Is not the administration’s performance well enough?
Reserve one weekend to found the foundation’s future. Get out of a vicious circle, catch new expansions. The Performance planning is a realist journey to be made to your foundation’s future with your team by you.

WHAT IS PIP?

PIP is a strategy development application aimed at providing performance increase with the organization development methods. PIP technique was formed with a project carried out with the support of UN. Turkish scientist Prof. Doğan ENERGİN was also in the project’s team. In our country A large number of foundations also benefitted from this technique’s support and provided performance increase besides/as well as the numerous application across the world.

• HOW IT IS APPLIED
  The workshop to continue for approximately 20 – 25 hours consists of the following steps in the facilitator leadership although the arrangements in conformity with the companies’ concrete needs can be made.
• DEFINE THE MISSION
  It is the organization’s existence reason. All activities are carried out in the scope of mission. In workshop the participants jointly define the mission officially or revise the available mission and make it in writing. The mission shall form the keystones of the activities to be made after this stage.
• DETERMINE VISION
  It is the place where the organization wants to be in future. The vision is defined in two stages. The long range targets desired to be performed in 15-20 years shall be fixed with the games to be applied and then this vision shall be able to be transformed in the moderate range targets wished to be reached after 3-5 years. The moderate range targets are numerically determined as the performance indications.
• FORM CRITERIONS
  The criterions are necessary to evaluate the advance aimed at target. These criterions are also the institution’s performance indications. The current values of the performance indications are determined. The targets are formed per year by going back from the last year. The relation among criterions are evaluated and arranged. The table formed is the organization’s moderate range strategy.
• FIX THE OBSTACLES
  At this stage the obstacles preventing the performance’s development are discussed with a brain storm session. The obstacles are classified by being interpreted internally, externally, technically or organisationally. The aim is definition of the obstacles to be solved with the institution’s own potential.
• DEVELOP PROJECTS
  At last stage the organization development projects are formed in order to eliminate the obstacles. In the scope of project the aim, the action plan, the responsible persons, the audit, the deadline and the final product should be defined. The responsible persons conclude the projects in the limitation of their possibilities in the working groups.

DEVELOP PROJECTS

The real data shall be used while determining the performance targets in workshop. Make preparations regarding the following criterions as much as possible.

• PHYSICAL CRITERIONS
  Market structure, market share, change of this share as of years.
  Sales as of years; in TL or USD-EURO deflated
  Customer structure and change of this structure as of years.
  Competitiveness level, information about competitors.
  Distribution channels, development of these channels as of years.
  Rate of capital liabilities of investments made in the last three years.
  Share of amortizations in the cost structure.
  Credits, credits those cannot be collected.
  Investment planning of/for the next 3 years
  Stocks, average stock, period of stock, stock costs.
  Cost structure as of the kinds of products.
  Cost: First substance material, labour force, general expenses, in %.
  
• FINANCIAL CRITERIONS
  Current rate: Returned Values / Short term loans
  Rate of liquidity: (Cash register + Bank + Credit) / Short term loans:(std=>1.0)
  Rate of cash: (Cash register + Banks)/Short term loans (std=<0.2)
  Loans /Assets (standard=<0.5)
  Own Capital / Assets (standard=<0.3)
  Loans / Own Capital (standard=<1.5)
  Short term loans / Assets (standard=<0.33)
  Long term loans / Liabilities (standard=<0.33)
  Long term loans / Continuous capital (standard=0.5 - 0.33))
  Own capital / Materialistic constant values net (standard=>1.0)
  Materialistic constant values net / Long term loans (std =>1.0)
  Rate of credit’s turnover: Sales on account / Commercial credits (std=%139)
  Average period of credit’s collection: Commercial creditsx360/Annual sales on credit.
  Rate of stock’s turnover: Cost of sold goods / average stocks
  Rate of net business capital’s turnover: Net sales / Average net business capital
  Rate of Materialistic Constant Values’ Turnover: Net sales / Net Materialistic Constant values
  Rate of Assets’ turnover: Net sales / Assets
  Rate of commercial loan’s turnover: Buying on credit / Commercial loans
  Period of payment of commercial loan: Commercial loan x 360 / Buying on credit
  Rate of own capital’s turnover: Net sales / Average own capital
  Net profit / assets
  Cost of sold goods / Net sales
  Net profit / net sales
  Rate of supply on credit: (Profit + Financial Expenses)/Financial Expenses
  Rate of loan service: (Profit + Amortization + Financing expenses)/Financial Exp.
  

NOT ONLY TECHNIQUE/ TECHNICAL

We have a surprise to you for/on Saturday evening when you decided to spend a/one weekend to your future together with your team.

DINNER DRAMA is an application to make team getting closer and socialising as individuals with the role-play techniques during dinner. It is an event jumped from the novels of Agatha Christie and you are in the middle of this event all. You need to find the killer during one dinner. You will observe that your team is not as before after this application. People shall not be able to show their real performances as long as they do not get out of the masks appreciated for them in their business lives.

• WHAT YOU WILL OBTAIN
  Your team will focus on your foundation as a whole. You will form your foundation’s future. The inside of organization will be evaluated clearly. The obstacles to be faced by you will arise clearly. You shall understand and program the ones those have to be made. The budget’s target of the next term will arise. Your team will know what should be made to develop. Your chance to catch the success in future will increase.

HOW WILL WE START?

Charge your team together one weekend (or 5 night falls). The leaders of sales-marketing, operation-production, accounting-finance, staff and support departments must be together. At maximum 15 persons. Select an environment out of business unit. The emergency works must not prevent the important works. Do not forget that the phones will be turned off and it will be necessary to focus completely. Make the important indications ready. Maybe some of them are not needed at all. But the subjects those have to be planned should be able to be gauged.

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