Q No. 1. What are the complementary components of the SAS HR system and folks policies that produce the company successful? Which kind of role does the HR function play; in other words, will HR play an important role?
Human Resource (HR) functions and people procedures play an important role in success of SAS. Based on the information available on the company's website, HR in the organization is accountable for growing and guiding its perspective and articulating the organization's strategy to help acquire, develop, praise, and retain the best ability. HR division in the headquarters has a team of on the 100 employees who spouse with SAS business units to maximize the potential of SAS' very best advantage, the employees, by providing HR programs that drive innovation and ingenuity. It plays a role of aligning HR with business goals that drive results.
They HR and people policy of SAS play its guideline in lots of ways; however, there are three main functions of HR that donate to the success of SAS:
Recruitment and Selection
Recruitment and selection is an activity by which organizations identify individuals, appeal to them to apply for careers in the organization, and screen them to find suitable applicants to load job vacancies. The main role of SAS's HR is to recruit and select those individuals who aren't only talented and innovative, but will be the right fit for SAS culture as well. SAS is a strong-culture group, ethnical fit is important in the hiring and retention process. The organization has a culture of cooperation, teamwork, and mutual respect; which is the responsibility of HR to choose those applicants who are expected to match into this culture. A great way to promote and sustain a culture of an organization is through its recruitment and selection process.
Training and Development
As mentioned in the case study "about half of the SAS Institute people got probably not worked anywhere else or had, for the most part, one other job before becoming a member of the company. " This means the organization brings in fresh ability and trains it as per its need. Training and human being source of information development is another main function of HR. Responsibility of HR in training and HRD further boosts when the company gets all training programs done internally.
The organization delivers four types of training mainly:
o Orientation: New employees after their signing up for are socialized and given basic training through orientation program. Senior managers brief new comers on the company history and its own eye-sight. The orientation includes materials on the history of the company, company composition, its business design, the demographics of the customer base, and the way the SAS system is put currently in the market.
o Technical Training: SAS has considerable technical training because of its employees, and nearly everything is done internally. Extent of that can be imagined by the volumes given in case study; the company conducted 400 inside technical training workshops in nine and half weeks with total attendance around 3, 000 people. Company has made up-to-date complex skills within its culture, as The Director of Educational Solutions division known that "managers need complex skills to get credibility in the business. "
o Training for sales employees: New employees in the sales get two weeks training. There is also five to six week training program pass on over a six month period.
o Management Program: This program is within three parts and takes eighteen weeks altogether, with there being one-half day of education weekly for six weeks.
Payment and Benefits
HR has performed its role by building and implementing another type of type of compensation and gain system. Basic salaries of SAS employees are incredibly competitive with the industry and are changed regularly with merit rises given one per year. Although the company will not pay commissions and don't have commodity available, but it has wisely associated the rewards with performance through bonus deals. By the end of each one fourth, each manager gives performance article; these reviews are combined to compute the overall bonus for the staff by the end of year. General philosophy of the reimbursement system is to deemphasize financial bonuses as a source of motivation.
The company offers a variety of benefits to employees, such as:
- On site medical facilities
- On site Montessori day care
- Gymnasium
- Eating cafes
- Elder health care counseling
- Undergraduate scholarships for children of employees
- Paid getaway, etc.
Performance Management
Performance examination and management system of SAS in addition has distinctive features. It really is based on chat instead of documentation. David Russo - Vice President HR, has a theory of performance management which is easy but effective: give people the tools to do their job and then escape just how. In the machine he executed in SAS, rather than formal appraisals and performance planning, managers commit to hang out speaking with their employees and offer them feedback at least three times annually. He thinks that it is difficult to control someone's performance, but it is straightforward to observe results. HR has implemented a system of Management by Goal (MBO) where brief and long-term goal are set and then people are evaluated based on the completion of these goals.
Q No. 2. Why has SAS been able to escape with a settlement system that seems to violate industry conventions? So how exactly does the system motivate employees and what drive theories can describe the result?
Compensation is the remuneration received by an employee in substitution for his/her contribution to the business. It is a practice which involves managing the work-employee relationship by providing advantages to employees (Business Dictionary). Settlement is a part of human resource management which helps in motivating the employees and improving organizational success.
Compensation and benefits system of SAS has unique features, and the primary reason of this is the viewpoint of its control, which is shown in the next quotes:
"A raise is only a raise for four weeks, after that, it's just somebody's salary" (David Russo)
Jim Goodnight refers stock options to 'Ponzi Strategies'.
"Sales commissions do not encourage an orientation toward taking care of the client and building long-term interactions" (Goodnight)
"Commission rate culture is too high pressure" (Goodnight)
"We want the sales company to be customer focused, to be customer driven, not focused on short term sales results" (Barrett Joyner)
SAS does not offer its employees stock options. Basic salaries of the employees are incredibly competitive with the industry and are revised regularly. Employees get merit boosts one per year. These increases derive from the supervisor's diagnosis of the person's performance through the year. The business contributes 15% into employees' revenue sharing retirement ideas. Employees get reward by the end of year based on the company's financial performance. Company has an over-all idea of deemphasizing financial bonuses as a way to obtain inspiration. Even in the sales group, account representative are not paid based on sales commissions. SAS' management has viewpoint that commission rate culture is too much pressure, and does not reflect the permanent relationship building with customers. The company promotes team culture and does not post comparative sales data by name and encourages more of a collective orientation rather than competition among people.
The company offers an array of benefits to employee; a lot of those are completely at the business cost and the others are subsidized by the business. Benefits include:
(Source: SAS website)
Company-paid holiday. Domestic partner benefits.
Staff Assistance Program (EAP). Family medical leave and sick and tired days.
Term life insurance. Paid paternity leave.
Alterations THERAPEUTIC MASSAGE
E book Exchange Nail Salon
Campus Reductions Racquet Stringing
Car Detailing Skin Care
Dry out Cleaning The Ft. Matters - Pedorthic Services
UPS - Personal Delivery Adoption assistance.
HRA Promise Form (Retirees)(PDF).
On-site summertime camp in Cary for school-age children.
Retiree Health Reimbursement Layout (HRA)
Financial, pension and house planning workshops offered on-site.
SAS Old age Plan, which includes Profit Showing, Safe Harbor
Group Vehicle and Homeowners Insurance Program.
Group Long-Term Good care Insurance Program.
Group TERM LIFE.
Health Care and Dependent Care Flexible Spending Accounts.
Supplemental Income Cover for Long-Term Impairment.
College scholarship or grant program for children of SAS employees.
Accidental Loss of life and Dismemberment coverage
APPLICATION OF Ideas OF MOTIVATION
Maslow's Need Hierarchy:
The basis of Maslow's motivation theory is the fact human beings are encouraged by unsatisfied needs, and that one lowerfactors need to be satisfied before higher needs can be satisfied.
SAS satisfies all five needs of its employees in the next ways.
* Physiological Needs: The company pays basic salary to all employees irrelevant with their performance, has eating cafes and other facilities for the basic needs of humans.
* Protection Needs: The business provides a working environment which is safe, has comparative job security, and flexibility from threats.
* Public Needs:The business induces teamwork and co-operation. They have lake and picnic places where employees collect on weekends. It generates a feeling of acceptance, owed, and community by reinforcing team dynamics.
* Esteem Motivators: The business recognizes successes, assign important tasks, and provide position to make employees feel valued and valued.
* Self-Actualization:The business offers challenging and meaningful work tasks which enable creativity, creativity, and improvement regarding to long-term goals.
Murray's theory of express needs
Murray discovered needs as one of two types:
1. Most important Needs: Major needs are founded upon biological needs, such as the need for oxygen, food, and water.
2. Extra Needs: Supplementary needs are usually psychological, such as the need for nurturing, freedom, and accomplishment.
Achievement: matching to Henry Murray, one of the needs folks have is achievement, to do one's best, to perform something important, to execute a difficult job. People in SAS are given full opportunities to be creative and innovative. They receive challenging jobs to satisfy their dependence on achievement.
Autonomy: another need according to Murray is to acquire autonomy, to be able to come and go as desired, to say what one's think about things. Performance management system of SAS provides autonomy to employees to complete their responsibilities and goals, and will not measure their performance based on their activities but on results.
Change: to do new and different thing and change in day to day routine. People in SAS in any way levels have job rotations, even professionals have job rotations.
Herzberg's Motivator-Hygiene Theory:
As per Frederick Herzberg,
1. Motivators e. g. challenging work, recognition, and/or responsibility (intrinsic components of job) give positive satisfaction.
2. Cleanliness Factors e. g. status, job security, salary and fringe benefits (extrinsic elements) do not give positive satisfaction, although dissatisfaction results from their lack. These are extrinsic to the work itself, you need to include aspects such as company plans, supervisory procedures, or income/salary.
If both models of characteristics can be found, then staff are happy and satisfied. If they are absent, personnel are miserable and unsatisfied.
SAS has both characteristics present in its system. One of the main of its people policy is an focus on intrinsic motivation and trusting visitors to do a good job. Management of SAS feels that motivation is basically intrinsic; and works for the fulfillment of both extrinsic and intrinsic factors. Motivators at SAS are its challenging and creative work, acknowledgement of employee's work, process identity, task significance, and public factors etc. Cleanliness factors are the competitive salaries offer to employees, a range of fringe benefits etc. Employees of SAS are satisfied and determined as both factors of the theory are present in the business.
Equity Theory:
Adams' Equity Theory calls for a good balance to be struck between an employee's inputs (hard work, skill level, tolerance, passion, etc. ) and an employee's outputs (salary, benefits, intangibles such as popularity, etc. ). Based on the theory, finding this good balance functions to ensure a strong and productive marriage is achieved with the worker, with the entire result being contented, determined employees. Much like lots of the more prevalent ideas of desire (theories by Maslow's Hierarchy of Needs, Herzberg's Theory, etc. ), the Adams' Equity Theory acknowledges that understated and variable factors affect an employee's assessment and perception of their relationship with their work and their employer.
SAS employees are determined because they are rewarded according to their inputs. Each employee has a simple salary, but if he offers more input he's given bonus offer to keep carefully the balance between inputs and outputs. SAS has high equity; first principle of folks policy of the business is to treat everyone quite and evenly.
Expectancy Theory:
According to Expectancy theory, employees in an company will be motivated when they believe that:
- investing in more effort will produce better job performance (expectancy)
- better job performance will lead to organizational rewards (instrumentality)
- predicted organizational rewards are valued by the worker (valence)
SAS employees have all the three elements of the expectancy theory within their jobs. The organization gives intensive training to its employees to learn the job, which increases their self-efficacy. If a personal has required skills and knowledge, his expectancy will be high. The business compensates its employees predicated on their performance, so they believe that performing well effect into rewards, and are encouraged. Settlement and benefits proposed by the organization satisfy both their intrinsic and extrinsic needs. Business takes cares of everything for the employees from their children education to enclosure requirements so the outcomes of the performance have definitely high valence.
Goal Environment Theory
Goal environment is a powerful way of motivating people. Locke's research confirmed that there was a romantic relationship between how difficult and specific a goal was and people's performance of a task. He found that specific and difficult goals resulted in better process performance than hazy or easy goals.
According to the theory, to stimulate goals must consider the amount to which each one of the following is available:
1. Clearness.
2. Challenge.
3. Dedication.
4. Reviews.
5. Task complexity.
Performance management system of the business is based on goal setting techniques and measuring the performance based on results. Challenging and sophisticated task is part of the job in SAS anticipated to dynamics of its business. As part of its performance management system, managers commit to hanging out speaking with their people and providing feedback at least 3 x annually.
Q. No. 3 Identify the kind of authority that SAS has? How important is command to the business's culture, and success? Why?
Jim Goodnight, CEO and cofounder of SAS Institute, is a true leader of the organization. The culture of the organization reflects his school of thought of control and management. The SAS Institute work environment was obviously initiated by Jim Goodnight himself. He's the principal driver, though several of his direct accounts play key tasks.
To understand the control style and management way of Jim Goodnight, excerpts from some interviews of Goodnight and his employees receive below:
Dr. Goodnight spends a whole lot of his time development, which is cool. (SAS employee)
Recently, SAS was considering a substantial investment opportunity. Jim asked many of his direct reviews for their source and he listens well. He's not looking for consensus, though. He calls for everything in and then makes a decision fairly quickly. In this case, he decided not to pick it. (SAS Supervisor)
Jim's way is to place some bets on multiple systems in the expectations that you will show right. Since he started the company, his vision has been extremely accurate. (SAS R&D supervisor)
I hate meetings. I think most of them are a waste material of time. I'm the employer that doesn't like to manage much. I like to do start-up stuff and then move on to something else. (Jim Goodnight)
Following excerpts are taken from the research study to understand various aspects of Goodnight's leadership style and viewpoint:
* No formal industry eye-sight. Thinks the industry is going too fast.
o "I'm less of your visionary as Charge Gates, therefore i can't tell where in fact the industry is going. "
* Statements that he does not have any viewpoint or grand plan that leads the company's operations
o Rather, there are some simple premises and concepts that guide daily decisions and behavior
* No cubicles.
o Everyone has private offices from frontline to managers.
* No specific financial goals
o "Merely to take in more money than we spend"
* No specific expansion goals
o However, sales team has aggressive goals
o Goodnight thinks unless you expand, you die
* Simple metrics
o Once a month, Goodnight considers a one-page report on income and expenditures.
o Believes software development and customer service are difficult to quantify, so don't spend a lot of time trying to gauge the unmeasurable.
* Limits the bureaucracy.
o Goodnight himself has 27 direct reports from all parts of the business (managers, directors, and VPs)
* Does not believe in stock options.
o Identifies them as Ponzi schemes
* Approves the general floor plan of every new building on the SAS Institute campus in Cary, NC (200 acres).
o Architectural aim is to provide people a feeling of belonging to a particular group.
* Does not believe people work very well under conditions of exhaustion. Believes in a 35 hour week, 9 to 5 work day with suprisingly low extra time put in.
o "I've seen a few of the code that people produce after long nights and it is garbage. "
o "I'd rather have sharp focused people that write good code it doesn't need just as much testing. "
o "I recently came back from a Microsoft discussion and they said that now Microsoft has three testers for each programmer. "
* He is also a "working director" like all the business's other managers.
o Spends a significant ratio of his time development and leading product development teams
Following theories explain the management of Adam Goodnight:
Characteristic Theory
Trait theories suggest that attributes - personality, social, physical, or intellectual - differentiate leaders from non-leaders.
Goodnight has the following leadership qualities, at least:
o Communication skills
o Ability to motivate people
o Ability to listen
o Team-building expertise
o Analytical skills
o Aggressiveness in business
o Intelligence
o Knowledge
o Decisiveness
o Sociability, etc. ,
Behavioral Theories
According to best-known behavioral theories of leadership - Ohio Condition College or university studies, the University or college of Michigan studies, and Blake and Mouton's Authority Grid, there are two main proportions by which managers can be characterized. Inside the Ohio Express studies, both of these measurements are known as initiating structure and awareness. Initiating structure refers to the amount to which a innovator will probably establish and structure his / her role and the assignments of employees to be able to realize goals. Account is defined as the extent to which a leader will probably have job interactions characterized by common trust, esteem for employees' ideas, and regard for their feelings.
James Goodnight is a person of high factor, which is demonstrated in the work environment and benefits he has offered to his employees. He is an extremely employee-oriented innovator who emphasizes on relations whether it is with employees or with customers. Blake and Mouton leadership grid details him as Team Management authority and to some degree Country Club management. In team management, work fulfillment is from determined people who have common stake in the organization's goal; it contributes to relationship of trust and admiration. In country membership management, thoughtful attention to the needs of folks for satisfying connections leads to an appropriate, friendly company atmosphere and work tempo. Goodnight has generated excellent relationship with his employees who are committed to the business, and he has generated an atmosphere and environment to best help the needs of folks as well.
Fiedler Contingency Model
In Fiedler's model, command effectiveness is the consequence of interaction between the style of the leader and the characteristics of the surroundings where the leader works.
According to Fiedler, "the potency of a leader is determined by the degree of match between a dominant trait of the leader and the favorableness of the problem for the first choice. The dominant characteristic is a personality factor leading to the leader to either relationship-oriented or task-orientated"
The second major factor in Fiedler's theory is recognized as situational favorableness or environmental adjustable. This essentially is thought as the degree a situation enables a leader to exert affect over an organization. Fiedler then extends his evaluation by concentrating on three key situational factors, which can be leader-member relation, task framework and position electricity. Each factor is described in the following.
1. Leader-member relations: the degree to that your employees accept the leader.
2. Task framework: the amount to which the subordinates' jobs are described at length.
3. Position power: the amount of formal authority the first choice possesses by virtue of his or her position in the organization.
Goodnight adopts relation-oriented and task-oriented methods in different situations. Sometime he's task-oriented and at times he is romance oriented. He is apparently very much together with everything of the business, and chooses at times to become involved in issues that one would not typically visualize catching the attention of your CEO. Conversely, he appears to give his direct reports an obvious route of where SAS Institute is certainly going on the product/technology front, and then let's them run their own areas. Direct information often go two or three weeks without discussion with Goodnight. In the meantime, the CEO spends almost 50 percent of his time coding, so he's very associated with the product lines on a regular basis. This passion for the technological side of the business enterprise is clear to employees.
Leadership is important to the culture of SAS. Culture of SAS is its major competitive edge; Goodnight attributes his success to developing SAS's culture around serving the needs and purposes of individuals. He developed complex systems to hear the needs of his 3. 5 million customers, and practiced what he preached by trading an unprecedented 30 percent of his revenues in research and development to meet their needs. He also invests in his people and in the culture of SAS that facilitates them. SAS is designed to nurture and encourage imagination, invention, and quality. SAS also recognized on-site child care and attention, health care, home living, and fitness gyms long before such benefits were commonplace because Goodnight thinks that supporting the life span purposes of the average person creates a world of trust, respect, and commitment. That is why SAS employees are renowned for their talent, desire, and devotion to SAS. He has built a world-class business that dominates in an extremely competitive industry by creating a work environment based on trust and esteem for stakeholders in and beyond your corporation, and his model is currently being emulated by others. Command of Goodnight has played an exceptionally important role in the success of SAS Institute.
Q. No. 4 Describe visible elements of SAS organizational culture? How will you feel it is different or the same from other high technology companies?
SAS has a very strong culture which is essential to its success. It has a culture which is fixed and has been unchanged since inception. SAS culture has the following main characteristics:
* Employee centered
* Staff interdependence
* Risk taking
* Innovation
* Employees are cured quite and equally
* Trust employees
* Cooperation
* Excellent work environment
* Technical
The management of SAS says, "In the event that you treat employees as if they make a difference to the company, they will make a difference to the business. " That's been the employee-focused idea behind SAS' commercial culture. At the heart of the unique business design is a simple idea: "satisfied employees create satisfied customers". (http://www. sas. com/)
First and foremost is that the business's beliefs are employee-centered. SAS Institute seeks to send a strong message to all employees that the business truly cares about every man and female on its payroll, as individuals. Some of that is just manifested in tangible things, from the on-site medical service to the piano player in the business cafeteria (or caf, as it is called in SAS Institute books). One example of employee-centered tendencies are available in the fact that each employee has his or her own office. You can find no cubicles. While SAS Institute identifies this as a way to maximize output, it also ties in with the functioning theory for Jim Goodnight, that he would like to treat his employees as he needed himself to be treated as a worker.
I could definitely make a lot more money somewhere else, but I wouldn't have practically just as much fun. (SAS sales professional)
Another significant feature of the culture is worker interdependence. SAS Institute has constructions in place to encourage, and even demand teamwork. Employees will let you know that it is easy to get help when needed. Searching for help when needed is critical to success within the business. The SAS reward system encourages interdependence. For example, everyone in the sales company gets a bonus, depending on performance in accordance with other users of the sales team but relative to target.
One senior professional describes what it takes to squeeze in at the business.
You need to value a sense of contribution, you will need to value humility over individual recognition, and you also must want to work in an environment of total interdependence. If you need a whole lot of ego or tangible reimbursement, this isn't the area for you. (Jeff Chambers, SAS director of HR)
There's really very little competition within sales. We're not rivalling with one another, but competing with our own goal. (SAS staff)
SAS Institute motivates a genuine spirit of risk-taking. Many employees touch upon their ability to take chances, and most everyone agrees that it really is okay to are unsuccessful. As one employee in technical support says, "We can try anything within reason here. "
That the SAS Institute work environment is resource-rich also contributes to the unique culture. Employees are given what they have to do their careers. Everyone you speak to mentions this.
If you will need something here to really get your job done well, you'll receive it without a large hassle. -(SAS worker)
The physical area and facilities make a big difference at SAS Institute. There are a gym, healthcare middle, and childcare focus on site. Every floor atlanta divorce attorneys building has a number of "break rooms" stocked with caffeine, tea, cold drinks, cookies, crackers, and other refreshments. Each Wednesday, the break in the action rooms are stocked with large canisters filled up with M&M candies - a perk lots of employees discuss, as their favorite thing about working at SAS Institute.
All of the huge benefits and perks are available to all employees, and everyone on campus is a SAS Institute staff: software engineers, salespeople, childcare employees, groundskeepers, and so on. Goodnight believes highly that folks are much more committed if they're part of the company. All employees have the same exact benefit plan potential (of course, higher-paid people are paid at an increased rate).
People at SAS are cured fairly and evenly, which is first principal of Goodnight's 'people viewpoint'. A couple of no designated auto parking spaces no executive dining area. Goodnight and other mature executives eat lunchtime regularly in one of both company cafeterias.
Innovation, creativeness, and technology are parts of SAS culture, and are anticipated in a high technology successful company. The company spends its 1 / 3 of the revenue into research and development. While commenting on the strategy of SAS products, Good evening noted that the company would not turn down something idea if it seems to be good one, even if didn't tightly fit the existing product line. This gives an opportunity for folks at the institute to work on new ideas and in new domains, which is one of the factors of drive of SAS employees.
SAS culture is quite unique of that of several other high tech firms. Its work environment and the benefits offered to its people identify it from the other companies. Many of the other high technology organizations change from SAS in their idea of employee drive, compensation system, and performance management. Many of those companies use extrinsic rewards to encourage employees, and use financial incentives as a source of job inspiration. However, SAS uses intrinsic rewards to motivate employees, and in reality the general viewpoint is to deemphasize financial incentives as a source of determination. In performance management, a lot of other companies have written, formal, and set up performance management systems, on the contrary SAS does not have formal performance appraisals and it is merely predicated on the interactions and relationships. Rather than formal appraisal and performance planning, professionals time talking to their people and providing reviews.
SAS Institute will business diversely than most software companies. Instead of sell its software, SAS leases to its customers - a technique of enormous importance in understanding the company's marriage to its users. The actual fact that leases must be alternative annually creates a tremendous emphasis on client satisfaction and quality.
Most of the other firms used a lot of short-term help and contract programmers, many acquired a quarter or more of their labor force comprised of deal structured labour, while SAS do not outsource any job. Within compensation system, the others considered stock option important but SAS never really had this thing; every person else believed that they cannot attract and maintain ability if the firm did not offered people the possibility to get abundant through stock. Also almost all of the other companies were production and sales focused but SAS had its people centered school of thought and culture. Shorter working time and non-commission based bonuses to its sales team were also distinct top features of SAS commercial culture.
SAS culture is a particular competitive gain to the firm; it has an extremely strong culture which is crucial to its success.
Q. No. 5 Describe the organizational composition. Do you feel that the framework has something regarding SAS's success?
"Organizational structure can be defined as just how or method through use of an hierarchy that a group, business, company, people or objects collaborate to have success on one common goal. " (http://organizationalstructure. net/).
SAS Institute's organizational composition is flat, informal, and non-bureaucratic. There are only three or four levels, with respect to the specific department, in the organization. Company is prepared in 27 models that report right to James Goodnight. Each individual manages his/her area of the business which is given responsibility to run that area. Generally, communication occurs at one level below the CEO. According to the case study, people at SAS commented on the lack of bureaucracy in the company. All managers of the business are 'working professionals' including CEO, they are doing their jobs as well as manage others. CEO himself spends a significant ratio of his time programming and leading product development groups.
Organizational composition of SAS can be viewed as among the factors that played a job in SAS's success. The organization has flat structure that means that top management is nearer to underneath level employees. Adam Goodnight had a far more control on its corporation through its composition. If the composition was contains many levels, Goodnight might possibly not have that control over his company. The obvious advantage of the flat structure is that employees do not feel significantly removed from the top of the company, which seems to help instill the business values. Flat organizational composition increased coordination and well-timed spread of information among different departments. The very best management is closer to the middle management which makes it easier for the top management to converse effectively to the low level management. Even organizations are normally more effective in conditions of invention and empowerment. Toned organizations require increased coordination and use of clubs and work group environment. Because of the organizational framework, it was possible for Goodnight to implement his management viewpoint and plans up to underneath. Another advantages in this framework was less bureaucracy and easier decision making. Each one of these factors enjoyed role in success of the business.
