﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﺎﻟﺭﻳﺎﺿﺔ ﺃﻭ‬ ‫ﺇﺫﻥ؟ ﺍﻟﺣﻝ ﻫﻭ ﺍﻟﺑﺩء ﻣﻥ ﺍﻟﻧﻬﺎﻳﺔ! ﺇﺫﺍ ﻛﻧﺕ ﺗﻌﻠﻡ ﺍﻟﻧﻘﻁﺔ‬
‫ﺑﺎﻷﻋﻣﺎﻝ‪ .‬ﻓﻛﻳﻑ ﻟﻙ ﺃﻥ ﺗﺣﻘﻕ ﺃﻫﺩﺍﻑ ﺷﺭﻛﺗﻙ ﺇﻥ ﻟﻡ ﺗﺣﺩﺩﻫﺎ‬ ‫ﺍﻟﺗﻲ ﺗﺭﻏﺏ ﻟﺷﺭﻛﺗﻙ ﺍﻟﻭﺻﻭﻝ ﺇﻟﻳﻬﺎ ﻓﻲ ﺍﻟﻧﻬﺎﻳﺔ‪ ،‬ﻟﻥ ﺗﻭﺍﺟﻬﻙ‬
‫ﻭﺗﻌﺭﻓﻬﺎ ﺑﻣﻧﺗﻬﻰ ﺍﻟﻭﺿﻭﺡ؟‬ ‫ﻣﺷﻛﻠﺔ ﻓﻲ ﻗﻠﺏ ﺧﻁﺔ ﺃﻋﻣﺎﻟﻙ ﺭﺃﺳً ﺎ ﻋﻠﻰ ﻋﻘﺏ ﻟﺗﺗﻣﻛﻥ ﻣﻥ‬
‫ﺇﺫﻥ‪ ،‬ﺃﻭﻝ ﺧﻁﻭﺓ ﻟﺗﺣﺳﻳﻥ ﻣﺳﺗﻭﻯ ﻧﺟﺎﺡ ﺷﺭﻛﺗﻙ ﻫﻭ ﺗﻭﺿﻳﺢ‬ ‫ﺍﻟﻭﺻﻭﻝ ﺇﻟﻰ ﻫﺫﻩ ﺍﻟﻧﻘﻁﺔ‪ .‬ﻭﻣﻊ ﻭﺟﻭﺩ ﺭﺅﻳﺔ ﻣﻔﺻﻠﺔ ﻟﻧﻘﻁﺔ‬
‫ﺃﻣﺭﻳﻥ‪:‬‬ ‫ﺍﻟﻧﻬﺎﻳﺔ‪ ،‬ﺳﺗﻅﻝ ﺃﻧﺕ ﻭﻓﺭﻳﻘﻙ ﻓﻲ ﺣﺎﻟﺔ ﻣﺳﺗﻣﺭﺓ ﻣﻥ ﺍﻟﺗﺭﻛﻳﺯ‬
‫ﻭﺍﻟﻧﺷﺎﻁ‪ ،‬ﻣﻣﺎ ﺳﻳﻣﻛﻧﻛﻡ ﻣﻥ ﺍﻟﺗﺣﺭﻙ ﺑﺧﻁﻰ ﺛﺎﺑﺗﺔ ﻧﺣﻭ ﺍﻟﻬﺩﻑ‬
‫‪ -1‬ﺭﺅﻳﺗﻙ ﻟﺷﺭﻛﺗﻙ ﻣﻥ ﻭﺟﻬﺔ ﻧﻅﺭ ﺍﻟﻌﻣﻳﻝ‪.‬‬ ‫ﺍﻟﻧﻬﺎﺋﻲ‪.‬‬
‫‪ -2‬ﺭﺅﻳﺗﻙ ﻟﺷﺭﻛﺗﻙ ﻣﻥ ﻭﺟﻬﺔ ﻧﻅﺭ ﻋﺎﻟﻡ ﺍﻷﻋﻣﺎﻝ‪.‬‬
‫ﺗﻘﺩﻡ ﻫﺫﻩ ﺍﻟﺧﻼﺻﺔ ﻣﻧﻬﺟﻳﺔ ﻓﺭﻳﺩﺓ‬
‫ﻳﺟﺏ ﺃﻥ ﺗﻭﺿﺢ ﺭﺅﻳﺗﻙ ﻟﺷﺭﻛﺗﻙ ﻣﻥ‬ ‫ﻣﻥ ﻧﻭﻋﻬﺎ ﻭﺧﻁﻭﺍﺕ ﻋﻣﻝ ﻷﺻﺣﺎﺏ‬
‫‘ ‪á°UÓî`dG √òg‬‬ ‫ﺍﻷﻋﻣﺎﻝ ﺗﻣﻛﻧﻬﻡ ﻣﻥ ﺗﺣﺩﻳﺙ ﺧﻁﻁ‬
‫ﻭﺟﻬﺔ ﻧﻅﺭ ﺍﻟﻌﻣﻳﻝ ﻣﺎ ﺗﺣﺎﻭﻝ ﺗﻘﺩﻳﻣﻪ‬
‫▼ ﻛﻳﻑ ﺗﻘﻠﺏ ﺭﺅﻳﺗﻙ ﺍﻟﻧﻬﺎﺋﻳﺔ ﻟﺷﺭﻛﺗﻙ ﺭﺃﺳً ﺎ ﻋﻠﻰ‬ ‫ﺃﻋﻣﺎﻟﻬﻡ‪ ،‬ﺳﻭﺍء ﺃﻛﺎﻧﻭﺍ ﻳﻁﻣﺣﻭﻥ ﻟﺑﻳﻊ‬
‫ﻟﻌﻣﻼﺋﻙ‪ ،‬ﻭﻣﺎ ﺗﺭﻏﺏ ﻓﻲ ﺣﺛﻬﻡ ﻋﻠﻰ‬
‫ﻋﻘﺏ؟‬ ‫ﺷﺭﻛﺎﺗﻬﻡ ﻟﻘﺎء ﻣﻼﻳﻳﻥ ﺍﻟﺩﻭﻻﺭﺍﺕ‪،‬‬
‫ﺍﻟﺷﻌﻭﺭ ﺑﻪ ﺃﻭ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻳﻪ ﺃﻭ‬
‫▼ ﺳﻭﱢﻕ ﻟﺷﺭﻛﺗﻙ ﺑﺗﺄﻟﻕ‬ ‫ﺃﻡ ﻣﺿﺎﻋﻔﺔ ﺇﻳﺭﺍﺩﺍﺗﻬﺎ ﺃﻡ ﺍﻟﺗﻭﺳﻊ‬
‫ﺗﺣﻘﻳﻘﻪ‪ ...‬ﺇﻟﺦ‪ .‬ﺇﻟﻳﻙ ﻣﺛﺎﻟﻳﻥ ﺷﻬﻳﺭﻳﻥ‬ ‫▼ ﻗﻳﻣﺔ ﻫﺎﻣﺵ ﺍﻟﺭﺑﺢ‬ ‫ﺑﺄﻋﻣﺎﻟﻬﺎ‪ .‬ﺇﺫﻥ‪ ،‬ﺍﻟﻔﺭﺻﺔ ﺳﺎﻧﺣﺔ‬
‫ﻟﺭﺅﻳﺔ ﻣﻌﺗﻣﺩﺓ ﻋﻠﻰ ﺍﻟﻌﻣﻳﻝ‪:‬‬
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 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬ ‫❂ ﺍﻟﻧﺳﺑﺔ ﺍﻟﻣﺋﻭﻳﺔ ﻟﻣﺣﻔﺯﺍﺕ ﺑﻳﻊ ﺍﻟﺳﻠﻊ ﺍﻟﻐﺎﻟﻳﺔ‬ ‫❂ ﻣﻬﻣﺔ ﻣﺣﺭﻙ ﺍﻟﺑﺣﺙ ”ﺟﻭﺟﻝ“ ﻫﻲ ﺗﺭﺗﻳﺏ ﻣﻌﻠﻭﻣﺎﺕ‬
‫❂ ﺣﺟﻡ ﺍﻟﺑﻳﺎﻧﺎﺕ ﺍﻟﺟﺩﻳﺩﺓ ﻟﻠﻌﻣﻼء ﺍﻟﻣﺣﺗﻣﻠﻳﻥ‬ ‫ﺍﻟﻌﺎﻟﻡ ﺑﺄﺳﺭﻩ‪ ،‬ﻟﻳﺗﻣﻛﻥ ﺍﻟﻌﻣﻳﻝ ﻓﻲ ﺃﻱ ﻣﻛﺎﻥ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﻛﺭﺓ‬
‫❂ ﻋﺩﺩ ﺷﻛﺎﻭﻯ ﺍﻟﻌﻣﻼء‬ ‫ﺍﻷﺭﺿﻳﺔ ﻣﻥ ﺍﻟﻭﺻﻭﻝ ﺇﻟﻳﻬﺎ ﻭﺍﻻﺳﺗﻔﺎﺩﺓ ﻣﻧﻬﺎ‪.‬‬
‫❂ ﻧﺳﺏ ﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﺎﻟﻳﺔ‪ ،‬ﻭﻧﺳﺑﺗﻙ ﺍﻟﺣﺎﻟﻳﺔ‬ ‫❂ ﻣﻬﻣﺔ ﻣﺅﺳﺳﺔ ”ﻛﻳﻔﺎ“ ﻟﺗﻘﺩﻳﻡ ﺍﻟﻘﺭﻭﺽ – ﻣﻧﻅﻣﺔ ﻏﻳﺭ‬
‫ﻫﺎﺩﻓﺔ ﻟﻠﺭﺑﺢ – ﻫﻲ ﺇﻳﺟﺎﺩ ﻧﻭﻉ ﻣﻥ ﺍﻟﺗﺭﺍﺑﻁ ﺑﻳﻥ ﺍﻟﻧﺎﺱ‬
‫ﺍﻷﺻﻭﻝ ﺍﻟﺗﺟﺎﺭﻳﺔ ﻫﻲ ﺍﻟﻌﻧﺎﺻﺭ ﺍﻟﺗﻲ ﺗﻌﻣﻝ ﻋﻠﻰ ﺇﻳﺟﺎﺩﻫﺎ‬ ‫ﻣﻥ ﺧﻼﻝ ﻣﺳﺎﻋﺩﺓ ﺃﺷﺧﺎﺹ ﺃﻏﻧﻳﺎء ﻋﻠﻰ ﺗﻘﺩﻳﻡ ﺍﻟﻘﺭﻭﺽ‬
‫ﺧﻼﻝ ﻓﺗﺭﺓ ﺍﻣﺗﻼﻛﻙ ﻟﺷﺭﻛﺗﻙ ﻭﺍﻟﺗﻲ ﺗﻣﻧﺣﻙ ﻣﻛﺎﺳﺏ‬ ‫ﻷﺷﺧﺎﺹ ﺁﺧﺭﻳﻥ ﻓﻲ ﺍﻟﺩﻭﻝ ﺍﻟﻧﺎﻣﻳﺔ ﺑﻬﺩﻑ ﺍﻟﺣﺩ ﻣﻥ ﺍﻟﻔﻘﺭ‪.‬‬
‫ﺍﻗﺗﺻﺎﺩﻳﺔ ﻣﺳﺗﻘﺑﻠﻳﺔ؛ ﻭﻫﻲ ﺍﻟﺗﻲ ﺗﻣﻛﻧﻙ ﻣﻥ ﺑﻠﻭﻍ ﺍﻟﻣﻘﺎﻳﻳﺱ‬
‫ﺳـﺎﻟﻔﺎ‪ .‬ﺗﺷﻣﻝ ﺍﻷﺻﻭﻝ ﺍﻟﺗﺟﺎﺭﻳﺔ‬ ‫ً‬ ‫ﺍﻟﻣﺎﻟﻳﺔ ﺍﻟﺗﻲ ﺃﺷﺭﻧﺎ ﻟﻬﺎ‬ ‫ﻫﻧﺎﻙ ﺳﺅﺍﻝ ﻣﻬﻡ ﻟﻠﻐﺎﻳﺔ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﻁﺭﺣﻪ ﻋﻠﻰ ﻧﻔﺳﻙ ﻳﺗﻌﻠﻕ‬
‫ﺑﻧﻭ ًﺩﺍ ﻣﺛﻝ‪:‬‬ ‫ﺑﻣﺳﺗﻭﻯ ﺧﺩﻣﺔ ﺍﻟﻌﻣﻳﻝ‪ :‬ﻣﺎ ﻫﻭ ﺃﻛﺛﺭ ﺷﻲء ﺗﺣﺎﻭﻝ ﺇﺗﻘﺎﻧﻪ‬
‫❂ ﺍﻟﻌﻣﻼء )ﻋﺎﺩﻳﻭﻥ ﺃﻭ ﻣﻣﻳﺯﻭﻥ(‬ ‫ﻭﺍﻟﺗﻔﻭﻕ ﻓﻳﻪ ﻋﻠﻰ ﺃﻳﺔ ﺷﺭﻛﺔ ﺃﺧﺭﻯ ﺗﻌﻣﻝ ﻓﻲ ﻧﻔﺱ ﻣﺟﺎﻟﻙ؟‬
‫❂ ﺍﻟﻣﻧﺗﺟﺎﺕ‬ ‫ﻓﻳﻣﺎ ﻳﺗﻌﻠﻕ ﺑﺭﺅﻳﺗﻙ ﻟﺷﺭﻛﺗﻙ ﻣﻥ ﻭﺟﻬﺔ ﻧﻅﺭ ﻋﺎﻟﻡ ﺍﻷﻋﻣﺎﻝ‬
‫❂ ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ ﻭﺿﻊ ﺑﻳﺎﻥ ﻳﻭﺿﺢ‪:‬‬
‫❂ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﻳﺎ‪ /‬ﺍﻟﻣﻠﻛﻳﺎﺕ ﺍﻟﻔﻛﺭﻳﺔ‬
‫❂ ﺷﺑﻛﺔ ﺍﻟﺗﻭﺯﻳﻊ‬ ‫‪»àdG á«FÉ¡ædG á∏MôŸG -1‬‬
‫❂ ﺍﻟﻣﻭﻗﻊ‬ ‫‪É¡«dEG ∫ƒ°UƒdG ‘ ÖZôJ‬‬
‫❂ ﺍﻟﺳﻣﻌﺔ‪ /‬ﺍﻟﻌﻼﻣﺔ ﺍﻟﺗﺟﺎﺭﻳﺔ )ﻋﻼﻣﺔ ﻣﺳﺟﻠﺔ ﺃﻭ ﺣﻘﻭﻕ‬
‫ﺍﻟﻁﺑﻊ ﻭﺍﻟﻧﺳﺦ(‬ ‫ﻳﺄﺗﻲ ﻭﻗﺕ ﻋﻠﻰ ﺃﻳﺔ ﺷﺭﻛﺔ ﻭﻳﺭﺣﻝ ﻣﺎﻟﻛﻬﺎ ﻋﻧﻬﺎ ﻟﻌﺩﺓ ﺃﺳﺑﺎﺏ‪.‬‬
‫❂ ﻓﺭﻳﻕ ﺍﻟﻌﻣﻝ‪ /‬ﺍﻟﻣﻭﻅﻔﻭﻥ‬ ‫ﻓﻘﺩ ﺗﺧﺳﺭ ﺍﻟﺷﺭﻛﺔ‪ ،‬ﺃﻭ ﻗﺩ ﻳﻣﻭﺕ ﻣﺎﻟﻛﻬﺎ‪ ،‬ﺃﻭ ﻗﺩ ﻳﺑﻘﻰ ﻋﻠﻰ‬
‫❂ ﺍﻟﻣﺩﺧﺭﺍﺕ ﺍﻟﻣﺎﻟﻳﺔ ﻟﻛﻝ ﻋﻣﻠﻳﺔ‬ ‫ﻗﻳﺩ ﺍﻟﺣﻳﺎﺓ ﻟﻳﺑﻳﻌﻬﺎ ﻟﻣﺎﻟﻙ ﺁﺧﺭ‪ .‬ﻓﻲ ﻣﺭﺣﻠﺔ ﻣﺎ ﺳﻳﺭﺣﻝ ﺍﻟﻣﺎﻟﻙ‬
‫❂ ﺍﻷﻧﻅﻣﺔ‪ /‬ﺍﻟﻣﻧﻬﺟﻳﺎﺕ‬ ‫ﺑﺎﻟﺿﺭﻭﺭﺓ ﻋﻥ ﺷﺭﻛﺗﻪ‪ .‬ﻟﺫﻟﻙ ﻣﻥ ﺍﻷﻓﺿﻝ ﺩﺍﺋﻣًﺎ ﺃﻥ ﺗﺗﺭﻙ‬
‫❂ ﺍﻟﺷﺭﺍﻛﺎﺕ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺷﺭﻛﺗﻙ ﺑﺷﺭﻭﻁﻙ ﺃﻧﺕ‪ .‬ﺩﻋﻧﺎ ﻧُﻌﺭﻑ ﺍﻟﻣﺭﺣﻠﺔ ﺍﻟﻧﻬﺎﺋﻳﺔ‬
‫❂ ﺍﻟﺳﻳﺎﺭﺍﺕ‪ /‬ﺍﻟﻣﻠﻛﻳﺎﺕ ﺍﻟﻌﻘﺎﺭﻳﺔ‪.‬‬ ‫ﻟﻌﻣﻠﻙ ﺍﻟﺗﻲ ﺗﻔﺿﻠﻬﺎ ﺃﻧﺕ‪:‬‬
‫ﻳﺅﺛﺭ ﻓﻬﻡ ﺍﻟﻣﻘﺎﻳﻳﺱ ﺍﻟﻣﺎﻟﻳﺔ ﻭﺍﻷﺻﻭﻝ ﺍﻟﺗﺟﺎﺭﻳﺔ ﺑﺷﻛﻝ ﺇﻳﺟﺎﺑﻲ‬ ‫❂ ﺑﻳﻊ ﺍﻟﺷﺭﻛﺔ ﻟﻛﻳﺎﻥ ﺁﺧﺭ‬
‫ﻋﻠﻰ ﺃﻏﻠﺏ ﺭﺟﺎﻝ ﺍﻷﻋﻣﺎﻝ ﻭﺃﺻﺣﺎﺏ ﺍﻟﺷﺭﻛﺎﺕ‪ .‬ﻓﻬﻭ ﻳﺟﺑﺭﻫﻡ‬ ‫❂ ﻁﺭﺡ ﺍﻟﺷﺭﻛﺔ ﻟﻼﻛﺗﺗﺎﺏ ﺍﻟﻌﺎﻡ‬
‫ﻋﻠﻰ ﺍﻟﺗﻭﻗﻑ ﻋﻥ ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﺍﻷﻫﺩﺍﻑ ﺍﻟﻣﺎﻟﻳﺔ ﻭﺣﺩﻫﺎ‬ ‫❂ ﺗﺭﻙ ﺍﻟﺷﺭﻛﺔ ﻷﺑﻧﺎﺋﻙ‬
‫)ﻣﺛﻝ ﺯﻳﺎﺩﺓ ﺍﻹﻳﺭﺍﺩﺍﺕ ﻭﺍﻷﺭﺑﺎﺡ( ﻭﺍﻟﺗﻔﻛﻳﺭ ﻓﻲ ﺍﻷﺻﻭﻝ‬ ‫❂ ﺑﻳﻊ ﺃﻭ ﻣﻧﺢ ﺍﻟﺷﺭﻛﺔ ﻟﻠﻣﻭﻅﻔﻳﻥ ﺍﻟﻌﺎﻣﻠﻳﻥ ﺑﻬﺎ‪.‬‬
‫ﺍﻟﺗﺟﺎﺭﻳﺔ ﺍﻟﺗﻲ ﻳﻧﺑﻐﻲ ﺗﻭﺍﺟﺩﻫﺎ ﻟﺗﺣﻘﻳﻕ ﺍﻟﻣﻘﺎﻳﻳﺱ ﺍﻟﻣﺎﻟﻳﺔ‪.‬‬
‫‪ájQÉéàdG ∫ƒ°UC’Gh á«dÉŸG ¢ù«jÉ≤ŸG -2‬‬
‫‪¢UôØdG ¢UÉæàbG‬‬ ‫‪É¡cÓàeG hCG É¡©°Vh ≈dEG êÉà– »àdG‬‬
‫‪á«FÉ¡ædG á∏MôŸG ∂∏J ≈dEG π°üàd‬‬
‫ﺍﻵﻥ ﺃﻧﺕ ﻭﺻﻠﺕ ﻟﻠﻧﻘﻁﺔ ﺍﻟﺗﻲ ﺗﻌﺭﻑ ﻋﻧﺩﻫﺎ ﺇﻟﻰ ﺃﻳﻥ ﺗﺭﻳﺩ ﺃﻥ‬
‫ﺗﺫﻫﺏ ﺗﺣﺩﻳ ًﺩﺍ‪ :‬ﻫﺩﻓﻙ‪ .‬ﻫﻧﺎ ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ ﻭﺿﻊ ﺧﻁﺔ ﺗﺄﺧﺫﻙ‬ ‫ﺍﻵﻥ‪ ،‬ﻋﻠﻳﻙ ﺗﺣﺩﻳﺩ ﻭﺗﺣﻘﻳﻕ ﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﻧﺟﺎﺡ ﻟﺗﺻﻝ ﺇﻟﻰ‬
‫ﺇﻟﻰ ﻫﺫﺍ ﺍﻟﻬﺩﻑ‪ .‬ﻭﺗﺫﻛﺭ ً‬
‫ﺃﻳﺿﺎ ﺃﻥ ﻋﻠﻳﻙ ﺍﻟﺗﺄﻛﺩ ﻣﻥ ﺍﺳﺗﻐﻼﻝ‬ ‫ﺍﻟﻣﺭﺣﻠﺔ ﺍﻟﻧﻬﺎﺋﻳﺔ ﻟﺷﺭﻛﺗﻙ‪ .‬ﻣﺛﺎﻝ‪ :‬ﻟﻧﻔﺗﺭﺽ ﺃﻧﻙ ﺗﺭﻏﺏ‬
‫ﺍﻟﻔﺭﺹ ﺍﻟﻣﻧﺎﺳﺑﺔ‪ .‬ﻣﺛﺎﻝ‪ :‬ﻫﻧﺎﻙ ﺷﺭﻛﺔ ﻹﻧﺗﺎﺝ ﻛﺭﻳﻣﺎﺕ‬ ‫ﻓﻲ ﺑﻳﻊ ﺷﺭﻛﺗﻙ ﻣﻘﺎﺑﻝ ‪ 40‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‪ .‬ﻣﺎ ﻫﻭ ﺣﺟﻡ‬
‫ﻋﺿﻭﻳﺔ ﻭﺍﻗﻳﺔ ﻣﻥ ﺃﺷﻌﺔ ﺍﻟﺷﻣﺱ‪ ،‬ﻭﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺗﺣﻘﻳﻕ ﺃﺭﺑﺎﺡ‬ ‫ﺍﻹﻳﺭﺍﺩﺍﺕ ﺍﻟﺗﻲ ﻳﺟﺏ ﺗﺣﻘﻳﻘﻬﺎ ﺑﺣﻠﻭﻝ ﻭﻗﺕ ﺍﻟﺑﻳﻊ؟ ﻛﻡ ﻋﺩﺩ‬
‫ﺳﻧﻭﻳﺔ ﺗﻌﺎﺩﻝ ‪ 20‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‪ ،‬ﻫﺫﻩ ﺍﻟﺷﺭﻛﺔ ﻟﻥ ﺗﺻﻝ ﺇﻟﻰ‬ ‫ﺍﻟﻌﻣﻼء ﺍﻟﺫﻳﻥ ﻳﺟﺏ ﺃﻥ ﺗﺧﺩﻣﻬﻡ ﺷﺭﻛﺗﻙ ﺑﺣﻠﻭﻝ ﺫﻟﻙ ﺍﻟﻭﻗﺕ؟‬
‫ﻫﺩﻓﻬﺎ ﻫﺫﺍ ﺑﺎﻻﺳﺗﻣﺭﺍﺭ ﻓﻲ ﺍﻟﻘﻳﺎﻡ ﺑﻧﻔﺱ ﺍﻷﻣﻭﺭ ﺍﻟﺗﻲ ﺗﻔﻌﻠﻬﺎ‬ ‫ﻛﻡ ﻋﺩﺩ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﺩﻳﻙ ﻓﻲ ﺫﻟﻙ ﺍﻟﻭﻗﺕ؟‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﺑﺩﻻ ﻣﻥ ﻫﺫﺍ ﺇﻟﻰ ﺗﺣﺩﻳﺩ ﺃﻓﺿﻝ‬ ‫ً‬ ‫ﺍﻟﻳﻭﻡ‪ .‬ﺗﺣﺗﺎﺝ ﺍﻟﺷﺭﻛـــﺔ‬

‫ً‬
‫ﻓﺭﺹ ﺍﻟﻧﻣﻭ ﺛﻡ ﺍﻗﺗﻧﺎﺻﻬﺎ ﺑﻌﺩ ﺫﻟﻙ‪ .‬ﻳﻣﻛﻧﻬﺎ ﻣﺛﻼ ﺃﻥ ﺗﺣﻘﻕ‬ ‫ﺃﺛﻧﺎء ﻣﺣﺎﻭﻟﺗﻙ ﻟﺗﺣﺩﻳﺩ ﻣﺎ ﺗﺣﺗﺎﺟﻪ ﺷﺭﻛﺗﻙ ﻟﺗﺳﺗﺣﻕ ‪ 40‬ﻣﻠﻳﻭﻥ‬
‫ﺍﻟﻧﻣﻭ ﺑﺯﻳﺎﺩﺓ ﺗﻐﻠﻐﻠﻬﺎ ﻓﻲ ﻣﺗﺎﺟﺭ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻟﻌﺿﻭﻳﺔ‪ ،‬ﺃﻭ ﺃﻥ‬ ‫ﺩﻭﻻﺭ ﻋﻧﺩ ﻋﺭﺿﻬﺎ ﻟﻠﺑﻳﻊ‪ ،‬ﻋﻠﻳﻙ ﺃﻥ ﺗﺿﻊ ﻓﻲ ﺍﻋﺗﺑﺎﺭﻙ‬
‫ﺗﺣﺎﻭﻝ ﺍﺧﺗﺭﺍﻕ ﺍﻷﺳﻭﺍﻕ ﺍﻻﺳﺗﻬﻼﻛﻳﺔ ﺍﻟﺷﺎﻣﻠﺔ ﺑﺎﻟﺳﻌﻲ ﻟﺗﻭﺯﻳﻊ‬ ‫ﻋﺎﻣﻠﻳﻥ ﻣﻧﻔﺻﻠﻳﻥ‪ :‬ﺍﻟﻣﻘﺎﻳﻳﺱ ﺍﻟﻣﺎﻟﻳﺔ ﻭﺍﻷﺻﻭﻝ ﺍﻟﺗﺟﺎﺭﻳﺔ‪.‬‬
‫ﻣﻧﺗﺟﺎﺗﻬﺎ ﻓﻲ ﺍﻷﺳﻭﺍﻕ ﺍﻟﺗﺟﺎﺭﻳﺔ ﺍﻟﻌﻣﻼﻗﺔ ﻋﻠﻰ ﺷﺎﻛﻠﺔ ﺳﻠﺳﻠﺔ‬ ‫ﺍﻟﻣﻘﺎﻳﻳﺱ ﺍﻟﻣﺎﻟﻳﺔ ﻫﻲ ﺍﻷﺭﻗﺎﻡ ﺍﻟﻔﻌﻠﻳﺔ ﺍﻟﺗﻲ ﺗﻘﻳﺱ ﺑﻬﺎ ﻣﺳﺗﻭﻯ‬
‫”ﻛﺎﺭﻓﻭﺭ“‪ ،‬ﺃﻭ ﺗﻭﺯﻳﻌﻬﺎ ﻋﻠﻰ ﻛﺑﺎﺭ ﺗﺟﺎﺭ ﺍﻟﺑﻳﻊ ﺑﺎﻟﺗﺟﺯﺋﺔ‪.‬‬ ‫ﺃﺩﺍﺋﻙ‪ .‬ﺗﺿﻡ ﺍﻟﻣﻘﺎﻳﻳﺱ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺑﻧﻭﺩ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬
‫ﺃﻳﺿﺎ ﻣﺣﺎﻭﻟﺔ ﺍﻟﺗﻭﺳﻊ ﻋﻠﻰ ﻧﻁﺎﻕ ﻋﺎﻟﻣﻲ‪ .‬ﻓﻳﻣﻛﻥ‬ ‫ﻳﻣﻛﻥ ً‬ ‫❂ ﻋﻭﺍﺋﺩ ﺍﻟﺩﻭﻻﺭ‬
‫ﻟﻠﺷﺭﻛﺔ ﺍﺑﺗﻛﺎﺭ ﻣﻧﺗﺟﺎﺕ ﺟﺩﻳﺩﺓ ﺗﺳﺗﻬﺩﻑ ﺷﺭﻳﺣﺔ ﺑﻌﻳﻧﻬﺎ ﻣﻥ‬ ‫❂ ﻓﻭﺍﺋﺩ ﺍﻟﺩﻭﻻﺭ ﻗﺑﻝ ﺧﺻﻡ ﺍﻟﺿﺭﺍﺋﺏ ﻭﺍﻟﺣﺳﻭﻣﺎﺕ ﻭﺍﻟﺩﻳﻭﻥ‬
‫ﺍﻟﻣﺳﺗﻬﻠﻛﻳﻥ )ﺷﺑﺎﺏ‪ /‬ﻛﺑﺎﺭ ﻓﻲ ﺍﻟﺳﻥ‪ ،‬ﻋﻣﻼء ﻣﻣﻳﺯﻳﻥ‪ /‬ﻋﻣﻼء‬ ‫)ﻣﺅﺷﺭ ﻟﻣﺳﺗﻭﻯ ﺭﺑﺣﻳﺔ ﺍﻟﺷﺭﻛﺔ(‬
‫ﺗﻣﻳﺯﺍ‪ ...‬ﺇﻟﺦ(‪ .‬ﺃﻭ ﻗﺩ ﺗﺟﺭﺏ ﺗﻁﺑﻳﻕ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﻫﺫﻩ‬ ‫ً‬ ‫ﺃﻗﻝ‬ ‫❂ ﺍﻟﻧﺳﺑﺔ ﺍﻟﻣﺋﻭﻳﺔ ﻟﺣﺻﺔ ﺍﻟﺷﺭﻛﺔ ﻓﻲ ﺍﻟﺳﻭﻕ‬
‫‪2‬‬ ‫ﺍﻟﻣﺑﺎﺩﺭﺍﺕ ﻓﻲ ﻧﻔﺱ ﺍﻵﻥ‪.‬‬ ‫❂ ﻋﺩﺩ ﺍﻟﻣﺷﺗﺭﻛﻳﻥ‪ /‬ﺍﻟﻌﻣﻼء‬
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 ‫ﺍﻟﺗﺣﻭﻝ ﻟﻳﺱ ﺩﺍﺋﻣًﺎ ﻫﻭ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻷﻣﺛﻝ ﻟﺷﺭﻛﺗﻙ‪ ،‬ﺧﺎﺻﺔ‬ ‫ﺇﻥ ﻋﺩﺩ ﺍﻟﻔﺭﺹ ﺍﻟﻣﺗﺎﺣﺔ ﻭﺍﻟﺗﻲ ﻳﻣﻛﻥ ﻟﺷﺭﻛﺔ ﺍﻟﻛﺭﻳﻣﺎﺕ )ﺃﻭ‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬

‫ﺇﺫﺍ ﻛﺎﻧﺕ ﺷﺭﻛﺗﻙ ﺗﻠﺑﻲ ﺑﺎﻟﻔﻌﻝ ﻣﺗﻁﻠﺑﺎﺕ ﺿﺧﻣﺔ ﻟﻌﻣﻼﺋﻬﺎ‪.‬‬ ‫ﺣﺗﻰ ﺷﺭﻛﺗﻙ( ﺍﻗﺗﻧﺎﺻﻬﺎ ﻳﻛﺎﺩ ﻳﻛﻭﻥ ﻻﻧﻬﺎﺋﻲ‪ .‬ﺇﺫﻥ‪ ،‬ﻋﻠﻳﻙ‬
‫ﻣﻥ ﺟﻬﺔ ﺃﺧﺭﻯ‪ ،‬ﺇﺫﺍ ﻛﺎﻧﺕ ﺷﺭﻛﺗﻙ ﺗﻭﺍﺟﻪ ﺻﻌﻭﺑﺎﺕ ﺃﻭ ﻻ‬ ‫ﺑﺎﻗﺗﻧﺎﺹ ﻓﺭﺻﺔ ﻭﺍﺣﺩ ﻋﻠﻰ ﺍﻷﻗﻝ ﺇﺫﺍ ﺃﺭﺩﺕ ﻟﺷﺭﻛﺗﻙ ﺃﻥ‬
‫ﺗﻌﻣﻝ ﺣﺎﻟﻳًﺎ ﻋﻠﻰ ﺗﻠﺑﻳﺔ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺿﺧﻣﺔ ﻟﻌﻣﻼﺋﻬﺎ ﻳﻣﻛﻥ‬ ‫ﺗﻧﻣﻭ ﻟﺗﺻﻝ ﺑﻬﺎ ﺇﻟﻰ ﻫﺩﻓﻙ ﺍﻟﻧﻬﺎﺋﻲ‪ .‬ﻭﺍﺣﺫﺭ ﻣﻥ ﺍﻗﺗﻧﺎﺹ‬
‫ﺍﻟﺗﻔﻛﻳﺭ ﻓﻲ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﺗﺣﻭﻝ‪ .‬ﻭﺳﻭﺍء ﺃﻛﺎﻥ ﺍﻟﺗﺣﻭﻝ‬ ‫ﺍﻟﻔﺭﺻﺔ ﺍﻟﺧﻁﺄ‪ ،‬ﻓﻬﺫﺍ ﻗﺩ ﻳﺅﺩﻱ ﺇﻟﻰ ﺁﺛﺎﺭ ﻣﺩﻣﺭﺓ ﺳﻭﺍء ﺃﻛﺎﻧﺕ‬
‫ﻣﻼﺋﻣًﺎ ﺃﻡ ﻏﻳﺭ ﻣﻼﺋﻡ ﻟﺷﺭﻛﺗﻙ‪ ،‬ﻧﺣﻥ ﻗﺩﻣﻧﺎ ﻟﻙ ﻫﺫﺍ ﺍﻟﻣﻔﻬﻭﻡ‬ ‫ﺷﺭﻛﺗﻙ ﻛﺑﻳﺭﺓ ﺃﻡ ﺻﻐﻳﺭﺓ‪.‬‬
‫ﻟﻧﻭﺿﺢ ﻟﻙ ﺃﻥ ﺇﻳﺟﺎﺩ ﻭﺍﻗﺗﻧﺎﺹ ﺍﻟﻔﺭﺹ ﺍﻟﺟﺩﻳﺩﺓ ﻣﻥ ﺷﺄﻧﻪ‬
‫ﺗﺣﺳﻳﻥ ﻣﺳﺗﻭﻯ ﻧﺟﺎﺡ ﺷﺭﻛﺗﻙ ﺑﺷﻛﻝ ﺟﺫﺭﻱ‪.‬‬
‫‪∫ƒëàdG‬‬
‫ﻓﻳﻣﺎ ﻳﻠﻲ ﻧﻘﺩﻡ ﻟﻙ ﺍﺛﻧﺗﻳﻥ ﻣﻥ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﺷﻬﻳﺭﺓ ﺍﻟﺗﻲ ﺍﺗﺑﻌﺕ‬
‫ﺗﺻﻑ ﻛﻠﻣﺔ ﺍﻟﺗﺣﻭﻝ ﻋﻣﻠﻳﺔ ﺗﺗﺑﻊ ﻓﺭﺹ ﻣﺧﺗﻠﻔﺔ ﻋﻥ ﺗﻠﻙ‬
‫ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﺗﺣﻭﻝ ﺃﻭ ﻏﻳﺭﺕ ﺍﺗﺟﺎﻩ ﺗﺭﻛﻳﺯﻫﺎ ﻟﺗﺣﻘﻕ ﻧﺟﺎﺣً ﺎ‬
‫ﺍﻟﺗﻲ ﺍﻋﺗﺎﺩﺕ ﺷﺭﻛﺗﻙ ﻋﻠﻰ ﺍﻗﺗﻧﺎﺻﻬﺎ‪ .‬ﻣﻥ ﺍﻟﻣﻬﻡ ﻣﺭﺍﻋﺎﺓ ﺃﻥ‬
‫ﺿﺧﻣًﺎ‪:‬‬

‫–∏«‪SWOT π«∏– øe ióLCGh iƒbCG SO π‬‬

‫ﻳﺗﻌﻠﻡ ﻁﻼﺏ ﻛﻠﻳﺎﺕ ﺍﻷﻋﻣﺎﻝ ﻛﻳﻔﻳﺔ ﺇﺟﺭء ﺗﺣﻠﻳﻝ ‪ .SWOT‬ﻭﻫﻭ ﻋﺑﺎﺭﺓ ﻋﻥ ﺗﺣﻠﻳﻝ ﻟﻣﻭﺍﻁﻥ ﻗﻭﺓ ﻭﻧﻘﺎﻁ ﺿﻌﻑ ﺃﻳﺔ ﺷﺭﻛﺔ‬
‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﻔﺭﺹ ﻭﺍﻟﺗﻬﺩﻳﺩﺍﺕ ﺍﻟﺗﻲ ﻗﺩ ﺗﻭﺍﺟﻬﻬﺎ‪.‬‬
‫ﻋﺎﺩﺓ ﻣﺎ ﻳﺟﺭﻯ ﻫﺫﺍ ﺍﻟﺗﺣﻠﻳﻝ ﻟﻠﺗﻌﺭﻑ ﻋﻠﻰ ﺍﻟﻔﺭﺹ ﺍﻟﻣﻼﺋﻣﺔ ﻟﻙ ﻭﻟﺷﺭﻛﺗﻙ ﻟﻠﻌﻣﻝ ﻋﻠﻰ ﺍﺳﺗﻐﻼﻟﻬﺎ‪ .‬ﻟﻛﻥ ﻣﻥ ﺍﻷﻓﺿﻝ ﺃﻻ ﺗﻧﻐﻣﺱ‬
‫ﺍﻟﺷﺭﻛﺎﺕ ﺑﺷﻛﻝ ﻣﺑﺎﻟﻎ ﻓﻳﻪ ﻓﻲ ﺇﺟﺭﺍء ﺗﺣﻠﻳﻼﺕ ﻛﺛﻳﺭﺓ ﻟﻧﻘﺎﻁ ﺿﻌﻔﻬﺎ ﻭﺍﻟﺗﻬﺩﻳﺩﺍﺕ ﺍﻟﻣﺣﺗﻣﻝ ﻅﻬﻭﺭﻫﺎ‪ .‬ﻓﻲ ﺍﻟﻭﺍﻗﻊ ﺣﺗﻰ ﺗﺻﻳﺭ‬
‫ﻗﺎﺩﺭً ﺍ ﻋﻠﻰ ﻣﻭﺍﺟﻬﺔ ﻛﻝ ﻧﻘﺎﻁ ﺍﻟﺿﻌﻑ ﻭﺍﻟﺗﻬﺩﻳﺩﺍﺕ ﺍﻟﻣﺣﺗﻣﻠﺔ ﻭﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ‪ ،‬ﻋﻠﻳﻙ ﺃﻥ ﺗﺅﺳﺱ ﺷﺭﻛﺔ ﻗﻭﻳﺔ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺑﻧﺎء‬
‫ﺣﻭﺍﺟﺯ ﺣﻭﻝ ﻋﻣﻼﺋﻬﺎ ﺑﺣﻳﺙ ﺗﺗﻣﻛﻥ ﻣﻥ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻳﻬﻡ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻁﻭﻳﻝ‪ ،‬ﻭﻻ ﻳﻘﻠﻘﻬﺎ ﺗﺟﺭﺑﺗﻬﻡ ﻷﻱ ﺷﻲء ﺟﺩﻳﺩ ﺃﻭ ﻣﺣﺎﻭﻻﺗﻬﻡ‬
‫ﻟﻠﺗﻐﻳﻳﺭ‪ .‬ﺇﺫﻥ‪ ،‬ﻋﻠﻳﻙ ﺃﻥ ﺗﺿﻊ ﻓﻲ ﺍﻋﺗﺑﺎﺭﻙ ﺃﻥ ﻧﻅﺭﻳﺔ ﺍﻟﻘﻳﺎﺩﺓ ﺑﺎﻟﺗﻣﺗﻳﻥ ﺗﻘﺭ ﺑﺄﻧﻪ ﻣﻥ ﺍﻷﻓﺿﻝ ﻟﻙ ﺃﻥ ﺗﻭﺟﻪ ﺗﺭﻛﻳﺯﻙ ﺇﻟﻰ ﻣﻭﺍﻁﻥ‬
‫ﺑﺩﻻ ﻣﻥ ﺇﻫﺩﺍﺭ ﻁﺎﻗﺗﻙ ﻓﻲ ﺍﻟﻌﻣﻝ ﻋﻠﻰ ﺗﺣﺳﻳﻥ ﻧﻘﺎﻁ ﺿﻌﻔﻙ‪.‬‬ ‫ﻗﻭﺗﻙ ﻭﺗﻌﻣﻝ ﻋﻠﻰ ﺗﻣﺗﻳﻧﻬﺎ‪ً ،‬‬
‫ﺷﺭﺡ ﺍﻟﻣﺅﻟﻔﺎﻥ ”ﺩﻭﻧﺎﻟﺩ ﺃﻭ ﻛﻠﻳﻔﺗﻭﻥ“ ﻭ”ﺑﺎﻭﻻ ﻧﻳﻠﺳﻭﻥ“ ﻫﺫﻩ ﺍﻟﻔﻛﺭﺓ ﺑﺑﺭﺍﻋﺔ ﻓﻲ ﻛﺗﺎﺑﻬﻣﺎ ‪،Soar with Your Strength‬‬
‫ﻓﻛﺗﺑﺎ ﺍﻟﺗﺎﻟﻲ‪:‬‬

‫”ﻟﻁﺎﻟﻣﺎ ﺍﺣﺗﻔﻅ ﺍﻟﺻﻳﻧﻳﻭﻥ ﻭﻟﻔﺗﺭﺓ ﻁﻭﻳﻠﺔ ﺑﺎﻟﻣﻳﺩﺍﻟﻳﺔ ﺍﻟﺫﻫﺑﻳﺔ ﻟﻸﻟﻌﺎﺏ ﺍﻷﻭﻟﻳﻣﺑﻳﺔ ﻓﻲ ﻟﻌﺑﺔ ﺍﻟﺑﻳﻧﺞ ﺑﻭﻧﺞ‪ .‬ﻭﻋﻧﺩﻣﺎ ﻓﺎﺯﻭﺍ ﻛﺎﻟﻌﺎﺩﺓ‬
‫ﺑﺎﻟﻣﻳﺩﺍﻟﻳﺔ ﺍﻟﺫﻫﺑﻳﺔ ﻓﻲ ﺃﻭﻟﻳﻣﺑﻳﺎﺩ ‪ ،1984‬ﻁﺭﺡ ﺃﺣﺩ ﺍﻟﺻﺣﺎﻓﻳﻳﻥ ﻋﻠﻰ ﻣﺩﺭﺏ ﺍﻟﻔﺭﻳﻕ ﺍﻟﺳﺅﺍﻝ ﺍﻟﺗﺎﻟﻲ‪” :‬ﻫﻼ ﺃﺧﺑﺭﺗﻧﻲ ﺑﻧﻅﺎﻡ‬
‫ﺍﻟﺗﻣﺭﻳﻥ ﺍﻟﻳﻭﻣﻲ ﺍﻟﺫﻱ ﻳﺗﺑﻌﻪ ﻓﺭﻳﻘﻙ؟“‬
‫ﻗﺎﻝ ﺍﻟﻣﺩﺭﺏ‪” :‬ﻧﺣﻥ ﻧﺗﺩﺭﺏ ﻟﻣﺩﺓ ﺛﻣﺎﻥ ﺳﺎﻋﺎﺕ ﻳﻭﻣﻳًﺎ ﻟﻧﻌﻣﻝ ﻋﻠﻰ ﺻﻘﻝ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻧﺎ‪“.‬‬
‫ﺍﻟﺻﺣﻔﻲ‪” :‬ﻫﻼ ﻓﺳﺭﺕ ﺃﻛﺛﺭ؟“‬
‫ﺍﻟﻣﺩﺭﺏ‪” :‬ﺇﻟﻳﻙ ﺍﻟﻔﻠﺳﻔﺔ ﺍﻟﺗﻲ ﻧﺗﺑﻌﻬﺎ‪ :‬ﺇﺫﺍ ﻁﻭﺭﺕ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻙ ﺇﻟﻰ ﺃﻗﺻﻰ ﺣﺩ ﻣﻣﻛﻥ‪ ،‬ﺗﺻﺑﺢ ﻫﺫﻩ ﺍﻟﻣﻭﺍﻁﻥ ﻗﻭﻳﺔ ﻟﻠﻐﺎﻳﺔ ﺑﺣﻳﺙ‬
‫ﺗﻁﻐﻰ ﻋﻠﻰ ﻧﻘﺎﻁ ﺿﻌﻔﻙ‪ .‬ﻭﻛﻣﺎ ﺗﺭﻯ ﻓﺈﻥ ﻻﻋﺑﻧﺎ ﺍﻟﻔﺎﺋﺯ ﻳﺣﺭﻙ ﺍﻟﺟﺯء ﺍﻟﺩﺍﺧﻠﻲ ﻓﻘﻁ ﻣﻥ ﺭﺍﺣﺔ ﻳﺩﻩ‪ ،‬ﻓﻬﻭ ﻏﻳﺭ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﻟﻠﻌﺏ‬
‫ﺑﺗﺣﺭﻳﻙ ﻅﺎﻫﺭ ﻛﻔﻪ‪ ،‬ﻭﻣﻧﺎﻓﺳﻪ ﻳﻌﻠﻡ ﻫﺫﺍ ﺟﻳ ًﺩﺍ‪ .‬ﻣﻊ ﺫﻟﻙ ﺑﺎﻁﻥ ﻛﻔﻪ ﻗﻭﻱ ﻟﺩﺭﺟﺔ ﺗﺟﻌﻠﻪ ﻻ ﻳﻘﻬﺭ ﺃﻣﺎﻡ ﻣﻧﺎﻓﺳﻳﻪ‪“.‬‬
‫ﺗﻌﺩ ﻧﻅﺭﻳﺔ ﺍﻟﻘﻳﺎﺩﺓ ﺑﺎﻟﺗﻣﺗﻳﻥ ﻁﺭﻳﻘﺔ ﻟﺗﺣﺳﻳﻥ ﻣﺳﺗﻭﻯ ﻧﺟﺎﺡ ﺃﻳﺔ ﺷﺭﻛﺔ ﻣﻥ ﺧﻼﻝ ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻬﺎ ﻭﺍﻟﻌﻣﻝ ﻋﻠﻰ‬
‫ﺗﻁﻭﻳﺭﻫﺎ‪ .‬ﺑﺻﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﺗﻌﺗﻣﺩ ﻫﺫﻩ ﺍﻟﻔﻠﺳﻔﺔ ﻋﻠﻰ ﺍﻟﻘﺩﺭﺓ ﺍﻟﻣﺑﻬﺭﺓ ﺍﻟﺗﻲ ﻳﺗﻣﺗﻊ ﺑﻬﺎ ﺍﻹﻧﺳﺎﻥ ﻟﻠﻌﻣﻝ ﻋﻠﻰ ﺗﻣﺗﻳﻥ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻪ ﻓﻲ‬
‫ﻣﻘﺎﺑﻝ ﻗﺩﺭﺗﻪ ﻋﻠﻰ ﺇﺻﻼﺡ ﻧﻘﺎﻁ ﺿﻌﻔﻪ‪.‬‬

‫ﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻣﻥ ﺫﻟﻙ‪ ،‬ﺗﺟﺩ ﺃﻥ ﺃﻏﻠﺏ ﺭﺟﺎﻝ ﺍﻷﻋﻣﺎﻝ ﻭﺍﻟﻘﺎﺩﺓ ﻳﻌﻣﻠﻭﻥ ﺑﺷﻛﻝ ﻣﻧﺎﻗﺽ ﻟﻬﺫﻩ ﺍﻟﻧﻅﺭﻳﺔ‪ .‬ﻓﻬﻡ ﻳﺭﻛﺯﻭﻥ ﻋﻠﻰ ﺗﺣﺳﻳﻥ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ً‬
‫ﺑﺩﻻ ﻣﻥ ﻫﺫﺍ‪ ،‬ﻋﻠﻰ‬ ‫ﻧﻘﺎﻁ ﺿﻌﻔﻬﻡ ﻭﻧﻘﺎﻁ ﺿﻌﻑ ﻣﻭﻅﻔﻳﻬﻡ‪ ،‬ﻭﻫﻭ ﺃﻣﺭ ﻻ ﻳﻧﺗﺞ ﻋﻧﻪ ﺇﻻ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻷﺩﺍء ﺍﻟﺳﻳﺊ ﻭﺍﻹﺣﺑﺎﻁﺎﺕ‪.‬‬
‫ﺍﻟﻣﺅﺳﺳﺎﺕ ﺍﻟﺳﻌﻲ ﻟﻠﻌﻣﻝ ﺑﺷﻛﻝ ﻣﺗﻭﺍﺻﻝ ﻋﻠﻰ ﺗﻌﺯﻳﺯ ﻭﺗﻣﺗﻳﻥ ﻣﻭﺍﻁﻥ ﻗﻭﺗﻬﺎ ﺑﺣﻳﺙ ﺗﺻﻝ – ﻋﻠﻰ ﺣﺩ ﻗﻭﻝ ﺍﻟﻣﺩﺭﺏ ﺍﻟﺻﻳﻧﻲ –‬
‫ﺇﻟﻰ ﺩﺭﺟﺔ ﺗﺟﻌﻠﻬﺎ ﻻ ﺗﻘﻬﺭ ﺃﻣﺎﻡ ﻣﻧﺎﻓﺳﻳﻬﺎ‪“.‬‬
‫ﺇﺫﻥ‪ ،‬ﻋﻧﺩ ﺍﺳﺗﻐﻼﻝ ﺃﻱ ﻓﺭﺹ ﺟﺩﻳﺩﺓ ﺗﺳﻣﺢ ﻟﻙ ﺑﺗﺣﻘﻳﻕ ﺭﺅﻳﺗﻙ ﻟﺷﺭﻛﺗﻙ‪ ،‬ﻋﻠﻳﻙ ﺑﺈﺟﺭﺍء ﺗﺣﻠﻳﻝ ‪ SO‬ﺍﻟﺫﻱ ﻳﺭﻛﺯ ﻋﻠﻰ ﻣﻭﺍﻁﻥ‬
‫ﺍﻟﻘﻭﺓ ﻭﺍﻟﻔﺭﺹ ﺍﻟﻣﺗﺎﺣﺔ‪.‬‬
‫ﻳﻣﻛﻧﻙ ﺇﺟﺭﺍء ﻫﺫﺍ ﺍﻟﺗﺣﻠﻳﻝ ﺑﺎﺗﺑﺎﻉ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬
‫❂ ﺿﻊ ﻗﺎﺋﻣﺔ ﺑﻣﻭﺍﻁﻥ ﻗﻭﺓ ﻣﺅﺳﺳﺗﻙ‬
‫❂ ﺭﺗﺏ ﻣﻭﺍﻁﻥ ﻗﻭﺓ ﻣﺅﺳﺳﺗﻙ ً‬
‫ﻁﺑﻘﺎ ﻷﻫﻣﻳﺗﻬﺎ‬
‫❂ ﺣﺩﺩ ﻓﺭﺹ ﺍﻟﻧﻣﻭ ﺍﻟﻣﺗﺎﺣﺔ ﺃﻣﺎﻡ ﻣﺅﺳﺳﺗﻙ‬
‫❂ ﻗﻳﻡ ﺍﻟﻔﺭﺹ ﺳﺎﻟﻔﺔ ﺍﻟﺫﻛﺭ‬
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 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬ ‫‪IÒ¨°U AGõLCG ≈dEG ∂àjDhQ º«°ù≤J‬‬ ‫❂ ”ﺁﺩﻭﺏ ﺳﻳﺳﺗﻣﺯ‪ “:‬ﻭﻫﻲ ﺷﺭﻛﺔ ﺑﺩﺃﺕ ﺑﺗﻁﻭﻳﺭ ﺧﻁﻭﻁ‬
‫ﺍﻟﻁﺎﺑﻌﺎﺕ‪ ،‬ﻭﻏﻳﺭﺕ ﺍﺗﺟﺎﻫﻬﺎ ﻓﻳﻣﺎ ﺑﻌﺩ ﻟﺗﻧﻣﻭ ﺑﺳﺭﻋﺔ‬
‫ﺍﻟﺧﻁﻭﺓ ﺍﻟﺭﺋﻳﺳﻳﺔ ﻫﻧﺎ ﻫﻲ ﺗﻘﺳﻳﻡ ﺭﺅﻳﺗﻙ ﺍﻟﻧﻬﺎﺋﻳﺔ ﻟﺷﺭﻛﺗﻙ ﺇﻟﻰ‬ ‫ﻭﻳﺗﺣﻭﻝ ﻧﺷﺎﻁﻬﺎ ﺑﺎﻟﻛﺎﻣﻝ ﻟﺗﺻﻳﺭ ﺷﺭﻛﺔ ﻟﻠﺟﺭﺍﻓﻳﻛﺱ‬
‫ﺃﺟﺯﺍء ﺃﺻﻐﺭ‪ ،‬ﺃﻭ ﺇﻟﻰ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻟﺭﺅﻯ ﺍﻟﺗﻲ ﻳﺗﻡ ﺗﺣﻘﻳﻕ‬ ‫ﻭﺍﻟﻧﺷﺭ‪.‬‬
‫ﻛﻝ ﻭﺍﺣﺩﺓ ﻣﻧﻬﺎ ﻓﻲ ﻓﺗﺭﺓ ﺯﻣﻧﻳﺔ ﻣﺣﺩﺩﺓ‪ .‬ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ‬ ‫❂ ”ﺑﺎﻱ ﺑﺎﻝ‪ “:‬ﻭﻫﻲ ﺷﺭﻛﺔ ﻛﺎﻥ ﺍﻟﻐﺭﺽ ﻣﻧﻬﺎ ﻓﻲ‬
‫ﺍﻟﻧﻅﺭﻱ‪ ،‬ﺇﺫﺍ ﻛﻧﺕ ﺗﻌﻠﻡ ﺗﺣﺩﻳ ًﺩﺍ ﺍﻟﻧﻘﻁﺔ ﺍﻟﺫﻱ ﺗﻭﺩ ﻟﺷﺭﻛﺗﻙ ﺃﻥ‬ ‫ﺍﻟﺑﺩﺍﻳﺔ ﺇﺗﺎﺣﺔ ﺧﺩﻣﺔ ﺗﺣﻭﻳﻝ ﺍﻷﻣﻭﺍﻝ ﻻﺳﻠﻛﻳًﺎ ﻋﺑﺭ ﺃﺟﻬﺯﺓ‬
‫ﺗﺻﻝ ﺇﻟﻳﻬﺎ ﺑﻌﺩ ‪ 5‬ﺃﻋﻭﺍﻡ ﺃﻭ ‪ 1825‬ﻳﻭﻣًﺎ‪ ،‬ﺳﻳﻣﻛﻧﻙ ﺗﺻﻭﺭ‬ ‫ﺇﻟﻛﺗﺭﻭﻧﻳﺔ ﻣﺣﻣﻭﻟﺔ‪ .‬ﻟﻛﻧﻬﺎ ﻏﻳﺭﺕ ﻣﺳﺎﺭ ﻋﻣﻠﻬﺎ ﺑﻧﺎء ﻋﻠﻰ‬
‫ﺍﻟﻣﻛﺎﻥ ﺍﻟﺫﻱ ﺗﺭﻏﺏ ﻟﻬﺎ ﺃﻥ ﺗﺻﻝ ﺇﻟﻳﻪ ﺑﻌﺩ ‪ 1824‬ﻳﻭﻣًﺎ‪،‬‬ ‫ﺍﻹﻓﺎﺩﺍﺕ ﺍﻟﺭﺍﺟﻌﺔ ﺍﻟﺗﻲ ﻗﺩﻣﻬﺎ ﻋﻣﻼﺅﻫﺎ‪ ،‬ﻟﺗﺗﺣﻭﻝ ﺇﻟﻰ‬
‫ﺃﻭ ﺑﻌﺩ ‪ 1823‬ﻳﻭﻣًﺎ‪ ...‬ﺇﻟﺦ؛ ﻓﻣﻥ ﺍﻟﻣﻔﺗﺭﺽ ﺃﻧﻙ ﻗﺎﺩﺭ ﻋﻠﻰ‬ ‫ﺷﺭﻛﺔ ﺗﻘﺩﻡ ﺗﺳﻬﻳﻼﺕ ﻟﻛﻝ ﺃﻧﻭﺍﻉ ﺍﻟﻣﻌﺎﻣﻼﺕ ﺍﻟﻣﺎﻟﻳﺔ ﺍﻟﺗﻲ‬
‫ﺗﺣﺩﻳﺩ ﻣﺎ ﺗﺭﻳﺩ ﻟﺷﺭﻛﺗﻙ ﺃﻥ ﺗﺣﻘﻘﻪ ﻳﻭﻣًﺎ ﺑﻌﺩ ﻳﻭﻡ‪.‬‬ ‫ﺗﺗﻡ ﻋﺑﺭ ﺍﻹﻧﺗﺭﻧﺕ‪.‬‬

‫ﻣﻊ ﺫﻟﻙ‪ ،‬ﻓﺈﻥ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺧﻁﺔ ﻟﻳﺳﺕ ﻋﻣﻠﻳﺔ ﻛﻠﻳﺔ‪ .‬ﻟﻳﺱ ﻓﻘﻁ‬ ‫‪É¡≤«≤– πÑ°Sh ∂aGógCG‬‬
‫ﻷﻧﻬﺎ ﺳﺗﺳﺗﻐﺭﻕ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻟﻭﻗﺕ ﻟﻭﺿﻌﻬﺎ‪ ،‬ﻭﺇﻧﻣﺎ ً‬
‫ﺃﻳﺿﺎ‬
‫ﻷﻥ ﺷﺭﻛﺗﻙ ﻭﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﺗﻲ ﺗﺗﺑﻌﻬﺎ ﺳﺗﺣﺗﺎﺟﺎﻥ ﺇﻟﻰ‬ ‫ﻋﻧﺩﻣﺎ ﺗﺣﺩﺩ ﺭﺅﻳﺔ ﻁﻭﻳﻠﺔ ﺍﻟﻣﺩﻯ ﻟﺷﺭﻛﺗﻙ‪ ،‬ﻋﻠﻳﻙ ﺑﺗﺣﺩﻳﺩ‬
‫ﺍﻟﺗﻁﻭﺭ ﺑﻣﺿﻲ ﺍﻟﻭﻗﺕ؛ ﻛﻣﺎ ﺳﺗﺣﺗﺎﺝ ﺃﻧﺕ ﻧﻔﺳﻙ ﺇﻟﻰ ﺍﻟﺗﺣﻠﻲ‬ ‫ﺃﻓﺿﻝ ﺍﻟﺳﺑﻝ ﺍﻟﻣﻣﻛﻧﺔ ﻟﺗﺣﻘﻳﻘﻬﺎ‪ .‬ﺃﻭﻝ ﺧﻁﻭﺓ ﻟﻠﻘﻳﺎﻡ ﺑﻬﺫﺍ ﻫﻲ‬
‫ﺑﺎﻟﻣﺭﻭﻧﺔ ﻭﺍﻟﺗﺭﺣﻳﺏ ﺑﺄﻱ ﺗﻐﻳﻳﺭ ﻳﻁﺭﺃ ﻋﻠﻰ ﻫﺫﻩ ﺍﻟﺧﻁﺔ‪ .‬ﻟﻬﺫﺍ‬ ‫ﺇﻳﺟﺎﺩ ﻭﺍﺳﺗﻐﻼﻝ ﺍﻟﻔﺭﺹ ﺍﻟﻣﻼﺋﻣﺔ ﻟﺷﺭﻛﺗﻙ‪ .‬ﺍﻟﺧﻁﻭﺓ ﺍﻟﺛﺎﻧﻳﺔ‬
‫ﺍﻟﺳﺑﺏ‪ ،‬ﻓﺈﻥ ﺃﻓﺿﻝ ﻭﺃﻧﺟﺢ ﺗﺧﻁﻳﻁ ﻳﻣﻛﻥ ﻭﺿﻌﻪ ﻫﻭ ﺫﻟﻙ‬ ‫ﻫﻲ ﻗﻠﺏ ﻫﺫﻩ ﺍﻟﺭﺅﻳﺔ ﺭﺃﺳً ﺎ ﻋﻠﻰ ﻋﻘﺏ ﺑﺣﻳﺙ ﺗﺑﺩﺃ ﺍﻟﻌﻣﻝ‬
‫ﺍﻟﻣﺭﺗﺑﻁ ﺑﺎﻟﻣﺳﺗﻘﺑﻝ ﺍﻟﻘﺭﻳﺏ‪ .‬ﻭﺃﻓﺿﻝ ﻁﺭﻳﻘﺔ ﻟﻭﺿﻊ ﻫﺫﺍ‬ ‫ﻋﻠﻳﻬﺎ ﻣﻥ ﺍﻟﻧﻬﺎﻳﺔ‪ ،‬ﻭﺑﻌﺩ ﺫﻟﻙ ﻗﺳﻣﻬﺎ ﺇﻟﻰ ﺃﺟﺯﺍء ﺻﻐﻳﺭﺓ‬
‫ﺍﻟﺗﺧﻁﻳﻁ ﻫﻲ ﺗﻘﺳﻳﻡ ﺍﻟﺭﺅﻳﺔ ﺍﻟﻧﻬﺎﺋﻳﺔ ﻟﺷﺭﻛﺗﻙ ﺑﻭﺿﻊ ﺭﺅﻳﺔ‬ ‫ﻳﻣﻛﻥ ﺗﻧﻔﻳﺫﻫﺎ ﺍﻟﺟﺯء ﺗﻠﻭ ﺍﻵﺧﺭ‪.‬‬
‫ﻟﻛﻝ ﺧﻣﺳﺔ ﺃﻋﻭﺍﻡ ﻋﻠﻰ ﺣﺩﺓ‪ ،‬ﺛﻡ ﻟﻛﻝ ﻋﺎﻡ ﻣﻥ ﻫﺫﻩ ﺍﻷﻋﻭﺍﻡ‬
‫ﺍﻟﺧﻣﺳﺔ‪ ،‬ﺛﻡ ﻟﻛﻝ ﺭﺑﻊ ﻋﺎﻡ‪ ،‬ﺛﻡ ﻟﻛﻝ ﺷﻬﺭ‪ ...‬ﺇﻟﺦ‪.‬‬ ‫‪á«FÉ¡ædG ∂àjDhQ Ö∏≤J ∞«c‬‬
‫‪?Ö≤Y ≈∏Y É°SCk GQ ∂àcöûd‬‬
‫ﺑﻬﺫﺍ ﺍﻟﺷﻛﻝ‪ ،‬ﻳﻣﻛﻥ ﻷﻫﺩﺍﻑ ﻛﻝ ﻓﺗﺭﺓ ﺯﻣﻧﻳﺔ ﺻﻐﻳﺭﺓ ﺃﻥ‬
‫ﺗﺻﺑﺢ ﺃﻛﺛﺭ ﺗﺣﺩﻳ ًﺩﺍ ﻭﻭﺿﻭﺣً ﺎ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ :‬ﻗﺩ‬ ‫ﺗﻧﻁﻭﻱ ﻋﻣﻠﻳﺔ ﻗﻠﺏ ﺍﻟﻬﺩﻑ ﺍﻟﻧﻬﺎﺋﻲ ﺭﺃﺳً ﺎ ﻋﻠﻰ ﻋﻘﺏ ﻋﻠﻰ‬
‫ﻳﻛﻭﻥ ﻫﺩﻓﻙ ﻟﻠﺧﻣﺳﺔ ﺃﻋﻭﺍﻡ ﺍﻷﻭﻟﻰ ﻫﻭ ﺗﻘﺩﻳﻡ ﺛﻼﺛﺔ ﻣﻧﺗﺟﺎﺕ‬ ‫ﺍﺳﺗﻛﺷﺎﻑ ﺍﻟﺳﺑﻝ ﺍﻟﻣﻣﻛﻧﺔ ﻟﺑﻧﺎء ﺷﻲء ﻣﺎ ﻣﻭﺟﻭﺩ ﺑﺎﻟﻔﻌﻝ! ﻭﺇﺫﺍ‬
‫ﺟﺩﻳﺩﺓ‪ ،‬ﻋﻠﻰ ﺃﻥ ﻳﻛﻭﻥ ﻫﺩﻑ ﺃﻭﻝ ﻋﺎﻡ ﻫﻭ ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﻣﻧﺗﺞ‬ ‫ﻁﺑﻘﻧﺎ ﻫﺫﻩ ﺍﻟﻌﻣﻠﻳﺔ ﻋﻠﻰ ﻣﻧﺗﺞ ﻣﺎ ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﺳﻳﻌﻧﻲ‬
‫ﻭﺍﺣﺩ‪ .‬ﻭﻗﺩ ﻳﻛﻭﻥ ﻫﺩﻓﻙ ﻟﻠﺭﺑﻊ ﺍﻷﻭﻝ ﻣﻥ ﺍﻟﻌﺎﻡ ﻫﻭ ﺇﺟﺭﺍء‬ ‫ﻫﺫﺍ ﺗﻔﻛﻳﻙ ﺍﻟﻣﻧﺗﺞ ﻭﺗﺣﻠﻳﻠﻪ ﻟﻣﻌﺭﻓﺔ ﺃﻓﺿﻝ ﻁﺭﻳﻘﺔ ﻹﻋﺎﺩﺓ‬
‫ﺍﺳﺗﻁﻼﻉ ﺭﺃﻱ ﻟﻠﻌﻣﻼء ﻟﺗﺣﺩﻳﺩ ﺍﻟﺧﺻﺎﺋﺹ ﻭﺍﻟﻔﻭﺍﺋﺩ ﺍﻟﺗﻲ‬ ‫ﺇﻧﺗﺎﺟﻪ ﻣﻥ ﺟﺩﻳﺩ‪ .‬ﺃﻣﺎ ﻋﻧﺩﻣﺎ ﻳﺗﻌﻠﻕ ﺍﻷﻣﺭ ﺑﺷﺭﻛﺗﻙ‪ ،‬ﺳﺗﻌﻧﻲ‬
‫ﻳﺭﻳﺩﻭﻥ ﻟﻠﻣﻧﺗﺞ ﺍﻟﺟﺩﻳﺩ ﺃﻥ ﻳﺗﻣﺗﻊ ﺑﻬﺎ؛ ﻋﻠﻰ ﺃﻥ ﻳﻛﻭﻥ ﻫﺩﻓﻙ‬ ‫ﻫﺫﻩ ﺍﻟﻌﻣﻠﻳﺔ ﺍﺳﺗﻛﺷﺎﻑ ﺍﻟﺧﻁﻭﺍﺕ ﻭﺍﻷﻫﺩﺍﻑ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺝ ﺇﻟﻰ‬
‫ﻟﻠﺷﻬﺭ ﺍﻟﻘﺎﺩﻡ ﻫﻭ ﻭﺿﻊ ﺍﺳﺗﻁﻼﻉ ﺍﻟﺭﺃﻱ ﻭﺗﺣﺩﻳﺩ ﺍﻟﻌﻣﻼء‬ ‫ﻭﺿﻌﻬﺎ ﻧﺻﺏ ﻋﻳﻧﻳﻙ ﻭﺗﻧﻔﻳﺫﻫﺎ ﻟﺗﺗﻣﻛﻥ ﻣﻥ ﺗﺣﻘﻳﻕ ﺭﺅﻳﺗﻙ‬
‫ﺍﻟﺫﻳﻥ ﺳﻳﻘﻭﻣﻭﻥ ﺑﻪ‪.‬‬ ‫ﺍﻟﻧﻬﺎﺋﻳﺔ ﻟﺷﺭﻛﺗﻙ‪.‬‬

‫‪?∂àcöT É¡LÉàëà°S »àdG º¶ædG Ée‬‬

‫❂ ﺗﻁﻭﻳﺭ ﺍﻟﻣﻧﺗﺟﺎﺕ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺻﻧﻊ ﺑﻬﺎ ﺷﺭﻛﺗﻙ ﺍﻟﻣﻧﺗﺟﺎﺕ(‬
‫❂ ﺗﻘﺩﻳﻡ ﺍﻟﺧﺩﻣﺔ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﻘﺩﻡ ﺑﻬﺎ ﺷﺭﻛﺗﻙ ﺍﻟﺧﺩﻣﺎﺕ(‬
‫❂ ﺍﻟﺷﺭﺍء )ﻁﺭﻳﻘﺔ ﺇﻳﺟﺎﺩ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻟﺗﻲ ﺳﺗﺷﺗﺭﻳﻬﺎ‪ ،‬ﻭﻛﻳﻔﻳﺔ ﺍﻟﺗﻔﺎﻭﺽ ﻣﻊ ﺍﻟﺗﺟﺎﺭ(‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫❂ ﺍﻟﺗﺳﻭﻳﻕ )ﻁﺭﻳﻘﺔ ﺗﺻﻣﻳﻡ ﺍﻹﻋﻼﻧﺎﺕ ﻭﺇﻳﺟﺎﺩ ﺍﻟﻭﺳﺎﺋﻁ ﺍﻹﻋﻼﻣﻳﺔ ﺍﻟﺗﻲ ﺳﺗﻘﺩﻣﻬﺎ ﻣﻥ ﺧﻼﻟﻬﺎ(‬
‫❂ ﺍﻟﻣﺑﻳﻌﺎﺕ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺷﺗﺭﻱ ﺑﻬﺎ ﻗﻭﺍﺋﻡ ﺑﻳﺎﻧﺎﺕ ﻟﻌﻣﻼء ﻣﺣﺗﻣﻠﻳﻥ(‬
‫❂ ﺍﻟﺗﻭﻅﻳﻑ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺟﺩ ﺑﻬﺎ ﻋﻣﺎﻟﺔ ﺟﺩﻳﺩﺓ ﻭﺗﻐﺭﺑﻠﻬﺎ ﻭﺗﻭﻅﻔﻬﺎ(‬
‫❂ ﺍﻟﺗﺩﺭﻳﺏ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺩﺭﺏ ﺑﻬﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ(‬
‫❂ ﺍﻷﻣﻭﺭ ﺍﻟﻘﺎﻧﻭﻧﻳﺔ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺳﺗﺟﻳﺏ ﺑﻬﺎ ﻟﻠﻣﺳﺎﺋﻝ ﺍﻟﻘﺎﻧﻭﻧﻳﺔ ﺍﻟﻣﺧﺗﻠﻔﺔ(‬
‫❂ ﺇﺩﺍﺭﺓ ﺷﺅﻭﻥ ﺍﻟﻌﻣﻼء )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺣﺎﻓﻅ ﺑﻬﺎ ﻋﻠﻰ ﻋﻼﻗﺔ ﺷﺭﻛﺗﻙ ﺑﺎﻟﻌﻣﻼء ﺍﻟﺣﺎﻟﻳﻳﻥ‪ ،‬ﻭﻛﻳﻔﻳﺔ ﺇﺑﻘﺎﺋﻬﻡ ﻓﻲ ﺣﺎﻟﺔ ﻣﻥ ﺍﻟﺭﺿﺎ(‬
‫❂ ﺇﺩﺍﺭﺓ ﺍﻟﺣﺳﺎﺑﺎﺕ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺳﺟﻝ ﺑﻬﺎ ﺩﻳﻭﻧﻙ ﻭﺃﺭﺻﺩﺗﻙ(‬
‫❂ ﺍﻟﺗﺳﻌﻳﺭ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﺣﺩﺩ ﺑﻬﺎ ﺃﺳﻌﺎﺭ ﻣﻧﺗﺟﺎﺕ ﻭﺧﺩﻣﺎﺕ ﺷﺭﻛﺗﻙ‪ ،‬ﻭﺗﻭﻗﻳﺕ ﺗﻐﻳﻳﺭﻫﺎ(‬
‫❂ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻭﺭ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﻳﺔ )ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﺗﻭﺍﻛﺏ ﺑﻬﺎ ﺃﺣﺩﺙ ﺍﻻﺗﺟﺎﻫﺎﺕ ﻭﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﻳﺔ‪ ،‬ﻭﻁﺭﻳﻘﺔ ﺍﻻﺳﺗﻌﺎﻧﺔ ﺑﻬﺎ‬
‫ﻓﻲ ﻋﻣﻠﻙ(‬
‫‪4‬‬
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 ‫ﻓﺭﺻﺎ ﺗﺳﻭﻳﻘﻳﺔ ﺟﺩﻳﺩﺓ‪...‬‬
‫ً‬ ‫ﺑﺄﻓﻛﺎﺭ ﻟﻣﻧﺗﺟﺎﺕ ﻣﺑﺗﻛﺭﺓ‪ ،‬ﺃﻭ ﻳﺟﺩ‬ ‫‪∂àcöûd Ωɶf ™°Vh‬‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬

‫ﺇﻟﺦ؛ ﻟﻛﻧﻙ ﻣﻊ ﺫﻟﻙ ﻗﺩ ﻻ ﺗﻘﻭﻡ ﺑﺎﻟﻛﺛﻳﺭ ﻣﻥ ﻫﺫﻩ ﺍﻟﻣﻬﻣﺎﺕ‬
‫ﺍﻟﺿﺭﻭﺭﻳﺔ ﻷﻥ ﻭﻗﺗﻙ ﻻ ﻳﺗﺳﻊ ﻟﻠﻘﻳﺎﻡ ﺑﻛﻝ ﺷﻲء ﺑﻣﻔﺭﺩﻙ‪.‬‬ ‫ﺍﻟﻧﻅﺎﻡ ﻫﻭ ﺇﺟﺭﺍء ﺃﻭ ﻣﻧﻬﺟﻳﺔ ﻟﺗﺣﻘﻳﻕ ﻫﺩﻑ ﺃﻭ ﺍﺳﺗﻛﻣﺎﻝ‬
‫ﻣﻬﻣﺔ ﻣﺎ؛ ﻫﺫﺍ ﻫﻭ ﺍﻟﺗﻌﺭﻳﻑ ﺍﻟﻣﺑﺩﺋﻲ‪ .‬ﻭﻋﻧﺩﻣﺎ ﺗﻌﻣﻝ ﻋﻠﻰ‬
‫ﺇﺫﻥ ﻣﺎ ﺍﻟﺣﻝ؟ ﺗﻛﻣﻥ ﻋﺑﻘﺭﻳﺔ ﻭﺿﻊ ﻧﻅﺎﻡ ﻟﺷﺭﻛﺗﻙ ﻓﻲ ﺃﻧﻬﺎ‬ ‫ً‬
‫ﻭﺻﻔﺎ ﻟﻠﻣﻧﻬﺟﻳﺔ ﺍﻟﺗﻲ ﻳﺗﻡ ﺇﻧﺟﺎﺯ‬ ‫ﻭﺿﻊ ﻧﻅﺎﻡ ﻟﺷﺭﻛﺗﻙ‪ ،‬ﺳﺗﻘﺩﻡ‬
‫ﺗﺳﻣﺢ ﺑﻭﺿﻊ ﻫﻳﻛﻠﻳﺔ ﻹﻧﺟﺎﺯ ﺍﻷﻣﻭﺭ ﻋﻠﻰ ﺍﻟﻧﺣﻭ ﺍﻟﻣﻁﻠﻭﺏ‬ ‫ﺍﻷﻣﻭﺭ ﺍﻟﻣﺧﺗﻠﻔﺔ ً‬
‫ﻁﺑﻘﺎ ﻟﻬﺎ‪.‬‬
‫ﻣﻊ ﺍﺳﺗﻬﻼﻙ ﻗﺩﺭ ﺃﻗﻝ ﻣﻥ ﻭﻗﺗﻙ‪ .‬ﺗﺧﻳﻝ ً‬
‫ﻣﺛﻼ ﺃﻥ ﻟﺩﻳﻙ ﻧﻅﺎﻣًﺎ‬
‫ﻹﻋﺩﺍﺩ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺍﻟﺟﺩﻳﺩﺓ‪ ،‬ﻭﻛﻝ ﻣﺎ ﻋﻠﻳﻙ ﻓﻌﻠﻪ ﻫﻭ ﺇﻳﺟﺎﺩ‬ ‫ﻓﻲ ﺑﻌﺽ ﺍﻟﺣﺎﻻﺕ ﺗﻛﻭﻥ ﻫﺫﻩ ﺍﻟﻣﻧﻬﺟﻳﺎﺕ ﻣﻌﻘﺩﺓ ﻟﻠﻐﺎﻳﺔ‪ ،‬ﻭﻗﺩ‬
‫ﺍﻟﻔﻛﺭﺓ ﺍﻟﻣﻧﺎﺳﺑﺔ ﻟﻳﻌﻣﻝ ﺍﻟﻧﻅﺎﻡ ﻋﻠﻰ ﺗﻧﻔﻳﺫﻫﺎ ﻋﻠﻰ ﺃﺭﺽ‬ ‫ﻣﺗﺧﺻﺻﺎ ﻟﻠﻌﻣﻝ ﻋﻠﻰ ﺗﻁﻭﻳﺭﻫﺎ‪.‬‬
‫ً‬ ‫ﺷﺧﺻﺎ‬
‫ً‬ ‫ﺗﺗﻁﻠﺏ ﻣﻬﻧﺩﺳً ﺎ ﺃﻭ‬
‫ﺍﻟﻭﺍﻗﻊ‪ .‬ﻓﻲ ﻫﺫﻩ ﺍﻟﺣﺎﻟﺔ‪ ،‬ﺳﻳﺗﻭﻓﺭ ﻟﺩﻳﻙ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻟﻭﻗﺕ‬ ‫ﺃﻣﺎ ﻓﻲ ﺃﻏﻠﺏ ﺍﻟﺣﺎﻻﺕ ﻓﻳﻣﻛﻥ ﺗﻭﺛﻳﻕ ﻫﺫﻩ ﺍﻟﻣﻧﻬﺟﻳﺎﺕ‬
‫ﻟﻠﺧﺭﻭﺝ ﺑﺎﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻷﻓﻛﺎﺭ ﺍﻟﺭﺍﺋﻌﺔ ﻟﻣﻧﺗﺟﺎﺕ ﺟﺩﻳﺩﺓ‪.‬‬ ‫ﻁﺭﻗﺎ ﻻﺳﺗﻛﻣﺎﻝ ﺃﻱ ﺃﻫﺩﺍﻑ ﻋﺎﺩﻳﺔ‬‫ً‬ ‫ﻭﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ ﺑﺎﻋﺗﺑﺎﺭﻫﺎ‬
‫ﻣﺛﻝ ﻛﻳﻔﻳﺔ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻊ ﺍﻟﻣﻛﺎﻟﻣﺎﺕ ﺍﻟﻬﺎﺗﻔﻳﺔ‪ ،‬ﺃﻭ ﻛﻳﻔﻳﺔ ﺗﻁﻭﻳﺭ‬
‫ﻳﻧﻅﺭ ﺃﻏﻠﺏ ﺃﺻﺣﺎﺏ ﺍﻷﻋﻣﺎﻝ ﺑﺷﻛﻝ ﺳﻠﺑﻲ ﺇﻟﻰ ﻣﺳﺄﻟﺔ ﻭﺿﻊ‬ ‫ﻣﻧﺗﺟﺎﺕ ﺍﻟﺷﺭﻛﺔ‪.‬‬
‫ﻧﻅﺎﻡ ﻟﺷﺭﻛﺎﺗﻬﻡ‪ ،‬ﻷﻧﻬﻡ ﻳﻌﺗﻘﺩﻭﻥ ﺃﻧﻪ ﺃﻣﺭ ﻳﺻﻌﺏ ﺗﻁﺑﻳﻘﻪ‪.‬‬
‫ﻭﻷﻥ ﻫﺫﻩ ﺍﻟﻔﻛﺭﺓ ﺧﺎﻁﺋﺔ‪ ،‬ﻋﻠﻳﻙ ﺑﺎﻟﻧﻅﺭ ﺇﻟﻰ ﺍﻟﻧﻅﺎﻡ ﻣﻥ‬ ‫ﻋﻧﺩﻣﺎ ﺗﺗﺄﻣﻝ ﺍﻷﻣﺭ ﻣﻥ ﺑﻌﻳﺩ ﺳﺗﺟﺩ ﺃﻥ ﺷﺭﻛﺗﻙ ﺑﺄﻛﻠﻣﻬﺎ ﻋﺑﺎﺭﺓ‬
‫ﻣﻧﻅﻭﺭ ﻣﺧﺗﻠﻑ ﻭﺟﺩﻳﺩ‪.‬‬ ‫ﻋﻥ ﻧﻅﺎﻡ ﻭﺍﺣﺩ ﻛﺑﻳﺭ‪ .‬ﻓﺈﺫﺍ ﻛﺎﻥ ﺍﻷﻣﺭ ﻛﺫﻟﻙ‪ ،‬ﺃﻟﻥ ﻳﻛﻭﻥ ﻣﻥ‬
‫ً‬
‫ﻣﻧﺿﺑﻁﺎ ﻛﺎﻟﺳﺎﻋﺔ؟‬ ‫ﺍﻟﺭﺍﺋﻊ ﻫﻳﻛﻠﺔ ﻫﺫﺍ ﺍﻟﻧﻅﺎﻡ ﺑﺣﻳﺙ ﻳﻌﻣﻝ‬
‫‪≥dCÉàH ∂àcöûd ¥ƒ°S‬‬
‫‪pq‬‬ ‫ﻫﻧﺎﻙ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻷﺳﺑﺎﺏ ﺍﻟﺗﻲ ﺗﺩﻓﻌﻙ ﺩﻓﻌًﺎ ﺇﻟﻰ ﺍﻟﻌﻣﻝ ﻋﻠﻰ‬
‫ﻭﺿﻊ ﺃﻧﻅﻣﺔ ﻭﻣﻧﻬﺟﻳﺎﺕ ﻹﺩﺍﺭﺓ ﺷﺭﻛﺗﻙ ﺑﺷﻛﻝ ﻧﺎﺟﺢ‪.‬‬
‫ﻛﻲ ﺗﻁﺑﻕ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺗﺳﻭﻳﻕ ﻓﻲ ﺷﺭﻛﺗﻙ ﺗﺻﻝ ﺑﻬﺎ ﺇﻟﻰ‬ ‫ﻧﺳﺗﻌﺭﺽ ﺃﻫﻣﻬﺎ ﻓﻳﻣﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﻟﻌﺎﻟﻣﻳﺔ ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ )‪ (1‬ﺗﺣﺩﻳﺩ ﻫﺩﻓﻙ ﺍﻟﺗﺳﻭﻳﻘﻲ ﺍﻟﻔﻌﻠﻲ‪،‬‬ ‫‪ -1‬ﺍﻟﺩﻗﺔ ﻭﺍﻻﺗﺳﺎﻕ‪ :‬ﻋﻧﺩﻣﺎ ﺗﺿﻊ ﻣﻧﻬﺟﻳﺎﺕ ﻟﻛﻳﻔﻳﺔ ﺍﺳﺗﻛﻣﺎﻝ‬
‫ﻭ)‪ (2‬ﺑﻧﺎء ﺃﻗﻭﻯ ﻧﻅﺎﻡ ﺗﺳﻭﻳﻘﻲ ﻓﻲ ﻣﺟﺎﻝ ﻋﻣﻝ ﺷﺭﻛﺗﻙ‪.‬‬ ‫ﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ ﺑﺷﺭﻛﺗﻙ‪ ،‬ﺳﺗﺣﺻﻝ ﻋﻠﻰ ﻧﺗﺎﺋﺞ ﺗﺗﺳﻡ‬
‫ﻭﺳﻧﺷﺭﺡ ﻟﻙ ﻓﻳﻣﺎ ﺑﻌﺩ ﻛﻳﻑ ﻳﻣﻛﻧﻙ ﺗﻧﻣﻳﺔ ﻭﻣﺿﺎﻋﻔﺔ ﻣﺑﻳﻌﺎﺗﻙ‬ ‫ﺑﺎﻻﺗﺳﺎﻕ ﻭﺍﻟﺟﻭﺩﺓ‪.‬‬
‫ﻭﺃﺭﺑﺎﺣﻙ ﻟﺗﻬﻳﻣﻥ ﺑﻘﻭﺓ ﻋﻠﻰ ﺍﻟﺳﻭﻕ‪.‬‬ ‫‪ -2‬ﺗﻭﻓﻳﺭ ﺍﻟﻭﻗﺕ ﻭﺍﻟﻣﺎﻝ‪ :‬ﻋﻧﺩﻣﺎ ﻳﻌﺭﻑ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻛﻳﻔﻳﺔ‬
‫ﺗﻧﻔﻳﺫ ﺃﻣﺭ ﻣﺎ‪ ،‬ﺛﻡ ﻳﻛﺭﺭﻭﺍ ﻧﻔﺱ ﺍﻟﺧﻁﻭﺍﺕ ﻛﻝ ﻣﺭﺓ‬
‫‪∂àcöT äÉHÉ°ùM ‘ ºbQ ºgCG‬‬ ‫ﻳﻘﻭﻣﻭﻥ ﻓﻳﻬﺎ ﺑﻧﻔﺱ ﺍﻷﻣﺭ‪ ،‬ﻳﺻﺑﺢ ﺃﺩﺍﺅﻫﻡ ﺃﻓﺿﻝ ﻭﺃﺳﺭﻉ‬
‫ﻋﻧﺩ ﺗﻧﻔﻳﺫﻫﻡ ﻷﻳﺔ ﻣﻬﻣﺔ‪ .‬ﻫﺫﺍ ﻳﻭﻓﺭ ﺑﺩﻭﺭﻩ ﺍﻟﻭﻗﺕ ﻭﺍﻟﻣﺎﻝ‪،‬‬
‫ﻛﻲ ﺗﺗﻣﻛﻥ ﻣﻥ ﺗﺣﺩﻳﺩ ﻫﺩﻓﻙ ﺍﻟﺗﺳﻭﻳﻘﻲ ﺍﻟﻔﻌﻠﻲ ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ‬ ‫ﻭﻳﻣﻧﺣﻙ ﻣﻳﺯﺓ ﺗﻧﺎﻓﺳﻳﺔ ﻓﻲ ﺍﻟﺳﻭﻕ‪.‬‬
‫ﻓﻬﻡ ﺃﻫﻡ ﺭﻗﻡ ﻓﻲ ﺷﺭﻛﺗﻙ؛ ﺃﻻ ﻭﻫﻭ ﻗﻳﻣﺔ ﺍﻷﺭﺑﺎﺡ ﻓﻲ ﻣﻘﺎﺑﻝ‬ ‫‪ -3‬ﺍﻟﺗﻭﺳﻊ‪ :‬ﻋﻧﺩﻣﺎ ﺗﺿﻊ ﻟﺷﺭﻛﺗﻙ ﻣﻧﻬﺟﻳﺎﺕ ﻹﺗﻣﺎﻡ ﺍﻟﻣﻬﻣﺎﺕ‬
‫ﺍﻟﻌﺭﺽ )‪ .(PPI‬ﺗﺿﻡ ﻫﺫﻩ ﺍﻟﻘﻳﻣﺔ ﺍﻷﺭﺑﺎﺡ ﺍﻟﺗﻲ ﺗﺣﻘﻘﻬﺎ‬ ‫ﻟﻣﺧﺗﻠﻔﺔ‪ ،‬ﻳﺻﻳﺭ ﻣﻥ ﺍﻷﺳﻬﻝ ﺗﻭﻅﻳﻑ ﻭﺗﺩﺭﻳﺏ ﻋﻣﺎﻟﺔ‬
‫ﺷﺭﻛﺗﻙ ﻓﻲ ﻛﻝ ﻣﺭﺓ ﻳﺗﻡ ﻋﺭﺽ ﺍﺳﻣﻬﺎ ﺃﻭ ﺇﻋﻼﻧﺎﺗﻬﺎ ﻋﻠﻰ‬ ‫ﺟﺩﻳﺩﺓ‪ ،‬ﻭﻣﻥ ﺛﻡ ﺍﻟﺗﻭﺳﻊ ﺑﺷﻛﻝ ﺃﻛﺑﺭ ﻭﺗﻧﻣﻳﺔ ﺷﺭﻛﺗﻙ‪.‬‬
‫ﺍﻟﻌﻣﻼء ﺍﻟﻣﺣﺗﻣﻠﻳﻥ‪.‬‬ ‫‪ -4‬ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﻭﻗﺗﻙ ﺍﻟﺷﺧﺻﻲ ﻭﺧﻠﻕ ﻗﻳﻣﺔ ﺗﺟﺎﺭﻳﺔ‬
‫ً‬ ‫ً‬
‫ﻣﺛﺎﻝ‪ :‬ﻓﻠﻧﻔﺗﺭﺽ ﻣﺛﻼ ﺃﻥ ﻣﻧﺎﻓﺳﻙ ﻗﺩ ﻧﺷﺭ ﺇﻋﻼﻧﺎ ﻓﻲ ﺍﻟﺭﺍﺩﻳﻭ‬ ‫ﻟﺷﺭﻛﺗﻙ‪ :‬ﻋﻧﺩﻣﺎ ﺗﺿﻊ ﻟﺷﺭﻛﺗﻙ ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻷﻧﻅﻣﺔ‬
‫ﻭﺍﻟﺗﻠﻔﺯﻳﻭﻥ ﻭﺍﻟﺟﺭﺍﺋﺩ ﻭﺍﻟﻣﺟﻼﺕ ﻟﺗﺳﻭﻳﻕ ﺟﻬﺎﺯ ﻗﻳﻣﺗﻪ ‪500‬‬ ‫ﻭﺗﻁﺑﻘﻬﺎ‪ ،‬ﻓﺈﻧﻙ ﺗﺳﻣﺢ ﻟﻌﺟﻠﺔ ﺍﻟﻌﻣﻝ ﺑﺎﻟﺩﻭﺭﺍﻥ ﺩﻭﻥ‬
‫ﺩﻭﻻﺭ‪ ،‬ﻭﺍﺳﺗﺟﺎﺑﺕ ﻧﺳﺑﺔ ‪ ٪1‬ﻣﻥ ﺍﻟﻣﺷﺎﻫﺩﻳﻥ ﺑﺎﻻﺗﺻﺎﻝ‬ ‫ﺍﻟﺣﺎﺟﺔ ﺇﻟﻰ ﺗﻭﺍﺟﺩﻙ ﻓﻲ ﺍﻟﺷﺭﻛﺔ ﻛﻝ ﻟﺣﻅﺔ‪ .‬ﻫﺫﺍ ﻳﻭﻓﺭ‬
‫ﺑﺎﻟﺷﺭﻛﺔ ﻟﻼﺳﺗﻌﻼﻡ ﻋﻥ ﺍﻟﺟﻬﺎﺯ‪ .‬ﻭﺗﻣﻛﻥ ﻣﻧﺎﻓﺳﻙ ﻣﻥ ﺗﺣﻭﻳﻝ‬ ‫ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﻭﻗﺗﻙ ﺍﻟﺷﺧﺻﻲ‪ ،‬ﻣﻣﺎ ﺳﻳﺗﻳﺢ ﻟﻙ ﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ‬
‫‪ ٪35‬ﻣﻥ ﺍﻟﻣﺗﺻﻠﻳﻥ ﺇﻟﻰ ﻋﻣﻼء ﻟﺷﺭﻛﺗﻪ‪ ،‬ﻭﺑﻠﻎ ﻣﺗﻭﺳﻁ ﻣﺎ‬ ‫ﺍﻟﺗﻭﺳﻊ ﻓﻲ ﺃﻋﻣﺎﻟﻙ‪ ،‬ﻭﻛﻳﻔﻳﺔ ﺟﻌﻠﻬﺎ ﺃﻛﺛﺭ ﺟﺎﺫﺑﻳﺔ ﻟﻠﻌﻣﻼء‬
‫ﺍﺷﺗﺭﺍﻩ ﻛﻝ ﻋﻣﻳﻝ ﺣﻭﺍﻟﻲ ‪ 1.5‬ﺟﻬﺎﺯ‪ .‬ﻭﻋﻠﻰ ﺍﻓﺗﺭﺍﺽ ﺃﻥ‬ ‫ﺍﻟﻣﺣﺗﻣﻠﻳﻥ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻫﺎﻣﺵ ﺭﺑﺢ ﻣﻧﺎﻓﺳﻙ ﺟﺭﺍء ﺑﻳﻊ ﻛﻝ ﺟﻬﺎﺯ ﻳﺑﻠﻎ ‪ ،٪30‬ﻭﺃﻥ‬

‫ﺷﺭﻛﺗﻪ ﺳﺗﺣﻅﻰ ﺑﻌﺩﺩ ﻣﻥ ﺍﻟﻌﻣﻼء ﺍﻟﻣﺗﺎﺑﻌﻳﻥ ﻟﻬﺎ‪ ،‬ﻓﺈﻧﻧﺎ ﻧﺗﻭﻗﻊ‬‫ﺗﻌﺩ ﻣﺳﺄﻟﺔ ﻗﺩﺭﺓ ﺍﻟﺷﺭﻛﺔ ﻋﻠﻰ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺳﻳﺭ ﺍﻟﻌﻣﻝ ﺩﻭﻥ‬
‫ً‬
‫ﺟﻬﺎﺯﺍ ﺁﺧﺭ ﻣﻧﻬﺎ‪.‬‬ ‫ﺃﻥ ﻳﺷﺗﺭﻱ ‪ ٪10‬ﻣﻥ ﻋﻣﻼﺋﻬﺎ‬ ‫ﺗﻭﺍﺟﺩ ﻗﺎﺋﺩﻫﺎ ﻣﻥ ﺃﻫﻡ ﺍﻷﺻﻭﻝ ﺍﻟﺗﺟﺎﺭﻳﺔ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺝ ﺷﺭﻛﺗﻙ‬
‫ﻣﻠﺧﺻﺎ ﻟﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬ ‫ً‬ ‫ﻓﻳﻣﺎ ﻳﻠﻲ ﺳﻧﻘﺩﻡ ﻟﻙ‬
‫ﺇﻟﻰ ﺍﻟﺗﻣﺗﻊ ﺑﻬﺎ‪ ،‬ﻟﺫﺍ ﻳﺟﺏ ﺗﻘﺩﻳﻡ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻟﺗﻭﺿﻳﺢ ﻟﻬﺫﻩ‬
‫)‪ (KPI‬ﻟﺷﺭﻛﺔ ﻣﻧﺎﻓﺳﻙ‪:‬‬‫ﺍﻟﻧﻘﻁﺔ‪ .‬ﺇﻥ ﺃﻛﺑﺭ ﻣﺷﻛﻠﺔ ﺗﻘﺎﺑﻠﻬﺎ ﺃﻳﺔ ﺷﺭﻛﺔ ﻫﻲ ”ﺃﻧﺕ!“‬
‫ـــ ﺳﻭﺍء ﺃﻛﻧﺕ ﺭﺋﻳﺱ ﺍﻟﺷﺭﻛﺔ ﺃﻡ ﻣﺎﻟﻛﻬﺎ ﺃﻡ ﺭﺋﻳﺱ ﻗﺳﻡ ﻣﺎ‬
‫ﻣﻌﺩﻝ ﺍﻻﺳﺗﺟﺎﺑﺔ‪٪1 :‬‬ ‫ﻓﻳﻬﺎ‪ .‬ﺍﻟﺳﺑﺏ ﻓﻲ ﻫﺫﺍ ﻫﻭ ﺃﻧﻙ ﻗﺩ ﺗﻛﻭﻥ ﺍﻟﻘﻳﺩ ﺃﻭ ﺍﻟﻌﻘﺑﺔ‬
‫ﻣﻌﺩﻝ ﺗﺣﻭﻝ ﺍﻟﻣﺷﺎﻫﺩﻳﻥ ﺇﻟﻰ ﻋﻣﻼء‪٪35 :‬‬ ‫ﺍﻟﺗﻲ ﺗﻌﻳﻕ ﺣﺭﻛﺔ ﺍﻟﺷﺭﻛﺔ! ﻭﻷﻧﻙ ﻏﻳﺭ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﻹﻁﻼﻕ‬
‫ﺳﻌﺭ ﺍﻟﺟﻬﺎﺯ ﺍﻟﻭﺍﺣﺩ‪ 500 :‬ﺩﻭﻻﺭ‬ ‫ﻋﻠﻰ ﺍﻟﺗﻭﺍﺟﺩ ﻓﻲ ﻛﻝ ﻣﻛﺎﻥ ﺑﺎﻟﺷﺭﻛﺔ ﻓﻲ ﻧﻔﺱ ﺍﻟﻭﻗﺕ‪ ،‬ﻓﺈﻥ‬
‫ﻗﻳﻣﺔ ﻫﺎﻣﺵ ﺍﻟﺭﺑﺢ‪٪30 :‬‬ ‫ﺍﻟﻌﻣﻝ ﻻ ﻳﺳﻳﺭ ﻋﻠﻰ ﺍﻟﻧﺣﻭ ﺍﻟﻣﺭﺟﻭ‪ ،‬ﺑﻝ ﺭﺑﻣﺎ ﻻ ﻳﺗﻡ ﺇﻧﺟﺎﺯﻩ‬
‫ﻣﻌﺩﻝ ﺇﻋﺎﺩﺓ ﺍﻟﺷﺭﺍء‪٪10 :‬‬ ‫ﻋﻠﻰ ﺍﻹﻁﻼﻕ‪ .‬ﻭﻗﺩ ﺗﻛﻭﻥ ﺃﻓﺿﻝ ﺷﺧﺹ ﻳﺄﺗﻲ ﻟﻠﺷﺭﻛﺔ‬ ‫‪5‬‬
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 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬ ‫‪áHÉéà°S’G ∫ó©e‬‬ ‫ﺇﺫﺍ ﺍﻓﺗﺭﺿﻧﺎ ﺃﻥ ﺇﻋﻼﻧﺎﺕ ﺷﺭﻛﺔ ﻣﻧﺎﻓﺳﻙ ﻭﺻﻠﺕ ﺇﻟﻰ ﻋﺷﺭﺓ‬
‫ﺁﻻﻑ ﻋﻣﻳﻝ ﻣﺳﺗﻬﺩﻑ‪ ،‬ﻛﺎﻥ ﺇﺟﻣﺎﻟﻲ ﺃﺭﺑﺎﺣﻪ ﻣﻥ ﻫﺫﻩ ﺍﻟﺣﻣﻠﺔ‬
‫ﻫﺫﺍ ﺍﻟﻣﻌﻳﺎﺭ ﺧﺎﺹ ﺑﺎﻟﻧﺳﺑﺔ ﺍﻟﻣﺋﻭﻳﺔ ﻟﻸﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﻗﺭﺃﻭﺍ‬ ‫ﺍﻹﻋﻼﻧﻳﺔ ﻟﻳﺻﻝ ﺇﻟﻰ ‪ 8662.50‬ﺩﻭﻻﺭً ﺍ )ﻣﻁﺭﻭﺣً ﺎ ﻣﻧﻬﺎ‬
‫ﺇﻋﻼﻧﻙ ﺃﻭ ﺳﻣﻌﻭﺍ ﺑﻪ ﺃﻭ ﺭﺃﻭﻩ ﻭﺍﺗﺻﻠﻭﺍ ﺑﻌﺩﻫﺎ ﺑﺷﺭﻛﺗﻙ‪.‬‬ ‫ﺗﻛﻠﻔﺔ ﺍﻹﻋﻼﻧﺎﺕ(‪.‬‬
‫ﻭﺿﻊ ﻓﻲ ﺍﻋﺗﺑﺎﺭﻙ ﺃﻧﻪ ﻛﻠﻣﺎ ﻋﺭﻓﺕ ﺍﻟﻣﺯﻳﺩ ﻋﻥ ﺭﻏﺑﺎﺕ‬
‫ﻭﺍﺣﺗﻳﺎﺟﺎﺕ ﻋﻣﻼﺋﻙ‪ ،‬ﺻﺎﺭ ﻣﻥ ﺍﻷﺳﻬﻝ ﺗﺻﻣﻳﻡ ﺇﻋﻼﻧﺎﺕ‬ ‫ﺩﻋﻧﺎ ﻧﺗﺻﻭﺭ ﺍﻵﻥ ﺃﻥ ﺷﺭﻛﺗﻙ ﻗﺩﻣﺕ ﺃﺩﺍء ﺃﻋﻠﻰ ﺑﻧﺳﺑﺔ ‪٪20‬‬
‫ﺟﺩﻳﺩﺓ ﺗﺟﺫﺏ ﺍﻧﺗﺑﺎﻫﻬﻡ‪ .‬ﻭﻛﻠﻣﺎ ﻋﺭﻓﺕ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬ ‫ﻓﻲ ﻛﻝ ﻣﺅﺷﺭ ﻣﻥ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻣﻘﺎﺭﻧﺔ ﺑﺄﺩﺍء‬
‫ﻋﻧﻬﻡ‪ ،‬ﺑﺭﻋﺕ ﻓﻲ ﺇﻋﺩﺍﺩ ﻋﺭﻭﺽ ﺑﻳﻊ ﻓﺭﻳﺩﺓ ﺧﺎﺻﺔ ﺑﻬﻡ‬ ‫ﺷﺭﻛﺔ ﻣﻧﺎﻓﺳﻙ‪ ،‬ﻋﻠﻰ ﺃﻥ ﺗﺑﻳﻊ ﺷﺭﻛﺗﻙ ً‬
‫ﺃﻳﺿﺎ ﺍﻟﺟﻬﺎﺯ ﺑﻧﻔﺱ‬
‫ﻭﺣﺩﻫﻡ ﻭﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺟﺫﺑﻬﻡ ﻟﻣﻧﺗﺟﺎﺗﻙ‪.‬‬ ‫ﺍﻟﺳﻌﺭ‪ 500 :‬ﺩﻭﻻﺭ‪ .‬ﻋﻧﺩﺋﺫ ﺳﺗﺻﻳﺭ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء‬
‫ﺍﻟﺭﺋﻳﺳﻳﺔ ﻟﺷﺭﻛﺗﻙ ﻛﺎﻟﺗﺎﻟﻲ‪:‬‬
‫‪AÓªY ≈dEG øjógÉ°ûŸG ∫ƒ– ∫ó©e‬‬ ‫ﻣﻌﺩﻝ ﺍﻻﺳﺗﺟﺎﺑﺔ‪٪1.2 :‬‬
‫ﻣﻌﺩﻝ ﺗﺣﻭﻝ ﺍﻟﻣﺷﺎﻫﺩﻳﻥ ﺇﻟﻰ ﻋﻣﻼء‪٪42 :‬‬
‫ﻓﻲ ﻫﺫﺍ ﺍﻟﻣﻌﻳﺎﺭ ﻳﻣﻛﻧﻙ ﺍﻟﺗﻐﻠﺏ ﻋﻠﻰ ﻣﻧﺎﻓﺳﻳﻙ ﺑﺭﻓﻊ ﺍﻟﻧﺳﺑﺔ‬ ‫ﺳﻌﺭ ﺍﻟﺟﻬﺎﺯ ﺍﻟﻭﺍﺣﺩ‪ 500 :‬ﺩﻭﻻﺭ‬
‫ﺍﻟﻣﺋﻭﻳﺔ ﻟﻠﻌﻣﻼء ﺍﻟﻣﺣﺗﻣﻠﻳﻥ ﺍﻟﺫﻳﻥ ﻳﺗﺣﻭﻟﻭﻥ ﺑﻌﺩ ﻣﺷﺎﻫﺩﺓ‬ ‫ﻋﺩﺩ ﺍﻟﻘﻁﻊ ﺍﻟﻣﺑﺎﻋﺔ ﻟﻛﻝ ﻋﻣﻳﻝ‪1.8 :‬‬
‫ﺇﻋﻼﻧﻙ ﺇﻟﻰ ﻋﻣﻼء ﻓﻌﻠﻳﻳﻥ ﻟﺷﺭﻛﺗﻙ‪.‬‬ ‫ﻗﻳﻣﺔ ﻫﺎﻣﺵ ﺍﻟﺭﺑﺢ‪٪36 :‬‬
‫ﻣﻌﺩﻝ ﺇﻋﺎﺩﺓ ﺍﻟﺷﺭﺍء‪٪12 :‬‬
‫‪π«ªY πμd áYÉÑŸG ™£≤dG OóY‬‬
‫ﺇﺫﺍ ﻭﺻﻠﺕ ﺇﻋﻼﻧﺎﺕ ﺷﺭﻛﺗﻙ ﺇﻟﻰ ﻧﻔﺱ ﺍﻟﻌﺷﺭﺓ ﺁﻻﻑ ﻋﻣﻳﻝ‬
‫ﻣﻘﻳﺎﺱ ﺍﻟﺗﻔﻭﻕ ﻋﻠﻰ ﻣﻧﺎﻓﺳﻳﻙ ﻓﻲ ﻫﺫﺍ ﺍﻟﻣﻌﻳﺎﺭ ﻳﺗﻭﻗﻑ ﻋﻠﻰ‬ ‫ﺍﻟﻣﺳﺗﻬﺩﻓﻳﻥ‪ ،‬ﻛﺎﻧﺕ ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺳﺎﺑﻘﺔ ﻟﺗﺟﻌﻝ ﺇﺟﻣﺎﻟﻲ‬
‫ﺣﺟﻡ ﺍﻟﻣﺑﻳﻌﺎﺕ ﺍﻷﻭﻟﻳﺔ ﺍﻟﺫﻱ ﺗﺣﻘﻘﻪ ﺷﺭﻛﺗﻙ ﺑﻌﺩ ﺇﺫﺍﻋﺔ ﺇﻋﻼﻥ‬ ‫ﺃﺭﺑﺎﺣﻙ ﻳﺻﻝ ﺇﻟﻰ ‪ 19596‬ﺩﻭﻻﺭً ﺍ – ﻣﺎ ﻳﻌﻧﻲ ﺃﻧﻙ ﺣﻘﻘﺕ‬
‫ﻋﻥ ﺳﻠﻌﺔ ﻣﺎ‪ .‬ﻳﺗﻣﺛﻝ ﺣﺟﻡ ﺍﻟﻣﺑﻳﻌﺎﺕ ﻫﻧﺎ ﻓﻲ ﻋﺩﺩ ﺍﻟﻘﻁﻊ ﺍﻟﺗﻲ‬ ‫ﺃﺭﺑﺎﺣً ﺎ ﺗﺳﺎﻭﻯ ‪ 2.3‬ﺃﺿﻌﺎﻑ ﻣﺎ ﺣﻘﻘﻪ ﻣﻧﺎﻓﺳﻙ‪.‬‬
‫ﻳﺷﺗﺭﻳﻬﺎ ﻛﻝ ﻋﻣﻳﻝ ﻣﻥ ﻫﺫﻩ ﺍﻟﺳﻠﻌﺔ‪.‬‬
‫ﻓﻛﺭ ﻣﻌﻲ ﺍﻵﻥ‪ ،‬ﻣﺎﺫﺍ ﺳﻳﺣﺩﺙ ﺇﻥ ﺣﻘﻘﺕ ﺃﺭﺑﺎﺣً ﺎ ﻓﻲ ﻣﻘﺎﺑﻝ‬
‫‪íHôdG ¢ûeÉg ᪫b‬‬ ‫ﺍﻟﻌﺭﺽ )‪ (PPI‬ﺗﺳﺎﻭﻱ ‪ 2.3‬ﺃﺿﻌﺎﻑ ﻣﺎ ﻳﺣﻘﻘﻪ ﻣﻧﺎﻓﺳﻭﻙ؟‬
‫ﺳﺗﺗﻣﻛﻥ ﺷﺭﻛﺗﻙ ﺣﻳﻧﻬﺎ ﻣﻥ ﺍﻟﻬﻳﻣﻧﺔ ﻋﻠﻰ ﻣﻧﺎﻓﺳﻳﻬﺎ ﻭﺍﻟﺗﻔﻭﻕ‬
‫ﻋﻧﺩﻣﺎ ﻧﺗﺣﺩﺙ ﻋﻥ ﻫﺫﺍ ﺍﻟﻣﻌﻳﺎﺭ ﺳﺗﺟﺩ ﺃﻥ ﻭﺿﻊ ﻧﻅﺎﻡ ﻗﻭﻱ‬ ‫ﻋﻠﻳﻬﻡ ﻟﻳﺑﺭﺯ ﺗﻭﺍﺟﺩﻫﺎ ﻓﻲ ﺍﻟﺳﻭﻕ ﺑﻁﺭﻳﻘﺔ ﺗﺧﺭﺟﻬﻡ ﺟﻣﻳﻌًﺎ‬
‫ﻟﺷﺭﻛﺗﻙ ﻣﻊ ﺗﻁﺑﻳﻕ ﺍﻟﻣﻧﻬﺟﻳﺎﺕ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﻣﻧﺎﺳﺑﺔ ﻳﺳﻣﺢ‬ ‫ﺃﻳﺿﺎ ﻣﻥ ﺍﻹﻋﻼﻥ ﻋﻥ ﻣﻧﺗﺟﺎﺗﻬﺎ‬ ‫ﻣﻥ ﺍﻟﻠﻌﺑﺔ‪ .‬ﺳﺗﺗﻣﻛﻥ ﺷﺭﻛﺗﻙ ً‬
‫ﻟﻙ ﺑﺗﺣﻘﻳﻕ ﻣﺑﻳﻌﺎﺕ ﻭﻫﺎﻣﺵ ﺭﺑﺢ ﺃﻋﻠﻰ ﻣﻣﺎ ﻳﺣﻘﻘﻪ ﻣﻧﺎﻓﺳﻭﻙ‪.‬‬
‫ﻓﻲ ﺃﻣﺎﻛﻥ ﻟﻥ ﻳﻣﻛﻥ ﻟﻣﻧﺎﻓﺳﻳﻬﺎ ﺍﻟﻭﺻﻭﻝ ﺇﻟﻳﻬﺎ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ‬
‫ﺍﻟﻣﺛﺎﻝ‪ :‬ﻟﻥ ﺗﺗﻣﻛﻥ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﻣﻧﺎﻓﺳﺔ ﻟﻙ ﻣﻥ ﺷﺭﺍء ﻣﺳﺎﺣﺔ‬
‫‪AGöûdG IOÉYEG ∫ó©e‬‬
‫ﺇﻋﻼﻧﻳﺔ ﺗﺑﻠﻎ ﺗﻛﻠﻔﺗﻬﺎ ﻋﺷﺭﺓ ﺁﻻﻑ ﺩﻭﻻﺭ ﺇﺫﺍ ﻛﺎﻥ ﺇﺟﻣﺎﻟﻲ‬
‫ﺃﺭﺑﺎﺣﻬﺎ ﻳﺑﻠﻎ ‪ 8662‬ﺩﻭﻻﺭً ﺍ ﻓﺣﺳﺏ؛ ﻟﻛﻥ ﻣﻊ ﺷﺭﻛﺗﻙ‬
‫ﻣﻌﺩﻝ ﺇﻋﺎﺩﺓ ﺍﻟﺷﺭﺍء ﻫﻭ ﺁﺧﺭ ﻣﻌﻳﺎﺭ ﻳﻣﻛﻧﻙ ﻣﻥ ﺍﻟﺗﻔﻭﻕ‬
‫ﻳﺧﺗﻠﻑ ﺍﻷﻣﺭ‪ ،‬ﻓﻬﻲ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺗﺣﻣﻝ ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﺗﻛﻠﻔﺔ‪.‬‬
‫ﻋﻠﻰ ﻣﻧﺎﻓﺳﻳﻙ‪ ،‬ﻓﻬﻭ ﻳﻌﻧﻲ ﺍﻟﻘﻳﻣﺔ ﺍﻟﻔﻌﻠﻳﺔ ﻟﻌﻣﻳﻠﻙ ﻋﻠﻰ ﺍﻟﻣﺩﻯ‬
‫ﺇﺫﻥ‪ ،‬ﻛﻳﻑ ﺗﺣﻘﻕ ﻧﺳﺑﺔ ﺍﻟﻌﺷﺭﻳﻥ ﺑﺎﻟﻣﺎﺋﺔ ﺍﻟﺯﻳﺎﺩﺓ ﻓﻲ‬
‫ﺍﻟﻁﻭﻳﻝ؛ ﺑﺑﺳﺎﻁﺔ ﻫﻝ ﺳﻳﺷﺗﺭﻱ ﺍﻟﻌﻣﻳﻝ ﻣﻧﺗﺟﺎﺗﻙ ﺃﻭ ﺧﺩﻣﺎﺗﻙ‬
‫ﻣﺅﺷﺭﺍﺕ ﺃﺩﺍء ﺷﺭﻛﺗﻙ ﻣﻘﺎﺭﻧﺔ ﺑﻣﺳﺗﻭﻯ ﺃﺩﺍء ﻣﻧﺎﻓﺳﻳﻙ؟‬
‫ﻣﺭﺓ ﺃﺧﺭﻯ ﺃﻡ ﻻ؟ ﺍﻹﺟﺎﺑﺔ ﻋﻥ ﻫﺫﺍ ﺍﻟﺳﺅﺍﻝ ﺗﻛﻣﻥ ﻓﻲ‬
‫ﻣﺳﺗﻭﻯ ﺭﻋﺎﻳﺗﻙ ﻟﻌﻣﻼﺋﻙ‪ ،‬ﻓﻧﺟﺎﺣﻙ ﻓﻲ ﺍﻟﺑﻘﺎء ﻋﻠﻰ ﺍﺗﺻﺎﻝ‬ ‫ﺳﺗﺗﻣﻛﻥ ﻣﻥ ﻓﻌﻝ ﻫﺫﺍ ﻋﻧﺩﻣﺎ ﺗﺗﺑﻊ ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﺿﺭﻭﺭﻳﺔ ـــ‬
‫ﱢ‬
‫ﺳﻳﻣﻛﻧﺎﻧﻙ ﻣﻥ‬ ‫ﺑﻬﻡ ﻭﺑﺭﺍﻋﺗﻙ ﻓﻲ ﺇﻅﻬﺎﺭ ﺃﻫﻣﻳﺗﻬﻡ ﻟﺷﺭﻛﺗﻙ‬ ‫ﺍﻟﺗﻲ ﺳﻧﺳﺗﻌﺭﺿﻬﺎ ﻓﻳﻣﺎ ﻳﻠﻲ ـــ ﻣﻊ ﺗﺣﺳﻳﻥ ﻣﺳﺗﻭﻯ ﺃﺩﺍء‬
‫ﺷﺭﻛﺗﻙ ً‬
‫ﻁﺑﻘﺎ ﻟﻛﻝ ﻣﻌﻳﺎﺭ ﻣﻧﻬﺎ‪.‬‬
‫ﺑﻳﻊ ﻣﻧﺗﺟﺎﺕ ﺃﺧﺭﻯ ﻟﻬﻡ‪.‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫‪∂à°ù°SDƒŸ ójó÷G »ª«¶æàdG πμ«¡dG ºª°U‬‬

‫ﺍﻟﻬﻳﻛﻝ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻟﻣﺅﺳﺳﺗﻙ ﻫﻭ ﺍﻟﺭﺳﻡ ﺍﻟﺫﻱ ﺗﺿﻊ ﻓﻳﻪ ﺭﺅﻳﺗﻙ ﻟﻠﻭﺿﻊ ﺍﻟﺫﻱ ﺗﺭﻏﺏ ﻟﺷﺭﻛﺗﻙ ﺃﻥ ﺗﺻﻝ ﺇﻟﻳﻪ ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻣﻁﺎﻑ‬
‫ﺑﻌﺩﻣﺎ ﺗﻧﺗﻬﻲ ﻣﻥ ﺑﻧﺎﺋﻬﺎ ﺑﺎﻟﻛﺎﻣﻝ‪ .‬ﺳﻧﻘﺩﻡ ﻟﻙ ﺍﻷﺳﺋﻠﺔ ﺍﻟﺗﺎﻟﻳﺔ ﻟﺗﺿﻌﻬﺎ ﻧﺻﺏ ﻋﻳﻧﻳﻙ ﻓﻲ ﺃﺛﻧﺎء ﺗﺻﻣﻳﻣﻙ ﻟﻠﻬﻳﻛﻝ ﺍﻟﺗﻧﻅﻳﻣﻲ ﺍﻟﺟﺩﻳﺩ‪:‬‬
‫❂ ﻛﻳﻑ ﺳﺗﻘﺳﻡ ﺍﻟﺷﺭﻛﺔ‪ ،‬ﺃﻭ ﻣﺎ ﻫﻲ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺭﺋﻳﺳﻳﺔ ﺑﻬﺎ؟‬
‫❂ ﻣﻥ ﺳﻳﺩﻳﺭ ﺃﻗﺳﺎﻡ ﺍﻟﺷﺭﻛﺔ ﺍﻟﻣﺧﺗﻠﻔﺔ؟ ﻣﺎ ﻫﻲ ﻣﻭﺍﺻﻔﺎﺕ ﻣﻥ ﺳﻳﺩﻳﺭﻭﻧﻬﺎ؟‬
‫❂ ﻣﺎ ﻫﻭ ﺍﻟﺩﻭﺭ ﺍﻟﺫﻱ ﺳﺗﺿﻁﻠﻊ ﺑﻪ ﻓﻲ ﺍﻟﺷﺭﻛﺔ؟‬
‫❂ ﻛﻡ ﻋﺩﺩ ﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﺳﻳﻌﻣﻠﻭﻥ ﺗﺣﺕ ﻣﺳﺅﻭﻟﻳﺗﻙ ﺍﻟﻣﺑﺎﺷﺭﺓ؟‬
‫❂ ﻣﺎ ﻫﻲ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻲ ﺳﺗﺑﻘﻳﻬﺎ ﺩﺍﺧﻝ ﺍﻟﺷﺭﻛﺔ ﻭﻟﻥ ﺗﺳﺗﻌﻥ ﻓﻲ ﺃﺩﺍﺋﻬﺎ ﺑﻣﺻﺎﺩﺭ ﺧﺎﺭﺟﻳﺔ ﺃﻭ ﺑﻣﺅﺳﺳﺎﺕ ﺃﺧﺭﻯ؟‬
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 ‫ﺍﻋﺗﺎﺩﻩ ﺍﻵﺧﺭﻭﻥ‪ ،‬ﻭﺳﺗﺑﺩﺃﻩ ﻣﻥ ﻧﻬﺎﻳﺗﻪ‪ .‬ﻟﺫﺍ ﻋﻠﻳﻙ ﺑﺗﻁﺑﻳﻕ ﻫﺫﻩ‬ ‫‪∂àcöT ‘ ≥jƒ°ùàdG Ωɶf‬‬

‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬

‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ – ﺍﻟﺑﺩﺍﻳﺔ ﻣﻥ ﺍﻟﻧﻬﺎﻳﺔ ـــ ﻋﻠﻰ ﻛﻝ ﺟﻭﺍﻧﺏ ﺍﻟﻌﻣﻝ‬
‫ﻓﻲ ﺷﺭﻛﺗﻙ‪ ،‬ﻭﻳﺷﻣﻝ ﻫﺫﺍ ﺑﺎﻟﻁﺑﻊ ﺧﻁﺔ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺍﻟﺗﻲ‬ ‫ﻳﻔﺳﺢ ﻟﻙ ﺗﺣﺳﻳﻥ ﻣﺳﺗﻭﻯ ﺃﺩﺍﺋﻙ ﻓﻲ ﻛﻝ ﻣﻌﻳﺎﺭ ﻣﻥ ﺍﻟﻣﻌﺎﻳﻳﺭ‬
‫ﺗﻧﻁﻭﻱ ﺑﺩﻭﺭﻫﺎ ﻋﻠﻰ ﻭﺿﻊ ﺍﻟﻣﺧﻁﻁ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻟﻠﺷﺭﻛﺔ‪ .‬ﻣﻊ‬ ‫ً‬
‫ﻣﺟﺎﻻ ﺃﻛﺑﺭ ﻟﻠﻬﻳﻣﻧﺔ ﻋﻠﻰ ﻣﻧﺎﻓﺳﻳﻙ ﻭﺍﻟﺗﻔﻭﻕ ﻋﻠﻳﻬﻡ‪.‬‬ ‫ﺍﻟﺳﺎﻟﻔﺔ‬
‫ﺫﻟﻙ ﻳﺟﺏ ﺃﻥ ﺗﺿﻊ ﻓﻲ ﺍﻋﺗﺑﺎﺭﻙ ﺃﻥ ﺃﻭﻝ ﻣﺧﻁﻁ ﺳﺗﺭﺳﻣﻪ‬ ‫ﻭﺗﻭﺟﻳﻪ ﺍﻫﺗﻣﺎﻣﻙ ﺇﻟﻰ ﻧﻅﺎﻡ ﺍﻟﺗﺳﻭﻳﻕ ﻓﻲ ﺷﺭﻛﺗﻙ‪ ،‬ﻭﻣﻥ ﺛﻡ‬
‫ﻫﻭ ﺍﻟﻣﺧﻁﻁ ﺍﻟﺫﻱ ﻳﺿﻡ ﺗﻔﺎﺻﻳﻝ ﺍﻟﻭﺻﻭﻝ ﻟﻬﺩﻓﻙ ﺍﻟﻧﻬﺎﺋﻲ‪.‬‬ ‫ﺍﻟﻌﻣﻝ ﺑﺷﻛﻝ ﻣﻧﻬﺟﻲ ﻋﻠﻰ ﺗﺣﺳﻳﻥ ﻛﻝ ﻋﻧﺻﺭ ﻣﻥ ﻋﻧﺎﺻﺭ‬
‫ﻟﻣﺎﺫﺍ؟ ﻷﻧﻙ ﺇﺫﺍ ﻛﻧﺕ ﻻ ﺗﻌﺭﻑ ﻛﻳﻑ ﺳﺗﺑﺩﻭ ﺷﺭﻛﺗﻙ ﻋﻧﺩ‬ ‫ﻫﺫﺍ ﺍﻟﻧﻅﺎﻡ ﻫﻲ ﺃﻓﺿﻝ ﻁﺭﻳﻘﺔ ﻟﻣﺳﺎﻋﺩﺗﻙ ﻋﻠﻰ ﺗﺣﻘﻳﻕ ﺍﻟﺗﻔﻭﻕ‪.‬‬
‫ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﺑﻧﺎﺋﻬﺎ‪ ،‬ﻟﻥ ﺗﻛﻭﻥ ﻟﺩﻳﻙ ﺃﻳﺔ ﻓﺭﺻﺔ ﻟﻠﻌﻣﻝ ﻋﻠﻰ‬ ‫ﻓﻳﻣﺎ ﻳﻠﻲ ﺳﻧﻘﺩﻡ ﻟﻙ ﺟﻭﺍﻧﺏ ﺍﻟﺗﺳﻭﻳﻕ ﺍﻷﺭﺑﻌﺔ‪:‬‬
‫ﺑﻧﺎﺋﻬﺎ ﻣﻥ ﺍﻷﺳﺎﺱ‪.‬‬ ‫‪ -1‬ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ ﺑﻳﺎﻧﺎﺕ ﻟﻌﻣﻼء ﻣﺣﺗﻣﻠﻳﻥ‬
‫‪ -2‬ﻣﻌﺩﻻﺕ ﺗﺣﻭﻝ ﻣﺷﺎﻫﺩﻳﻥ ﺍﻹﻋﻼﻧﺎﺕ ﺇﻟﻰ ﻋﻣﻼء‬
‫ﻗﺩ ﻻ ﻳﺗﻣﺗﻊ ﺍﻟﻣﺧﻁﻁ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻟﻬﺩﻓﻙ ﺍﻟﻧﻬﺎﺋﻲ ﺑﺩﻗﺔ ﺗﺻﻝ‬ ‫‪ -3‬ﺣﺟﻡ ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﺗﺟﺎﺭﻳﺔ ﺃﻭ ﻣﺗﻭﺳﻁ ﺣﺟﻡ ﺻﻔﻘﺎﺕ ﺍﻟﺷﺭﺍء‬
‫ﺇﻟﻰ ‪٪100‬؛ ﻟﻛﻧﻪ ﺳﻳﺩﻓﻌﻙ ﺇﻟﻰ ﺍﻟﺗﻔﻛﻳﺭ ﻓﻲ ﺃﻧﻣﺎﻁ ﻭﻧﻭﻋﻳﺔ‬ ‫‪ -4‬ﻗﻳﻣﺔ ﺍﻟﻌﻣﻳﻝ ﺍﻟﻔﻌﻠﻳﺔ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﻁﻭﻳﻝ‪ /‬ﻋﺩﺩ ﻋﻣﻠﻳﺎﺕ‬
‫ﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺗﻭﻅﻳﻔﻬﻡ‪ ،‬ﻭﻓﻲ ﺍﻟﻬﻳﺎﻛﻝ ﺍﻟﺗﻲ‬ ‫ﺇﻋﺎﺩﺓ ﺍﻟﺷﺭﺍء ﻟﻛﻝ ﻋﻣﻳﻝ‪.‬‬
‫ﺳﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺗﺄﺳﻳﺳﻬﺎ ﻟﻠﻣﺿﻲ ﻗﺩﻣًﺎ ﺑﺷﺭﻛﺗﻙ ﻭﺍﻟﻌﻣﻝ ﻋﻠﻰ‬
‫ﺗﻧﻣﻳﺗﻬﺎ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﻫﺩﻓﻙ ﺍﻟﻧﻬﺎﺋﻲ‪.‬‬ ‫‪∂àcöT ‘ ájöûÑdG OQGƒŸG ôjƒ£J‬‬
‫‪∂àcöûd á«é«JGΰS’G á£ÿG ≥«KƒJ‬‬ ‫ﻋﻠﻳﻙ ﺃﻥ ﺗﺿﻊ ﻓﻲ ﺍﻋﺗﺑﺎﺭﻙ ﺃﻧﻪ ﺇﻟﻰ ﺟﺎﻧﺏ ﺍﻟﻣﻧﻬﺟﻳﺔ ﺍﻟﻧﺎﺟﺣﺔ‪،‬‬
‫ﺳﺗﺣﺗﺎﺝ ﺷﺭﻛﺗﻙ ﺇﻟﻰ ﻣﻭﻅﻔﻳﻥ ﺑﺎﺭﻋﻳﻥ ﻳﺗﻣﺗﻌﻭﻥ ﺑﺎﻟﻣﻬﺎﺭﺍﺕ‬
‫ﺗﻌﺩ ﺍﻟﺧﻁﺔ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺑﻣﺛﺎﺑﺔ ﺧﺎﺭﻁﺔ ﻁﺭﻳﻕ ﻟﺗﺣﻘﻳﻕ‬ ‫ﺍﻟﻣﻁﻠﻭﺑﺔ ﻟﺗﻁﺑﻳﻕ ﺍﻟﻣﻧﻬﺟﻳﺔ ﺍﻟﺗﻲ ﺍﺧﺗﺭﺗﻬﺎ‪ .‬ﺳﻳﺳﺎﻋﺩﻙ ً‬
‫ﺃﻳﺿﺎ‬
‫ﺃﻫﺩﺍﻑ ﺍﻟﺷﺭﻛﺔ‪ .‬ﻭﺳﻳﺑﻠﻎ ﻧﺟﺎﺣﻙ ﻋﻧﺎﻥ ﺍﻟﺳﻣﺎء ﻋﻧﺩﻣﺎ ﺗﻭﺛﻕ‬ ‫ﻫﺅﻻء ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﺑﺎﺭﻋﻭﻥ ﻓﻲ ﺑﻧﺎء ﺃﻧﻅﻣﺔ ﺃﻓﺿﻝ ﻟﺷﺭﻛﺗﻙ‬
‫ﺧﺎﺭﻁﺔ ﻁﺭﻳﻘﻙ ﻋﻠﻰ ﺍﻟﻭﺭﻕ‪ ،‬ﻭﺍﻟﺳﺑﺏ ﻓﻲ ﻫﺫﺍ ﻳﺭﺟﻊ ﺇﻟﻰ‬ ‫ﻣﻊ ﺍﻟﻌﻣﻝ ﻋﻠﻰ ﺗﻁﻭﻳﺭﻫﺎ ﺑﻣﺿﻲ ﺍﻟﻭﻗﺕ‪ .‬ﻛﻣﺎ ﺳﻳﺳﺎﻋﺩﻭﻧﻙ‬
‫ﺍﻟﺗﺎﻟﻲ‪:‬‬ ‫ﻓﻲ ﺑﻧﺎء ﺛﻘﺎﻓﺔ ﻣﺅﺳﺳﻳﺔ ﻧﺎﺟﺣﺔ ﺗﻌﻣﻝ ﻋﻠﻰ ﺍﻛﺗﺷﺎﻑ ﺃﻓﺿﻝ ﻣﺎ‬
‫❂ ﺗﺟﻌﻝ ﻋﻣﻠﻳﺔ ﺗﻭﺛﻳﻕ ﺧﻁﺗﻙ ﻭﻗﺭﺍءﺗﻬﺎ ﻣﻥ ﺁﻥ ﺇﻟﻰ ﺁﺧﺭ‬ ‫ﻳﺗﻣﺗﻊ ﺑﻪ ﺟﻣﻳﻊ ﺍﻟﻌﺎﻣﻠﻳﻥ ﺑﺎﻟﺷﺭﻛﺔ‪.‬‬
‫ﻋﻘﻠﻙ ﺍﻟﺑﺎﻁﻥ ﻣﻌﺗﺎ ًﺩﺍ ﻋﻠﻰ ﻭﺍﻗﻊ ﺃﻧﻙ ﻗﺎﺩﺭ ﻋﻠﻰ ﺗﺣﻘﻳﻕ‬
‫ﻫﺫﻩ ﺍﻟﺧﻁﺔ‪.‬‬ ‫‪‘ ∂àcöT ‘ QGhOC’G ™jRƒJ‬‬
‫❂ ﺗﺯﻳﻝ ﺍﻟﺧﻁﺔ ﺍﻟﻣﻭﺛﻘﺔ ﺃﻱ ﺧﻠﻁ ﺃﻭ ﺍﻟﺗﺑﺎﺱ ﺣﻭﻝ ﺍﻟﻣﻬﻣﺎﺕ‬ ‫‪᫪«¶æJ äÉ££fl‬‬
‫ﺍﻟﻣﻁﻠﻭﺏ ﺗﻧﻔﻳﺫﻫﺎ ﻓﻲ ﺍﻟﺷﺭﻛﺔ‪.‬‬
‫❂ ﺗﻭﺿﺢ ﺍﻟﺧﻁﺔ ﻟﻣﻭﻅﻔﻳﻙ ﻣﺎ ﻳﺟﺏ ﺇﻧﺟﺎﺯﻩ ﻭﻣﺗﻰ ﻳﺟﺏ‬ ‫ﺍﻟﻣﺧﻁﻁ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻫﻭ ﻋﺑﺎﺭﺓ ﻋﻥ ﺭﺳﻡ ﺑﻳﺎﻧﻲ ﻳﺿﻡ ﺗﻔﺎﺻﻳﻝ‬
‫ﺇﻧﺟﺎﺯﻩ‪ ،‬ﻭﻫﻭ ﻣﺎ ﺳﻳﺷﺟﻌﻬﻡ ﻋﻠﻰ ﺍﻟﻌﻣﻝ ﻣﻌًﺎ ﻟﻠﻭﺻﻭﻝ‬ ‫ﺍﻷﺩﻭﺍﺭ ﻭﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺭﺋﻳﺳﻳﺔ ﻓﻲ ﺷﺭﻛﺗﻙ ﻭﺗﻔﺎﺻﻳﻝ ﺍﻟﺗﺩﺍﺧﻝ‬
‫ﺇﻟﻰ ﺃﻫﺩﺍﻑ ﺷﺭﻛﺗﻙ‪.‬‬ ‫ﺑﻳﻧﻬﺎ‪ ،‬ﻫﺫﺍ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺗﻔﺎﺻﻳﻝ ﺗﺩﺭﺝ ﺍﻟﻬﻳﻛﻝ ﺍﻹﺩﺍﺭﻱ‪.‬‬
‫❂ ﺗﻣﻛﻥ ﺍﻟﺧﻁﺔ ﺍﻟﻣﻛﺗﻭﺑﺔ ﺃﻱ ﺷﺧﺹ ﻗﺩ ﻳﻁﻠﻊ ﻋﻠﻳﻬﺎ ـــ ﻣﺛﻝ‬ ‫ﻳﺿﻡ ﺍﻟﻣﺧﻁﻁ ﺑﺎﻟﻁﺑﻊ ﺭﺃﺱ ﺍﻟﺷﺭﻛﺔ )ﺭﺋﻳﺱ ﻣﺟﻠﺱ ﺍﻹﺩﺍﺭﺓ‬
‫ﺃﻋﺿﺎء ﻣﺟﻠﺱ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻣﺳﺗﺷﺎﺭﻳﻥ ﻭﺍﻟﻣﺳﺗﺛﻣﺭﻳﻥ ﻭﺃﻱ‬ ‫ﺃﻭ ﺍﻟﺭﺋﻳﺱ ﺍﻟﺗﻧﻔﻳﺫﻱ( ﺑﻭﺿﻊ ﺍﺳﻣﻪ ﻓﻲ ﻣﺭﺑﻊ ﺃﻋﻠﻰ ﺍﻟﺭﺳﻡ‪،‬‬
‫ﻣﻭﻅﻔﻳﻥ ﺑﺎﻟﺷﺭﻛﺔ ـــ ﻣﻥ ﻣﺳﺎﻋﺩﺗﻙ ﻓﻲ ﺗﺣﻘﻳﻕ ﻫﺩﻓﻙ ﻓﻲ‬ ‫ﺛﻡ ﺗﺄﺗﻲ ﺗﺣﺗﻪ ﻣﺭﺑﻌﺎﺕ ﺃﺧﺭﻯ ﺗﺿﻡ ﺍﻷﺩﻭﺍﺭ ﺍﻟﺭﺋﻳﺳﻳﺔ ﻓﻲ‬
‫ﻭﻗﺕ ﺃﻗﺻﺭ‪ ،‬ﻛﻣﺎ ﺗﺳﻣﺢ ﻟﻬﻡ ﺑﺗﻘﺩﻳﻡ ﺍﻟﻧﺻﺎﺋﺢ ﻟﻙ‪.‬‬ ‫ﺍﻟﺷﺭﻛﺔ‪ ،‬ﻭﻳﺗﺣﺩﺩ ﻣﻭﻗﻊ ﻛﻝ ﻣﺭﺑﻊ ﺑﺣﺳﺏ ﺗﺭﺗﻳﺏ ﻭﺃﻫﻣﻳﺔ‬
‫ﺍﻟﺩﻭﺭ ﻓﻲ ﺍﻟﻬﻳﻛﻝ ﺍﻹﺩﺍﺭﻱ ﻟﻠﺷﺭﻛﺔ‪ .‬ﺗﺣﺗﻭﻱ ﻣﺭﺑﻌﺎﺕ ﺍﻷﺩﻭﺍﺭ‬
‫‪o‬‬
‫‪π°†aCG GóFÉb øc‬‬ ‫ﺃﻳﺿﺎ ﻋﻠﻰ ﺃﺳﻣﺎء ﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﺗﻡ ﺗﻛﻠﻳﻔﻬﻡ ﺑﺎﻻﺿﻁﻼﻉ‬‫ً‬
‫ﺑﺎﻟﻣﻧﺎﺻﺏ ﻭﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﻣﻭﺟﻭﺩﺓ ﺩﺍﺧﻠﻬﺎ‪ .‬ﻋﻠﻳﻙ ﺃﻥ ﺗﺿﻊ ﻓﻲ‬
‫ً‬
‫ﻓﺭﻳﻘﺎ ﻣﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺑﺎﺭﻋﻳﻥ‬ ‫ﺍﻟﻘﺎﺋﺩ ﺍﻟﻧﺎﺟﺢ ﻫﻭ ﻣﻥ ﻳﺑﻧﻲ‬ ‫ﺍﻋﺗﺑﺎﺭﻙ ً‬
‫ﺃﻳﺿﺎ ﺃﻧﻪ ﻣﻥ ﺍﻟﺿﺭﻭﺭﻱ ﺍﻟﻘﻳﺎﻡ ﺑﺄﺑﺣﺎﺙ ﻛﺎﻓﻳﺔ ﻋﻥ‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫ﻟﺗﻘﺩﻡ ﺷﺭﻛﺗﻪ ﺃﻓﺿﻝ ﺍﻟﻧﺗﺎﺋﺞ‪ .‬ﻭﻳﺣﺗﺎﺝ ﻫﺫﺍ ﺍﻟﻘﺎﺋﺩ ﺇﻟﻰ ﺗﺣﻔﻳﺯ‬ ‫ﺍﻟﻣﻬﻣﺎﺕ ﺍﻟﺗﻲ ﺗﺅﺩﻯ ﺩﺍﺧﻝ ﺍﻟﺷﺭﻛﺔ ﻗﺑﻝ ﻭﺿﻊ ﻫﺫﺍ ﺍﻟﻣﺧﻁﻁ‪.‬‬
‫ﻣﻭﻅﻔﻳﻪ ﻭﺗﺷﺟﻳﻌﻬﻡ ﻋﻠﻰ ﺗﻘﺩﻳﻡ ﺃﻓﺿﻝ ﻣﺎ ﻟﺩﻳﻬﻡ‪ .‬ﻭﺑﻌﺩ ﺃﻋﻭﺍﻡ‬ ‫ﺗﺟﺩﺭ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻧﻪ ﻋﻠﻰ ﺍﻟﺭﻏﻡ ﻣﻣﺎ ﺳﺑﻕ‪ ،‬ﺳﺗﺟﺩ ﺃﻥ‬
‫ﻣﻥ ﺍﻷﺑﺣﺎﺙ ﻭﺍﻟﺗﺟﺎﺭﺏ ﻭﺍﻷﺧﻁﺎء ﻭﺍﻟﻌﻣﻝ ﻣﻊ ﺷﺭﻛﺎﺕ ﻣﻥ‬ ‫ﺃﻏﻠﺏ ﺭﺟﺎﻝ ﺍﻷﻋﻣﺎﻝ ﺍﻟﺟﺩﺩ ﻭﺃﺻﺣﺎﺏ ﺍﻷﻋﻣﺎﻝ ﺍﻟﺻﻐﻳﺭﺓ‬
‫ﺟﻣﻳﻊ ﺍﻷﺣﺟﺎﻡ ﻓﻲ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻣﺟﺎﻻﺕ‪ ،‬ﺗﺑﻳﻥ ﺃﻥ ﻫﻧﺎﻙ ‪16‬‬ ‫ﻳﺳﺗﻬﻳﻧﻭﻥ ﺑﻬﺫﺍ ﺍﻷﻣﺭ‪ ،‬ﻭﻳﺩﻳﺭﻭﻥ ﺃﻋﻣﺎﻟﻬﻡ ﺩﻭﻥ ﻭﺿﻊ‬
‫ﻁﺭﻳﻘﺔ ﺗﻣﻛﻥ ﺍﻟﻘﺎﺋﺩ ﺍﻟﻧﺎﺟﺢ ﻣﻥ ﺗﺣﻔﻳﺯ ﻣﻭﻅﻔﻳﻪ‪:‬‬ ‫ﺍﻟﻣﺧﻁﻁ ﺍﻟﺗﻧﻅﻳﻣﻲ ﺳﺎﻟﻑ ﺍﻟﺫﻛﺭ‪ ،‬ﻭﻫﺫﺍ ﺧﻁﺄ ﺑﺎﻟﻁﺑﻊ‪.‬‬
‫ﻓﺎﻟﻣﺧﻁﻁ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻳﺳﻣﺢ ﻟﻙ ﺑﺈﺩﺍﺭﺓ ﻣﺅﺳﺳﺗﻙ ﺑﺷﻛﻝ ﺃﻓﺿﻝ‪.‬‬
‫‪ -1‬ﺍﺟﻌﻝ ﻣﻭﻅﻔﻳﻙ ﻳﺷﻌﺭﻭﻥ ﺑﺄﻫﻣﻳﺔ ﻣﺎ ﻳﻔﻌﻠﻭﻧﻪ‪.‬‬
‫‪ -2‬ﺗﻭﺍﺻﻝ ﺑﻔﻌﺎﻟﻳﺔ ﻭﺷﺎﺭﻛﻬﻡ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‪.‬‬ ‫‪»FÉ¡ædG ∂aó¡d »ª«¶æJ §£fl‬‬
‫‪ -3‬ﻗﺩﻡ ﻟﻬﻡ ﺗﻭﺻﻳﻔﺎ ً‬
‫ﺩﻗﻳﻘﺎ ﻟﻣﻬﻣﺎﺗﻬﻡ ﻭﻣﺳﺅﻭﻟﻳﺎﺗﻬﻡ ﺍﻟﻭﻅﻳﻔﻳﺔ‪.‬‬
‫ﻭﺗﻠﻕ ﺗﻘﻳﻳﻣﺎﺕ ﻣﻧﻬﻡ ﺑﺎﺳﺗﻣﺭﺍﺭ ﻋﻥ ﻣﺳﺗﻭﻯ ﺃﺩﺍﺋﻬﻡ‬‫ﱠ‬ ‫‪ -4‬ﻗﺩﻡ‬ ‫ﻫﺫﻩ ﺍﻟﺧﻼﺻﺔ ﺍﺳﻣﻬﺎ ”ﺍﺑﺩﺃ ﻣﻥ ﺍﻟﻧﻬﺎﻳﺔ“ ﻟﺳﺑﺏ ﻣﺣﺩﺩ‪ ،‬ﻭﻫﻭ‬
‫ﻭﺃﺩﺍﺋﻙ‪.‬‬ ‫ﺃﻧﻙ ﺳﺗﺑﺩﺃ ﺍﻹﻋﺩﺍﺩ ﻟﻛﻝ ﺷﻲء ﻓﻲ ﺷﺭﻛﺗﻙ ﺑﺷﻛﻝ ﻣﻌﺎﻛﺱ ﻟﻣﺎ‬ ‫‪7‬‬
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 ‫ﺍﻟﺳﻧﺔ ﺍﻟﺣﺎﺩﻳﺔ ﻭﺍﻟﻌﺷﺭﻭﻥ ‪ -‬ﺍﻟﻌﺩﺩ ﺍﻟﺳﺎﺑﻊ ‪) -‬ﺇﺑﺭﻳﻝ ‪505 - (2013‬‬ ‫‪ -5‬ﺛﻕ ﻓﻲ ﻓﺭﻳﻘﻙ ﻭﺍﻅﻬﺭ ﻟﻬﻡ ﻫﺫﺍ ﺑﺷﻛﻝ ﻋﻣﻠﻲ‪.‬‬
‫‪ -6‬ﺍﻧﺻﺕ ﻻﺣﺗﻳﺎﺟﺎﺕ ﻣﻭﻅﻔﻳﻙ ﺑﺗﺭﻛﻳﺯ ﻭﺍﺣﺗﺭﻣﻬﺎ‪.‬‬
‫‪ -7‬ﻭﺟﻪ ﺍﻟﺗﻘﺩﻳﺭ ﻟﻠﻣﻭﻅﻔﻳﻥ ﺍﻟﺑﺎﺭﻋﻳﻥ‪.‬‬
‫‪ -8‬ﻗﺩﻡ ﻣﻛﺎﻓﺂﺕ ﻭﺭﻭﺍﺗﺏ ﺗﺗﻧﺎﺳﺏ ﻣﻊ ﺍﻷﺩﺍء ﺍﻟﺫﻱ ﺗﺭﻏﺏ ﻓﻳﻪ‪.‬‬
‫‪ -9‬ﺍﺩﻋﻡ ﺍﻻﺑﺗﻛﺎﺭ‪.‬‬
‫‪ -10‬ﺿﻊ ﺳﻳﺎﺳﺎﺕ ﻣﺅﺳﺳﻳﺔ ﻋﺎﺩﻟﺔ ﺗﺩﻋﻡ ﺃﻫﺩﺍﻑ ﺍﻟﺷﺭﻛﺔ‪.‬‬
‫‪ -11‬ﺍﺑﺣﺙ ﺑﺎﺳﺗﻣﺭﺍﺭ ﻋﻥ ﺍﻟﻣﺳﺎﻫﻣﺎﺕ ﺍﻟﺗﻲ ﻗﺩ ﻳﻘﺩﻣﻬﺎ ﻟﻙ‬
‫‪ájõ«∏‚E’Gh á«Hô©dG Úà¨∏dÉH Iôaƒàe á°UÓÿG √òg‬‬ ‫ﻣﻭﻅﻔﻭﻙ‪.‬‬
‫‪This publication is available in both Arabic & English‬‬ ‫‪ -12‬ﺃﺩﺭ ﺍﻟﺷﺭﻛﺔ ﺩﻭﻥ ﺍﻟﺗﺩﺧﻝ ﻓﻲ ﻛﻝ ﻛﺑﻳﺭﺓ ﻭﺻﻐﻳﺭﺓ‪.‬‬
‫‪ -13‬ﺷﺟﻊ ﺍﻟﻌﻣﻝ ﺍﻟﺟﻣﺎﻋﻲ‪.‬‬
‫‪:øY Qó°üJ ájô¡°T ∞°üf Iöûf‬‬ ‫‪ -14‬ﻋﺩﻝ ﻣﻧﻬﺟﻙ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﻟﻳﺗﻭﺍءﻡ ﻣﻊ ﻣﻭﻅﻔﻳﻙ ﺍﻟﻣﺧﺗﻠﻔﻳﻥ‪.‬‬
‫‪z´É©°T{ »ª∏©dG ΩÓYEÓd á«Hô©dG ácöûdG‬‬ ‫‪ -15‬ﺷﺟﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻋﻠﻰ ﺗﺣﻘﻳﻕ ﺍﻟﻧﻣﻭ ﺍﻟﻭﻅﻳﻔﻲ ﻭﺍﻟﺷﺧﺻﻲ‪.‬‬
‫‪ -16‬ﺍﻓﺻﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻛﺳﺎﻟﻰ‪.‬‬

‫ﺗﺳﺎﻋﺩﻙ ﻫﺫﻩ ﺍﻟﺧﻼﺻﺔ ﻋﻠﻰ ﻭﺿﻊ ﺧﻁﺔ ﻣﺣﻛﻣﺔ ﻟﻠﻭﺻﻭﻝ‬

‫‪(äÉ°UÓN) ‘ ∑GΰTÓd‬‬
‫ﺇﻟﻰ ﻫﺩﻓﻙ ﺍﻟﻧﻬﺎﺋﻲ ﻋﻥ ﻁﺭﻳﻕ ﺗﺷﻛﻳﻝ ﺭﺅﻳﺗﻙ ﻭﻭﺿﻊ ﺃﻫﺩﺍﻑ‬
‫‪¢ShDhô``e hCG ¢ù«Fôd É¡FGógE’ hCG ºμà°ù°SDƒŸ hCG ºμd‬‬
‫ﺷﺭﻛﺗﻙ‪ .‬ﻛﻣﺎ ﺗﺳﺎﻋﺩﻙ ﻋﻠﻰ ﻭﺿﻊ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﻣﺣﺩﺩﺓ‬
‫‪º```μæμÁ ;π```«ªY hCG π``«eõd É`¡Áó≤àd hCG‬‬
‫ﻟﻠﺗﺳﻭﻳﻕ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ‪ ،‬ﻭﻋﻠﻰ ﺗﻭﺛﻳﻕ ﺧﻁﺗﻙ ﻗﺑﻝ‬
‫‪.ø`«cΰûŸG äÉeóN IQGOEÉH ∫É``°üJ’G‬‬
‫ﺍﻟﺑﺩء ﻓﻲ ﺗﻧﻔﻳﺫﻫﺎ‪ ،‬ﻭﻋﻠﻰ ﺃﻥ ﺗﻛﻭﻥ ﻗﺎﺋ ًﺩﺍ ﺃﻓﺿﻝ‪ ،‬ﻭﻳﺻﻳﺭ ﻓﺭﻳﻘﻙ‬
‫‪IôgÉ≤dG : á«Hô©dG öüe ájQƒ¡ªL‬‬ ‫ﺃﻛﺛﺭ ﻓﻌﺎﻟﻳﺔ‪ .‬ﻟﺫﺍ ﻧﻘﻭﻝ ﻟﻙ ﻓﻲ ﺍﻟﻧﻬﺎﻳﺔ‪ ،‬ﺇﻧﻙ ﺑﺗﻁﺑﻳﻘﻙ ﻟﺧﻁﺗﻙ‬
‫‪+ 2 02 24025324 - 24036657 - 22633897 : ∞JÉg‬‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ـــ ﺍﻟﺗﻲ ﺳﺗﻛﻭﻥ ﻗﺩ ﺃﻋﺩﺩﺗﻬﺎ ﺑﻭﺻﻭﻟﻙ ﻟﻬﺫﺍ ﺍﻟﺟﺯء‬
‫‪+2 02 22612521 : ¢ùcÉa‬‬ ‫ﻣﻥ ﺍﻟﺧﻼﺻﺔ – ﺳﺗﺩﻓﻊ ﺷﺭﻛﺗﻙ ﻟﻼﺯﺩﻫﺎﺭ ﻭﺍﻟﺗﺄﻟﻕ ﻓﻳﻣﺎ ﻳﺑﻘﻰ‬
‫ﻟﻼﺗﺼﺎل ﺑـﺄي ﻣﻦ ﻣﻜﺎﺗﺒﻨﺎ ﻓﻲ‬ ‫ﻣﻧﺎﻓﺳﻭﻙ ﻓﻲ ﺍﻟﺧﻠﻑ ﻏﻳﺭ ﻗﺎﺩﺭﻳﻥ ﻋﻠﻰ ﻣﻭﺍﻛﺑﺔ ﺗﻘﺩﻣﻙ‪.‬‬
‫ﺳﻮرﻳﺎ واﻟﺴﻌﻮدﻳﺔ واﻹﻣﺎرات واﻷردن واﻟﻴﻤﻦ وﺳﻠﻄﻨﺔ ﻋﻤﺎن‬
‫وﻗﻄﺮ وﺑﺎﻗـﻲ اﻟﺪول اﻟﻌﺮﺑﻴﺔ‪،‬‬
‫اﻟﺮﺟﺎء اﻟﺘﻜﺮم ﺑﺰﻳﺎرة ﻣﻮﻗﻌﻨﺎ‪:‬‬
‫‪∞`dDƒ``ª`dG‬‬
‫‪www.edara.com‬‬
‫ﺩﻳﻑ ﻟﻳﻔﻳﻧﺳﻛﻲ‬
‫‪:äÉjQhO É°†jC‬‬
‫‪k G ´É©°T øY Qó°üJ‬‬
‫‪º«∏©àdGh á«HÎdG Öàc äÉ°UÓN‬‬ ‫ﻫﻭ ﺃﺣﺩ ﻣﺅﺳﺳﻲ ﺷﺭﻛﺔ ”ﺟﺭﻭﺛﻳﻧﻙ‪ “،‬ﻭﻫﻲ ﺷﺭﻛﺔ ﺍﺳﺗﺷﺎﺭﻳﺔ‬
‫‪äÉ`````bÓY‬‬
‫‪…QGOE’G QÉàîŸG‬‬ ‫ﺗﺳﺎﻋﺩ ﺃﺻﺣﺎﺏ ﺍﻷﻋﻣﺎﻝ ﻋﻠﻰ ﺗﺣﺩﻳﺩ ﻭﻭﺿﻊ ﺧﻁﻁ ﻋﻣﻝ ﺟﺩﻳﺩﺓ‪.‬‬
‫‪ΩÉ©dG QGóe ≈∏Y ΩÉ¡dEG‬‬ ‫ﻛﺗﺏ ”ﻟﻳﻔﻳﻧﺳﻛﻲ“ ﻣﺋﺎﺕ ﺍﻟﻣﻘﺎﻻﺕ ﻋﻥ ﺍﻟﺗﺧﻁﻳﻁ ﻟﻸﻋﻣﺎﻝ ﻭﺯﻳﺎﺩﺓ‬
‫‪IQÉ«°ùdG ‘ IQGOE’G :á«Jƒ°üdG á∏°ù∏°ùdG‬‬
‫ﺭﺃﺱ ﺍﻟﻣﺎﻝ‪.‬‬
‫‪™aódGh ∑GΰT’G ɪFGO‬‬
‫‪k‬‬ ‫‪ºμæμÁ‬‬
‫‪:Éæ©bƒe ≈∏Y É«k fhÎμdEG‬‬
‫‪www.edara.com‬‬
‫ﺧﻼﺻﺎﺕ ﻛﺗﺏ ﺍﻟﻣﺩﻳﺭ ﻭﺭﺟﻝ ﺍﻷﻋﻣـﺎﻝ‬

‫‪ÜÉ`````à`μ`dG‬‬
‫‪(äÉ°UÓN) Qó°üJ‬‬ ‫‪Author:‬‬ ‫‪Dave Lavinsky‬‬
‫‪ÖàμdG π°†aCG ,á«Hô©dG á¨∏dÉH ¢üî∏Jh 1993 ΩÉY ™∏£e òæe‬‬
‫‪Title:‬‬ ‫‪Start at the End: How Companies Can Grow Bigger‬‬
‫‪≈∏Y õ````«cÎdG ™``e ,∫É```ªYC’G ∫É````LQh ø````jôjóª∏d á`¡LƒŸG á`«ŸÉ©dG‬‬ ‫‪and Faster by Reversing Their Business Plan‬‬
‫‪.…QGOE’G ô`μ``Ø∏d G kójó`L ∞`«`°†J »`à`dGh É`©``«``Ñ`e‬‬
‫‪k‬‬ ‫‪Ì``cC’G ÖàμdG‬‬
‫)‪Publisher: Wiley; 1 edition (November 19, 2012‬‬
‫‪äÉjô¶ædGh äÉ°SQɪŸG ÚH Iƒ```éØdG ó°S ≈dEG (äÉ``°UÓN) ±ó``¡`J‬‬
‫‪;á```«Hô©dG IQGOE’G á```Ä«Hh ,á````eó≤àŸG ∫hódG ‘ á``ãjó◊G ájQGOE’G‬‬ ‫‪ISBN:‬‬ ‫‪978-1118376768‬‬
‫›‪.≥````«Ñ£à∏d á```∏HÉbh á```Hô‬‬
‫‪q‬‬ ‫‪á````jQGOEG áaô©e º```¡d ô``aƒJ å«M‬‬ ‫‪Pages:‬‬ ‫‪240‬‬
‫‪ÖcôŸG åëÑdG ∑ôfi ∫ÓN øe É¡JÉjƒàfi πc ‘ åëÑdG øμÁh‬‬
‫‪.Éæ©bƒe ≈∏Y‬‬

‫‪6454 : ´GójE’G ºbQ‬‬ ‫‪To read more about this book, use this link:‬‬
‫‪ISSN: 110/2357‬‬ ‫‪http://www.amazon.com‬‬

‫‪8‬‬
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 ‫‪C‬‬
‫‪á«μ∏ŸG ¥ƒ≤M‬‬
‫‪»ª∏©dG ΩÓYEÓd á«Hô©dG ácöû∏d áXƒØfi‬‬

‫ﺣﻘﻮق اﻟﻤﻠﻜﻴﺔ اﻟﻔﻜﺮﻳﺔ ﻟﻬﺬا اﻟﻌﺪد وﻟﻜﻞ اﻋﺪاد واﻟﻜﺘﺐ اﻟﻜﺘﺮوﻧﻴﺔ واﻟﺼﻮﺗﻴﺔ اﻟﻤﻨﺸﻮرة‬
‫ﻋﻠﻰ ﻣﻮﻗﻌﻨﺎ ‪ www.edara.com‬ﺗﻌﻮد ﻟﻠﺸﺮﻛﺔ اﻟﻌﺮﺑﻴﺔ ﻟ‪+‬ﻋﻼم اﻟﻌﻠﻤﻲ »ﺷﻌﺎع«‪ .‬وﻋﻠﻴﻪ‬
‫ﻓﺈﻧﻨﺎ ﻧﺘﻮﻗﻊ ﻣﻨﻜﻢ اﻻﻟﺘﺰام ﺑﺎﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺣﻘﻮﻗﻨﺎ ﻛﺎﻣﻠﺔ وذﻟﻚ ﺑﻌﺪم ﻧﺴﺦ أو رﻓﻊ أو‬
‫إرﺳﺎل أﻋﺪادﻧﺎ ﺧﺎرج ﺣﺪود اﺳﺘﺨﺪاﻣﻜﻢ اﻟﺸﺨﺼﻲ واﻟﻤﻬﻨﻲ واﻟﻤﺆﺳﺴﻲ دون ﻣﻮاﻓﻘﺔ‬
‫ﺧﻄﻴﺔ ﻣﻨﺎ‪ .‬ﻋﻠﻰ أﻧﻨﺎ ﻧﺴﻤﺢ ﻟﻠﻤﺸﺘﺮﻛﻴﻦ ﺑﺤﻔﻆ وﻃﺒﺎﻋﺔ اﻋﺪاد ﻟﻼﺳﺘﺨﺪام اﻟﺪاﺧﻠﻲ ﻓﻘﻂ‪.‬‬
‫وﻋﻠﻴﻪ‪ ،‬ﻧﺮﺟﻮ أن ﻳﺘﻌﻬﺪ اﻟﺠﻤﻴﻊ ﺑﻌﺪم ﻧﻘﻞ أو ﺗﻤﺮﻳﺮ أو ﻣﺸﺎرﻛﺔ ا‪P‬ﺧﺮﻳﻦ ﻓﻲ ﺣﻘﻮﻗﻨﺎ ﻫﺬه‪.‬‬
‫ً‬
‫وﻓﻘﺎ ﻟﻘﻮاﻧﻴﻦ اﻟﻤﻠﻜﻴﺔ اﻟﻔﻜﺮﻳﺔ اﻟﻤﺤﻠﻴﺔ‬ ‫ﻋﻠﻤﺎ ﺑﺄﻧﻨﺎ ﺳﻨﻘﺎﺿﻲ ﻛﻞ ﻣﻦ ﻻ ﻳﺤﺘﺮم ﻫﺬا اﻟﺘﻌﻬﺪ‬
‫ً‬
‫واﻗﻠﻴﻤﻴﺔ واﻟﺪوﻟﻴﺔ‪.‬‬

‫ﺃﻋﺪﺍﺩ ﻫﺬﺍ ﺍﻟﺸﻬﺮ‬

‫‪äÉ°UÓN‬‬

‫‪“º«∏©àdGh á«HÎdG Öàc” á°UÓN‬‬ ‫‪“ôjóŸG Öàc” á°UÓN‬‬ ‫‪“ôjóŸG Öàc” á°UÓN‬‬
‫‪28 :ºbQ‬‬ ‫‪505 :ºbQ‬‬ ‫‪506 :ºbQ‬‬

‫‪º«∏©àdG IOÉb‬‬ ‫‪ájÉ¡ædG øe CGóHG‬‬ ‫‪IQGOEG äÉ«é«JGΰSGh áeÉ©dG äÉbÓ©dG‬‬

‫‪äÉeƒ∏©ŸG É«fO ‘ äÉeRC’G‬‬
‫‪¿Éª¡«d ¢ùjôch Oƒ«∏μe äƒμ°S :∞«dCÉJ‬‬ ‫‪»μ°ùæ«Ø«d ∞jO :∞«dCÉJ‬‬
‫‪õàjƒcGQ …óæ«°Sh Úà°ûfÒH ¿’BG :∞«dCÉJ‬‬

‫‪ô¡°ûdG Gòg “äÉ`````bÓY” ä’É≤e øe‬‬ ‫‪ô¡°ûdG Gòg “…QGOE’G QÉàîŸG” ä’É≤e‬‬

‫❂ ﻋﻤﻠﺔ ”أﻣﺎزون“ اﻻﻓﱰاﺿﻴﺔ‬ ‫❂ ﻛﻴﻒ ﺗﺘﺠﺴـﺲ )أﺧﻼﻗﻴًﺎ وﻗﺎﻧﻮﻧﻴًﺎ( ﻋﲆ ﻣﻨﺎﻓﺴﻴﻚ‬

‫❂ ﻣﺸﺎرﻛﺎت ﻻ ﺗﺴﺘﺤﻖ اﳌﺸﺎرﻛﺔ‬ ‫❂ اﳌـــﺮأة‬

‫❂ ﻗﺒﻞ اﻟﺒﻜﺎء ﻋﲆ اﻟﻠنب اﳌﺴﻜﻮب‬
‫❂ أﻗﻮال وأﻓﻌﺎل ﰲ اﻟﻌﻼﻗﺎت‬
‫❂ اﻟﻘﻴﺎدة ﻋﲆ أﺻﻮﻟﻬﺎ‬
‫❂ إﺣﺼﺎﺋﻴﺔ ‪ x‬ﺻﻮرة‬
‫❂ ﻣﻨﻬﺠﻴﺔ اﻟﺮؤى اﻟﺒﻴﻌﻴﺔ‬
‫‪76 Oó©dG‬‬ ‫❂ اﻹﺟﺎﺑﺎت اﳌﺜﺎﻟﻴﺔ ﻟﺮﻓﺾ اﳌﻬﺎم اﻹﺿﺎﻓﻴﺔ‬ ‫‪136 Oó©dG‬‬
‫❂ ﻣﻘــــﻮﻻت اﻟﻘﻴـــــﺎدة‬
‫❂ أﴎار اﻟﺘﺴﻮﻳﻖ ﻋﲆ ﺗﻮﻳﱰ‬ ‫❂ ﻛﻴﻒ اﺳﺘﻄﺎﻋﺖ ”ﺑﺮادا“ أن ﺗﺘﻤﻴﺰ ﻋﻦ ﻣﻨﺎﻓﺴﻴﻬﺎ‬
‫❂ ﻛﻴﻒ ﺗرثي ﻣﺪوﻧﺘﻚ دون أن ﺗﻬﺪر وﻗﺘﻚ‬ ‫❂ ”وﻳﺐ ‪ “2.0‬اﻟﻘﻄﺎع اﳌﴫﰲ‪ ..‬ﺑني اﻻﻧﻌﺰال واﻟﺘﻄﻮﻳﺮ‬
‫❂ ﻛﻴﻒ أﻏري أﺳﻌﺎري دون أن أﺧﴪ ﻋﻤﻼيئ؟‬ ‫❂ دروس ﻣﺴﺘﻔﺎدة ﻣﻦ ﺗﺠﺎرب اﻟﴩﻛﺎت اﻷﻣﺮﻳﻜﻴﺔ ﰲ اﻟﺼني‬
‫❂ ﻫﺎﺗﻔﻚ اﻟﺠﺪﻳﺪ دون ﺷﺎﺣﻦ‬

‫‪This copy is licensed to:‬‬ ‫‪www.edara.com‬‬

‫‪Edara.com User: 441269‬‬ ‫‪Éæ©bƒe‬‬
‫‪and is not to be shared.‬‬ ‫‪GhQhRsharing‬‬
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‫‪property rights. Without further notice we will prosecute to the fullest extent allowed by law.‬‬