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THE BUSINESS Developing Successful Strategic Management Collection

REIDER
EXPERT PRESS Business Strategies William Q. Judge, Editor
DIGITAL LIBRARIES
Gaining the Competitive Advantage
EBOOKS FOR
BUSINESS STUDENTS Rob Reider
Curriculum-oriented, born- Developing Successful Business Strategies presents effective

Developing
digital books for advanced planning of business strategies and ­ related budgeting
business students, written concepts, and those activities necessary for the ­successful
by academic thought growth of the organization. The planning process is shown
leaders who translate real-

Successful
to be an ­ integral function of developing management
world business experience strategies for future growth and the gaining of ­competitive
into course readings and advantage in these fast moving times.
reference materials for

Business
Budgeting is presented as a logical outgrowth and an
students expecting to tackle

DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

essential part of the planning process, rather than an
management and leadership
­independent internal ­activity. This book emphasizes the
challenges during their
principal factors that should be ­considered in ­planning

Strategies
professional careers.
and budgeting for the company, what management and
POLICIES BUILT operations personnel must know to better understand
­
BY LIBRARIANS ­effective ­planning for the business, and what can be done
• Unlimited simultaneous to enhance the overall strategic and financial planning for
usage
• Unrestricted downloading
the organization.
Inside, you’ll learn of the relationship between e­ ffective
Gaining the Competitive
and printing
• Perpetual access for a
one-time fee
planning ­ methods (long-term and short-term) and the
budgeting and ­control ­processes. We will also explore the
Advantage
• No platform or interaction and interdependence of ­ strategic planning
maintenance fees (long and short term), detail planning, b ­udgeting, and
• Free MARC records monitoring processes, and will demonstrate how planning
• No license to execute is an e
­ ssential first step in the preparation of an effective
The Digital Libraries are a budget for the ­organization.
comprehensive, cost-effective
Rob Reider, CPA, MBA, PhD, is the president of Reider
way to deliver practical
treatments of important
­Associates, a ­management and organizational ­consulting
firm located in ­Santa Fe, New Mexico, that he founded in
Rob Reider
business issues to every
January 1976. He received his ­ bachelor’s and ­master’s
student and faculty member.
degrees from Drexel University and his PhD from
­
Southwest University. Rob has published ­
­ numerous
­articles in ­professional journals and has been a presenter
For further information, a at various ­professional meetings and conferences. He is
free trial, or to order, contact: the author of nine professional ­management books and
[email protected] five works of fiction.

www.businessexpertpress.com/librarians Strategic Management Collection

William Q. Judge, Editor

ISBN: 978-1-63157-079-7
Developing Successful
Business Strategies
Developing Successful
Business Strategies
Gaining the Competitive
Advantage

Rob Reider
Developing Successful Business Strategies: Gaining the Competitive
Advantage
Copyright © Rob Reider, 2015.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
means—electronic, mechanical, photocopy, recording, or any other
except for brief quotations, not to exceed 400 words, without the prior
permission of the publisher.

First published in 2015 by

Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com

ISBN-13: 978-1-63157-079-7 (paperback)

ISBN-13: 978-1-63157-080-3 (e-book)

Business Expert Press Strategic Management Collection

Collection ISSN: 2150-9611 (print)

Collection ISSN: 2150-9646 (electronic)

Cover and interior design by Exeter Premedia Services Private Ltd.,

Chennai, India

First edition: 2015

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America.

 Abstract

This book presents effective planning of business strategies and related

budgeting concepts, and those activities necessary for the successful
­
growth of the organization. The planning process is shown to be an
­integral ­function of developing management strategies for future growth
and the gaining of competitive advantage in these fast moving times.
Budgeting is presented as a logical outgrowth and an essential part of the
planning ­process rather than an independent internal activity. The book
emphasizes the principal factors that should be considered in ­planning and
budgeting for the company, what management and operations ­personnel
must know to better understand effective planning for the ­business, and
what can be done to enhance the overall strategic and financial planning
for the organization.
The intent of the book is to introduce and explain the relationship
between effective planning methods (long-term and short-term) and the
budgeting and control processes. The program concentrates on practical
approaches to organizational planning and integration with budgeting
as well as enhancing familiarity with related concepts and methodology.
The book is designed for those who desire to increase their knowledge and
practical use of planning and budgeting techniques as a means of ­achieving
improved organizational effectiveness. In addition, the book intends to
show the interaction and interdependence of the strategic ­planning (long
and short term), detail planning, budgeting, and m ­ onitoring processes
and to demonstrate how planning is an essential first step in the prepara-
tion of an effective budget for the organization.

Keywords

budgeting, business models, competitive advantage, detail planning,

external ­analysis, forecasting, front-end strategy analysis, internal analysis,
­long-term planning, organizational planning systems, planning, short-
term planning, situational analysis, strategic planning, strategies, strategy
development
 Contents
Preface��������������������������������������������������������������������������������������������������ix

Chapter 1 Internal Operational Planning Considerations������������������1

Chapter 2 Strategic (Long-Range) Planning������������������������������������39
Chapter 3 The Short-Term Operating Plan�������������������������������������71
Chapter 4 Budgeting and Profit Planning��������������������������������������103
Chapter 5 Management Reporting and Control����������������������������131

About the Author��������������������������������������������������������������������������������167

Other Books by Rob Reider������������������������������������������������������������������169
Index�������������������������������������������������������������������������������������������������171
 Preface
The major focus of this how-to book is to discuss and present effective
planning and budgeting concepts and those related activities necessary
for the successful growth of the organization. The planning process is
shown to be an integral function of developing management strategies for
future growth and for gaining competitive advantage in these fast-moving
times. Budgeting is presented as a logical outgrowth and an essential part
of the planning process rather than an independent internal activity. The
emphasis is on the principal factors that should be considered in plan-
ning and budgeting for the company, what management and operations
personnel must know to better understand effective planning for the busi-
ness, and what can be done to enhance the overall strategic and financial
planning for the organization.
Questions that will be addressed and hopefully answered to your sat-
isfaction include the following issues and concerns:

1. What is the relationship between planning and budgeting activities?

2. What are the major elements of the strategic planning process?
3. How are short-term and detail-planning activities integrated as part
of the overall planning process?
4. What are significant budgeting and profit-planning issues to consider?
5. What are some effective practices to effectively implement business
strategies so that the company can be most effective and gain the
competitive advantage?
6. How are management control and reporting concepts used to close
the planning loop and ensure successful implementation of planning
and budgeting activities?

The intent of this book is to introduce and explain the relationship

between effective planning methods (long term and short term) and the
budgeting and control processes. The material concentrates on practical
approaches to organizational planning and integration with budgeting as
x Preface

well as on enhancing familiarity with related concepts and methodology.

The book is designed as a how-to book for those who desire to increase
their knowledge and practical use of planning and budgeting techniques
as a means of achieving improved organizational effectiveness.
The purpose of the book is to show the interaction and interdepend-
ence of the strategic planning, detail planning, budgeting, and monitor-
ing processes and to demonstrate how planning is an essential first step in
the preparation of an effective budget for the organization.
The objectives of the book are

1. to increase readers’ understanding of the relationship between organ-

izational planning and the budgeting process;
2. to familiarize readers with strategic planning concepts and tech-
niques upon which to base the budget;
3. to increase knowledge of short-term planning methodology, includ-
ing organizational, departmental, and functional goal and objective
setting;
4. to increase understanding of detail planning procedures, plan imple-
mentation, and related monitoring;
5. to present effective budgeting techniques that relate to the organiza-
tional planning process;
6. to increase understanding of the relationship between strategic, long-
term, short-term, and detail planning and the budgeting process and
the concept of flexibility to change in plans and the related activity
levels of operations; and
7. to review effective planning and budgeting evaluation and control
principles.

The book should not only help you to enhance your own planning and
budgeting abilities, but also enable you to better serve your internal and
external clients. You should, of course, exercise your own professional
judgment as to which of these principles and techniques can be adapted
effectively based on each specific situation. The book should be most
helpful to those of you who are responsible for or significantly involved in
your organization’s planning activities. The degree to which you will ben-
efit depends on a number of factors such as the size of the organization,
 Preface xi

nature of the business, number and skills of personnel applying these

concepts, and the ability to match the principles covered to the specific
situation. The planning and budgeting ideas and concepts discussed can
be successfully implemented in any size organization.

A BUSINESS IS NEVER SO HEALTHY

AS WHEN IT MUST PLAN FOR GROWTH
 CHAPTER 1

Internal Operational
Planning Considerations
The purpose of this chapter is to identify some of the significant factors
that should be in place in internal operations to ensure that the plan-
ning and budgeting process is most successful in moving the organization
toward desired growth.
The objectives of this chapter are to

1. introduce some of the overarching issues that need to be addressed

in internal operations to ensure that the planning and budgeting
process is most successful in achieving desired results;
2. identify specific tools to enhance internal operations so that they
function most economically, efficiently, and effectively;
3. introduce the concepts of best practices in a program of continuous
improvements leading toward becoming a learning organization;
4. examine the various steps for analyzing and improving internal opera-
tions in an effort to support the planning and budgeting process; and
5. identify operational issues that need to be considered to make opera-
tions do the best they can to support the planning and budgeting
process from strategic planning through detail plans and budgetary
issues.

Introduction
We assume that all organizations plan and budget. Some do it formally,
others informally or even furtively; some are effective, others ineffective,
or even counterproductive in their methods. But all do it! The ­advantages
of formalizing and throwing open the planning and budgeting process will
be examined in the hope that you will recognize that an open, ­integrated,
2 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

and reasonably structured planning and budgeting process will signifi-

cantly benefit the long-term viability of the organization.
All businesses, from the very largest to the very smallest, must know
where to focus their planning and budgeting efforts—organizationwide,
departmental, and functional. The first step is to make all internal opera-
tions the best possible using best practices in a program of continuous
improvements that makes each activity operate in the most economi-
cal, efficient, and effective manner possible. Once internal operations
are running at the desired optimum level, then the organization is ready
for effective planning and budgeting, always looking for opportunities
to exploit their competitive advantage. Planning and budgeting activities
are an integral part of the organization’s growth process, and as such must
be attended to actively, methodically, and effectively. Chances of success,
while never ensured, will at least be significantly enhanced as a result.
And to make the planning and budgeting process most successful, the
organization must learn how to execute the plans and budgets—that is,
to achieve desired results at the least cost.
Every organization—whether manufacturing, service provider, or
not-for-profit—must plan its future direction if it desires to achieve its
goals. The organizational plan is an agreed upon course of action to be
implemented in the future (short and long term) and directed toward
moving the entity closer to stated goals and objectives. The planning pro-
cess, if exercised properly, forces the organization to

1. review and analyze past accomplishments;

2. determine present and future needs; and
3. recognize strengths and weaknesses.

And enables the organization to

1. identify future opportunities;

2. define constraints or threats that may get in the way;
3. establish business and departmental goals and objectives;
4. develop action plans based on the evaluation of alternatives; and
5. prioritize the selection of action plans for implementation based on
the most effective use of limited resources.
 Internal Operational Planning Considerations 3

The first step in the planning process is to determine why the organi-
zation is in existence. While many would quickly say, “To make money!”
there are many other reasons, which might include:

• To provide the best quality goods or services for customers or

clients
• To provide goods and services at the least cost possible
• To provide customers and clients with the best service
possible
• To maintain and enhance state-of-the-art technological
positions
• To provide employment opportunities
• To achieve personal satisfaction and gratification for the own-
ers and employees
• To create an innovative and creative atmosphere where people
can grow and develop to their full potential
• To be a productive member of the communities in which the
company conducts its business and
• To be the leader in the field

LONG-TERM PLANNING
INFERS THERE WILL BE A LONG TERM

Why the Business Is in Existence

Before one even thinks about implementing effective planning and
budgeting operating practices and controls, it is necessary to determine
why a seriously operated business is in existence. When business own-
ers and management are asked this question, invariably the answer is to
make money. Although this is true and certainly important for survival
and growth, there are really only two major reasons for a business to
exist.

1. The customer service business—To provide goods and services to

satisfy desired customers so that they will continue to use the busi-
ness’s goods and services and refer it favorably to others.
4 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

An organizational philosophy that correlates with this goal that

has been found to be successful is as follows:

To provide the highest quality products and services at the least

possible cost at the right time to the right customer.

2. The cash conversion business—To create desired goods and services

so that the investment in the business is as quickly converted to cash
as possible, with the resultant cash in exceeding the cash out (net
profits or positive return on investment).
The correlating philosophy to this goal can be stated as follows:

To achieve desired organizational results using the most efficient

methods of operations so that the organization can optimize the
use of limited resources.

This means that the organization is in business to stay for the long
term—to serve its customers and to grow and prosper. If they can operate
under these two concepts, the possibilities for success increase and the
business is more likely to expand in the right direction. Typically report-
ing controls emphasize sales, costs, and calculated profits. It is equally
important to control the level of customer service to ensure ongoing
growth as well as the ability to properly control the cash conversion cycle.
The business operates on cash, not recorded profits. Proper operating
practices encompassing these concepts help to ensure that the business
maintains its focus and operates in the most effective ­manner—doing the
right thing, the right way, at the right time.

DOING THE RIGHT THING,

THE RIGHT WAY,
AT THE RIGHT TIME

Businesses the Organization Is Not in

Once short-term thinking is eliminated, business owners and manage-
ment realize they are not in the following businesses, and decision making
becomes simpler.
 Internal Operational Planning Considerations 5

Sales Business

Making sales that cannot be collected profitably (sales are not profits until
the cash is received and the total cost of the sale is less than the amount
collected) creates only numerical growth. Unless management under-
stands this concept, they may continue to believe that increased sales cre-
ate positive growth for their business. The focus is to make quality sales
to quality customers. Proper operating controls over each sale as to its real
profitability looking at sales price less related costs such as direct product,
functional (such as purchasing, billing, and collections), customer related
costs, and the cost of money should enable the business to recognize such
opportunities. True customer service dictates that the business provides
what the customer wants and not what the organization wants to sell.

Customer Order Backlog Business

Logging customer orders is a paperwork process to impress internal man-

agement and external stakeholders. Unless this backlog can be converted
into a timely sale and profitable collection, there is only a future promise,
which may never materialize. The business cannot really afford the luxury
of customer backlog where every customer and every order must be han-
dled as the only one. Once a customer order is received the business must
process and fill it (and collect) in the shortest time possible. Controls need
to be implemented that ensure each customer order is entered into the
production system upon receipt and handled in the desired manner until
completion. Working with the customer to provide products and services
that the customer wants as to quality, timeliness, and price is the key to
customer satisfaction and long-term satisfied relations.

Accounts Receivable Business

Get the cash as quickly as possible, not the promise to pay. But, remember,
customers are the company’s business; keeping them in business is keep-
ing the company in business. Normally, cash is already out to vendors
or into inventories, complicating the cash conversion process. As many
businesses, such as retailers, are already in the cash business, accounts
6 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

receivable are not their problem, control of cash is the problem. For those
businesses that offer billing terms, consideration should be given to estab-
lish a cash only policy over small sales where the amount of the sale is
less than the cost of billing and collections, and for sales under a certain
amount, say $500. For instance, the business may establish controls to
ensure cash collectability either in advance or at the time of delivery. All
sales resulting in accounts receivable would be reported as exceptions for
follow-up.
For large sales, effective customer service negotiations should be put
in place to determine if the large customer would be willing to pay in
advance for receiving quality and timeliness concessions, as well as favora-
ble prices. For instance, the business may establish controls to ensure cash
collectability either in advance or at the time of delivery. All sales result-
ing in accounts receivable would be reported as exceptions for follow-up.
Working together with the customer and providing excellent customer
service not only helps to reduce or eliminate accounts receivable, but also
to increase ongoing business.

Inventory Business

Inventory does not equal sales. Keep inventories to a minimum—zero

if possible, by procuring raw materials from vendors only as needed,
producing for real customer orders based on agreed upon delivery dates,
maximizing work-in-process throughput, and shipping directly from pro-
duction when the customer needs the product.
To accomplish these inventory goals, it is necessary to develop an
effective organizational life stream that includes the company’s vendors,
employees, and customers—as well as take an organizationwide approach
to customer service.
If inventory is the business such as a wholesaler, retailer, or distributor,
then once again the business wants to ensure that inventories are kept to
a minimum within the constraints of fully serving customers. However,
management must be in touch with costs and selling prices and knowing
what items are in demand by the customer base. Making buying mistakes
which result in selling off inventory at markdown prices is not the course
to take for making the business successful. Such markdown practices usu-
 Internal Operational Planning Considerations 7

ally only result in absorbing losses, setting bad precedent for customer
expectations, and ignoring the root of your problems—lack of knowledge
of the business and its customers.
Integrating the customer service function with the sales function
allows the company to determine their inventory needs based on real
customer orders rather than anticipated customer demand so that the
company can

1. plan its inventory needs based on real sales and not “hoped for” sales
forecast numbers imagined by the sales force;
2. minimize finished goods inventory levels by shipping directly from
production or planned for finished goods stores;
3. ship directly to the customer at the time the product is needed;
4. reduce accounts receivable and its attendant processing costs by using
effective customer negotiating techniques whereby the customer may
be willing to pay at the time of shipment or receipt (or in advance) or
in a more timely fashion—possibly reducing or eliminating the need
for billing, posting of accounts receivable, and resultant collection
and cash receipt procedures; and
5. revamp the sales function from one of order takers, and selling those
products that maximize their commissions, to integration with the
company goals as to which products to sell, in what quantities, and
at what time, and to which customers and at what price.

THE PESSIMISTIC BUSINESS

IS THE ONE WHICH WINDS UP
IN THE MARK-DOWN BUSINESS
HOPING TO RECOVER THROUGH VOLUME

Property, Plant, and Equipment Business

Maintain property, plant, and equipment at a minimum, but be efficient

in its use. Idle plant and equipment causes internal operational anxiety
and may result in inefficient use—that is using what’s there rather than
letting it sit idle. If it is there, it will be used. A good suggestion is to plan
for the normal (or small valleys) not for the maximum (or large peaks),
8 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

network to out-source for additional capacity, and in-source for times of

excess capacity. Working directly with your quality customers helps to
define their present and future needs and correlates to the use and need
for property, plant, and equipment.

Employment Business

The trick here is to get by with the least number of employees as possible.
Never hire an additional employee unless absolutely necessary, relying on
cross training and transferring good employ­ees. Not only do people cost
ongoing salaries and fringe benefits, but they also need to be paid atten-
tion to—which results in organization building. This is extremely impor-
tant to any business, as smaller businesses cannot afford to solve their
problems (as large corporations do) by hiring or downsizing. The busi-
ness must solve similar problems with fewer employees, but more flexible.
Controls over the area of personnel include hiring statistics, effective use
of personnel, productivity reporting, and results produced by employee.

Management and Administrative Business

The more an organization has, more difficult it becomes to manage its

business. It is easier to work with less and be able to control operations
than to spend time managing the managers. So much of management
becomes getting in the way of those it is supposed to manage and meeting
with other managers to discuss how to do this. Management becomes the
promotion for doing. Delegating authority over customer service dictates
the need for fewer managers.
If an organization does both of these successfully—that is, pay atten-
tion to its business, and stay out of the businesses it should not be in—it
will more than likely (outside economic factors notwithstanding) grow
and prosper through well-satisfied customers and keep itself in the posi-
tive cash conversion business, in spite of itself. Management must decide
which of the aforementioned factors it wishes to embrace as its business
criteria, which ones it decides not to include as criteria, and which addi-
tional criteria to include. These criteria become the overriding conditions
 Internal Operational Planning Considerations 9

upon which the business conducts its operations, plans and budgets,
and against which it is measured. It is these agreed upon criteria based
on the earlier factors that define the operating practices that need to be
established.
Of course, an organization also has to stay out of the numbers busi-
ness, that is, looking at short-term reporting criteria: the amount of sales,
backlog, locations, employees, and, the big devil, the bottom line that oth-
ers judge as success. Effective customer service procedures implemented
throughout the company ensures greater long-term growth through build-
ing rapport with quality customers (those that repetitively purchase from
your company) and extracting bona fide referrals to other quality custom-
ers. This may not always be a short-term process with quick results but
it is an ongoing methodology for survival and steady long-term growth.

EMBRACING THE CORRECT CRITERIA IS ONE ISSUE,

ENFORCING THE APPLICATION OF THE CRITERIA IS
ANOTHER ISSUE

Basic Operating Formula

Many business owners, CEOs, and members of top management have
some measure of success or survival through their knowledge and skills
in a technical area (such as sales, retailing, engineering, auto mechan-
ics, or etc.) but may possess minimal knowledge relative to basic good
operating practices. In working with certain members of management,
it is helpful to share some accounting basics that may have been learned
by accountants back in Accounting 101, but these nonaccounting man-
gers may have never learned or comprehended. The following formula
­exemplifies the basic relationship between sales or revenues, costs or
expenditures, and the resultant profit (or loss).

R−E=I

R = Revenues (or sales)

E = Expenditures (or costs)
I = Income
10 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

By adding an additional dollar of sales to the business, the top line

increases (gross sales), but unless expenditures are less than the amount
of the sale, the contribution to the profit line will be a zero or less (i.e., a
negative or loss). However, by reducing expenditures by a dollar (all other
things being equal), the reduction will fall directly to the bottom line
and increase profits on a dollar-by-dollar basis. Accordingly, business suc-
cess is dependent upon business management acquiring only quality sales
from quality customers (i.e., those sales that contribute a desired profit to
the bottom line, and the maintaining of costs at a minimum. Of course,
business management must be aware of their costs and related pricing
structure for each of its products and services and customers.

AN INCREASE IN SALES MAY CREATE A LOSS,

A DECREASE IN COSTS CREATES A GAIN IN INCOME

Helpful Systems
In many businesses today, management is grasping for ways to become
competitive and maintain market position—or merely to survive. The
owners and management have sensed that many of their systems are det-
rimental to growth and have held them back. These are the very systems
that are supposed to be helpful. For example:

1. Planning systems, long and short term, that resulted in formal or

informal plans but not in actual results.
2. Budget systems that became costly in terms of allocating resources
effectively and controlling costs in relation to results.
3. Organizational structures that created unwieldy hierarchies or gaps
in responsibilities, which produced systems of unnecessary policing
and control.
4. Cost accounting structures (usually lack thereof ) that obscured true
product costs and resulted in pricing that constrained competitive-
ness or ignored profitability.
5. Computerized accounting systems that produced elaborate report-
ing without enhancing the effectiveness of operations.
 Internal Operational Planning Considerations 11

6. Sales functions and forecasts that resulted in selling those products

that maximized sales commissions but may not have been the prod-
ucts to sell and produce for effective growth.

Operating practices that perpetuate outmoded systems (“we’ve always

done it that way”) rather than promote best practices are a dominant
­factor in perpetuating the causes that sabotage making and maintaining
these helpful systems more ineffectual. Effective operating practices that
ensure that these systems are operating most effectively, together with
other t­echniques, are tools to make these systems helpful as intended
and direct the organization toward its goals. With the passage of time,
good intentions and, initially, helpful systems tend to deteriorate.
­Operational reviews are then necessary to help get the business back
on track by p ­ inpointing operational deficiencies, developing practical
­recommendations, and implementing positive changes. In most cases, an
encompassing effective operational review is required prior to developing
any long or short term plans and related budgets.

HELPFUL SYSTEMS
ARE MEANT TO BE HELPFUL

Business Success Formula

The business needs to understand the relationship between obtaining a
customer sales order and the flow within the business that results ulti-
mately in a positive profit. This process is described in the following busi-
ness success formula:

CO = BL = PO = SR + AR = CR − TC = GP

CO = Customer Order

Each customer sales order must be entered into the business records as
soon as it is a reality. For major customers, the business’s goal is to obtain
long-term negotiated commitments from these customers so that the
business can plan its providing of products or services in advance. Ideally
for manufacturers such negotiated commitments can be automatically
12 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

plugged into their production schedule. In addition, the business should

attempt to get as much cash advance up front as possible—100 percent
for agreed upon small purchases.

BL = Backlog Order

If the business cannot immediately enter and process the customer’s sale
order, it becomes backlog—that is, a bona fide sales order that cannot
be processed. Ideally, backlog should be zero. If a sales order must be
entered into backlog, it is an indication that the business is not operating
effectively.

PO = Production Order

If the business does not have the items ordered on site or in inventory,
then the order must be processed internally and entered into the system
as a production order, or order in process. The PO should not be entered
into production any earlier than necessary to ensure timely shipment to
the customer. The operating controls from this point are to produce the
order as quickly as possible using facilities efficiently so that all customer
orders are completed to meet customer shipment requirements.

SR + AR = Sale Recording + Accounts Receivable

If the business has not received a cash payment in advance or at the time
of shipment, the customer will have to be billed and the sale is set up as
an accounts receivable. At this point, the customer has the materials and
the business has a bill to the customer with payment terms—which may
or may not be honored. Accordingly, it is incumbent upon the business to
get out of the accounts receivable business where possible and ensure that
all bills are paid in a timely fashion—in advance if possible or at time of
shipment or providing of services.

CR − TC = Cash Receipts − Total Costs

The cash receipt should be received by the business as quickly as p

­ ossible—
hopefully prior to shipping or providing the product. However, where
 Internal Operational Planning Considerations 13

billing and collections must be done the business must be vigilant in col-
lecting the cash payment as quickly as possible. Note that, if discounts
are offered for early payment, such cost must be calculated as part of
total costs. A good rule is to set prices after deducting for the offered
discount, resulting in getting the desired price from those customers pay-
ing within the discount terms and penalizing those others by the amount
of the discount for late payment. In addition, the cost of money for the
period of collection must be considered as part of total costs. Other costs
accumulated as part of total costs include direct product or service costs
(e.g., material and labor), indirect costs associated with the product or
service (e.g., quality control, receiving, and shipping), functional costs
(e.g., sales, marketing, engineering, and accounting), and customer costs
(e.g., presales contacts, during sales contacts, and after sales contacts).

GP = Gross Profit

Theoretically, each customer and each sale to that customer can be looked
at as a profit center. If the business follows this formula, each sale can be
controlled as to its contribution to gross profits, and any necessary reme-
dial action can be taken at the time of the transaction.

EACH CUSTOMER
AND EACH CUSTOMER SALE
IS A PROFIT CENTER

Management Responsibility
Managers at all levels should be held accountable for using the scarce
resources entrusted to them to achieve maximum results at the least possi-
ble costs. Although management should embrace best practice o­ perating
concepts and apply them as they proceed, in the typical business this is
rarely the case.
More normally, business management needs to be sold on the value of
differential systems. In selling the benefits of implementing such operat-
ing practices, it is important to stress that unlike other techniques that
cost time and money for uncertain results, best operating practices can
14 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

pay for themselves. In effect, the operations and control environment

becomes a profit center instead of a cost center.
With the success of best practice operating procedures, manage-
ment quickly realizes that the more the effective operating practices are
in place and the more the recommended economies and efficiencies are
implemented, the greater the savings and results. In addition, the residual
capability for implementing and performing best practice operating pro-
cedures remains in each operating area, so that operations personnel can
continue to apply these concepts on an ongoing basis.
Keep in mind that the intent of implementing best practice operat-
ing procedures is not to be critical of present operations, but to review
operations and develop a program of best practices and continuous posi-
tive operational improvements by working with management and staff
personnel. The concept of best practices should be sold as an internal
program of review directed toward improved economies and efficiencies
that will produce increased operational results. With best operating prac-
tices in place, success of planning and budgeting procedures is greatly
enhanced.

THE SUCCESSFUL BUSINESS

IS THE ONE THAT LISTENS AND TRIES
ALTERNATIVE APPROACHES
LOOKING FOR THE PATH TO SUCCESS

Some Basic Business Principles

Once the business has defined the reason(s) for its existence and its pur-
pose, management must define the basic business principles upon which
they desire to operate the business and to have it function. As business
owners and management, they have the right to define whatever busi-
ness principles they desire and to expect their employees to follow such
principles. However, the definition of such business principles provides
clear communication to all employees (and vendors and customers) as to
how the business is to operate. Each business must determine the specific
basic principles upon which it conducts its operations. These principles
 Internal Operational Planning Considerations 15

become the foundation that the business bases its plans and budgets and
desirable operations and results.
Examples of such business principles include the following:

• Produce the best quality product at the least possible cost.

• Set selling prices realistically, so as to sell the entire product
that can be produced within the constraints of the production
facilities.
• Build trusting relationships with critical vendors; keeping
them in business is keeping the company in business.
• The company is in the customer service and cash conversion
businesses.
• Don’t spend a dollar that doesn’t need to be spent; a dollar not
spent is a dollar to the bottom line. Control costs effec­tively;
there is more to be made here, than increased sales.
• Manage the company; do not let it manage the managers.
Provide guidance and direction, not crises.
• Identify the company’s customers and develop marketing
and sales plans with the customers in mind. Produce for the
company’s customers, not for inventory. Serve the customers,
not sell them.
• Don’t hire employees unless they are absolutely needed, and
only when they multiply the company’s effectiveness, so
that the company makes more from them than if they did it
themselves.
• Keep property, plant, and equipment to the minimum neces-
sary for customer demand.
• Plan for the realistic, but develop contingency plans for the
positive unexpected.

With sensible business principles, the business can be clear as to the direc-
tion for positive movement and avoid merely improving poor practices.
Clear business principles that make sense to all levels of the organization
allow the business to identify and develop the proper operational prac-
tices. In this manner, everyone in the organization is moving in the same
desired direction—singing out of the same songbook.
16 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

MANAGEMENT CAN DO IT THEIR WAY—OR THE

RIGHT WAY

Mental Models and Belief Systems

Many businesses operate on the basis of prevalent mental models or belief
systems— usually emanating from present (and past) owners and man-
agement. These mental models have an overriding effect on the conditions
with which operations within the business are carried out. They can help
to produce a helpful working environment, or atmosphere, or a hindering
one. In effect, such mental models become performance d ­ rivers—those
elements within the business that shape the direction of how employees
perform their functions. Examples include the following:

1. The obedient child in the company survives and is promoted, while

the rebellious child is let go or leaves the company.
2. Only owners or managers can make decisions.
3. Power rises to the top—and stays there.
4. Employees need to be watched for them to do their jobs.
5. Power and control over employees is necessary to get results.
6. Owners or managers are responsible, employees are basically
­irresponsible.
7. Those at the top of the organization know what they are doing.
8. All functions should be organized in the same manner.
9. Higher levels of organization are needed to ensure that lower levels
do their jobs.
10. Policing and control over employees is needed to ensure their
­compliance.
11. All employees are interchangeable.
12. Doing the job right is more important than doing the right job.
13. Control people, control results.
14. Organizational position is more important than being right.
15. Owners or management has the right to set all policies and
­procedures.
16. Owners or managers create results—employees do the job.
 Internal Operational Planning Considerations 17

17. Organizational hierarchies are needed to ensure that things get done.
18. Employees cannot be trusted on their own.
19. You cannot run a business without the proper organizational
structure.
20. Owners or managers know more than employees.
21. Owners or managers have a right to be obnoxious.
22. Owners or management is the enemy.
23. Each function needs its own organizational structure.
24. The more employees reporting to you (and the larger your budget),
the more important you are within the organization.

The accurate identification of organizational mental models, belief sys-

tems, and performance drivers is extremely important in analyzing the
business’s operations. If these things are not changed, operational changes
will only change the system and not business results. With the best plans
and budgets, results will be minimized with the wrong mental models
in place.

CHANGE THE MENTAL MODEL, INCREASE PLANNING

RESULTS—IF YOU BELIEVE IT THEN IT IS SO

Operating Areas to Be Addressed

While typically managements’ major concern is daily operations, to be
most effective, one must include any and all organizational functions and
activities that hinder or help the effort to maintain the business in the
most economical, efficient, and effective manner possible. In this regard,
you must be aware of basic business principles that help to enhance the
organization’s success as well as those that the company should avoid.
With these principles in mind, the business’s operations can be analyzed
to identify areas for improvement in which best practices can be imple-
mented that maximize the chances of planning success and minimize the
risk of failure. Although the primary focus in identifying and establishing
these operating practices is in the manner in which scarce resources are
used, considering the sources and uses of resources and the policies and
18 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

procedures used to deal with the over and under operational conditions,
these are specific areas that need to be addressed.
The first step in successfully identifying and implementing effective
business operating practices is to define the company’s desired criteria for
results as related to their reasons for existence and basic business princi-
ples. These organizational criteria typically encompass the company as an
entity as well as its major functions. Such criteria then become the basis
for establishing plans and budgetary controls to monitor progress toward
it. An example of such an organizationwide criteria structure is as follows:

• Operate all activities in the most economical, efficient, and

effective manner as possible.
• Provide the highest quality products to customers at the least
possible cost.
• Satisfy customers so that they continue to use the company’s
products and refer the company to others.
• Convert the cash invested in the business as quickly as pos-
sible so that the resultant cash in exceeds the cash out to the
greatest extent possible.
• Achieve desired results using the most efficient methods so
that the company can optimize the use of limited resources.
• Maximize net profits without sacrificing quality of operations,
customer service, or cash requirements.

IF YOU KEEP YOUR EYE ONLY ON THE OPERATIONS,

YOU’LL MISS THE RESULTS

Based on these established organizationwide criteria, the business can

then establish related criteria for the major areas of operations such as the
following.

Sales Function

In the best of circumstances, the criterion for the most effective and effi-
cient sales operation involves making sales to the right customers who
provide a profit source to the business. A strong sales function creates
 Internal Operational Planning Considerations 19

realistic sales forecasts that result in a present or future real customer

order. Sales orders and corresponding compensation systems should rein-
force the goals of the company; that is, what items to sell, how much
of each item to sell, at what price, and to whom. And finally, customer
sales should be integrated with other functions of the company, such as
manufacturing, engineering, accounting, purchasing, and so on. Some
questions to ask in the planning process include:

• Are sales made to quality customers with the right products at

the right time?
• Does each sale make a contribution to profits?
• Are all costs compared to the sale such as product costs (direct
material and labor), assignment of product related activity costs
(e.g., manufacturing processes, quality control, shipping, and
receiving), functional costs (e.g., purchasing, accounts payable,
billing, and accounts receivable), and customer costs (e.g., mar-
keting, selling, support services, and customer service)?
• Do sales relate to an agreed upon sales forecast? Is the com-
pany selling the right products to the right customers?
• Do sales integrate with an effective production scheduling or
control system?
• Are sales made to the right customers that can be collected
profitably?
• Do realistic sales forecast result in a present or future real
customer order?
• Are sales for those products, as determined by management,
sold to the right customers, at the right time, and in the right
quantities?
• Do actual customer sales correlate directly with management’s
long- and short-term plans?
• Do sales efforts and corresponding compensation systems
reinforce the goals of the company?
• Are customer sales integrated with other functions of the
company, such as manufacturing, engineering, accounting,
purchasing, and so on.
20 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

Direct Cost

The business wants to operate in the most efficient manner with the most
economical cost in the timeliest manner, considering processes such as
customer order entry, production and service delivery throughput, and
customer delivery. The business should integrate manufacturing and ser-
vice delivery processes with sales efforts and customer requirements, and
increase productivity of manufacturing and service delivery operations on
an ongoing basis. Direct cost control goals should include eliminating,
reducing, and improving all facets of the business’s operations, especially
those nonvalue-added costs, including activities such as receiving, inven-
tory control, production control, storeroom operations, quality control,
supervision and management, packing and shipping, and maintenance.
The business should also be concerned with minimizing the amount of
resources such as personnel, facilities, and equipment that are allocated
to the manufacturing or service delivery process. Planning questions to
ask include:

• Are sales orders entered into an effective production control

system, which ensures that all sales orders are entered into
production in a timely manner to ensure on time, quality
deliveries?
• Is work-in-process kept to a minimum so that only real
customer orders are being worked on rather than building up
finished goods inventory?
• Are the most efficient and economical production methods
used to ensure that the cost of the product is kept to its realiz-
able minimum?
• Are direct materials and labor used most efficiently so that
waste, reworks, and rejects are kept to a minimum?
• Are nondirect labor (and material) costs such as quality con-
trol, supervision and management, repairs and maintenance,
material handling, and so on kept to a minimum?
• Are all operations conducted in the most efficient manner
with the most economical costs?
 Internal Operational Planning Considerations 21

• Are manufacturing and service delivery processes integrated

with sales efforts and customer requirements?
• Are manufacturing and service delivery operations ­conducted
in the timeliest manner considering processes such as
­customer order entry, timely throughput, and customer
delivery?
• Is there a system in effect to increase productivity in all opera-
tions on an ongoing basis?
• Are controls in effect to eliminate, reduce, or improve all
facets of business operations?
• Do procedures exist to eliminate, reduce, or improve all facets
of manufacturing and service delivery operations?
• Are resources minimized such as personnel, facilities, and
equipment that are allocated to the manufacturing or service
delivery process?
• Are raw materials and finished goods inventories kept to a
minimum?
• Are raw materials delivered into production on a just-in-time
basis?
• Are finished goods completed in production just in time for
customer delivery?
• Is the business working toward getting out of the inventory
business?

Functional Activities

While the emphasis for many businesses is to continually increase sales, it

is the responsibility of management to obtain profitable sales from qual-
ity customers, convert a sale into cash as quickly as possible, and add real
profits to the bottom line—more important components in operating a
successful business. Many times the business cannot control the acquisi-
tion of customer sales when needed, resulting, sometimes, in making a
sale for less than a desired profit margin (possibly at a loss). However, the
business can initiate efforts to control and reduce its internal functional
costs, resulting in an increase in its profit margins, and creating greater
22 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

flexibility in its pricing policies. Remember a dollar of cost saved is a dol-

lar that goes directly to the bottom line. Some of the areas of concern for
typical functional costs are as follows.

Accounting Functions—General

• What is the purpose and necessity of each of the accounting

functions and related activities, such as accounts receivable,
accounts payable, payroll, budgeting, and general ledger?
• Is each of the accounting functions operated in the most
economical and efficient manner?
• Are effective procedures in effect that result in the accounting
functions becoming more analytical than mechanical?
• Are computerized procedures developed that integrate
accounting purposes with operating requirements?
• Do reporting systems exist that provide management with the
necessary operating data and indicators that can be generated
from accounting data?
• Is there a process that identifies, eliminates, or reduces all
unnecessary accounting operations?

Billing, Accounts Receivable, and Collections

• Are bills sent out in a timely manner—at the time of

shipment or before?
• Are accounts receivable processing procedures the most effi-
cient and economical?
• Is the cost of billing, accounts receivable processing, and col-
lection efforts more costly than the amount of the receivable
or the net profit on the sale?
• Is the number and amount of accounts receivable continually
analyzed for minimization?
• Are any customers paying directly or through electronic funds
transfer at the time of shipping or delivery?
• Are bills and accounts receivable in amounts exceeding the
cost of processing excluded from the system?
 Internal Operational Planning Considerations 23

Purchasing and Accounts Payable

• Are all items that are less than the cost of purchasing excluded
from the purchasing system—with an efficient system used
for these items?
• Is all repetitive high volume and cost items (e.g., raw materials
and manufacturing supplies) negotiated, by purchasing, with
vendors as to the price, quality, and timeliness?
• Does the production system automatically order repetitive
items as an integrated part of the production control system?
• Has consideration been given to reduce these functions for
low- and high-ticket items leading toward the possible elimi-
nation of these functions?
• Does the company consider paying any vendors on a ship-
ment or delivery basis as part of its vendor negotiation
procedures?
• Does the purchasing function only purchase those items
where economies can be gained through a system of central
purchasing?
• Is there a direct purchase system for those items that the pur-
chasing function does not need to process, such as low dollar
purchases and repetitive purchases?
• Are purchasing and accounts payable systems simplified so
that costs are at the lowest possible levels?
• Do purchasing personnel effectively negotiate with vendors so
that the company obtains the right materials at the right time,
at the right quality, and at the right price?
• Is there a vendor analysis system present that objectively eval-
uates vendor performance?

Other Costs and Expenses

• Are all other costs and expenses kept to a minimum? Remem-

ber, an unnecessary dollar not spent is a dollar directly to the
bottom line.
• Are selling costs directed toward customer service and strate-
gic plans rather than maximizing sales people’s compensation?
24 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

• Is there a system in effect which recognizes and rewards

the reduction of expenses rather than budget increases or
increased expenditures?
• Are all nonvalue-added functions (e.g., management and
supervision, office processing, paperwork, and so on) evalu-
ated as to reduction and elimination?

IF YOU DON’T KNOW WHERE YOU’RE GOING

AND THE RESULTS TO BE ACHIEVED
THERE IS NOTHING TO CONTROL AGAINST

Economy, Efficiency, and Effectiveness

In establishing effective operating practices for business success and to
make the planning and budgeting process more successful, such practices
must embrace the concept of conducting operations for economy, effi-
ciency, and effectiveness. The following is a brief description of each of
the three Es of effective operations.

Economy (or The Cost of Operations)

Is the business carrying out its responsibilities in the most economical

manner—that is, through due conservation of its resources? In appraising
the economy of operations and related allocation and use of resources,
you may consider whether the organization is

• following sound purchasing practices;

• overstaffed as related to performing necessary functions;
• allowing excess materials to be on hand;
• using equipment that is more expensive than necessary;
• avoiding the wastage of resources.

Efficiency (or Methods of Operations)

Is the organization carrying out its responsibilities with the minimum

expenditure of effort? Examples of operational inefficiencies to be aware
of include:
 Internal Operational Planning Considerations 25

• improper use of manual and computerized procedures;

• inefficient paperwork flow;
• inefficient operating systems and procedures;
• cumbersome organizational hierarchy or communication
patterns;
• duplication of effort;
• unnecessary work steps.

Effectiveness (or Results of Operations)

Is the organization achieving results or benefits based on stated goals and

objectives or some other measurable criteria? The review of the results of
operations includes the

• appraisal of the organizational planning system as to its devel-

opment of realistic goals, objectives, and detail plans;
• assessment of the adequacy of management’s system for mea-
suring effectiveness;
• determination of the extent to which results are achieved; and
• identification of factors inhibiting satisfactory performance of
results.

A graphic way to look at the effect of economy, efficiency, and effec-

tiveness on the business’s growth and profitability is shown in the follow-
ing formula.

ECONOMY, EFFICIENCY, AND EFFECTIVENESS

FORMULA FOR GROWTH

G + P = E1 + E2 + E3

G = Growth
P = Profitability
E1 = Economy
E2 = Efficiency
E3 = Effectiveness
26 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

For the business to be successful and grow and prosper in a profitable

manner, management must operate the business using the least amount
of scarce resources (economy), using sound business practices in their
operations (efficiency), to achieve the optimum results of success (effec-
tiveness).

Adequate Operating Practices

Are present if management has planned, designed, and organized
in a manner that provides reasonable assurance that the organiza-
tion’s risks have been managed effectively, and the organization’s
goals and objectives will be achieved efficiently and economically
producing desired results.

Organizational Planning Systems

Organizational planning systems are developed as a collaborative effort
between top management and all the operating functions of the organiza-
tion. This is an attempt to get all the various functions of the company
working toward the same goals and objectives. The initial concern is to
develop more sophisticated procedures to plan and control the company’s
direction, both in the long and short term. The major goals of an inte-
grated planning system include the following:

1. Deliver high-quality products

• Exceed customer expectations, resulting in customer
satisfaction
• Bring quality products to market faster
• Improve quality on an ongoing basis
2. Reduce costs
• Direct material and labor and indirect costs
• Inventory and carrying costs
• Quality control costs, but not quality
• Eliminate time waste
• Reduce defects, rework, scrap
 Internal Operational Planning Considerations 27

As planning needs are defined, it is apparent that all functions need to

work together. To develop an effective organizational plan, various factors
must be considered, such as the following:

• The starting point for organizational planning should be the

organizational operating practices—hopefully operating with
best practices most economically, efficiently, and effectively.
• The nature of the business, type of manufacturing or service
provided, relations with vendors and customers, operating
processes, products or services to be produced, and so forth.
• What businesses the company should be in, what products or
services it should be selling, to whom, and to what extent.
• The control and feedback features required for managing and
controlling operations so as to meet commitments.
• Reporting requirements that enable the organization to oper-
ate in the most economical, efficient, and effective manner.

AN EFFECTIVE AND SUCCESSFUL PLAN

REQUIRES AN EFFECTIVE ORGANIZATION
AND BEST PRACTICE OPERATIONS

Sales and Market Forecasts

The starting point in the organizational planning process is the sales and
market forecast (both short-term and long-term forecasts). This is the
definition of what goods and services the company desires to sell and to
whom. However, because the effectiveness of the organizational plan is
dependent on the accuracy of such a market or sales forecast, many com-
panies experience planning problems before going any further, a result of
their having sales forecasts that are more fiction than reality. So for most
companies the first step in effective planning is to work toward more
accurate sales forecasts on which to base their plans. A good rule of thumb
is that an effective sales forecast should consist of at least 80 percent real
customer orders. This means that the sales function will have to do the
one thing they have not done in years—service the customer.
28 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

SELL WHAT THE CUSTOMER NEEDS, NOT WHAT YOU

WANT TO SELL

The organization, together with the sales function, must determine

what products or services (or product lines) it wishes to sell in the com-
ing period. This decision is made by analyzing past sales, customer (and
noncustomer) needs and desires, inventory levels, production and service
delivery capabilities, futuristic considerations, competitive factors, and
so on. An example of such a product analysis is shown in the follow-
ing. Based on the analysis of these three products (or product lines), the
company has to determine what it wants to do with these products in the
future (see Table 1.1).
Based on the analysis of these three products (or product lines), man-
agement needs to determine what they want to do with these products
in the future. For, instance, product A is a low cost or selling price item
with low profit margins. Management might question whether they want
to stay in this business for competitive reasons—that is, making a low
cost alternative available for those customers where low price is a strong
consideration—or to get out of this part of the business altogether. The
company is not only achieving an unacceptable level of return, but it is
also tying up resources (facilities and personnel) to be used more effec-
tively with other products.

Table 1.1 Product Determination

SP Cost GP Sales Total GP
Prod ($) ($) ($) %a Fore Sales ($) %b ($) (%)
A 18 15 3 16.7 800 540 9,720 2.2 1,620 1
B 32 20 12 37.5 12,000 9,800 313,600 70.2 117,600 67
C 56 30 26 46.4 3,600 2,200 123,200 27.6 57,200 32
16,400 12,540 446,520 100.0 176,420 100

a
% of gross profit to selling price.
b
% of product sales to total sales.
Prod = product, SP = selling price, Cost = cost of product, GP = gross profit, Fore = sales
forecast, Sales = annual sales in units, Sales $ = annual sales in dollars, Total = total gross profit
contribution by product, GP % = gross profit % of each product.
 Internal Operational Planning Considerations 29

Product B is the company’s bread and butter product—that is, the

company sells these items repetitively at a more than acceptable profit
level (37.5 percent). Sales of these items account for over 70 percent the
company’s total business and 67 percent of gross profits. These are the
items that the business is geared up for and where the sales function can
easily obtain customer commitments. This is the part of the company’s
sales forecast that needs to be accurate. With minimal effort by sales per-
sonnel, this can be achieved—if sales personnel would only talk to the
customers.
Product C is the high-price, top-of-the-line product for those cus-
tomers who are willing to pay more for a luxurious look or additional
options—many times a status rather than price consideration. While the
company sells less of these items than product B, the profits (and usually
sales commissions) are greater. Accordingly, there is a tendency for sales
personnel to spend more time selling Cs than Bs, which may be counter
to the company’s plans—that is to sell more Bs than Cs.
Typically, the company doesn’t know what their real costs (and added
costs) are for such top-of-the-line items, and what internal strife this causes
in producing and delivering their standard B items. Company manage-
ment needs to consider their plans for product C—that is, to increase
this business segment, de-emphasize it, or maintain it approximately at
the current level. Management might also consider making the product
C business segment a separate entity or business division. In whatever
case, management must direct the sales function so that their efforts are
expended where desired to meet management’s plans.

ALL BUSINESSES ARE IN A

NUMBER OF BUSINESSES

The Arc of a Successful Product

When the business finds a product with high demand and a good profit
margin (sometimes identified as a cash cow), management must be aware
of such a condition to take full competitive advantage in its planning
process. The arc of a successful product is shown in Figure 1.1.
30 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

Dollars

A Plateau B
Loss of
demand

Initial
demand

Years
A = First point of innovation
Competitors have come in and sales have plateaued
B = Second point of innovation
Market has settled and total sales are decreasing
C = Point of retrenchment
Get out of business or re-innovate

Figure 1.1 Arc of a successful product

While such a product allows management to take advantage of the

marketplace by establishing an unrealistic pricing strategy, it is asking for
two things to happen:

1. The market settles after all of those customers who demand or need
to have the product have saturated the marketplace. Typically within
a relatively short period of time, usually within a year, 80 percent of
all customers who demand the product have purchased the prod-
uct. After such saturation, sales will tend to plateau, and the cost to
continue to increase sales at the same price becomes more costly—
sometimes resulting in losses in each sale. A reduction in price may
increase sales but lose the loyalty of customers who purchased the
product at its high initial pricing.
 Internal Operational Planning Considerations 31

2. Competitors have entered the market and absorbed market share

by reducing prices and increasing quality and more reliable
­delivery and customer support. It is at this point that the business
must decide in its planning process what to do with these prod-
ucts—innovate, expand marketing and sales efforts, or retrench
and look for the next cash cow. This is grist for the planning
process.

THE EARLY BIRD CATCHES THE WORM,

BUT THE SECOND MOUSE GETS THE CHEESE

There are many examples of the early bird and the second mouse.
A few examples are given in Table 1.2.
As can be seen, some of these companies were able to have a great
cash harvest as early birds and others have done quite well as the second
mouse. As part of the planning process you need to look at where your
products are at this point in their life arc, the position of your compe-
tition regarding these products, and whether you want to devote time,
effort, and expense in becoming the early bird or to watch your competi-
tors closely and then jump in as a second mouse—or stay out of this arena
entirely—allocating your resources elsewhere.

Table 1.2 Examples of the Early Bird and the Second Mouse
Product or service Early bird Second mouse
Copy machine Xerox Canon and Sharp
PC IBM Compaq, Dell

Search engine Yahoo Google

Social network MySpace Facebook

Television RCA Philco, Zenith, etc.
Personal assistant Palm Blackberry
Credit card American Express Visa, Master Card
Smartphone Apple Samsung, Google,
Motorola, etc.
32 DEVELOPING SUCCESSFUL BUSINESS STRATEGIES

Business Models
Business strategies that may be dependent upon the type of business the
company is in, many times dictates and defines a specific business model
upon which the business operates its business activities. For instance,
business models of pay first (in whole or partial payment), and then pro-
vide the goods or services afterwards or a business model of knock your
socks off customer services. Following are examples of nationally known
business models related to strategic thrusts:

• Quality differentiation: Maytag appliances and Michelin tires

• Low cost, minimal frills: Walmart and Target stores, Kia auto-
mobiles, Southwest Airlines
• Discount clothing stores (focus): Ross for Less, TJ Maxx
• Customer service focus: Old IBM, more recent Dell; Caterpillar
farm equipment; office supply catalog or internet companies
(Quill, the old Viking)
• Technological position (preemption): Microsoft operating sys-
tems (Windows and Vista), Apple iPod, RIM Blackberry
• Owner or employee satisfaction and gratification: Old Ben and
Jerry, Tom’s Toothpaste, alternative energy
• Innovation and creativity: Apple, Cisco systems, software
development and video game companies, and computer
animation
• Synergy: Office Depot and Gateway, AT&T and Cingular,
Johnson & Johnson and McNeil Labs (Tylenol), Adobe and
Macromedia
• Stock brokers focus: Charles Schwab, E-Trade as opposed to
Smith Barney and Merrill Lynch
• Internet preemption: eBay, Google, Amazon, Priceline
• Outsourcing: electronic manufacturing (Solectron, Flextron-
ics), call centers (First Data, Dubai India)
• Food service: fast food (McDonalds, Burger King, Taco Bell,
Pizza Hut), restaurant chains (Olive Garden, Chang’s, TGIF,
Applebee’s, Cracker Barrel)
Other documents randomly have
different content
638 Christian Gillespie Charles J., clerk, S E Water &, Dock, h S E
Pine i& 2d Gillespie Edmund, conductor, 521 Spruce Gillespie
Elizabeth, widow William, 767 S 17th Gillespie Felix, fluid, 1236
Hancock Gillespie Israel, commission mer. 1439 Callowhill Gillespie
James, dentist. Market n 37th Gille.spie James, fluid, 1236 Hancock
Gillespie James, grocer, 416 S 16th Gillespie James, warper, Gay n
Wood, Myk Gillespie James, weaver, 1009 Milton Gillespie James,
woollen spinner, S side Owens Gillespie James, laborer, Ann n
Melvale Gillespie John, 521 Spruce Gillespie John, brick dealer, 807 S
13th Gillespie John, harnessmaker, 1 Archibald pi Gille.spie John,
laborer, 1523 Cowslip Gillespie John, brickyard, 26th & Reed, h 807 S
13th Gillespie John, cooper, 816 Fallon Drapery Curtains, of every
descriptionj
 GIL 355 GIL Gillespie John, laborer, 1336 Catharine
GILLESPIE J. & T. (John .^ Thomas Gillespie), brickyard, 26th &
Reed Gillespie Lydia, widow Charles A., 1307 Pine Gillespie Maria,
widow James, Huntingdon n Thompson Gillespie Patrick, blacksmith,
2324 Pine Gillespie Patrick, laborer. Maple n Melvale Gillespie Patrick,
weaver, 1413 N 10th Gillespie Robert, tanner, 1433 Columbia av
Gillespie Rose, widow, 917 Thompson Gillespie Samuel, student at
law, 704 Walnut, h 1323 Walnut Gillespie Samuel J., currier, 919
Nectarine Gillespie Thomas, brick mer. 1312 Kates Gillespie Thomas,
clerk, N E Ridge av & Melon Gillespie Thomas, brickyard, 26th &
Reed, h 1312 Kates Gillespie Thomas, gentleman, 1033 Callowhill
Gillespie Thomas, gentleman, 30th n Bridge, h 2216 Green Gillespie
Thomas, salesman, 605 Chestnut, h 2 Louisa av Gillespie Thomas,
tailor, 724 Hubbell Gillespie Thomas L., N W 6th & Market, h 129 N
11th Gillespie T. Lindsay, gentleman, 1323 Walnut Gillespie William,
boilermaker, 713 N 13th Gillespie William, jr., clerk, 337 St John, h N
W Pine & 10th Gillespie William, grocer & provision, S E 13th &
Temple Gillespie William, sugar refiner, 337 St John, h 320 S 10th
Gillespie William, tailor, 816 Fallon GILLESPIE, ZBLLER & CO.
(Thomas L. Gillespie, Charles JV. Reed), grocers, N W 6th & Market
Gillett A. S., vice-pres't & treasurer Girard Fire & Marine Ins. Co., 415
Walnut, h 908 Pine Gillet James, bookkeeper, 411 Gaskill Gillett John,
butcher, 25 Sec 3 Shippen st Market, h 727 Little Washington Gillett
Maria, filecutter, r 946 N 6th Gillett William, tailor, r 1315 Earl Gillett
John, butcher, 727 Moss Gillette John E., map pub. 517 & 519 Minor,
h 531 N 19th Gillette Paul, blindmaker, 727 Moss Gillfoyle Patrick,
carder, Mechanic, Myk Gillham Henry, boot & shoe manuf., 1013 S
13th Gillhaus Bernard, grocer, 442 Canton Gilliams James, M.D.,
dentist, 1004 Walnut Gilliams Jacob J., merchant, Gtn av ab Church
Gilliams J. S., M.D., dentist, 1004 Walnut Gilliams Linnaeus R.,
druggist, 152 Fkd av Gilliard Charles, packer, N W 10th & Sansom, h
Mansure pi Gilliard George, bookkeeper, 323 Walnut, h 1225 Stiles
Gilliard James, drugst. 1521 Market, h 121 S 19th Gilliard John, M.D.,
910 Race Gilliard William, gilder, 823 Wood Gillibran Joseph, dyer.
Church n Tackawanna Gilliee James, laborer, Belgrade n Somerset
Gillice James, jr., carp. Belgrade n Somerset Gilliee John, machinist,
Belgrade n Somerset Gillice Michael, carman, 2 Winter ct Gillice
Owen, clerk, Belgrade n Somer-set Gillies At gus, weaver, Philip bel
Columbia Gillies James B., confectioner, 1873 Gtn av Gillies Sallie,
teacher, 1136 Division Gillies Theodore A., perfumer, 62 N 3d, h 268
S 2d Gilligan Charles, cordwainer, 921 S 8th Gilligan John, laborer,
514 Beach n ' Patten'8, 630 Gilligan John, printer, 514 Beach Gilligan
Joseph, grocer, 229 S 9th Gilligan Michael, carman, 4 Forder av
Gilligan Patrick, laborer, Thompson n Reading av Gilligan Patrick,
laborer, Huston n Belgrade Gilligan Patrick, picture frame depot, 130
N 6th Gilligan Patrick, waiter, r 4 Levant Gillilan James, 228 S Broad
Gillilan James M., merchant, 121 Chestnut Gillin Archibald, wines and
liquors, 1311 Fkd av Gillin Alexander, laborer, 1744 N 3d Gillin
Andrew, cordwainer, 1336 Columbia ay Gillin Bernard, shoemaker, 14
S 19th Gillin Bridget, widow Patrick, soap manufacturer, 420 Monroe
Gillin Daniel, printer, 5 Gray's Ferry av' Gillin Edward, carpenter.
Christian ab Gray's Ferry av Gillin Edward, laborer, Ann n Melvale
Gillin Hugh, engineer, 6 Gray's Ferry av Gillin John, seaman, Ann n
Melvale Gillin John, shoemaker, 1236 Hamilton Gillin John,
stonemason, 2416 Callowhill Gillin Michael, machinist, 5 Gray's Ferry
av Gillin Neal, laborer, 1110 Christian Gillin Patrick, grocer, 814
Shippen Gillin Patrick, laborer, 2132 Cuthbert Gillin Robert,
cofFeeroaster, 1633 Deal Gillin Robert, weaver, Hope bel Putnam
Gillin Robert H., officer dist. court, 746 N 24th Gillinan David, liquor
store, 330 Queen Gilling George, shoemaker, 1230 Hope Gillingliam
A., boarding house, 906 Spruce Gillingham Albert B., moulder, 608
Parrish Gillingham Anna, boarding house, 1427 N 4th Gillingham
Clinton, 986 NFront Gillingham Elizabeth R., teacher, 241 South
Gillingham Frank C, lumber merchant, Richmond ab Gunner's Run h
832 Marshall Gillingham & Garrison (Joseph E. Gillingham if D:ivid R.
Garrison), steam sawmill and lumber yard, 943 Richmond Gillingham
George, iron merchant, 983 N Front, h 1637 N 2d Gillingham G. W.,
hats and caps, 406 S 2d Gillingham Harry, druggist, 2139 Arch
Gillingham Henry C, tavern, 314 South Gillingham Henry D., clerk,
241 South Gillingham Hanry V., hatter, 241 South Gillingham Hester,
seamstress, 1227 N 15th Gillingham James, printer, 241 South
Gillingham John W., superintendent, 2d & 3d et R R Co, 985 N Front
Gillingham Jonathan, iron merchant, 983 N Front, h 985 N Front
Gillingham Joseph, 1235 Spring Garden Gillingham Joseph E ,
lumber merchant, 948 Richmond,' h 832 Marshall Gillingham Joseph
J., iron merchant, 983 N Front, h 113 Laurel GILLINGHAM & SON
(Jonathan, Joseph J., William J., ^ George), iron and steel
merchants, 983 N Front Gillingham J. Watson, livery stable, Marshall
n Brown, 820 Franklin Gillingham Lewis, hatter, Lombard n 11th, h
608 Parrish Gillingham Louisa M , widow Samuel H., 832 Marshall
Gillingham Lucy & Martha, trimmings and variety store, 969 n 11th
Gillingli.nn Lydia, teacher, 1516 Vine I Gillingham Lydia. widow
Yeamens C, 959 N llth Gillingham Mahlon, gent. 2141 Arch I
Gillingham Martha, 1516 Vine Chestnut Street* > ~-^ v
 aiL 356 GIL Gillinghain Martha, trimmings, 959 N 11th
Grillingham Mayland, real est. deal. 323 Walnut, h 2139 Arch
Grillingham Patrick, laborer, r 1311 Carlton aiLLINGHAM ROBERT P.,
coal
 GIL 357 GIV G-ilson Prank, shoemaker, 1203 Federal Gilson
Matthew, lab. Penn, M_yk Gilson Robert, mariner, 117 Keefe Giltey
Andrew, shoemaker, 437 Worth Giltiaan David, liquors, 145 Dock, h
330 Queen Giltinan Henry, clerk, 1 Queen av Gilton J. G.,
tobacconist, Main ab Levering, Myk Gimble Frank, watchman. Manor
ab Montgomery Gimber F. Louis, clerk, 226 Walnut, h Myk Gimber
Stephen, engraver, 1336 N 13th Ginal Henry, teacher, 1241 Coates
Ginal Sophia, confectioner, 1241 Coates Gimbaeh Frederick, tailor,
1347 Palethorp Ginder George, dealer, stall 25 Girard av Market, h
1207 Marshall Ginder Peter, hosemaker, 1225 Olive Ginder Thomas,
clerk, 130 Arch, h 10 N 10th Ginder William A., clerk, 324 Catharine
Gindhart Henry, glassblower, 1126 Vienna Gindhart John,
glassblower, 1126 Vienna Gindhart Joseph, fisherman, 1107 Hewson
Gingle Rebecca, 300 S 13th Gingrich Samuel B., salesman, 43 N 3d,
h 820 N 9th Ginler Edward, weaver. Housekeeper's ct Ginn Thomas,
tailor, 531 S Juniper Ginn Archer, laborer, Cuthbert n IST 23d Ginn
William, laborer, 5 Gaifney's av Ginnis John L., fireman, 941 Sartain
Ginnity Bernard, lab. Osprey ab Sp Garden Ginnodo John Q., builder,
& vice pres't Exchange Ins. Co., 409 Walnut, h 542 N 11th Ginnodo
William, carpenter, 813 N Broad Ginter Edward, watchman, Earle bel
25th Ginter Joseph, laborer, 5 Westford av Ginter Josephine,
tailoress, 5 Westford av Ginther Caroline, widow David, 1024 N 4th
Ginther Conrad, cabinetmaker, 1407 Perth Ginther David,
brassmoulder, Bedford W Ash Ginther David, butcher, 1097 Gtn av
Ginther George, brassmoulder, Bedford W Ash Ginther George,
butcher, 429 George Ginther Henry, cordwainer, 936 N 7th Ginther
John, baker, 327 Catharine Ginther John, engineer, Bedford W Ash
Ginther Joseph, carver, 422 Library, h 429 George Ginther Susan,
widow George, Bedford W Ash Ginther William, clerk, 429 George
Gintner George, laborer, Ashburton n 25th Gintner Henry, brewer,
982 N 7th Gintner Jacob, laborer, 1123 Melon Gintner Nicholas,
carman, 936 Alder Gio John, segarmaker, 1206 Market Gippi James,
laborer. Sergeant W Coral Gippi Robert, jr., laborer. Sergeant W Coral
Gipson Charlotte (c), widow, 507 N 9th Gipson John, teacher, 552 N
2d Gipson Wjlliam E. (c), hairdresser, 213 S 3d, h 248 Union Girar
John, 720 Federal Girard Alfred, painter, 1017 Anita GIRARD
COLLEGE PASSENGER RAILWAY CO., Ridge av and Columbia av
GIRARD BANK, S 3d bel Chestnut Girard House, 833 Chestnut •
GIRARD FIRE AND MARINE INSURANCE CO., 415 Walnut Girard
Levi, carpenter, 1017 Anita GIRARD LIFE INSURANCE ANNUITY AND
TRUST CO., 408 Chestnut Girard Park, 30th and Girard av Girard
Peter, oyster dealer, 324 S Front Girard Pierre, carver, 225 S 2d, h
402 Wood Girard Trust Office, 19 S 5th Girardin Julien, watchcase
springer, 622 Fernon Girault Joseph B., clerk, 307 Market, h 609 N
7th Girbach Albert, tailor, 176 W Girard av Giro Edilberto, Gtn av bel
Armat Girdwood William, salesman, 133 Market Giroux John,
casemaker, 118 N 4th, h 202 N 5th Girton James, carpenter, 507 N
20th Girton Samuel, carpenter, 505 N 20th Girton William, machinist,
507 N 20th Girven William C, bartender, N E Front and Washington
Giryon John B., rigger, 725 Plover Gish Christian, laborer, r Haydock u
Laurel Gisinger John H., salesman, 220 N 3d Gisney A., driver, 418
Moyer Gisney Robert, cordwainer, 418 Moyer Gisvanni Casassa,
musician, 50 Campbell Gitchel David S., seaman, 614 Peach Githens
Alexander, bartender, 8 Plain Githens Benjamin, drygoods, 331
Market, h 415 Spruce Githens Charles, printer, Somerset n Haverford
avenue GITHENS GEORGE W., bootmaker, 802 Cherry, h 848 N 9th
Githens Isaac C, clerk, 242 Chestnut, h Chestnut, Camden Githens
Joel, wheelwright, 3d & Buttonwood, h 680 N 12th Githens John C,
varnish manuf., 638, h 625 Washington av Githens John F., dentist,
436 N 4th Githens John H., dentist, 436 N 4th Githens Joseph A.,
grocer, 532 S 2d Githens Joshua, polisher, r 1129 Sites Githens
Rachel, widow Simon, 509 N 11th Githens William H., painter,
Lancaster av n 36th Githens William M., gentleman, 610 S 9th
Githerns Abigail Mrs., dealer, 1 S 2d St Market, h Camden Gitner
Charles, shoemaker, 4 Hamlet pi Gittigan Ralph, clerk, 212 S 3d
Given Andrew, coal dealer, 2235 Race, h 2018 Winter Given A, & Son
(Andrew and Wilham J. Given), coal dealers, 2225 Race Given David,
weaver, 1510 Palethorp Given C, widow, 608 N 4th Given Eliza, S E
13th and Catharine Given Ervin, bricklayer, 2018 Winter Given
George, clerk, 315 S Juniper Given Hannah, wid William, 908 Poplar
Given James, laborer, 1733 Burton Given Jane widow Robert,
grocery, S E 7th & Carpenter, h 1003 S 7th Given John, butcher,
stalls 123 & 125 Western Market Given John, tailor, 1713 S 5th Given
Robert, saddler. Grape, Myk Given Robert, shoe store, 1707 South
Given Samuel, carpenter, 1219 Peters Given Samuel J., grocery, 1000
S 5th, h 500 Carpenter Given Thomas, shoemaker, 310 N 20th Given
William, bricklayer, Lancaster av ab Haverford Given William, grocer,
Grape, Myk Given William, mason, 1412 Shippen Given William,
teapacker, N W Front & Chestnut, h 310 Tyler Given Williiim H.,
clerk,1031 Clare Given William J., coal dealer, 2225 Race, h 2018
Winter Given William J., lapper, Catharine n 20th Givens Ann,
clothing, 1314 N 2d Patten's, 630 Chcstiint Street.
 GIV 358 GLA Givens A. E., grocer, S W Market & 23d. h 36
N 21st Grivens James, silk merchant, 113 N 15th Grivens James,
laborer, 2 Fife's pi Givens John, tobacco, 421 S 10th Givens Luke,
spinner, 2019 Harmstead Givens Patrick, laborer, 830 Fernon Givens
Robert, weaver, Ella E Amber Givens Samuel, com. mer. 36 N 21st
Givens T., vreaver, 1537 Philip Givens "William J., wines & liquors,
1403 Fkd av Giveny John, brickmaker, 515 S 19th Giveson John,
oysterman, 110 Prime Givetts Louis, druggist, 132 New Givien
William J., clerk, 2018 Winter Givin Alexander, salesman, 225 Market,
h 518 S 12th Givin John, shoemaker, 1918 Wood Glace Edward S.,
carpenter, York n Memphis Glace John, patternmaker, York n
Memphis Glachan John, laborer, Philip bel Columbia av Glacin John,
laborer, 2308 Market Glaeken Andrew, driver, r 8 Cowperthwait pi
Glacken Catharine, wid Terence, wine & liquor, 163 Master Glacken
John, maltster, 133 Philip Glacken Peter, laborer, r 1625 American
Glaekens Daniel, printer, 108 S 22d Glackens William, plasterer, 108
S 22d Glackin Augustus, carpenter, 35 S 17th Glackin Charles,
laborer, r 141 Dana Glackin Daniel, hatter, 871 N 10th Glackin Daniel,
35 S 17th Glackin Daniel, jr., plaster, 35 S 17th Glackin Edwin,
carpenter, 35 S 17th Glackin Hugh, laborer, r 141 Dana Glackin John,
watchman, 1324 Wood Glackin Neal, laborer, r 141 Dana Glackin
Peter, weaver, 1431 Philip Glackin Sarah, widow John, 11 Christian
Glackin William, plaster, 35 S 17th Glacking Sarah, widow Isaac,
Queen, Gtn Gladden Parker (c), whitewr, 1 Benneville pi Gladding
John, bookbinder, 17 S 2d & 50 S 4th, h Dickerson n 6th Gladding
John W., salesman, 50 S 4th, h Dickerson n 5th Glade Isadore,
painter, 510 N 3d, h 521 N 3d Glading David, gent. N W 19th &
Coates Glading Edward, cooper, 36 Catharine Glading Elizabeth,
widow John, 1345 Palmer Glading Frederick, tinsmith, 411 N 2d
Glading George, hairdresser, 425 Vine Glading George, jr.,
hairdresser, 425 Vine Glading James, gas inspector, 36 Catharine
Glading John, clerk, 703 Pine Glading Joseph, wholesale straw and
millinery, 408 Market Glading Samuel W., gent. N W 19th & Coates
Glading William, gent. 703 Pine Glading William H., engineer, 36
Catharine Gladney Jane, 2 Feinour pi Gladney John, oystermnn, 2
Feinour pi Glaesser Charles, bootfitter, 320 German Glamer John,
spinner. Gay n Wood, Myk Gland Henry, 439 Belrose Glandening
James, carpet weaver, 2415 Callowhill Glandin George, morocco
dresser, 1519 American Glandin George, teamster. Centre, Myk Gl
inding James, carpenter. Wood n Oiik, Myk Glandin George, morocco
finisher, 1058 Gtn av Glandin Andrew, teacher pub. school, 1058 Gtn
av Glandin James, chairraaker, 1058 Gtn av Glanney Thomas, dyer,
Washington ab Hippie's la, ^yk Glanney Thomas, jr., cloth finisher,
Washington ab Hippie's la, Myk Glanon John, laborer, r 971 Beach
Glarrenbach Frederick, cutlery, 432 Marshall Glasby George, morocco
dresser, r 213 Poplar Glasby John, grocer. Ocean n Green Glasby
John B., grocer, Ocean n Green Glasby Samuel, police, Ocean n
Green Glasoott John, clerk, 203 S Front, h 2034 Jones Glascott
William, carpenter, 2034 Jones Glascoe Joseph R., gatekeeper. Darby
av be! 74th Glascow Arthur, shoemaker, 911 Auburn Glascow
Thomas, laborer. White bel 15th Glascow Peter, plasterer, 822
Fitzwater Glase Jacob, tavern, S W Del av & Arch Glase & Yoder
{Jacob Glase 6c William A. Yoder), hotel, S W Arch & Del av Glaser
Christian, grocer, 600 Girard av Glaser Jacob, printer, 57 S 4th, h 4th
ab Columbia av Glaser Michael, cabinetmaker, 885 Perth Glaser S. ,
clothing store, 808 South Glasgow Jacob, waiter, 1016 Barley
Glasgow Jacob W. (c), public waiter, 1920 South Glasgow James,
1516 Market Glasgow Jessie, whitewasher, 1123 Rodman Glasgow
Solomon, brickmaker, 1425 Mervine Glaspell John, grocer, 726 Brown
Glass Alexander, furniture, 122 Allen Glass Alexander, trunkmaker, r
747 S 5th Glass Andrew, boxmaker, 3 Ewald pi GLASS A. F.,
Washington House, 709 & 711 Chestnut Glass Charles, lager beer
saloon, 942 Passyunk rd Glass Christian, turner, 3 Nescopeck pi Glass
Edward, porter, 3 Ewald pi Glass Jacob, cabinetmaker, r 917
Hamilton Glass James, cordwainer, 263 N 5th Glass James, clerk,
516 Prune Glass John, bookkeeper, 139 S 4th, h 122 Allen Glass
John, laborer, 1722 S 4th Glass John P., merchant. Market n 5th, h
1418 Chestnut Glass Matthew, boxmaker, 24 N 20th Glass Robert,
boxmaker, 9 Elbow la, h 1420 Shippen Glass Samuel, carpenter, r
313 Garden Glass Samuel, grocery, N E York & Carroll Glass Thomas,
cedar cooper, 904 Ogden Glass Thomas, mason & liquor store, 18th
n Chris tian Glass William, drugs & spices, 1128 N Front Glasscoe
Adam R. (c), 733 Lombard Glasscoe Thomas (c), 733 Lombard
Glasser Joseph, confectioner, 1232 Frankford av Glassey Jane, widow
Robert, 1718 Callowhill Glassey William, machinist, 1718 Callowhill
Glassmeyer Jacob, conductor, 116 Poplar Gla.ssmire Jacob,
conductor, 2208 Clayton Glassner Anthony C, principal Glenwood
school, h Ridge av n 17th Glasson Anthony, teacher, 543 N 12th
Glasson Richard, teacher, 543 N 12th Glasspoole James, mechanic, 6
Carty av Gl(^sspoole James, jr., mechanic, 6 Carty av Glassteler
Joseph, spooler, Keyser n 5th Gla.sy Adam J., trimmings, 621 N 2d, h
603 St John Glasy F. J., trimmings, 621 N 2d, h 603 St John Glasy
Jacob, basketinaker, 1738 N 3d Glatton John, hostler, 1808 South
Glaum Anthony, blacksmith, Fkd av ab Adam, h Kensington av bel
Fkd av G;ause Jacob, carpenter, 707 Erie Glaystine George,
carpenter, 420 Vine Out Coriiicesf Bandst Gimps* Tassels, Fringes,
and Curtain Goods,
 GLA 359 GLE Glaze John, cordwainer, 906 Leithgow Grlazer
Christian, tailor, 978 Leithgow Glazer William, hats & caps, 1050 N
2d, h 1040 Frankfovd av G-lazier Ann, produce, 77 & 79 Eastern
Market, h 1142 Frankford av Glazier Augustus, barber, 302 N Broad
Glazier Frederick M , hatter, 821 Girard av Glazier George,
silversmith, 1922 Wilcox Glazier George W., boatbuildeT, 1020 N Del
av, h Leopard ab Otter Glazier Henry, 1142 Frankford av Glazier
Henry, waterman, 716 Beach Glazier Jacob, printer, 1725 N 4th
Glazier John R., briekmaker, 1109 Frankford av Glazier Peter A.,
fisherman, 1107 Frankford av Glazier William, toolgrinder, r 2113 Gtn
av Glayman John, cordwainer, 1011 N 4th Gleason Albert, stoves,
&o. 1227 Market, h 18th n Callowhill Gleason Cloyes W., 235 N 9th
Gleason Edward, fireman, 9 Godfrey av Gleason Gjorge D., show
card writer, 109 N 7th, h 1118 B.own Gleason Jumes, conductor,
Somerset ab Belgrade Gleason James, gardener, Gtn av ab Derr
Gleason John, laborer, S Front Moore Gleason John, porter, 63 N 3d
Gleason John, engineer, 9 Godfrey av Gleason Margaret, widow, 921
Lafayette Gleason Mary Ann, widow James, hotel, 715 Cherry
Gleason Martin, tinsmith, 13 S Stli Gleason Michael, tavern, 504
Larkin Gleason Morth, porter, 19 S 2d, h 1435 Warnock Gleason
Richard, grocery, 502 Mulberry al Gleason Stephen, hatter, 910
Donnelly Gleason Thomas, laborer, 910 Donnelly Gleason William,
porter, 910 Donnelly Gledhil Francis B., carpenter, 514 S 20th Gledhill
James, iron, 234 S Water Gledhill John, blacksmith, 225 Leopard
Glenn John, carpenter, 1123 Sheaff al Gleesen Patrick, coachman, 7
Tappen pi Gleeson Cutharine, widow Wm., 1327 Mott Gleeson John,
porter, 1527 Tndor Gleeson John, bartender, 127 Gothic Gleeson
Martin, laborer, Somerset n Edgemont Gleeson Patrick, tobacconist,
23 S 10th Gleeson Richard, porter, 1 Branner's al Gleeson Thomas,
jeweler, 425 S 6th Gleeson Wm., porter, 505 Commerce, h 302 Small
Gleffer Augustus, tobacconist, 316 Girard av Gleisner John, hotel, N
W 7th & Cherry Gleisner William, baker, 838 Marriott Glemser
Christian, cabinetmaker, 1113 Charlotte Glenney John, Spring, Rox
Glen J.' N., 1800 Chestnut Glens Henry, carpenter, 6 Hamlet pi
Glendening John, ice dealer, 413 Franklin, h 023 Willow Glendening
John, ice dealer, 623 Willow Glendening S.nmuel, carpenter, 2343
Coate.^ Glendening William, carpenter, 2343 Coatcs Glendinning
Robert, Cashier W. P. Savings ln.=titution, h Ilaverford W 33d
Glendinning Robert, jr., banker, 48 S 3d, h Haverford bel 33d Glenn
Alfred, hatter, N W Race & 8th Glenn Anne, 1302 Girard av Glenn
Benjamin F., accountant, 18 Letitia, h 1700 Greon Glenn Charles,
carpenter, 1306 Austin Glenn Mason, Elizabeth ab Unity Glenn David,
weaver, Philip bel Columbia Pattcn'8, 630 Glenn Dennis, hostler, 233
N 15th Glenn Edward, perfumer, 726 Chestnut, h 219 S 9th Glenn &
Co. {Edward Glenn), manufs. perfumery, &c. 726 Chestnut Glenn
Edwin A., patternmaker, 189 Frankfd Glenn Francis, conductor, 321
Queen Glenn George, moulder, bds 323 N 5th Glenn George D.,
oyster saloon, h 124 S 6th Glenn Jacob, hatter, 3d ab Market Glenn
Jacob, bookkeeper, 23 N 3d, h 8th & Race Glenn James, carter, 713
Jamison Glenn James, hatter, 2 American pi Glenn James, polisher,
1521 N 2d Glenn James, beef butcher, stalls 83 and 84 Farmers'
Western Market Glenn Jane, spooler, Holman N Otis Glenn J , clerk, r
1025 Sargeant Glenn John, sales. 312 N 2d, h 1332 Girard av Glenn
John, bricklayer, 1604 Sansom Glenn John, laborer, Bowen's pi Glenn
John, laborer, 28 Otter Glenn John, laborer, Hope bel Norris Glenn
John, ship carpenter, r 510 Richmond Glenn John, conductor, 739 N
24th Glenn John, shoemaker, 334 German Glenn Joseph, bookbinder,
bds 302 Callowhill Glenn Joseph, cordwainer, 510 S 20th Glenn
Joseph, sexton, 2 American pi Glenn Lewis W., mar. 726 Chestnut, h
219 S 9th Glenn Mathew, laborer. Front bel Chatham Glenn Michael,
stonemason, Arch bet 22d
 GLE 360 GOD Gleser John, hardware, 1244 N 2d Glesen
Michael, tailor, 131 N 4th, h 808 Cherry Glessner Charles, printer, 67
S 4th, h 240 Federal Glessner Oliver P., print. 57 S 4th, h 240 Federal
Gleter John, trader, 212 N 2d Glick Isaac, clerk, 610 S 4th Gliem
Christian, hotel, 2515 Callowhill Gliem John S., salesm. 523 Market, h
327 N 9th Glimser Christian, cabinetm'r, r 1113 Charlotte aiink Gutlip,
bakeshop, 328 N 17th, h 330 N 17th Glinglei- William, printer, 5th
bel Walnut Giinn Henry, shipcarpenter, 921 Warren Glinn Peter,
laborer, 425 German Glinnan Bridget, wid John, tavern, 33 Williams
Glinny John, laborer, 818 Carpenter Glinny Michael, laborer, 818
Carpenter Glisson John S., salesm. 420 Market, h 861 N 6th Glisson
Oliver S., Commander U. S. N., 292 S 3d Glisner Charles, tailor, 841
Chestnut, h 459 N 9th Glock Daniel, secondhand dealer, 917 Ogden
Glecken Catharine, seamstress, 649 New Market Glocker William,
confectioner, 1540 Chestnut Glockler Christian, tailor, 465 N 2d
Gloeckner Robert, surgical instruments, 1 Headman's pi Glode Peter,
statuary, 609 S 2d Glos Andrew, grocer, 1462 N 5th Glose Adolph,
piano tuner, 904 Sansom Glosking Henry, tailor, 1438 N 5th
Gloskowski J., gt frames, 806 Market, h 12 N 6th Gloss Jacob,
carpenter, r 919 Rodman Glossen William, bricklayer, 609 Philip
Gloster John, warper, MoKeown's ct Gloucester Ann (c), widow
Stephen, 1208 Bedford Gloucester Arthur, laborer. Christian ab Gray's
Ferry rd Gloucester John (c), hairdresser, 1208 Bedford Gloughner
Henry, driver, 1138 N 5th ab Norris Gloughner Lewis, driver, 1138 N
5th ab Norris Gloughner Henry, jr., engineer, 1138 N 6th Glouse
John, refiner, 1309 Apple Glover Alice, widow Hezekiah, 516
Sylvester Glover Catharine, widow Joseph, 175 Otter Glover
Christopher, boots and shoes, 736 Spring Garden Glover Elisha V.,
coal, 132 Walnut, h 213 N 5th, Camden Glover Elisha V., jr., clerk,
125 Walnut, h 213 N 5th, Camden Glover John, oilclothmaker, 1729
Buttonwood Glover John W. (c), 1611 Helmuth Glover Richa,rd,
farmer, stall 21 Western Market, h New Jersey Glover Thomas,
laborer, 205 Market Glover William, cordwainer, 907 South Glover
William, waiter, 909 Lombard Glover William, shoemaker, 907 South,
h 909 Lombard Glover William, farmer, stall 112 Western Mkt Glover
William, laborer. South n 73d Gluik Clemant, laborer, 1646
Montgomery av Glutz Michael, shoemaker, 16 Bohemian pi Glynn
James, laborer, Salmon n Emory Glynn John, laborer, 10 Colbrookpl
Glynn Nicholas, laborer, Salmon n Emory Glynn Patrick, laborer,
Richmond n Huntingdon Gobain William, spooler, 1326 Bedford
Gobel Jacob, cutter, 437 Market, h 819 Filbert Goble George, tailor, 4
Brinkley pi Gobrecht Charles J., attorney at law, 818 Walnut
Gobrecht Mary, gentlewoman, 818 Walnut Gobrecht William H., M.D.,
818 Walnut Gobson William, stovemaker, 138 N Broad Godbar
William, weaver. Miller bel Wistar Godber Matthew, waiter, 926
Walnut Godber Matthew, dry goods, 1509 South Godbou Augustus
Daniel, housepainter, NW 12th & Coates Godbou John, housepainter,
720 Callowhill Godbou Louis, constbl. 10th ward, 145 N Juniper
Goddard David, stonecutter, 2120 Cuthbert Goddard Hamer, cloth
finisher, r 1238 Hancock Goddard Harvey, coal merchant, 146 S 4th
& ft of Pine, Schuylkill, h 1322 Walnut Goddard John L., secretary S.
V. & P. R. R. Co., 309 Walnut, h Walnut & William GODDARD PAUL
B., M.D., 1322 Walnut Goddard Paul F., 1322 Walnut Goddard Paul L.,
engineer, S E 39th & Locust Goddard Samuel, tailor, 2120 Cuthbert
Goddard Susan N., widow William B., S E 39th & Locust Godel
Andrew, laborer, 1714 N 11th Godenschweger Charles, shoemkr. r
867 Charlotte Godenschweger Theodore, shoemaker, 703 Parrish
GODEY LOUIS A., publisher, 323 Chestnut, h 1517 Chestnut Godey
Louis A., jr., 1517 Chestnut Godey Michael, carpenter, 2210 Hamilton
Godey Philip, blacksmith, Oxford bel 5th Godfrey Andrew, hotel, Gtn
av & Carpenter Godfrey Benjamin G., fancy silk goods, 243 & 266
Market, h Manheim, Gtn Godfrey B. G. & Co. (Benjamin G. Godfrey
&f W. Y. Colladay), fancy silk goods, 243 & 245 Market Godfrey
Charles, policeman, 3 Sonora Godfrey Charles, salesman, 1122
Chestnut, h 2140 Mt Vernon Godfrey Charles, fishing tackle, 104 N
2d Godfrey Charles, accountant, 47 N 3d, h 2140 Mt Vernon Godfrey
Dennis, laborer. South n Chippewa Godfrey George, carman, 1520
Pearl Godfrey George, bricklayer, 118 N 16th Godfrey J., widow
Thomas, cupping and leeching, 1532 Palmer Godfrey James,
shoemaker, Aramingo n Sepviva Godfrey John, carpenter. Market n
41st Godfrey John, bookkeeper, 2 Winter's ct Godfrey John B., porter.
Merchants' Hotel Godfrey Joseph, shoefindings, 38 N 4th, h 464
Franklin Godfrey Margaret, widow Henry, tailoress, Ball n Clairborne
Godfrey Mary, tobacco and segars, 345 S 4th Godfrey Mary, widow
Robert, 320 N 21st Godfrey Michael, grocer, 1620 Lombard Godfrey
Nathaniel, watchmaker, 523 Pierce Godfrey Pauline, wid. Joseph, Ball
n Richmond Godfrey Stephen J., boilermaker, Richmond n
Cumberland Godley Henry, broker, 424i Walnut, h 1614 Wallace
Godley Jesse, private bonded warehouse, 10 Granite, h 529 Arch
Godley William, attyatlaw, 61 N 6th, h 629 Arch Godon Sylvanus,
captain U. S. N., 2049 Walnut Godown Andrew J., milkman, 512
Thompson Godown J. J., barkeeper, 316 N 3d Godshalk Abraham K.,
salesman, S W 19th and Brandywine Godshalk Daniel R., clerk, 1400
N 7th Godshalk Edmund H., salesman, 153 N 3d, bds Black Horse
Hotel Godshalk Jesse, plasterer, 1416 Mervine Godshalk Levi, laborer,
7th & Germantown av Godshalk Oliver R., grocer, S W 19th k
Brandywine Godshalk W. H., clerk, bds Mt Vernon Hotel Patten's, 030
CUestnut Street* Window Sliatlesj
 GOD 361 GOL Godshall Andrew B., real estate agent, 810 S
3d Godshall Abraham H., produce dealer, 210 Pine Godshall Charles,
butcher, 116 Greenwich Godshall Frederick, bookkeeper, 138 Walnut,
h 1113 Moyaniensing av Godshall Henry C, dealer, 1022
Moyamensing av Godshall Henry S. , coal merchant, 103 Walnut, h
1635 Vine Godshall Hiram S., dealer, 10 S 2d market, h 210 Pine
Godshall Levi, laborer, Gtn av S of Dauphin Godshall Mary A., teacher
pub school, 813 S 3d Godshall Mary, china, 915 Passyunk rd
Godshall Stephen, butcher, 175 Bodine Godshall William, ropemaker,
915 Passyunk rd Godshall William, saddler, Gtn av S of Diamond
Godshell Joseph, salesman, 303 & 305 Chestnut, hlU4 S 5th Godt
Lydia, wid Christian, dealer, stalls 192 and 194 Race st Market, h
Wood n Duke Godwin Francis A., grain broker, 106 S Del av, h 1726
Pine Godwin John W., conductor, 759 S 5th Godwin Joseph, gilder,
507 South Godwin Joseph S., sailmaker, 1244 Moya'ng av Godwin
Samuel P., salesman, 436 Market, h 335 S 18th Godwin William M.,
pres. Corn Ex. Ins. Co., 331 Walnut, h 1607 Summer Godwin W. T.,
1506 Summer Goebel Augustus, hairdresser, 1104 Jefferson av
Goebel Dettrich, tailor, 425 Worth Goebel George, hotel, N E 4th &
Cherry Goebel Jacob, cutter, 819 Filbert Goebel John, tailor, r 12
Current place Goebel Michael, lager beer, 840 N 3d Goehler Philip,
tavern, 1249 N 10th Goehing John A., centre stall 21 Callowhill st
Market Goehmann Charles, cabinetmaker & turner, 1024 Sansom, h
1019 Walnut Goehring Jacob F., gardener, 1622 N 3d ab Oxford
Goehring John A., gardener, 1412 N 8th Goekler William, clerk, 446
N 2d Goell Alvin C. Dr., lessee of telegr, Merchants' Exchange, h 1705
Arch Goell William, telegraph operator, 1705 Arch Goeller Philip, sr.,
gent, 204 Monroe Goeller Philip, jr., hardware, 734 S 2d Goeltz John,
shoemaker, York n Frankford av Goening Frederick, victualler, 1408
Gtn av Goeran Thomas, patternmaker, 213 Allen Goering Christian,
hoopskirt manuf, 407 N 9th Goerlich John, cordw, 278 Diamond
Goermer Lewis, cordwainer, 201 Poplar, h 1620 Thompson Goerwitz
F., bookkeper, 231 Cfeurch alley Goery Joseph, apprentice, Richmond
ab Frankford av Goeser Anthony, cordwainer, 608 Girard av Goess
George C, butcher, 146 Spring Garden st Market, h 1303 N 6th
Goess Conrad, victuallar 1303 N 6th Goettelman George, baker, 2046
Sansom Goetz Ernest, cordw, 4R0 Girard av Goezinger John J.,
grocer, 861 McGrath Goff Ann, widow William, 23d n Pine Goffini
Antonio, stationer, 39 Strawberry, h 911 Tasker Goff Catharine,
widow William, 231 Williamson Goff Jacob W., saddlery hardware,
318 Market, h S W 17th & Summer Goff Joseph, dealer, 925
Moyamensing av Goff Joseph L., coachpainter, 526 S 13th Goff
Martha, widow William, 303 S Juniper Goff Michael M., butcher, 35 S
2d Market Goff Norman, bookkeeper, 10 S Front, h 6 Ellen Goff
Richard W. P., bookagent, 303 S Juniper Gofl' Sophia, widow Henry,
146 Denmark Goff William N., milkman, 210 Greenwich Goforth
John, attorney at law, 141 S 5th, bds American Hotel Gogan John,
currier, 732 Hebbell Gogan William F., 25 N 7th Gogenstein Francis,
machinist, 422 Fedaral Goggins James, salesman, 1011 Market Gogle
Gottleib F., farmer, stall 345 Farmers' mkt, h Del Co Gohan John,
laborer, Ludlow ab 33d Goheen Bently J., coach & wagon builder,
239 S 12th, h 803 Race Goheen Joseph B., blacksmith, 1315 Davis
Gohene Benton, 803 Race Gohl Dorothy Mrs., confec. & ice cream
saloon, 257 S 5th Gohl John, baker, 35 Reed Gohl J. Peter,
confectioner, 257 S 5th Gohn Rosanna, patterns, 237 Brown Gohl
William, printer, 237 Brown Gohl William, confectioner, Germantown,
h 9th bel Montgomery Gohlke John, shoemaker, 303 N 8th Gahm
George F., baker, 1054 N Front Gohr Mrs. HenriettaC, gentlewoman,
237 Union Goines George W. (c) barber, 639 Lombard Goines Joseph
H., barber, 220 Carter Golcher James, gunmaker, 1340 S 2d Golcher
William, carriage bolt manufacturer, 209 Diekerson Gold Annie,
teacher public school, 1726 Cox Gold Charles, grocer, 411 Jefferson
Gold Dennis, stonecutter. Holt av Gold George, bricklayer, 1107 Sites
Gold James L., mechanical dentist, 528 Arch, h 1221 Haines Gold
James L., hotel Chestnut Hill, G T av ab Hartwell av Gold Peter,
moulder. Church & William, Bdg Cold Philip, gentleman, bds Chestnut
Hill Hotel Gold Ulrick, laborer, 3 Bells et Gold William, baker, Spring n
Somerset Gold Willis D., salesm. 331 Chestnut, h 1022 Vine Golden
William, tailor, 1121 Christian Goldbacher Isaac, lithographic printer,
501 Chestnut, h 6 Westford av Goldbank Samuel, grocer, 971
Lawrence Goldbeck Charles, baker. 1026 S 3d Goldbeck Henry L.,
bedding, 439 N 2d Goldbeck Isaac, lithographer, 6 Westford ar
Goldbeck John H., baker, 332 Poplar Goldberg Charles, clothier, 614
N 2d Goldberg & Biicharach (Charles Gohlhcrg and Danld Bachaiirrli),
clothiers, 614 N 2d Goldberg Marcu.s, black.«milh, 40 N 6th
Goldberry Solomon, dealer, 816 Rachel Goldbrught Elizabeth, 927
Swanson Goldeman Fred'k. engraver, 417 Appletree al Golden
Benjamin, burlier, 516 N 2d Golden David, bootmaker, 965 Leithgow
Golden David C, clerk, 240 & 242 Market, h 965 Leithgow Golden
Francis, laborer. Paschal n Lancaster av, H ville Golden John, clerk,
521 Dillwyn Golden John, oysterman, 1020 Hall Golden Michael, car
inspector, Huntingdon n Thompson Golden Robert (c), M.D., 1345
Bedford Golden Solomon, laborer, r 504 Evei-ett pi Curtuiiis, and
Upholstery Goods, Wholesale and lietail*
 GOL 362 GOO Grolder Thomas, glasseatter, Cumberland n
Almond Golden Thomas, laborer, Fremont & Thompson Golder
Lewis, barkeeper, N W Front & Dock bolder Robert, paper store, 226
N 9th Goldey Charles, chandeliermr. 1804 Addison Goldey David S.,
shoe packer, 415 Harmony . Goldey George, 1104 Beach Goldey
Henry, brickmaker, 1706 Coates Goldey Jacob, hotel, 1104 Beach
Goldey Joseph, shoe store, 942 Race, h 1507 Wood Goldey Martin,
oysterman, N E Oxford & 3d Goldey Rebecca, widow Thomas, 1204
Coates Goldfinch John, hostler, 205 Prosperous al Golding Stephen,
puddler, r 326 Wildey Gelding Stephen, sr., puddler, r 326 Wildey
Goldey Margaret, confec. 410 Lombard Goldman D., bookkeeper, 244
Arch, h 211 George Goldman David, salesman, 335 Market, h 1217
Brown Goldman M., millinery, 211 George Goldman Martin,
locksmith, 818 Wood Goldman M., merchant, 306 Market, h 449 N
4th Goldner Charles, machinist, r 1311 Charlotte Goldon Patrick,
laborer, Thompson & Fremont Goldrich Annie, wid Patrick, n
Columbia Bridge Goldrick Miles, bootmaker, 1230 Ellsworth Goldring
Edwin, bootfitter, 321 Harmony Goldsboro Thomas, laborer, Fawn ab
Oxford Goldsberry Samuel (c), laborer, Foulkwood n Frankford
Goldsmith Abraham, clothier, 532 Market, h 402 N 7th Goldsmith
Emma S , 308 Plum Goldsmith Eli, planemaker, 601 New Manket, h r
820 St John Goldsmith George, planemaker, 162 Laurel Goldsmith
Henry, paperhanger, 1316 Howard Goldsmith Herman, prof, music,
1404 N 15th Goldsmith Herman, brewer, 1228 Filbert Goldsmith
Jacob, clothing, 526 Market, h 109 Vine Goldsmith Jacob, salesman,
842 Lawrence Goldsmith Jeremiah, iron worker, Otis W Amber
Goldsmith John, blacksmith, St John n Buttonwood, h r 152 Laurel
Goldsmith Lehman, tobacco, 6 Walnut, h 614 Parrish Goldsmith Levi,
clothier, 532 Market, h 809 Callowhill Goldsmith Brothers {Levi
Goldsmith ^ Ahralimn Goldsmith), clothiers, 532 Market Goldsmith
Margaret, segarmaker, 8 Fishbourne pi Goldsmith Martin, apothecary,
144 W Girard av Goldsmith Meyer, bookkeeper, 5 & 7 N 4th, h 614
Parrish Goldsmith Morris, bookkeeper, 206 New Goldsmith Nathan,
porter, 308 Plum Goldsmith Oliver, M.D., 1520 N 4th Goldsmith
Rachel, clothing, 618 Shippen Goldsmith Robert, carpenter,
Richmond & Ann Goldsmith Robert, carpenter, Lennig's works,
Bridesburg Goldsmith Samuel, dealer, 1109 N 3d Goldsmith Sarah,
wid Jeremiah, b. h. 360 Richmond Goldsmith Thomas 0., salesman,
219 Market, h Camden Goldsmith William, planemaker, 601 New
Market, h 137 Green Goldsmith Zalina. wid Napoleon, stamping &
embroideries, 444 N 8th Goldstandt Solomon, peddler, 331 New
Market Goldstein William, gentleman, 228 Crown Iiace, Alusliiij
Damask, Brocatellet and Goldstine Charles, tailor, 621 Charles
Goldthorp George, blacksmith, 810 Enquirer Goldy Misses Achsa &
Eliza, milliners, 22 N 8th, h 626 Arch Goldy Daniel, cashier, 519
Chestnut, h 252 Chester Goldy Daniel H., compositor, 252 Chester
Goldy Elizabeth, operator sewing machine, 336 Bradford Goldy
Henry, moulder, 2311 Coates Goldy Henry, blacksmith, 336 Bradford
Goldy James, laborer, S 24th n Locust Goldy James M., Rev., 1208
Stiles Goldy James M., jr., clerk, 306 N 13th, h 1208 Stiles Goldy
John, carpenter, 1506 Ogden Goldy John, cordwainer, 1027 S 7th
Goldy Joseph, brickmaker, 336 Bradford Goldy Joseph, shoe store,
1507 Wood Goldy Michael, laborer, S 24th n Locust Goldy Samuel,
lieut. police, 316 Union Goldy William L., druggist, 107 S 10th Goll
Charles, watchcasemaker, 506 Powell Goll Charles, laborer, r 856 N
3d Goll Henry, watchcasemaker, 506 Powell Goll John F., baker, 76 S
2d Goll John K., shoe findings, 235 Beaver Golladay John, laborer, 7
St Paul's av GolJus Christian A., bread, 79 Shippen Market, h S W 4th
k Shippen Golmeyer Charles, cordwainer, 655 G T av Goltzseh
Adolph, hatter, 1 Litford pi Golz Christiana, widow, boardinghouse,
614 Callowhill Gollen Francis, carpenter, 240 Noble Gome
Christopher, expressman, 1234 Woodbine Gomer John, shoemaker,
Otis c Memphis Gomersall Daniel, laborer, Ludlow ab Moore
Gomersall William, manufacturer, S E Frankford & Green Gomez H.,
teacher Spanish language, 1503 Vine Gominger Joseph, gentleman,
1345 Hancock Gominger L., widow George, segars, 1204
Marlborough Gominger William H., M.D., 1135 G T av Gomley Hugh,
coal dealer, 910 Master, h 911 Callowhill Gomley & Byrnes (Hugh
Gomley If Thomas F. Bi/r?ies), coal mers. N W 9th & Master Gomley
William, salesman, 905 S 10th Gonaher Edward, blacksmith, S 23d n
Locust Gondy James, carpenter, 1524 Burton Gone Peter, laborer,
646 N 16th Gongo Enos (c), laborer, Allen n Hedge Gonn James,
boot & shoemaker, 622 Shippen Gonner Henry, grocer, N W Charlotte
& Thompson Gonnigal John, painter, 1528 N 2d Gonsales Robert,
baker, 322 Truxton Gonser John, baker, 37 N 21st Gonser Philip,
fisherman, 1239 Otis Gonsert Maria, widow, Bodine ab Columbia ay
Gonson Christian, baker, 1026 Jefferson Good Abraham, scalemaker,
1008 Thompson Good Charles, undertaker, 921 Spruce Good Cyrus
J., mer. 228 Walnut, h 54 N 13th Good Christian, cooper, Otis W
Carroll Good Edwin A., importer, 21 S 7th, h Waverly Heights Good
George, glue miinuf. 114 Diamond Good G. H., clerk, Frankford Good
Howard, bookbinder, 813 Buttonwood Good Isaac, farmer, stall 94
Franklin Market, h Chester Co Good Jacob, grocer, Germantown av
ab Pleasant Drapery Curtains, of every description}
 GOO 363 GOO Good James, salesman, 18 N 5th, h
Broadway & Jordan, Camden Good James, shoemaker, 807 Essex
Good John, brewer, 1725 Mervine Good John, loekmaker, 444
Garden Good John, porter, 9 Fayette Good John, carpenter, 860
Orchard GOOD JOHN, undertaker, 921 Spruce Good Samuel, gent.
Tackawanna n Foulkrod Good Susan A., widow Robert, 2027 Vine
GOOD & ^yHITE (Edu-in A. Good lV Alexaiider H. White), tailors'
trimmings, 21 S 7th Good William, seaman, 603 S 12th Good
William, carter, 2016 Arch Good William, printer, 813 Buttonwood
Good William P., printer, 813 Buttonwood Goodale William E.,
britannia ware, 1714 Olive Goodall Albert G. , bank note engr. 1509
Vine Goodall Charles, distiller, 822 South Goodall Ruth, widow
Richard. 526 Sylvester Goodall Samuel, moulder, 402 Tasker Goodall
Samuel, conductor, 2556 Callowhill Goodall William, painter, 807
Filbert Goodapple Henry, tailor, 3 White's Retreat Goodlioy John,
cabinetmaker, 922 S 10th Goodbread A., grocer, 841 N 8th
Goodbread David, grocer, 841 N 8th Goodbread Daniel, butcher,
1734 S 4th Goodbread Frederick, grocer, 1004 Vernon Goodburn
John, clerk, S 9th n Fitzwater Goodburn Susan, millinery, 219 N 12th
Goodchild Charles, beef butcher, stalls 39 & 40 Kater Market, h
Greenwich n Front Goodchild Charles, shoemaker, 1113 Ellsworth
Goodchild James, butcher, 903 S 12th Goodchild John, candy, 1003 S
8th Goodchild Robert, shoemaker, 1113 Ellsworth Goodchild Robert
G., shoemaker, 1165 Passyunk rd Goodchild Thomas, butcher, 136 &
138 sec 4 Shippen St Market, h 1339 S 8th Gooderson Edward,
laborer, Emory n Salmon Goodes John, paper dealer, 1244 Olive
Goodes Ebenezer A., painter, 1244 Olive Goodfellow Ann, widow
William, 907 Kurtz Goodfellow Barnard, weaver, Philip bel Columbia
av Goodfellow Henry, att'y at law, 129 S 5th, h 505 Lombard
Goodfellow James, teacher, 505 Lombard Goodfellow John, gent.
Haines, Gtn Goodfellow John, jr., shoemak. Centre ab Schaffer
Goodfellow John, weaver, 170 Columbia av below American
Goodfellow Mary, widow George, 1411 N 4th Goodfellow Robert,
carpenter. Centre, Gtn Goodfellow Samuel, shoemaker. Centre ab
SchafiFer Goodhart William T., printer, 25 N 7th Goodheart Frederick,
carpet weaver, 1441 Warnock Goodhouse Theodore, upholsterer, 3d
bel Green, h 956 N 5th Goodiear AVilliam, butcher, r 1018 Leithgow
Goodier John W., horse dealer, 1302 Parrish Goodin Henry (c). clerk,
208 S Delaware av Goodin Michael, horse trainer. Point Breeze Park
Goodin Samuel, cordwainer, 1012 Newton Goodman Alexander,
dealer, 912 St John GOODMAN ANDREW T., conveyancer, 108 S 4th,
h 15;j3 Cherry Gookin N. W,, engineer, Stocker Goodman Charles,
laborer, Mt Pleasant ab Miner Goodman Christian, lithographer, r 820
Willow Goodman Catharine E., teacher pub. sch. h Callowhill
Goodman Christopher, driver, 27th ab Girard av Goodman Daniel,
cottonlap manufactory, 1205 Hamilton Goodman Daniel, 3 Hebrew pi
Goodman Daniel, cottonlap, r 220 N 2d Goodman David, locksmith,
616 N Front Goodman Edward, puddler, 967 N Del av Goodman
Gabriel, tavern, G T av ab Miller Goodman George, cutter, 203 S 2d
Goodman George F,, printer, 225 Callowhill Goodman Henry,
brickmaker, 2140 Thouron Goodman H. Earnest, res. phy. Will's
Hospital Goodman Jacob, weaver, Oxford bel 2d Goodman James,
attorney at law, 453 N 6th Goodman James, weaver, 1422 Hope
Goodman John, tavern, 1013 N 4th Goodman John R,, M.D. 1058 N
2d Goodman John R., M.D., 324 N 10th Goodman Julius, bookkeeper,
Mer. Exchange Goodman Joseph, rag dealer, 1642 Mervine Goodman
Joseph W., bootfitter, 916 N 4th Goodman Marks, clothing, 252 N 2d
Goodman Peter, shoemaker, 22 Gay's ct Goodman Philip, farmer,
Lamb Tavern rd ab Broad Goodman Samuel, printer, S E Chestnut &
3d, h 504 New Market Goodman Samuel, salesman, 19 & 21 S 4th, h
Gtn Goodman Samuel, weaver, r 1622 Hope Goodman Stephen,
shoemaker, 413 Julianna, h 540 Vincent Goodman William, dealer.
Centre, Gtn Goodman William, laborer, r 1422 Hope Goodman
William, laborer, Mt Pleasant ab Miner Goodman William E.,
salesman, 247 Market, h Lime Kiln rd, 22d ward Goodrick John,
printer, 924 Ridge av Goodriek William, 1235 Callowhill Goodsell
Charles, ivory turner, 1205 Deacon Goodsell Christiana dealer, stall
37 Girard av Market, h 1205 Deacon Goodshaw Mary, 1127 Olive
Goodshire James, butcher, 54, 56, 65, & 67 see 6 Jefferson Market
Goodwill George, wheelwright, 472 N 2d Goodwillie David H,, M.D.
dentist, 1605 Arch Goodwin Ann M., wid Thomas, Adrian n
Thompson Goodwin Benjamin, shoemaker. 1121 G T av Goodwin
Benjamin F., cordwainer, 1031 St John Goodwin Catharine, wid
Theodore, 825 Auburn Goodwin Charles (c), dealer, 7 Emeline
Goodwin Charles T., dentist, 138 S 11th Goodwin Charles P.,
bricklayer, 1015 Girard av Goodwin Cornelius, dining saloon, 48 S 3d,
h 712 Goodwater Goodwin Daniel R. Rev., provost Univ. Penn. Locust
bel 40th Goodwin George, cabinetmaker, Bodine bel Montgomery av
Goodwin George, shoemaker, Dauphin n Gaul Goodwin James,
cooper, 1225 Vine Goodwin James, boltmaker, 2305 Vine Goodwin
James, shoemaker, Aramingo n Sepviva Goodwin John, laborer,
Aramingo n Trenton av Goodwin John, liquor dealer, Front &
Diamond Goodwin John, policeman, 304 Catharine Goodwin John F.,
attorney at law, 144 S 6th. h654 N 17th Goodwin John S,, police,
1301 Winslow Goodwin Joseph, tobacconist, 514 Federal Goo
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