...Outline * Introduction * The implementation process * Evaluating marketing activities * Control of the marketing activities * Conclusion Introduction A business plan is the focal point to the successes of any business as it fully outlines business’s strategies and practices in the operation management. It is responsible for conducting of operations, striking market position, compete, attracting customers and achieving the objectives of the business. The strategy in which the business implements and executes the business plan is the determining factor in the success of the business. Implementing and executing a business plan are thus the most important core management roles. Certainly, a competent business strategy and a first-class strategy implementation are the key to good business management. This article attempts to analyze how I intend to implement, evaluate, and control (IEC) all of the marketing activities that are described throughout my marketing plan. The implementation process The process of implementation kick starts by evaluation of the internal control of a company to give the auditors the basis of a good planning and providing important information to the management of the company. In order to achieve excellent implementation of my business strategy, I intend to have the best managerial excellence. This will result to a more reliable recipe that can turn my business to a stand-out performer is the market. For a business to grow and remain...
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...Table of Contents Executive Summary 4 1.0 Introduction 5 3.0 Project Implementation 5 3.1 Implementation Planning 5 3.1.1 Project Brief 5 3.1.2 Work Breakdown Structure 6 3.1.3 Sub Units 7 3.2 Project Implementation Control 7 3.2.1 Control Point Identification Chart 7 3.2.2 Milestone Charts 8 3.2.3 Project and Budget Control Charts 9 3.2.4 Network Diagrams 10 4.0 Use of a Gantt Chart 10 5.0 Project Evaluation Techniques 12 5.1 Project Constraints 13 5.2 Project Stakeholders 13 5.3 Goals, Objectives, and Project Requirements 13 6.0 Evaluation of This Project 13 6.1 Project Stakeholders 14 6.2 Goals and Objectives 14 6.3 Project Constraints 15 7.0 Recommendations for Improvement 15 8.0 Project Presentation 16 8.1 Project Implementation Procedure 16 9.0 Conclusion 17 Reference List 18 Executive Summary After a rigorous analysis of three projects, Golden Source International Ltd settled for the “Anti-Fungus” Silicone Sealant product launch. This paper looks at the project’s implementation, evaluation, and presentation. Lately, there has been little success of projects. Pundits believe that haphazard planning, inadequate implementation, relaxed control, and lack of project evaluation bring this about. This paper shows how the project manager that was assigned this task went about these procedures to record major success in major fronts. 1.0 Introduction Project management is quite a popular topic in the world of management today. This is occasioned...
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...strategic formulation, strategic implementation, evaluation, and control (University of Phoenix, 2015). These elements are relatable to the strategic management process. An example of Wal-Mart's strategy process will be covered in this reading as well. The strategic management process and why it is necessary for a company will be the covering elements of this paper (University of Phoenix, 2015). Environment Scanning Environmental scanning is a systematic process that interprets and surveys critical information to identify threats and external opportunities. An organization collects data internally, its competitors and the outer world. A company should then take the collection of data and readjust its strategies when the need is suitable. Gathering information about the world in which the business operates, focusing on competitors, and internally scan the organization is the key steps to conducting an environmental scan (Society for Human Resource Management, 2015). Strategy Formulation Strategy is a roadmap to business success and within that strategy, is strategy formulation. Strategy formulation is the process of developing the actual plan. A series of sequential executable steps have to be in organizing order. The reason that it is important, the steps be in order, is because the steps progress upon one another. The two process, which are on a continuous bases throughout strategy formulation, is environmental scanning and implementation. The order, in which strategy...
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...planning process which cause low utilization of development fund and poor implementation of development program. Answer: It plays an important role in the country’s economic development through implementing various development projects. To implement this development project finance is an important thing. Bangladesh Govt. has two means to finance development project e.g. i) Govt. own fund; and ii) development partner. In this regard, development partners are seen to give money as grants or loan; and to some extent they provide money as both form (grant and loan). Development planning process: Low utilization of development funds and poor implementation of development programmes is a common phenomenon in Bangladesh. The national planning process is characterized by numerous problems, a few of which are mentioned below as key challenges that need immediate remedial measures. a. Paucity of trust in institutions and their people: A general lack of trust in different institutions involved in the process could be observed, which is attributed to the absence of a deep rooted discipline in development planning. This applies at all levels, from implementing department/agency to Planning Commission via the sponsoring ministry/division. The sponsoring ministry is not confident about the capacity of its subordinate department/agency as to the formulation of a quality project proposal and its effective implementation. The persistent weakness in the agencies/departments has created this...
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...5/14/2016 Strategy Implementation Meaning and Steps in Implementing a Strategy Search MSG Home (index.html) / Library (allsubjects.htm) / Marketing (allsubjects.htm#marketing) / Strategic Management (strategicmanagementarticles.htm) / Strategy Implementation Meaning and Steps in Implementing a Strategy Strategy Implementation Meaning and Steps in Implementing a Strategy Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfactionthe pillars of competitive advantage. But, organizational structure is not sufficient in itself to motivate the employees. An organizational control system is also required. This control system equips managers with motivational incentives for employees as well as feedback on employees and organizational performance. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups. ...
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...core strategic management process will support Riordan’s business model regardless of where the company operates. Riordan's management will go through the entire strategic management process for the proposed Indian operations by the incorporating ethics and corporate responsibility (taken into account during the strategic management process). The different phases of the strategic management process include the following: 1. Formulation 2. Implementation 3. Evaluation and Control The purpose of the strategic management process is to look at Riordan's competitive advantage specifically as regards it products' competitive placement in India which it plans to expand into, and formulate proper strategic plans for the company to take exploit the advantage. Admittedly, there are differences among domestic and global approaches to (difference is expected). Simply, domestic and international markets have fundamentally different competitive pressures; however, both will have the same process from strategy formulation for evaluation and control. The primary difference lies within the formulation of these practiced strategies. A specific strategic...
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...THE EFFECT OF BUDGETARY CONTROL ON EFFCTIVENESS OF NON GOVERNMENTAL ORGANISATIONS IN KENYA REBECCAH NYAMBURA KIMANI A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF SCIENCE FINANCE, SCHOOL OF BUSINESS, UNIVERSITY OF NAIROBI OCTOBER 2014 DECLARATION I declare that this project is my original work and has not been submitted for examination in any other university. Signed………………………………………Date…………………………………… REBECCAH NYAMBURA D63/71147/2014 This project has been submitted for examination with my approval as the university supervisor Signed………………………………………Date…………………………………… MR. MIRIE MWANGI Lecturer, Department of Finance and Accounting School of Business University of Nairobi ACKNOWLEDGEMENT I am deeply indebted to all those who in their own way contributed to successful completion of this study. First and foremost I thank the almighty God, to whom all knowledge, wisdom and power belong for sustaining me in good health, sound judgment and strength to move on and complete my master’s studies. Special appreciation goes to my supervisor for his dedication, guidance, valuable suggestion and ideas throughout the course of this project. Without his enormous support this study would not have been successful. Thanks to my family who always inspired me in every step to accomplish this study. I am eternally grateful for your love, encouragement and support in all my endeavors. DEDICATION I dedicate this project to my...
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...Project Management in the OSCE A Manual for Programme and Project Managers Organization for Security and Co-operation in Europe Development, Coordination and Design This manual is designed and developed by the OSCE Secretariat’s Conflict Prevention Centre, Programming and Evaluation Support Unit (CPC/PESU). Main Author: Sebnem Lust, Programme and Project Evaluation Officer Co-Authors: Laura Vai, Head of Programming and Evaluation Support Unit Sean McGreevy, Project Co-ordination Officer Editor: Keith Jinks Designer: Nona Reuter Published by the Organization for Security and Co-operation in Europe OSCE Secretariat CPC/PESU Wallnerstrasse 6 1010 Vienna Austria Telephone: +43 1 514 36 6122 Fax: +43 1 514 36 6996 www.osce.org Email: pcc-at@osce.org © 2010 OSCE ISBN: 978-92-9234-301-9 Rights and Permissions: All rights reserved. The contents of this publication may be freely used and copied for educational and other non-commercial purposes, provided that any such reproduction is accompanied by an acknowledgement of the OSCE as the source. ii Acknowledgements This manual contains comprehensive guidance on how the Organization for Security and Co-operation in Europe applies the Project Cycle Management method and the Logical Framework Approach to its project work, as well as essential information on the political, programmatic, regulatory and information technology aspects of project management. The manual’s purpose is to ensure coherence, consistency and transparency...
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...in Educational Diagnosis and Evaluation) is the part of the model that helps in the development of various public health initiatives and programs. PROCEED (Policy, Regulatory, and Organizational Constructs in Educational and Environmental Development), on the other hand, serves as a guide to the effective implementation of the various programs that are created using PRECEDE. With regards to using the PRECEDE-PROCEED model in designing an educational program aimed at promoting health for families with school-aged children, the nine phases of the model will be used to produce outstanding results. The first phase is the social assessment phase, where the current social habits and practices of families with school-aged children is evaluated. This assessment helps determine what the existing health practices are, the current quality of life, and the health needs of these families. The second phase involves the epidemiological assessment. According to Webster’s Dictionary, epidemiology is “that branch of medicine which studies the incidence and distribution of disease in a population, and uses such information to find the causes, modes of transmission, and methods for control of disease”. In this context, this would mean that this phase involves studying the diseases common to these families and the frequency at which they occur. The findings are then used to find out the causes of these diseases, how they are transmitted and what can be done to control them. Phase three is conducting...
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...Strategic Management Process Paper Strategic management refers to a set of managerial decisions and actions that determines the long-run performance of a corporation (Wheelen & Hunger, 2008, p. 3). It includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The content of this paper will describe the components of a strategic management process and indicate why strategic management is needed in a company, furthermore, a description of how General Electric (GE) uses strategic management process in their company. Components of a Strategic Management Process The first component is environmental scanning, which is basically gathering information from external and internal environments to key people within the corporation. Its purpose is to identify strategic factors that will establish the future of a corporation. An easy way of predicting the future of a corporation is through a SWOT Analysis. SWOT is used to describe the strengths, weaknesses, opportunities, and threats for a specific company. The external environment consists of opportunities and threats (Wheelen & Hunger, 2008, p. 11). These variables happen outside the organization, which management has no control over. For instance, one company does not have the right to prevent another company of marketing the same product or service. Company A must strive to become better than other competitors. On the other hand, the internal environment consists of strengths and...
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...com/business-school-cases/citibank-performance-evaluation-case-analysis/ Citibank: Performance Evaluation Case Analysis November 21, 2010 James McGaran’s Performance Evaluation. Doing the year-end performance evaluation for James McGaran, the branch manager of the flagship office in the Los Angeles area, was probably one of the most difficult experiences in all my years with Citibank in the capacity of area manager. James has been not just an exemplary employee in our area, but really someone who other branch managers could always look up to. His career with Citibank has been a quick progression through the ranks from the assistant branch manager to the manager position at the most important of all the bank branches in the Los Angeles area – the Financial District office. Until this year his performance exceeded expectations in every single year. His financial results have been truly impressive. However with the introduction of the new performance scorecard which reflected the company’s broadening of the evaluation scope to customer satisfaction score, it became obvious that this was essentially the only area where James’ performance was lacking. At the same time Frits Seegers, President of Citibank California, was convinced that customer satisfaction indicator was important not only for meeting ever-increasing expectations of highly-sophisticated clients, but also for achieving strategic goals of the division, and staying competitive. Since five of the six performance measures in James’ year-end evaluation were...
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...The Financial District Branch James McGaran was manager of the most important of the 31 branches in the Los Angeles area. Located in Los Angeles’s financial district, James’s branch had a staff of 15 people, revenues of $6 million, and $4.3 million in profit margin. The customer base was very diverse. Individual customers ranged from people who worked in the financial district with sophisticated retail banking needs to less informed individuals banking for convenience. Business customers were sophisticated buyers who demanded high service quality and knowledgeable employees who could satisfy their financial needs. “Mom and pop” businesses, the dominant segment in other regions, were also present but to a much lesser extent. Competition was intense. Two competitors—Bank of America and Wells Fargo—had offices less than a block away from James’s branch. James joined Citibank in 1985 as assistant branch manager. He had worked in the banking industry since 1977. Within a year, in 1986, he was promoted to manager of a small branch. He progressed quickly through the ranks until 1992 when he was given the responsibility of managing the Financial District office. His performance in this office had exceeded expectations every single year. He had delivered impressive financial results for four years in a row. In 1996, when the division expanded its performance indicators to include non-financial measures, it became apparent that his branch’s customer satisfaction ratings did not follow...
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...The long-term performance of a corporation is mostly reliant on managerial decisions and actions, which include internal and external environmental scanning, strategic formulation and implementation, evaluation, and control. All of these characteristics are relatable to the concept of strategic management, which emphasizes “the monitoring and evaluating of external opportunities and threats in light of a corporation’s strengths and weaknesses” (Wheelen, 2010). The primary components of the strategic management process are environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environmental scanning is described to be “ the monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the corporation” (Wheelen, 2010). Environmental scanning is usually used to classify strategic influences that will control the future of the corporation. Strategy formulation is the act of developing long-term plans for the future of a corporation by using the corporation’s strengthens, and weaknesses, for the effective handling of environmental opportunities and threats. Strategy implementation is the putting in action of the strategies formulated by a corporation. Lastly, evaluation and control includes the monitoring of corporate activities and performance in order to compare the actual results, to the ones that are set as goals. Strategic management helps a company sustain long-term performance...
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...Harvard Business School 9-198-048 Rev. October 14, 1999 Citibank: Performance Evaluation Frits Seegers, President of Citibank California, was meeting with his management team to review the performance evaluation and bonus decisions for the California branch managers. James McGaran's performance evaluation was next. Frits felt uneasy about this one. McGaran was manager of the most important branch in the Los Angeles area, and his financials were impressive. A year ago he would have received "above par" rating with full bonus. But last year, the California Division of Citibank had introduced a new performance scorecard to highlight the importance of a diverse set of measures in achieving the strategic goals of the division. Among the new measures introduced was a customer satisfaction indicator. Unfortunately, James McGaran had scored "below par" on customer satisfaction. Frits looked at Lisa Johnson, the area manager supervising James McGaran. Frits had read Lisa's comments (Exhibit 1). The comments were very positive, but Lisa had not wanted to give a final recommendation until she had discussed it with Frits. She knew that James' case would be watched closely by many managers within the division. The Financial District Branch James McGaran was manager of the most important of the 31 branches in the Los Angeles area. Located in Los Angeles’s financial district, James’s branch had a staff of 15 people, revenues of $6 million, and $4.3 million in profit margin. The customer...
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...Study of an Evaluation Model on Manufacturing Execution System in Paper-making Enterprises Zhihong Xu Key Lab for Paper Science and Technology of Ministry of Education Shandong Institute of Light Industry Shandong 250353, China E-mail: xzh1385@163.com Feng Huang The State Key Laboratory for Microbial Technology Shandong University, Shandong 250100, China Jiachuan Chen & Guihua Yang Key Lab for Paper Science and Technology of Ministry of Education Shandong Institute of Light Industry Shandong 250353, China Abstract Manufacturing execution system (MES) is a production management technology and real-time information system which lies between the enterprise upper layer (ERP) and the bottom layer (PLC/DCS) and faces to workshop layer. MES's concept, its functional model and its important status in the manufacture industry are introduced in this article. Based on the production practice in Kunshan Banknote Paper Mill, an evaluation model of EMS is set up. The model also has a certain reference value to the construction of management information system (MIS) for the relative industries. Keywords: Pulp and paper industry, Manufacturing execution system, Furzzy evaluating method 1. Introduction The construction of informationization has made considerable progress with years of development in domestic paper industry. Large and medium-sized paper-making enterprises has widely adopted Enterprise Resource Planning (ERP) for enterprise production planning management and Process Control System (PCS)...
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