...ENSR International, headquartered in Westford, Massachusetts, provided a broad range of environmental consulting services. The firm had 70 offices worldwide, including 45 in the US. The non-domestic offices were distributed throughout the world, ranging from Canada to Azerbaijan. 2000, ENSR had 1,200 employees, most of whom were experts in one of 60 different technical disciplines such as meteorology, atmospherics, biology, chemistry or engineering. During the last year, ENSR did approximately 3,000 projects. The average project lasted about a year in duration and was valued at around $30,000 in net revenue. A typical project yielded a contribution margin of about 60% on net sales. This percentage contribution didn’t vary systematically across projects of different size. ENSR had just gone through a management-led buyout with Wingate Partners, a Texas-based private equity firm. The new ownership team felt that bottom-line results could and should improve significantly. ENSR had been chasing this lucrative project at Westchem for some time but its main rival, Hughes-Hailey, seemed to have the inside track in recent weeks. So, the loss of the project did not come as a surprise. Each Monday for the past six years, Anderson, CFO Ed Bernice, SVP of HR Bob Kelleher and Bob Weber, President of North American Operations, sat down and discussed the key issues facing the company. The report was clear in that it showed little improvement in the firm’s utilization of its key...
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...ENSR International Which of the proposed solutions do you favour and why? Of the 3 options provided, I would choose to implement Anderson’s key account program for several reasons: 1. It will help align employee compensation with overall corporate profit objectives. CSC managers are currently compensated based on their CSCs profit performance. This gives managers the incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the right expertise to be allocated to the right accounts. 2. Clients often need a certain type of expertise across a range of geographic locations outside the CSC’s area. Under the current system, the client would need to build new relationships with several CSCs dispersed geographically. This requires a great deal of company resources, including consultant time and money. Under a key account program, the relationship would be limited to one project team. This heightens the chance of building a strong relationship with the client. Relationships between clients and suppliers are becoming increasingly important, since there is a new industry trend where clients are limiting the number of suppliers/consultants employed by the firm. 3. By following...
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...Last Month Priorities: * To launch Tipper mini filter in the market. * To fabricate & install 10 arches of Tipper mini filter in the market. * To fabricate & install 240 DB of Tipper in the market. * To complete shop painting of Super cup in the Cuttack market. * To start up shop painting of Super Cup in the rest of the pipeline market. YTD ON SHOP STATUS-2012-13 | BRAND | AREA | DISCRIPTION OF WORK | Tgt. For the year (OB+ Additional) | TGT-FOR -JULY-12 | JULY-12-Ach | YTD ACH | REMARKS | FSFB | ORISSA | DB FABRICATION AND INSTALLATION | | | | | | FSFB | ORISSA | GS FABRICATION AND INSTALLATION | | | | | | FSFB | ORISSA | ACP CUSTOMIZATION | | | | | | FSFB | ORISSA | DURGA PUJA ARCHES | | | | | | FSFB | ORISSA | NEW IDENTITY COUNTERS | | | | | | FSFB | ORISSA | NEW IDENTITY BACK WALL | | | | | | FSFB | ORISSA | NEW IDENTITY TRANSLITE | 25 | 25 | 25 | 25 | | 10 | 10 | FSFB, RW AND CAV | ORISSA | JOINT VISIBILITY RACK | | | | | | FSFB | ORISSA | GS CHANGEOVER | 2 | 2 | 2 | 2 | | FSFB | ORISSA | BRAND SHOP | | | | | | FSFB | ORISSA | SEMI BRAND SHOP CONVERSION | | | | | | RWFLAKE SPL | ORISSA | SEMI BRAND SHOP FABRICATION | | | | | | RWFLAKE SPL | ORISSA | DB FABRICATION AND INSTALLATION | | | | | | RWFLAKE SPL | ORISSA | GS CHANGEOVER | | | | | | RWFLAKE SPL | ORISSA | GS FABRICATION AND INSTALLATION | | | | | | RWFLAKE SPL | ORISSA...
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...ISSN 1940-204X Performance Management at Perelson Weiner LLP1 Jan Bell Babson College Alfred J. Nanni, Jr Babson College Introduction and entrepreneurs. (See Exhibit 3 for a description of PW’s business.) PW’s business development is relationship-based; the firm doesn’t advertise for business. Instead, personnel develop long-term relationships with clients. These relationships typically start with tax return or financial statement preparation and then grow to include services that provide value to the client in other ways. Weiner explains his client focus this way: “We don’t seek short-term transactional services; we want to spend our time developing client relationships that last 40 years rather than seeking one-time opportunities.” To ensure that clients receive value from PW’s services, Weiner insists that personnel have unique expertise before offering services to clients. PW’s expertise and its ability to add unique value lie in providing traditional tax preparation, accounting, and auditing services, which are then enhanced by meaningful proactive business and tax consulting advice. Weiner has made a strategic decision to focus on these sources of client value plus one other sort of advice. With a New York City location, Weiner feels that PW can also add value for its clients by assisting them in the selection of the best specialized professional service firms in other areas. For example, PW personnel help clients find the best asset ...
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...Ensr International ENSR International Which of the proposed solutions do you favour and why? Of the 3 options provided, I would choose to implement Anderson’s key account program for several reasons: 1. It will help align employee compensation with overall corporate profit objectives. CSC managers are currently compensated based on their CSCs profit performance. This gives managers the incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the right expertise to be allocated to the right accounts. 2. Clients often need a certain type of expertise across a range of geographic locations outside the CSC’s area. Under the current system, the client would need to build new relationships with several CSCs dispersed geographically. This requires a great deal of company resources, including consultant time and money. Under a key account program, the relationship would be limited to one project team. This heightens the chance of building a strong relationship with the client. Relationships between clients and suppliers are becoming increasingly important, since there is a new industry trend where clients are limiting the number of suppliers/consultants employed by the firm...
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...in 2000: 3000 projects $30k per project 1 year per project = $90m revenue @ 60% margin = $54m profit RFPs: - 12%+ of ENSR's payroll goes towards RFP, more for complex projects -> large risk if project isn't won - 1/3 of bids never turned into any project whatsoever - out of the bids actually placed, ENSR won about 50% - about 10% of projects was awarded on sole-source basis -> less cost for ENSR, higher profits problems: - flat sales - CSC manager had to find people from ENSR to staff projects across geographic lines -> difficult - consultants earned revenue for the CSC that they belong to so if a closer consultant in a cross-geographic lines project belongs to a different CSC, the CSC manager who acquired the project doesn't get credit for that work performed. if they chose their own consultants -> travel expenses, hurting bottom-line - how well are seller-doers who are non-CSC managers do in sales? organization: - geographical lines - CSC manager (15 years experience), has to meet profitability targets selling: - of 900 active consultants, 100 were seller-doers who spent 50%+ on account management. most of the 70 CSC managers were seller-doers as well as a few senior consultants - seller-doer typically inherited account management responsibilities of own projects, were assigned responsibility for specific accounts - the remaining 800 consultants helped in RFPs but didn't have sales objectives - seller-doer to establish relationship...
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...incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the right expertise to be allocated to the right accounts. 2. Clients often need a certain type of expertise across a range of geographic locations outside the CSC’s area. Under the current system, the client would need to build new relationships with several CSCs dispersed geographically. This requires a great deal of company resources, including consultant time and money. Under a key account program, the relationship would be limited to one project team. This heightens the chance of building a strong relationship with the client. Relationships between clients and suppliers are becoming increasingly important, since there is a new industry trend where clients are limiting the number of suppliers/consultants employed by the firm. 3. By following Weber’s approach and implementing a BDO program, relationships would be less strong as the BDOs do not have as much business knowledge of this industry. In the case it states “The success of the seller doer in developing a relationship was high when the client engaged ENSR and required him to be part of the team (…) it is less common for this strong bond to manifest itself on projects...
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...¿Con cuál de las soluciones propuestas usted a favor y por qué? De las 3 opciones que ofrece , yo elegiría para implementar el programa de cuentas clave de Anderson por varias razones: 1 . Esto ayudará a alinear la compensación del empleado con los objetivos generales de beneficio de las empresas. Gerentes CSC están compensados en base a su desempeño de las ganancias CSC . Esto da a los administradores de los incentivos para emplear sus propios consultores de CSC en proyectos de la región , sin importar si hay consultores ENSR mejor adaptados que trabajan bajo diferentes CSC . Dependiendo de las necesidades específicas de un cliente potencial en la región del gerente, el CSC puede o no contener la experiencia necesaria para ganar un proyecto. La implementación de un programa de cuentas clave permitirá que los conocimientos adecuados que deberán asignarse a las cuentas correctas. 2 . Los clientes a menudo necesitan un cierto tipo de experiencia en una variedad de localizaciones geográficas fuera de la zona de la CSC . Bajo el sistema actual , el cliente tendría que construir nuevas relaciones con varios CSC dispersos geográficamente. Esto requiere una gran cantidad de recursos de la empresa , incluido el tiempo de consultor y dinero. Bajo un programa de cuentas clave , la relación se limitaría a un equipo de proyecto . Esto aumenta la posibilidad de construir una fuerte relación con el cliente. Las relaciones entre clientes y proveedores se están convirtiendo cada vez...
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...The Sources of Entrepreneurial Opportunities: Individuals & the Environment Doctoral Research Paper 2 of 5 Nikolina Fuduric Doctoral Supervisor: Professor Anne Lorentzen February 2008 Department of Planning and Development Aalborg University Aalborg, Denmark 1.0 INTRODUCTION No extensive empirical study on the sources of entrepreneurial opportunities included the individual, the environment and the individual’s start-up activities in a post-socialist periphery. However, such layered approaches have been encouraged in theoretical studies of entrepreneurship. Bouchikhi (1993) claims that each approach taken separately has crucial weaknesses and neither the personality of the entrepreneur nor the structural characteristics of the environment illuminate the process. Thus, multi-leveled studies have been encouraged in research programs (Low & MacMillan, 1988). In my previous paper, I attempted to examine the different forms of entrepreneurship by using the interplay between individual personality traits and capabilities and the institutional environment. The goal of this paper is to examine the sources of entrepreneurial opportunities from the perspective of individual and environmental factors. Since opportunities define how the entrepreneur behaves and what kinds of entrepreneurship are manifested, entrepreneurial opportunity discovery and exploitation are two integral parts of the...
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...I did not write this essay: The Sources of Entrepreneurial Opportunities: Individuals & the Environment Doctoral Research Paper 2 of 5 Nikolina Fuduric Doctoral Supervisor: Professor Anne Lorentzen February 2008 Department of Planning and Development Aalborg University Aalborg, Denmark 1.0 INTRODUCTION No extensive empirical study on the sources of entrepreneurial opportunities included the individual, the environment and the individual’s start-up activities in a post-socialist periphery. However, such layered approaches have been encouraged in theoretical studies of entrepreneurship. Bouchikhi (1993) claims that each approach taken separately has crucial weaknesses and neither the personality of the entrepreneur nor the structural characteristics of the environment illuminate the process. Thus, multi-leveled studies have been encouraged in research programs (Low & MacMillan, 1988). In my previous paper, I attempted to examine the different forms of entrepreneurship by using the interplay between individual personality traits and capabilities and the institutional environment. The goal of this paper is to examine the sources of entrepreneurial opportunities from the perspective of individual and environmental factors. Since opportunities define how the entrepreneur behaves and what kinds of entrepreneurship are manifested, entrepreneurial opportunity discovery and exploitation...
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...The Sources of Entrepreneurial Opportunities: Individuals & the Environment Doctoral Research Paper 2 of 5 Nikolina Fuduric Doctoral Supervisor: Professor Anne Lorentzen February 2008 Department of Planning and Development Aalborg University Aalborg, Denmark 1.0 INTRODUCTION No extensive empirical study on the sources of entrepreneurial opportunities included the individual, the environment and the individual’s start-up activities in a post-socialist periphery. However, such layered approaches have been encouraged in theoretical studies of entrepreneurship. Bouchikhi (1993) claims that each approach taken separately has crucial weaknesses and neither the personality of the entrepreneur nor the structural characteristics of the environment illuminate the process. Thus, multi-leveled studies have been encouraged in research programs (Low & MacMillan, 1988). In my previous paper, I attempted to examine the different forms of entrepreneurship by using the interplay between individual personality traits and capabilities and the institutional environment. The goal of this paper is to examine the sources of entrepreneurial opportunities from the perspective of individual and environmental factors. Since opportunities define how the entrepreneur behaves and what kinds of entrepreneurship are manifested, entrepreneurial opportunity discovery and exploitation are two integral parts of the entrepreneurial process.[1] The field of entrepreneurship...
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...Second career Self-employment and becoming an entrepreneur as a second career for dependent employees The responsibility for the contents of this report lies with EIM. Quoting numbers or text in papers, essays and books is permitted only when the source is clearly mentioned. No part of this publication may be copied and/or published in any form or by any means, or stored in a retrieval system, without the prior written permission of EIM. EIM does not accept responsibility for printing errors and/or other imperfections. Contents 1 Theoretical framework 7 1.1 Introduction 7 1.2 The transition process: Heuristical tool 8 1.3 Differences between start-ups: Dependent employee versus other types 10 1.4 Demarcation 11 1.5 Contents of the report 12 2 Entrepreneurship in the EU 15 2.1 Facts and figures 15 2.2 Entrepreneurs in the EU 20 2.3 Previous experience of starting entrepreneurs in the EU 24 3 Synthesis 31 3.1 Introduction 31 3.2 Legal definition of self-employed 31 3.3 General requirements related to start-ups 33 3.4 Financing the start-up of a business 34 3.5 Insolvency and seizure procedures 35 3.6 Social security systems in general 35 3.7 Social security: Unemployment 36 3.8 Social security: Sickness 39 3.9 Social security: Disability 40 3.10 Social security: Medical costs 40 3.11 Social security: Old age 41 3.12 Social...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...cover cover next page > Cover Business, Management and Finance Small Business; Entrepreneurship title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : Entrepreneurship and Small Business Burns, Paul. 0333914732 9780333914731 9781403917102 : : : : cover next page > file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%.../0333914732__gigle.ws/0333914732/files/cover.html [06.10.2009 1:01:58] page_i < previous page page_i next page > page_i next page > Page i Entrepreneurship and Small Business < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%...0333914732__gigle.ws/0333914732/files/page_i.html [06.10.2009 1:02:00] page_ii < previous page page_ii next page > page_ii next page > Page ii < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...0333914732__gigle.ws/0333914732/files/page_ii.html [06.10.2009 1:02:00] page_iii < previous page page_iii next page > page_iii next page > Page iii Entrepreneurship and Small Business Paul Burns < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...333914732__gigle.ws/0333914732/files/page_iii.html [06.10.2009 1:02:00] page_iv < previous page page_iv next page > Page iv © Paul Burns 2001 All rights reserved. No reproduction, copy or transmission of this publication may be...
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