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One of the most effective instruments in a CEO’s toolkit is a realistic, actionable strategic plan that is implemented effectively. Unfortunately, many companies spend millions of dollars on strategic plans that reside on bookshelves and never get opened. In addition to not being used, sometimes these plans represent great strategic thinking but aren’t aligned with customers’ critical problems, or they are so generic that any company’s name could be on the title page. Accordingly, it’s not surprising that companies haven’t implemented the plans they already have.

The housing sector in Jordan suffers from a lack of balance between supply and demand, in general, and from the inability to meet the demands of low‐income households, in specific. The purpose of this paper is to explore the potentials and obstacles facing low‐income housing supply. It is shown that there is undersupply in low‐income housing.

The attributes of the supply–demand model are explored using qualitative and quantitative research methods. The first research step was archival. Findings indicated a presence of major obstacles facing developers and hindering them from supplying low‐income housing. The second research step included face‐to‐face interviews with the local developers in three major cities: Amman, Irbid and Zarqa. They were interviewed using a semi‐structured and open‐ended questionnaire.

Results indicated that most plausible causality of undersupply of low‐income housing is due to macro‐environment attributes: controllable – management (lack of human resources and capacity building), real estate (lack of marketing skills and sales advertising), technology and construction industry (inaccessible appropriate building technology and affordable construction), land ownership and site selection (limited to the developers geographical area); and uncontrollable – financing (small capital operation and difficulties in bank loans and lending), government policies (lack of incentives, tax exemptions, and rigid laws and regulations), and social and cultural (social needs requires certain spatial arrangements and rejection of borrowing from financial institutions for religious reasons).

The study recommends increasing supply of low‐income housing can be achieved by various means and not by single attribute. Attributes affecting this price reduction and increase homeownership include implementing real estate principles and processes, co‐operation of all key‐players through various forms of public/private partnership, facilitating procedures in commercial banks, increasing the number of units that share services and infrastructure, constructing multi‐use housing projects, defining gradual revenue rates for services and limiting revenue rates for the housing units, developing local construction material, using simple shapes and configurations, and reducing non‐used space like the formal reception and dining areas despite their cultural value.

Statistical inferences will be needed in a future study to complement the present study's investigation of low‐income housing production in Jordan.

As the first of its kind, the research help to identify policy implications for different partners (housing developers, local planning authorities, national housing and planning authorities and government policy makers) in order to increase homeownership for low‐income groups.

Focuses on profit drains and how to stem them as they can be camouflaged in the midst of usual, everyday occurrences. Goes on to list the five most critical as: customer complaints; lack of innovation; annuity compensation programs, efficiency through standardization, and looking inside out. Explains these in full and, further, gives traps to avoid and steps to take. Summarizes that to ignore profit drains not only threatens a company’s profitability but also its long‐term survival.

Profit margins are easily destroyed when companies focus on internal issues versus the external conditions that affect customers. Revenue comes from the outside, from customers buying products or services, not from implementing new technology, re‐engineering business processes or building great teams. Focusing on external forces increases the bottom line. In fact, by shifting to an external focus, companies can often increase profits from 5 to 10 percent.

On a brisk day in Springfield, Illinois, an attractive African-American family stood on the steps of the Illinois Old State Capitol waving to a rapturous and diverse audience of Americans following the family's patriarch's announcement that he would run for the presidency of the United States of America. Standing in the shadows of the legislative building where he worked and the adopted hometown of President Abraham Lincoln who was known as the “Great Emancipator” of the slaves, the symbolism was lost on no one. By announcing his candidacy, he was entering one of the most competitive and diverse fields of presidential candidates in the history of the nation, including its first female and first Latino candidates. When the freshman Illinois senator, Barack Hussein Obama decided to make a bid for the presidency, many Americans were surprised and fascinated with the possibility of its first African-American leader. Older Americans, especially African Americans, had clear knowledge and some personal memories of the national history replete with the vestiges of slavery, the Civil War, and a failed Reconstruction Era in the forms of de jure segregation in the South and de facto segregation throughout the rest of the country. Despite the progress made as a result of the legislation emanating from the activism of the 1960s civil rights movement, this history created a socio-cultural narrative rife with prejudice, racism, and discrimination. Consequently, the nation's race relations narrative was fraught with the tensions between its majority and minorities.