...Problem Solution: Intersect Investment Services Intersect Investment Services (IIS) is a financial services industry company which has been struggling to survive in a market which has been in constant state of flux, never certain and always chaotic (University of Phoenix, 2008). IIS has “barely managed to survive, but resisted making a drastic, strategic shift” (University of Phoenix, 2008, p. 1). The changed market conditions have led to the changed vision of IIS which is: “Provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (University of Phoenix, 2008, p. 1). This new vision has not been realized yet and therefore, the Executive Vice President of Marketing and Sales has been released of his duties and was replaced by Janet Angelo as new Executive VP of Marketing and Sales. A number of reasons contribute to the fact that why the transformation of IIS was not successful and these reasons are (1) no clear communication about how the change should take place, (2) no explaining and reinforcing on why the change should take place, (3) resistance to the change of key personnel, and (4) the goals to achieve were not aligned with the new strategy. No clear communication has been identified by Kreitner and Kinicki (2004) as one of the main reasons why organizational change initiatives fail. The communication of organizational change...
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...Name of Company Business Plan Address City, State Zip Phone E-mail Author’s Name Day Month Year Table of Contents I. Executive Summary 1. Business Owner(s) & Product/Service 2. Mission Statement 3. Company Structure 4. Target Market(s) 5. Current Opportunity 6. Projection of Business Future 7. Financial Summary II. Market Analysis 8. Industry, Yesterday, Today and Tomorrow 9. Competitive Analysis (Appendix B) 10. Demographics & Target Market 11. Entry Barriers III. Marketing Strategy 12. Product/Service 13. Sales Strategy 14. Promotion 15. Pricing Strategy 16. Web Strategy 17. Differentiation (Competitive Advantage) IV. Operations Plan 18. Location 19. Operation 20. Organization Structure 21. Employees 22. Space 23. Capacity: 24. Critical Suppliers 25. Financial system 26. Computer system. 27. Equipment 28. Permits and Licenses 29. Insurance 30. Contracts 31. Patents and Copyrights 32. Credit Policy V. Financial Plan 33. Product and Service Pricing 34. Funding Source(s) 35. Cash Flow Projection (Appendix A) VI. Appendix A: Cash Flow Statement VII. Appendix B: Competitive Analysis VIII. Appendix...
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...Name of Company Business Plan Address City, State Zip Phone E-mail Author’s Name Day Month Year Table of Contents I. Executive Summary 1. Business Owner(s) & Product/Service 2. Mission Statement 3. Company Structure 4. Target Market(s) 5. Current Opportunity 6. Projection of Business Future 7. Financial Summary II. Market Analysis 8. Industry, Yesterday, Today and Tomorrow 9. Competitive Analysis (Appendix B) 10. Demographics & Target Market 11. Entry Barriers III. Marketing Strategy 12. Product/Service 13. Sales Strategy 14. Promotion 15. Pricing Strategy 16. Web Strategy 17. Differentiation (Competitive Advantage) IV. Operations Plan 18. Location 19. Operation 20. Organization Structure 21. Employees 22. Space 23. Capacity: 24. Critical Suppliers 25. Financial system 26. Computer system. 27. Equipment 28. Permits and Licenses 29. Insurance 30. Contracts 31. Patents and Copyrights 32. Credit Policy V. Financial Plan 33. Product and Service Pricing 34. Funding Source(s) 35. Cash Flow Projection (Appendix A) VI. Appendix A: Cash Flow Statement VII. Appendix B: Competitive Analysis VIII. Appendix...
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...Entrepreneurship/Business Planning Course Code: FLD 521 PCA Course Description Students create an intra or entrepreneurial plan for the development and growth of a beneficial and profitable venture incorporating the necessary marketing, financial, legal, organizational and administrative components. Course Objectives After completing the course, the student will be able to: 1. Apply acquired business skills (finance, accounting, marketing, management, negotiation, human relations, legal, and administrative) to create an intra or entrepreneurial business plan for the development and growth of a beneficial and profitable venture. 2. Improve on key business skills including writing, oral communications, goal-setting, and organizational leadership and planning. 3. Produce a business planning document that will enable you to successfully implement your Purpose III Constructive Action project. Course Relevance to CA The course introduces the students to business management: planning, organizing, staffing, directing, and controlling that are applicable to managing entrepreneurial or intrapreneurial ventures. This course prepares the students for real life business operations and teaches them practical application of theoretical learning. Course Prerequisite Purpose I Constructive Action Required Textbook: Stutely, R. (2007). The definitive business plan: the fast-track to intelligent business planning for executives and entrepreneurs. Financial TimesPrentice Hall. ISBN:...
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...Marketing Plans usually follow a framework similar to the following: I. Executive summary. This is a summary that provides an overview of the entire plan. II. Situation Analysis a. Market Summary i. Target Markets. What specific markets are targeted? Why are these specific segments the best targets? How has the target markets changed over time? ii. Market Analysis Where does current business come from? How has this changed in the past one to two years? iii. Market Demographics. Describe the customers demographically. Where do they come from geographically? What travel or consumption behavior do they exhibit? iv. Market needs. What needs are customers trying to satisfy? How have these needs changed in the past one to two years? When customers are asked why they buy from your organization, what would they say? v. Market Trends. How has the market or competitive behavior changed? Have there been changes in either supply or demand? vi. Market Growth. What has been the annual growth in the market in the past one or two years? How does the growth compare to other situations? b. SWOT (Strengths, weaknesses, opportunities, or threats) analysis. i. Strengths. What are the internal strengths of the organization? What does the organization do well? In what ways is the organization stronger than competitors? ii. Weaknesses. What are the internal weaknesses of the operation? What does the organization need to improve? In what ways is the organization weaker...
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...focusing on ii. External analysis (EA): explain actual situation. Avoid theoretical situations. Don’t put “Ifs…” (If 1. Include actual implications and analyze the situation – need to provide data support! 2. Ex. The exchange rate is expected to be stable and because of this the funding could go down by this much iii. Internal analysis (IA) 1. It’s better to start with discussion of how organization has performed a. Ex. Under the family devt program, what are the success measures? How did the org fare? If they’re not doing so well, find out why! b. Success measures could be: Program accomplishments, number of beneficiaries served, how effective org has been (given limited funding), etc. iv. Identification of strategic issues 1. The most critical threat or weakness that needs to be addressed (or strengths that need to be maintained) - so we have to choose among all the threats/weaknesses v. Part II has to follow logically the analysis from Part I – continuity! 1. The strategic issues should be culled from IA and EA 2. “Because this is what was discussed in part I, these are our strategies…” II. Further discussion of Part II/Project a. Given IA and EA (inputs), this will be our output. b. Tools: SWOT matrix – need to present! i. Can come under Part I or Part II ii. Will enable us to come up with strategies 1. ST strategies 2. Strategies that can take advantage of O and address W, ETC…. iii. Choose combinations where it is feasible c. Components of part II (see powerpoint) ...
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...Question 20 Section B Question 21 a) Planning establishes the basis for all other function that managers perform. i) Briefly describe the THREE why effective planning is important Answer i) Effective use of resources ii) Establishing goals iii) Managing risk and uncertainty ii) Define what is meant by Traditional Goal Setting Answer These are the types of goals that are set at the top and then broken down into sub goals for each level of organization iii) Briefly explain the key difference between Specific plans and Directional plans Answer Specific plans are that are clearly defined an leave no room for interpretation while Directional plans are flexible plans that set out general, provide focus yet allow discussion in implementation. B) The ‘’Five Whys’’ approach is often recommended as valuable aid to effective decision making. Explain why this is the case Question 22 a) List and briefly describe the six steps in the strategic management process Answer i) Identifying the organization’s current mission. Objective and strategies ii) Conducting an external analysis iii) Conducting an internal analysis iv) Formulating strategies v) Implementing strategies vi) Evaluating results b) Explain what is meant by the ‘’Rule Of Three’’ and give on example that displays this phenomenon Answer Rule of...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...Able Corporation: Strategic Management Process Strategic Management Process:- • Establishing the hierarchy of strategic intent i) Creating and communicating a vision: To be the leader in the US power tool market and provide the best services and make innovative products especially in the cordless product market where it has the core competence. To establish itself strongly in the manufacture of circular saws. ii) Designing a mission statement: To achieve our objectives along with delivering satisfaction to our customers in an environment of fairness, honesty and courtesy. “Meeting needs profitably” is the main concern. The values that drive the organization are pursuit of excellence. It commits to strive persistently to improve itself, their team, products and services. iii) Defining the business: The Company is involved in the manufacturing of full range of portable electric power tools. (PEPT) Power tools consist of products such as drills, circular saws, routers, planes, reciprocating saws and hammer drills. 805 of the power tools are corded while the remaining 20 % are cordless. It manufactures professional and consumer quality power tools and caters both consumer and industrial channels. The power tool market is divided in professional and consumer products, consumer and industrial channels, consumer and professional end users. A professional tool is characterized by high reliability, durability and better features. They are built to...
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...MARKETING PLANNING – CHAPTER 2 Developing a marketing plan is a key responsibility. The marketing plan can be divided into two general parts: the situation analysis, which analyzes the background of the market for the product, and the objectives, strategy and programs based on the background analysis that direct the product manager’s actions. MARKETING PLAN A marketing plan is a written document containing the guidelines for the business center’s marketing programs and allocations over the planning period. Give life to a marketing plan = business plan (CEO) Marketing plan= Chief Marketing Officer. One-year time framework (mostly). Short states and implements. At the end, check and asses. Kotler (NOT MORE than 15 pages). Straight to the topic, NOT wide. What you need and how to get there. * Written document: not something stored in a product manager’s head. It provides a vehicle for communications between functional areas of the firm. It pinpoints responsibility for achieving results by a specified date. * Business center level: the precise level at which plans are written varies from organization to organization. For example, in a company using a band management organizational structure, a marketing plan is written for each brand that is a profit center. Alternatively, some companies write plans for groups of brands or products, particularly when fixed costs are difficult to allocate by individual product. While marketing planning is common, it occurs at different...
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...Wal-Mart is the number one retailer in the United States. Geographical growth opportunities are shrinking within the boundaries of the United States.The company needs to evaluate multiple options to determine the best strategy to deploy. The challenge is “keeping the world’s biggest retailer on its phenomenal roll and delivering the huge sales and earnings increases that investors had come to expect from Wal-Mart over the years” (Camerius& Hunger, p. 19-30, 2006). The company’s current strategic plan is tothrive in the followingareas: • Low costs, high customer service, and always low prices • Product mix • Logistics and supply-chain management • International markets • Domestic growth • Public relations I have developed multiple strategic alternativesfor the company. They are as follows: • Stability – Pause And Proceed: Pause physical growth then proceed with growth domestically and globally • Growth – Concentration: Concentrated Internet program to target domestic and foreign markets • Growth – Concentration: Horizontal Growth with International Entry for global geographical internal expansion The plan deployed must be consistent with the corporate strategy. Per Sam Walton (1918-1992), the company’s founder, “Our goal has always been in our business to be the very best and, along with that, we believe that in order to do that, you’ve got to make a good situation and put the interests of your associates first. If we really do that consistently, they in turn...
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..._______________________ ------------------------------------------------- Topic: MRP II (Manufacturing Resource Planning) ------------------------------------------------- 19th October Contents Executive summary 2 Introduction and background of MRP II 3 Implement in Manufacturing Industry 6 SWOT Analysis of MRP II System 8 Conclusion 9 Recommendations (Next generation of MRP II system) 11 Reference: 13 Executive summary The purpose of this report is to illustrate what MRP II is, what features it provides, and what benefit the manufacturers could get from it as well as the existent issues in MRP II system. The research also demonstrates how MRP II was implemented in manufacturing industry by studying a case of successful implementation of MRP II software. Introduction and background of MRP II MRP II is Manufacturing Resources Planning for short. It is defined as a man machine application system for the effective planning of all resources of all manufacturing company. From the global optimal point of view, using scientific method to plan, organize, control and coordinate all the manufacturing resources and all the links of operation of enterprises effectively and reasonably is what the MRP II concerned about. The purpose of using the MRP II system is to achieve continuous and balanced production and minimize the various items in the inventory. Eventually it can...
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...RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide PLAN EVALUATE BUDGET RESULTS MONITOR IMPLEMENT i RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide © 2012 Asian Development Bank All rights reserved. Published in 2012. Printed in the Philippines ISBN 978-92-9092-838-6 (Print), 978-92-9092-839-3 (PDF) Publication Stock No. TIM124978 Cataloging-In-Publication Data Asian Development Bank Results-based public sector management: A rapid assessment guide. Mandaluyong City, Philippines: Asian Development Bank, 2012. 1. Managing for development results 2. Results-based management 3. Public sector. I. Asian Development Bank. The views expressed in this publication are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB), its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make any judgments as to the legal or other status of any territory or area. ADB encourages printing or copying information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating...
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...of liquid steel. 2. Maximize profit and cost reduction. 3. Build corporate image of quality steel producer and ensure customer satisfaction. 4. Ensure presence in export market with flexible export strategy. 5. Develop a well trained, motivated and talented workforce export strategy. 6. Efforts towards conservation of environment. Data Available: 1. Executive employees ~2500 and other employees 15000. 2. Population of the place 15lakhs 3. Currently running under loss. 4. High capital investment of 10KCr with high interest burden 5. Change in CMD (Leadership). 6. Acting CMD is also retiring. 7. Depth of the knowledge is missing is the feeling of union leader. B. Key Issues 1. Poor leadership 2. Depth of the knowledge is poor. 3. Planning is poor in link with objectives of the organization. 4. Poor decision making from CMD. C. Alternate Course of Actions : Planning : 1. Training needs analysis for all the executive employees. 2. Customer feedback on the quality, service etc. 3. Chalk out a plan keeping end in mind and the process to reach the expected “end result”. D. Evaluation of Alternate Course of Actions : 1. As per the mapping of training need analysis plan training programs and evaluate the progress of the each executive on their skill levels. 2. Sort the feedbacks of the...
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...whenever I used more than three consecutive words from another writer. I understand that this paper may be submitted to the plagiarism identification service Turnitin.com for verification. Student's Signature (electronic initials): ___J.K._____________________________________________ Points Awarded for Assignment: Instructor's Comments: PLANNING MODULE I - PREPARING FOR HIMS STRATEGY DESIGN AND PLANNING STEP 1 - REVIEW HIMS ASSESSMENT RESULTS........................................ STEP 2 - REVIEW HEALTH SYSTEM DEVELOPMENT PRIORITIES AND DEFINE HIS PROBLEMS.................................................................................. STEP 3 - INVENTORY OF ON-GOING HIMS STRENGTHENING EFFORTS......... MODULE I APPENDICES....................................................................... PLANNING MODULE II - HIMS STRATEGIC PLANNING...
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