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Jamaica continues to shine brightly among the countries of the world and all because of the talent, skill, prowess, and reputation of many Jamaicans who have impacted and inspired people globally.

The hardest thing in the world is being a successful business owner. You have no idea how many people open up a business and how many people close a business every day. In fact, most businesses never make it past two years. Two years is usually the limit, because owners are unable to work financially and they also are in so much debt that they begin losing things that they worked so hard for. You don't want to end up being a loser and you don't want to show others how you are unable to control something like a small business. If you are looking for success, then you are going to have to put in a lot of time (hours and hours) and a lot of money. You will find that the first thing that you will need to do in order to make a business is to gain money through investors and loans.

In 2014, the Development Bank of Jamaica (DBJ) introduced its Voucher for Technical Assistance (VTA) to assist micro and small-sized enterprises (MSEs) in strengthening their managerial and administrative abilities to improve their creditworthiness.

The "right" share price in the mind of the capital markets is determined by the market view of future earnings. Apart from the obvious issues of a low share price not pleasing shareholders, it clearly also reduces the company's ability to finance acquisitions or invest in other major strategic initiatives.

Creative ideas are the backbone of businesses--be it innovative products, timesaving process improvements, to next growth opportunity.

In today’s fast changing world of business the strategic planning process is one that is repeated at least annually, often more frequently to the point where for many organisations it is now a continuous process. Satisfying future information needs cannot be carried out as a discrete pre-planning activity. Information gathering must be continuous, and therefore future information needs must be identified on a regular basis, and these needs must then be satisfied by the information gatherers. In this way the planners have access to the necessary information as and when they need it.

It is an all-too-familiar scenario. Corporation X misses badly on its commitments several quarters in a row and the stock plummets. As a result, the Board loses confidence, the CEO “resigns,” and a new CEO is appointed who immediately announces a sweeping restructure of the corporation.

As a busy executive, you face some extremely difficult challenges like creating and dominating new markets or finding and keeping the best people. But then, like many executives, do you find yourself spending too much time solving everyday problems (that only you can solve, right?), which prevent you from growing your ideal business?

At one level this is a relatively simple tool, requiring the management to select a key area of business activity and to audit performance in that area, comparing to previous performance levels and, ideally, benchmarking against known best practice and performance levels. The information generated by these audits will then be used to identify unsatisfactory performance and enable measures to be introduced to bring about improvements.

Growth can be achieved through corporate marketing (i.e. organic growth) or M&A (i.e. inorganic growth). The traditional approach to growth focuses on product differentiation and then marketing this differentiation. However, research and experience has shown, the differentiated, superior product doesn't always win the customer.