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Ladies and gentlemen.

Significantly increase your competitiveness by generating process-relevant analysis results based on the data/information available to you for corporate control, which enables business (re-)engineering ― focus: Synergism, -determining the degree of utilisation ― in addition to traditional process management.

The world famous economist and author David Seidel (President & CEO) has developed a multi-dimensional/multi-instrumental matrix (AHP_plus1) as a project manager/consultant in a multinational company, a global player in the pharmaceutical industry, which can profitably be used in addition to a procurement category-specific evaluation of the target group's potential ― by means of hierarchical and partitioned process analysis ― i. a. for perfecting distributive order processing in the original dispositive process world (meta processes in a matrix-2/tensor organization3).
A novelty in the sector 'Business Intelligence Software Solutions' (BISS).

The Matrix is of crucial relevance as a universal Assessment Tool for portfolio analysis (main focus: Net profit ratio, rate of return and/or savings potential); be it i. a. in terms of the financial market (risk management/controlling [back office] & finance management [front office]) and/or the product policy focus (morphological considerations4) of a for-profit company (main focus: marketing-mix).

In practice (empirical studies), it could be explicitly stated that the analysis results determined by the hierarchical partitioned method (priority vector | priority index) ― measured by the real benefit5/6/7 ― far exceed the accuracy of classical value-adding analysis methods, which have proven to be inadequate for complex business policy issues.

A rethink in the selection of process-relevant Assessment Tools therefore took place, as significant discrepancies in the analysis results had to be documented.
In this context, the instruments (AHP_plus Matrix vs. conventional utility analysis methods) were compared in terms of their quality characteristics.
Since classical valuation instruments offer only a one-dimensional/mono-instrumental platform, they in no way correspond to the entrepreneurial claim to be able to generate well-founded analysis results, which are ultimately necessary for the implementation of strategic goals (absolute8 and relative9).

The AHP_plus Matrix is i. a. a neoclassical Assessment Tool for categorizing the human factor (human element ― factor of real benefit [Department: Human Resources Development / Human Capital Development / (Pre-)Recruiting Services]).

Based on Mr. Seidel's model (model of effective management | sky-level-meetings as practiced conflict management), it can also be seen that only by involving employees (participation as an system) can the performance level (man as a latent variable) and the effective performance potential (the human factor) be assessed.

Corporate policy-/strategic goals in price-/performance competition can only be realized profitably with effective management (a team of highly motivated and qualified employees).
Only highly motivated employees, who are integrated into the process world, can achieve above-average results (the qualification is required); they show their potential.
This potential serves as an indicator for the entrepreneurial maturity process; expressed as 'degree of utilisation of synergies' (AHP_plus Matrix).

 

 

The advantages of this multi-dimensional and multi-instrumental matrix at a glance:


(a)


Through a hierarchical partitioned process, business policy issues can be analyzed and verified much more concretely.


(b)


The AHP_plus Matrix is an multi-dimensional and multi-instrumental Assessment Tool that enables the compensation of horizontally redundant and complex tasks.


(c)


Priority-specific indexes enable a differentiated view of the company's core topics.


(d)


The user is encouraged to consider all business management aspects – by matching the partitions ('criteria' and 'alternatives').


(e)


Significant analysis results increase the probability of success of the processes; this ensures the competitiveness of the company.


(f)


Based on economic key figures, this procedure enables sound statements.


(g)

Short introduction time.

(h)

Easy handling.



Are you looking for a universally applicable assessment matrix (AHP_plus) for complex business decisions?

We will be pleased to advise you!




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Market Research   Portfolio Analysis
IMR
  Portfolio Analysis
CMA 
  Internal Process Simulation  


                   


1

:

Analytic Hierarchy Process_Scoring Method.

2

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Dispositive instance: Management.

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Derivative positive instance: Planning / Organization / Control / System Analysis / Quantitative Recruitment / Human Resources / Payroll Administration Services etc..

 

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Original dispositive instance: Materials Procurement / Research & Development / Transformation Process / Sales Marketing / Finance & Accounting.

3

:

Plus the area factor dimension.

4

:

Market field- (market penetration, -development, product development, diversification [horizontal/vertical/lateral]); Stimulation- (price-volume strategy, preference strategy); Parcelling- (mass market strategy, segmentation strategy [total/partial]) and area strategy (local, regional, national [domestic marketing], multinational, international, world-market oriented).

5

:

Maximization of capital turnover through penetration strategy (turnover [market share cumulative] vs. profit).

6

:

Achieve a Ū (= maximum turnover/net profit ratio) based on a skimming strategy (profit vs. turnover [market share cumulative]).

7

:

Savings Potential.

8

:

Market position-, profitability targets, financial-, performance- and prestige goals; also social goals.

9

: Elements of dynamic considerations: I. a. Net present value method.




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