For the many people that work in the world of business, compounds such as this one have become home. In fact the internal structures tend to reflect the society of their insect equivalents – the illustrious bee. Flocks of folk spend most of their awake time based within this and similar hives. The similarity does not end there.
You get three classes of bees – queen, nurse, and worker. Observing the functional layers of the business hive, these broad groupings stand out. Naturally the bosses\ managers\ executives\ queens are at the head of the triangular structure.
Even although everyone considers themselves a working body, there are distinct thresholds between the workers and the others.
Support activities or services tend to perform functions that perpetuate the hive structure. In the bee hive these roles are carried out by the nurse drones. X ray, or 20 twenty vision, would support this seemingly critical function. Only noticeable to an outsider, to the occupants of a business hive each and every task is critical.
Never forget that it is a business paradigm, where every efficiency must be valued in money to the maximum.
Eventually there will be attrition. The boss will move on, the worker will aspire to a support service, the telephonist will be demoted - these shifts in position – both within and across entities, occur frequently and unnoticed. When such a migration is highlighted, the explanation usually supports the business imperative of such an entity. Only when such notice spills out of the hive, and affects the surrounding community, only then is a strategic decision made.
Fear of reducing the yield is behind any strategic choice taken. Impact on the profit is the mantra of every entity.
For the thousands of entities in this and similar hives throughout the connected world, this mantra is sacrosanct. The guiding premise behind any decision. Yesterday is used as the benchmark to improve upon. For if it is not growing, it is dead.
Once the increasing yield is threatened, the methods of achieving such yield are examined.
Unproductive tasks are disregarded. Restructuring, redundancy, retrenchment, renew – all the re- vocabs are re-born. This happens often.
When one considers that 'greater' requires an unknown progression. Obviously an unknown cannot be quantified or improveed upon.
For the practitioners of business, this implies that growth must be rejected. Isolate the unknown and make the known more yielding. Very few exceptions to this occur. Effort is placed in the core strength of the entity.
New products and methods are replaced by their original successes. In some instances the return to the starting blocks is the only option available. Net returns must improve is the explanation given for the return to the genesis of the entity.
Everywhere this holds true, even for this puzzle cache!
| Name |
Low |
Hight |
P:E |
Vol |
Trades |
Share Lst |
Mth Yld |
1yr Yld |
2yr Yld |
3yr Yld |
5yr Yld |
| MUS |
300 |
600 |
1.358 |
6500 |
17 |
950,000 |
-0.86 |
-0.17 |
0.03 |
1.01 |
1.40 |
| AVT |
1379 |
1381 |
1.8 |
240 |
1 |
160,000 |
0.94 |
-0.33 |
0.8 |
1.97 |
1.03 |
| CMH |
1300 |
1380 |
5.83 |
- |
- |
7,500,000 |
1.02 |
-0.23 |
-0.02 |
0.94 |
-0.81 |
| AME |
- |
- |
14.1 |
- |
- |
2,000,000 |
NOTE |
NOTE |
NOTE |
NOTE |
NOTE |
| JAS |
79 |
80 |
10.7 |
6,000 |
3 |
100,000 |
1.67 |
0.17 |
1.07 |
1.02 |
0.3 |
| WOL |
8495 |
8695 |
1.1 |
950 |
13 |
1,300,500 |
1.35 |
0.63 |
1.45 |
0.82 |
-0.65 |
| QTM |
297 |
299 |
10.3 |
8600 |
153 |
285,000 |
NOTE |
1.3 |
1.65 |
1.24 |
0.43 |
| RMB |
6050 |
6176 |
8.8 |
7010 |
312 |
50,000 |
0.9 |
-0.27 |
NOTE |
NOTE |
NOTE |
| IVP |
1367 |
1499 |
17.5 |
200 |
1 |
1,600,000 |
-0.02 |
-0.1 |
1.02 |
1.0 |
1.3 |
| LON |
- |
- |
S |
- |
0 |
800,000 |
SUSP |
SUSP |
SUSP |
SUSP |
SUSP |
| Name |
Low |
Hight |
P:E |
Vol |
Trades |
Share Lst |
Mth Yld |
1yr Yld |
2yr Yld |
3yr Yld |
5yr Yld |
| MTC |
300 |
600 |
1.358 |
6500 |
17 |
675,000 |
1.3 |
1.1 |
0.29 |
0.3 |
0.03 |
| BEL |
1100 |
1101 |
12.4 |
100 |
1 |
1,500,000 |
1.03 |
NOTE |
1.2 |
1.29 |
-0.2 |
| IPC |
1380 |
1400 |
7.8 |
1380 |
3 |
40,000 |
3.1 |
1.45 |
1.5 |
1.01 |
0.7 |
| RHF |
700 |
720 |
0.2 |
200 |
1 |
240.000 |
0.45 |
0.52 |
0.9 |
1.03 |
1.3 |
| ABI |
1432 |
1925 |
13.8 |
38,000 |
780 |
4,000,000 |
-0,45 |
0,2 |
1,79 |
2,3 |
7,92 |
| SEN |
- |
- |
S |
- |
0 |
230,000 |
SUSP |
SUSP |
SUSP |
SUSP |
SUSP |
| MTN |
14210 |
14800 |
19.0 |
1110 |
76 |
2,500,000 |
0.1 |
1.32 |
-0.15 |
1.98 |
-1.02 |
| BVT |
33920 |
37250 |
17.0 |
2159 |
873 |
6,500,000 |
-0.38 |
0.51 |
-1.12 |
NOTE |
NOTE |
| POR |
5449 |
5495 |
12.2 |
68 |
2 |
780,000 |
-0.83 |
-0.13 |
-O.73 |
1.29 |
0.1 |
| BNH |
27750 |
30872 |
37.6 |
38 |
1 |
760,000 |
0.68 |
-0.35 |
-1.07 |
NOTE |
NOTE |
|
