Mission Statement, Purpose, and Discussion Issues

Mal Bass
817-821-9374
mal@globalexecforum.com
www.globalexecforum.com


Peer Advisory Group

Useful Solutions to the Challenges You Face.

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Global Executive Forum Advisory Council

THE MISSION OF THE GLOBAL EXECUTIVE FORUM ADVISORY COUNCIL IS TO PROVIDE EACH MEMBER ACCESS TO AN ADVISORY BOARD OF PEERS FOR THE PURPOSE OF RESOLVING ISSUES, IMPROVING ORGANIZATIONAL AND PERSONAL PERFORMANCE, DEVELOPING MEANINGFUL RELATIONSHIPS, AND FOR IMPROVING LEADERSHIP SKILLS.

  • The mission will be accomplished by the sharing of thoughts on critical issues among a small group of non-competing executives of industrial firms under the guidance of a senior facilitator.
  • Target enrollment for each chapter is 10 members.
  • Members are executives, owners, president/owners of non-competing industrial firms (manufacturing, distribution, service)
  • Minimum company sales are $500,000.
  • The meetings begin with a roundtable issues discussion and review of carry-over items from the prior session lasting until 12:00. Lunch is from 12:00-12:45 during which the group is joined by a guest speaker (a business professional or consultant). The guest speaker presents from 12:45 to 1:30. The remaining hour is available for informal discussions with the guest speaker, peer interaction, and planning for future meetings.
  • M. Bass organizes the EF and facilitates its meetings including providing notes on carry-over items for the next meeting
  • M. Bass will meet privately with each member as required (at least quarterly) to review the progress of issues resolution.
  • An added service is that CCA serves as a clearinghouse among EF groups regionally and nationally for the purpose of cross selling of products and services and the building of business development relationships among member firms.

EXECUTIVE FORUM DISCUSSION ISSUES

  1. How do I know my staffing level is correct for my size and type of business?
  2. How can I attract and retain good people?
  3. As a small customer to my major supplier of raw material, is there anything we can do to reduce our purchased material costs?
  4. My business has seasonal cycles. Do I chase production orders and hire and lay-off or do I use a level production strategy?
  5. I built this business from the ground up and have trouble letting go and delegating. How can I let go?
  6. How can we implement “Lean Manufacturing” concepts?
  7. What can be done to offset the spiraling health insurance costs?
  8. We have taken on an order that is greater than 50% of a normal year’s business. How can I insure it will not bury our business?
  9. My chief competitor is bigger. What is my best competitive strategy?
  10. My business is too heavily concentrated in one industry. How do we diversify?
  11. How do we upgrade our staff to adjust to more demanding and growing customers?
  12. We are disappointed with the quantity and quality of the students from our local trade school. How do we get trainable skilled workers?
  13. How do I pick good managers?
  14. My time management and personal organization need great improvement – I always feel I am playing “catch up.”
  15. How can computers and information technology improve our productivity?
  16. How do I select and deal with a commercial banker?
  17. How can we reduce the days outstanding on our accounts receivable?
  18. We want to build a proprietary product. How do we pick a product?
  19. How do we build value in our business and develop a plan for our eventual exit?
  20. How do I deal with the dilemma of being too busy on the day-to-day duties to allocate time for strategic planning?
  21. How do we adjust our marketing strategy to build competitive advantages in new niches?
  22. How do we increase sales opportunities without adding to our sales staff?

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