Monday, December 23, 2019

PATRICK HENRY ENTROPIC - LEADER'S NETWORKING SKILLS FOR YOUR BUSINESS


Patrick Henry Entropic, Co-founding of Questfusion and GroGuru mainly primarily based in San Diego is a serial entrepreneur. He became also president and chief running officer of the previous Entropic Communications, where he took a pre-product business enterprise and pre-sales to prosper in a NASDAQ IPO. Patrick Henry has raised greater than $ two hundred million of capital to the corporation and implementation of extra than $ 2 billion in transactions M & A. She has carried out a Bachelor of Engineering from the Georgia Institute of Technology, Atlanta and a Master in Business Administration from the University of Southern California. He is the winner of the 2008 Max Ernst and Young Entrepreneur of the Year of Technology, San Diego Daily Transcript 2008 The main character in the change of Technology, and the San Diego Business Journal Most 2011 as a enterprise executive. Mr. Patrick Henry is a senior executive  with let alone twenty-five years of know-how in numerous high-tech businesses which is about 13 years as chief executive officer and sixteen years as a Senior executive manger. In addition, he always selling small businesses.


Managing and leading in today’s agencies is developing greater difficult. More merchandise are coming to marketplace faster, partnerships among corporations in unique industries are increasing, global growth has created big multinational groups, and trends toward matrix control and cross-functional teams are accelerating. Leadership Networking is about growing and the usage of your networks in a way that builds relationships and strengthens alliances in service of your organization’s paintings and goals.” In order to hold a sturdy courting with other people, it’s important to have good communication skills, as well as the potential to manage battle and hold relationships over time. Staying on good phrases with those who have formed connections with you is essential in networking. It’s additionally very critical to offer as much, if now not more than you take. Sharing your connections with them will often mean they may percentage with you as well.


Research suggests that a successful manager spend 70 percentage greater time networking than their less a hit counterparts, and that humans with rich social networks are higher informed, greater creative, more efficient, and better problem-solvers than people with limited social networks.

Networking rules of effective leadership:

Be Sincere:
Networking is not a ploy to get your way. If you earn a reputation as someone who takes but does not give, using information inappropriately, or that breaks confidences, networks close.


Share Resources:
 Resources such as having information, services and access build your network leadership through concessions. Reciprocity is important. Become adept at swapping of resources, know your assets, and share them appropriately. Leadership-network covers books thoughtfully power. Power is the ability to get things done. 

You will need 3 energy sources to build your network, your reputation, your rings, and your position. Be the leader who gets results, can be held responsible and has links with key influencers and decision makers. Use your power wisely.

Communicate Skillfully:
Communicate in a way that raises awareness of your needs and assets. If you can not make others aware of what you can offer and what you need to achieve the objectives, your networking strategies will be ineffective.

A Savvy Negotiator:
Effective negotiators know when to push hard and when to Disengage when sharing information and when to hold, when to exchange resources, and when trade in the short term for a long-term goal. Avoid playing hardball and avoid being considered a breeze.


Learn to manage conflicts:
 Learn skills to resolve conflicts. When conflict occurs within your network, try to appreciate the opposing view. Look for points of mutual agreement. Express your position in a way that is useful to resolve the conflict.

Leadership Network will serve you and your organization well, but it can also extend beyond the workplace.

Thursday, December 19, 2019

Patrick Henry Entropic - Strategic Business Integration Management


Patrick Henry Entropic, Co-founder of Questfusion and GroGuru mainly based in San Diego is a serial entrepreneur. He was also president and chief operating officer of the former Entropic Communications, where he took a pre-product organization and pre-revenue to prosper in a NASDAQ IPO. Patrick has raised more than $ 200 million of capital to the organization and implementation of more than $ 2 billion in transactions M & A. She has done a Bachelor of Engineering from the Georgia Institute of Technology, Atlanta and a Master in Business Administration from the University of Southern California. He is the winner of the 2008 Max Ernst and Young Entrepreneur of the Year of Technology, San Diego Daily Transcript 2008 The main character in the trade of Technology, and the San Diego Business Journal Most 2011 as a business executive. Mr. Patrick Henry is a senior executive with let alone twenty-five years of expertise in several high-tech companies which is about thirteen years as chief executive officer and sixteen years as a Senior executive manger. In addition, he always promoting small businesses.


 According to Patrick Henrybusiness integration is a strategy used to synchronize the information technology (IT) to achieve the goals and objectives align directly with business culture. business integration reflects how IT is being transfixed as business functions. Business integration helps the growth of the company; any company that wants to grow needs healthy practice in adding new life functions are easy and practical to implement. When you analyze the operation of your company, think of different ways you can integrate the company's process to save time and money. Integration helps to streamline operations and reduce overhead and personnel costs by reducing the need for additional staff and resources that they use. When the two businesses were brought together through a merger or acquisition, it is possible to determine the nature and type of integration based on the respective business activities and where they operate in the industry supply chain.

The strategic management process begins with a mission statement that articulates the reason for the organization to be. Organizational leaders then develop objectives and strategies designed to drive the business towards achieving this mission. Strategies are typically implemented in the form of programs, policies and procedures. I this seemingly simple step by step process is complicated by organizations that have several businesses that can compete either with each other or supply of goods on the other.


There are two types of integration strategies:

Horizontal integration: 

When a company wants to grow through horizontal integration, which looks to acquire a similar company in the same sector in which it operates. 

The acquisition or merger helps the acquisition of the parent company to increase its size, diversification of its product or services, achieve economies of scale, help to gain access to a new market, and of course, reduce competition.

Vertical Integration: 

Vertical integration is a business strategy used to develop a business by acquiring the ownership of a company that operates in the production process of the same industry. It can be a supplier, distributor, packaging company. Through vertical integration, a company is trying to strengthen its supply chain, reduce production costs, and also access to new distribution channels.


There are two types of vertical integration: the first is the integration of front, vertical integration method in which a company will gain ownership of its distributor. The second is the upstream integration, a vertical integration method in which a company will gain ownership of the supplier. Before and integrations are two upstream integration strategies that are adopted by organizations to gain competitive advantages in the market and to take control of the industry value chain in which they operate. These strategies are the main deliberations when developing future plans for the organization. Together, these two strategies are known as vertical integration.

  • ·         Forward integration: 

 It is a business strategy that involves a form of vertical integration in which the business activities expanded to include direct distribution control products company. Type of vertical integration by companies moving down the supply chain.

  • ·         Backward Integration: 

It is a strategy in which the company acquires raw material suppliers, or set up their own facilities to ensure supply more reliable or cost-effective inputs.