...eer University of Phoenix Material-Business Proposal Feedback Checklist |Important information |Included? |Comments | |Identification of market structure |X |You did a good job explaining that the shampoo market | | |Yes No |is a Monopolistic market. | |Assumptions regarding market structure and elasticity |X |I completely agree with you with Pantene being elastic.| | |Yes No |Like you mentioned competition in this market is strong| | | |as new products are launch every day. | |To what degree do you agree or |SD=Strongly Disagree |Justification |Comments | |disagree with the items below? |D=Disagree |included? | | | |N=Neutral | | | | |A=Agree ...
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...1. Introduction 1.1. Purpose of the Document This document provides the business process description, a data storage summary and potential IT solutions. 1.2. General Overview Our general objective is to have a central IT system, for the five DGs involved in research, based on Web technology for the storage and management of the essential proposal data and documents. The general business process is described by the following figure: 1.3. Goal of the negotiation Collection and finalisation of all the documents and information required to produce a contract for a given proposal (for any instrument and funding system of FP6, see Annex 1). Implementation of the recommendations of the experts and requirements imposed by the Commission. 1.4. Characteristics of the negotiation The negotiation is an interactive and iterative process between the Commission on one hand and, mainly, the coordinator on the other hand. In some cases, the Commission communicates also directly with other project partners. Communication means are mail, e-mail, phone, meetings, and might include web-based electronic submission. 1.5. Starting point of the negotiation preparation There is no clearly defined starting point of the preparation of the negotiation. Activities described in section 2 which do not imply contacts with proposal participants may potentially be undertaken before the negotiation authorisation is given 1.6. Starting point of the negotiation The authorisation to negotiate...
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...of possible values to each want Ex: 100-150 euros or “will deliver by Friday” * Phase 1- Preparation Issues Wants Importance Entry Exit Problems your ideal high, med, low should be walk reasonable away * CHECKLIST FOR PREPARATION 1. What are the negotiable issues? 2. What do you want for each? 3. Rank each by it’s importance to you * -High absolutely critical – certain or no deal * -Medium – important but not critical * -Low – like to achieve but would not sacrifice the deal if not obtained 4. What are your entry and exit limits? 5. Entry terms should be reasonable 6. Exit terms are your “walking away” positions 7. All prepared positions could be revised if circumstances suggest changes are advisable * Phase 2-Discovery -Ask open ended questions “How’s business?” “What do you hope to get out of today’s negotiation?” -Listen for clues to what they really want, take notes, the more they talk the better -What criterion are you using? What are your priorities? How do you calculate those numbers? How do you feel about this issue? -Keep doors open, if a “No” ask why, find solutions -Never say “no”, but ask a question, if we agree to this proposal, what would you be willing to offer in return? Look for signals -Our normal price is… (they may have a special price for special circumstances) -It would be extremely difficult…(but not impossible) -We do not want to be locked into this...
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...REQUEST FOR PROPOSAL for Mandy Lane, Inc Georgia Titans Baseball Practice Complex Stockbridge, Georgia 30281 Dennis I. Oggs doggsi@yahoo.com PM 598 Contracts and Procurement Management Submittal Deadline: December 31, 2012 TABLE OF CONTENTS Section Title: Page Number: 1. INTRODUCTION X 1.1 Description of Georgia Titans Baseball complex in Stochbridge Georgia 1.2 Background 1.3 Objective of RFP 2. NOTICE TO PROPOSERS X 2.1 Submittal Deadline 2.2 Type of Agreement 2.3 Term 2.4 RFP Contact Persons 2.5 Inquiries and Interpretations 2.6 Public Information 2.7 Selection Process 2.8 Criteria for Selection 2.9 Proposer's Acceptance of Evaluation Methodology 2.10 Solicitation for Proposal and Proposal Preparation Costs 2.11 Key Events Schedule 2.12 Historically Underutilized Businesses 3. PROPOSAL REQUIREMENTS XX 3.1 General Instructions 3.2 Preparation and Submittal Instructions 3.3 Pricing and Delivery Schedule 3.4 Terms and Conditions 3.5 Submittal Checklist 3.6 Electronic Submission 4. GENERAL TERMS AND CONDITIONS XX 5. SCOPE OF SERVICES XX 6. EXECUTION OF OFFER XX 7. PRICING AND DELIVERY SCHEDULE XX 8. PROPOSER'S GENERAL QUESTIONNAIRE XX 9. ADDENDA CHECKLIST XX ...
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...Chapter 3: Medical Information Systems (Pg.89-91) Case Study Abstract Maggie Pressman, Paul Goldberg, and Steve Youngblood are equal partners in their own consulting business, which specializes in designing and installing computer-based information systems for physicians. Dr. Houser contacted Paul and asked if his consulting firm would be interested in submitting a proposal to upgrade the information system for the entire regional medical practice. The project included integrating the six offices and two pharmacies into one system; the physicians will eventually hire an information systems person to oversee the operation of the system. Dr. Houser wanted Paul’s firm to do it, rather than other large consulting firms, which had prepared a request for proposal with the help of the organization’s purchasing manager. However, the divergence existed among Paul’s group. Paul was enthusiastic about the opportunity, while Maggie moaned that she couldn’t spend any time helping with the proposal, and Steve said this project was too big to do for them. Significant Learning Points 1. Sometimes organizations identify several or many needs but have limited funds and people available to pursue potential projects to address all of those needs. In this case, the three partners must go through a decision-making process to prioritize and selected the project that would result in the greatest overall benefit. 2. Projects are identified in various ways by different organizations...
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...Restoring Trust in WorldCom 1. What are the three or four central objectives that Breeden hopes to achieve with the proposals in “Restoring Trust”? Why is reform needed? What are the benefits? What are your concerns regarding the reform? The WorldCom Corporate Monitor, Richard Breeden, believed that in order to correct the ills that faced the company, WorldCom needed to adopt a strong Corporate Governance structure. The central objectives of his proposal “Restoring Trust” included improving the composition of WorldCom Board, eradicating financial misconduct, correcting executive compensation and enhancing shareholder influence and involvement. According the Breeden the WorldCom board seemed to have a decent combination of backgrounds and independence, however, the board did not provide the proper oversight to manage the company or its personnel. The board was described as disinterested, dysfunctional and had no control over its CEO Bernie Ebbers. Breeden made suggestions to improve the board, such as recommending maximum term limits for directors, continued separation of the CEO and chairman, an improved meeting schedule reflecting a minimum of 8 meetings per year, two of which were offsite away from the headquarters and to be lead by the non-executive chairman. Breeden also outlined the functions of board committees, the committee composition and also set director compensation at a flat rate in an effort for the directors to take their roles more seriously. The benefits...
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...Service Innovation Proposal Abstract When a company’s main business focus is service and clients, service innovation becomes vital to the success of the company’s lifeline. The company can use an approach such as the one in the proposal, Innovation Business Design Model (IBDM), to create a 5-step roadmap (University of Phoenix, 2009) when applying the steps to create a service innovation proposal. The following proposal provides a definition of what service means to a company, a description of how a company such as Intelligent Office uses the roadmap for service innovation to assist with the company’s business needs, along with an explanation of how Intelligent Office uses unique nuances of service innovative to the IBDM. Service Innovation Proposal Service can be described as performing a type of work, duty, or labor for a superior, manager, or a client and receive compensation for the work performed. Service can be provided by any industry such as medical, bereavement, technical, hospitality, telecommunications, charities, retail stores, financial institutions, and public utilities. Much of service innovation in today’s businesses revolves around online services and e-business. However, some companies can combine brick and mortar and the Internet to accomplish a goal of providing service for customers. For a company to use service innovation, situational assessments and market analysis through flowcharts, graphs, interviews, surveys, trends, cultural awareness, and...
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... | 2. Name of Principal Investigator (PI) ______________________________________________ Name of Faculty Advisor (FA), if PI is a student__Dr. Les Brinson _________________________________ Telephone Number (PI): 919*530*4526_ Mailing Address (PI): PO Box 19408 Durham, NC 27707 Telephone Number (FA):919*530*5166 Mailing Address(FA): Taylor Ed. Rm 217A Durham, NC 27707 3. PROJECT TITLE: ____________Organizational Communication and Its Relationship With Job Performance and Job Satisfaction _________ 4. PROJECT TYPE: __N__ (Select one: N = New; AR = Annual Renewal; PC = Protocol Change) This is a : _SP__ (Select one: SP = SPECIFIC PROJECT or GP = GRANT PROJECT PROPOSAL) If Grant Project Proposal, list agency and address to which project is being submitted: __________________________________________________________________________________________ ____________________________________________________________________ 5. This project relates to previous Request # ____________________, approved on 6. PI/FA Recommendation (If the PI is a student, the FA must also sign this sheet): [ ] Exempt from further IRB Review, see Exempt Paragraph # ___________ [ ] Full Review Signature (PI)...
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...Successful Real Estate Information System Plan Jon A. Snyder Park University Management/Computer Information Systems IS 315 Computer Sys Analysis & Design I Annette M. Story February 27, 2012 Abstract Since information systems become more and more important in our today’s society, business firms, organizations, and individuals rely on these systems to manage their daily business and social activities. Hence, it becomes more and more important not only to support the efficient development of such systems but the modification and adaption of once deployed information systems need to be supported, too. Since complex requirements and the technical progress of computer systems lead to a high complexity of computer systems, the use of software models helps to manage system’s complexity and provides a tool for communication and documentation purposes. In particular for web-based information systems, a number of model driven approaches were developed. However, I believe that compared to the user interface layer and the persistency layer, there could be a better support of consistent approaches providing a suitable architecture for the consistent model driven development of business logic from early analysis until system maintenance. Analyzing and Developing a Successful Real Estate Information System Plan System analysis and design consists of four major phases and they are the planning phase, the analysis phase, the design phase and the implementation phase. The...
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...SAS Global Forum 2007 Planning, Development and Support Paper 129-2007 Project Organization Proposal (POP) and Project Leadership Plan Guide Rex Pruitt, PREMIER Bankcard, Inc., Sioux Falls, SD 57104 ABSTRACT In my 20+ years of experience using SAS and organizing projects, the success or failure of any project, no matter how small or large, generally resulted from how well a project was planned, organized and executed. This paper presents an easy to use Project Organization Proposal (POP) that can be implemented without adding additional resources to the MIS or IT divisions. It simply suggests the effective use of existing resources. However, as would be expected, the POP will only succeed if it receives support from 1) business MIS Management, 2) IT Management, 3) and their respective staff. The collaboration of all resources associated with a project is critical to its success. Clearly defining roles and accountabilities must be established prior to project initiation. Also included in this paper is a Project Leadership Plan guide. This guide will serve as a critical planning document, or checklist, that can be used to ensure that any project meets with success. If this guide cannot be completed, the project should not be initiated. 1 SAS Global Forum 2007 Planning, Development and Support INTRODUCTION In my 20+ years of experience using SAS and organizing projects, the success or failure of any project, no matter how small or large, generally...
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... and Steve Youngblood are equal partners in their own consulting business, which is specialized in design and install computer-based information systems for medicals. These system usually includes patient records, prescriptions, billings, and medical insurance processing, sometimes the medical customers have a manual system and want to computerize it, or they have an existing computer system that needs to be upgraded. Generally, the consulting business provides the necessary hardware as software to its customers, they also install and teach the employees how to use the new resource, because of that, the cost of most of these projects ranges from $10,000 to $40,000, depending on the amount of hardware needed. Dr. Houser, one of the doctors for whom Paul had done a project, left her private practice to join a large regional medical practice, which has six offices throughout the region, and two of that also include a pharmacy. So, Dr. Houser contacted Paul to see if he was interested in submitting a proposal to upgrade the information system for the entire regional medical practice, this project will include integrate the six offices and two pharmacies into one system, because presently, each office has its own system. Paus discovered that a team of representatives from the six offices and two pharmacies, with the help of organization’s purchasing manager, has prepared a request of proposal, and the proposals are due in two weeks, and the larger consulting companies received...
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...oversight of management, Honda appoints outside directors to its Board of Directors and outside auditors to its Board of Auditors. To strengthen its business execution system in each region and workplace, as well as enhance the supervisory function of the Board of Directors, Honda has introduced an Operating Officer System. To help its Board of Directors respond quickly to changing business environments, as well as to improve the flexibility of its decisionmaking process, Honda limits directors’ assignments to one year and Corporate Governance: Organization Board of Auditors: 5 Auditors (Outside Auditors: 3 Auditors) Business Ethics Committee: 6 Officers Compliance Officer Regional Sales Operations (Japan) Regional Operating Board Risk Management Officer Regional Operations (North/ Central America) Regional Operating Board determines their compensation in accordance with business results. Based on its fundamental corporate philosophy, Honda has refined its organizational structure. A general manager from the Board of Directors or an Operating Officer is now assigned to each administrative region, business and functional division. The Executive Council deals with important global issues, and regional operating councils deal with important regional management issues. Honda has developed a highly effective and efficient business execution system to respond to the needs of customers and societies with swift, optimal decisionmaking. In the area of internal...
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...would need to create an acquisition/procurement department. Human resources would hire or select key individuals to attend acquisition and procurement training. There are a lot of rules and regulations that must be learned and understood before any bids can be made. Secondly, a detailed operation performance checklist must be created in order to evaluate current and past performance. The purpose of evaluating the operations performance is to have a true assessment of the company’s capabilities both strengths and weaknesses. Next the newly created acquisition/procurement team would register the company with GSA and FBO to look at and observe pass bid performances and learn from them to grasp understanding in the area. The entire preparation would take anywhere between 3 to 9 months before biding on the first contract. Reference: Osborne, Steve R., (2011) “Winning Government Business: Gaining The Competitive Advantage With Effective Proposals”, 2nd Edition (2011) Analyze the elements of both the technical evaluation and the past performance evaluation and determine which is hardest to evaluate from the federal government perspective and how you (as a business owner) could make it easier. From the assigned reading the technical evaluation in my opinion is much more challenging than the past performance evaluation. Let see, on the technical side their assessment include, a rating for each technical...
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...Political Order Checklist for NSAs/Anyone entering Political Orders * Make sure LUR rate card is attached to Fusion Proposal and verify rates/Rate Class match (applies to Local and CCRS orders) * Reject incorrect orders back to the Political Point with specific notation in the History and Notes section of what needs to be corrected * Check for appropriate revenue type that includes Political in its description. A political revenue type is required for both broadcast and streaming political order lines. * Confirm correct Product Code has been entered on the Billing tab. * Add appropriate comment in History and Notes Section * For Non-Preemptible Orders add, “This is a Non-Preemptible Order. All order lines must be changed to a 500 Priority Code.” * For ALL Political Orders enter the name of the Political Point * For ALL Political Orders, enter status of all required forms: “NAB/Inquire forms are attached, or ‘in-house,’ or ‘to come” * For Federal Candidate Orders only (Federal Candidates include those running for President/Vice President, the US Senate, or the US House of Representatives - all other candidates are considered ‘State and Local’ candidates) The Certificate of Candidacy MUST be in-house, attached to the proposal, or received before the first spot airs. In the Notes 1 field, enter the appropriate comment: * “Do NOT air without Certificate of Candidacy” if the certificate has not been received * “Certificate...
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...Uttarakhand Regional Economic Development (RED) Prgramme: A joint venture of GTZ & NABARD 1. What is RED programme? RED is a joint venture of GTZ & NABARD for the economic development of Uttarakhand state through development of certain pre selected value chains in agro based sectors, improvement in business and investment opportunities for the private sector and promotion of rural MSMEs in the state in Specific Agro–Based Industries. 2. Which sectors are eligible for support under the RED programme ? Seven sectors viz. ■ Medicinal and Aromatic plants (MAP) ■ Spices ■ Vegetables ■ Pulses ■ Dairy ■ Traditional/Non-traditional fibers ■ Agro Processing 3. What will be the form of assistance under the RED programme? Grant assistance in the form of ✓ seed capital for start-up ventures, or ✓ “Margin money” for existing business to enable them to access bank loans. ■ Grant to be used to create or acquire infrastructure, technical or managerial know-how, inputs like seeds or implements, aggregation or processing of farm produce by value chain intermediaries. 4. To what extent the support will be granted? ■ GTZ grant to be based on merit, to the extent of 30 to 40 percent of project outlay with maximum limit of Rs. 8.00 lakh per project. ■ The selected MSME to arrange the remaining 60 to 70 percent (as the case may be) from either own resources or from bank as loan. (Including NABARD’s support from its own...
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