...Assignment front sheet Qualification | Unit number and title | BTEC Higher National Diploma – Business Management | Unit 1 – The Business Environment | Student name | Assessor name | Mohammed Arif | Mary EC Zafra | Date issued | Completion date | Submitted on | 19/11/2015 | 17/12/2015 | 17/12/2015 | | | Assignment title | BE1: Assignment 2/2 The Business in an Economic, Cultural and Global Environment. (LO3 & LO4) | ------------------------------------------------- Learning Outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO 3 Understand the behaviour of organisations in their market environment | 3.1 | Explain how market structures determine the pricingand output decisions of businesses | | | | 3.2 | Illustrate the way in which market forces shapeorganisational responses using a range of examples | | | | 3.3 | Judge how the business and cultural environmentsshape the behaviour of a selected organisation | | | LO4 Be able to assess the significance of the global factors that shape national business activities. | 4.1 | Discuss the significance of international trade to UK business organisations | | | | 4.2 | Analyse the impact of global factors on UK business organisations | | | | 4.3 | Evaluate the impact of policies of the European Union on UK business organisations. | | | Learner declaration | I certify that the work...
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... meaning organisational culture is far more significant and influential compared to strategic management. No matter how brilliant your strategy is, it won’t be accomplished if it is not supported by your ogranisation’s culture. However, some scholars argue that due to the intermittent challenges facing organisations in the contemporary business enivornment, culture can often be influenced by strategy. An organisation’s culture is extremely influential to business success. The organisation’s values and beliefs affect marketing, productivity and customer interaction. A strong organisational culture is achieved through the use of language, rituals and symbols to communicate key values throughout the organisation. A weak organisational culture exists when core values are not clearly defined, not clearly communicated or not widely accepted within the organisation. This can lead to inconsistant customer experiences and a unfavourable business reputation. (1) presents a strong organisational culture as a competitive advantage, “ A strong culture helps you attract and keep top talent, ensure delivery on your brand promise and referring new business”. Mathew and Ogbonna conducted a study on the organisational culture of Indian software company Firstware, and concluded “rituals and celebrations appeared to play a subtle but significant role in influencing employee commitment” (Mathews, Ogbonna 2009). For example, the company collectively celebrates the Hindu festival of Holi,...
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...Application of foresight in corporations 12th Session of the UNIDO General Conference EUR and NIS Regional Round Table Vienna, 5 December 2007 Dr. Frank Ruff Daimler AG Society and Technology Research Group Berlin, Palo Alto, Kyoto Agenda A Why Corporate Foresight? B A closer look at Corporate Foresight C Implications for UNIDO D Q & A, Discussion UNIDO 5 December 2007 / Dr. Frank Ruff 2 Why Corporate Foresight? History of Future Studies/Foresight Foresight embedded in enterprises First Think Tanks in enterprises (e.g. Shell, Toyota, Daimler-Benz) Corporate Foresight: Innovation and Technology Analysis Establishment of new (e.g. Daimler-Benz, variants and diffusion Siemens, Philips) of concepts of future studies and analysis Consumer and marketing-oriented trend research Future Consulting (e.g. Z_Punkt) Emergence of systematic resp. scientific future studies Journalists/Entrepreneurs/Expert-Networks/Consulting Warning future studies „Doom-Saying“ (e.g. Club of Rome, Robert Jungk) Economic and political future studies (e.g. Faith Popcorn, (e.g. Alvin Toffler, Trendbüro, John Naisbitt, Dan Coates, PROGNOS) Matthias Horx) „Premodern future view“ Delphic oracle Spiritual and religious foresight Outsider (e.g. Nostredamus) State-run/scientific/supranational institutions Military futurologic research MIT) Technology assessment Economic, political, Science and Technology resource-oriented (e.g. RAND Corporation...
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...UNIT 8: MARKETING IN HOSPITALITY Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the concepts of marketing in a services industry context Core concepts: definition of marketing, customer needs, wants and demands, product and services markets, value, customer satisfaction/retention, quality, cost/benefits, efficiency/effectiveness, profitability, the growth of consumerism, strategic/tactical marketing, reasons for growth, marketing as a business philosophy, relationship marketing, changing emphasis of marketing Marketing environment: micro environment of the company; stakeholders eg suppliers, intermediaries, owners, financiers, customers, competitors, local residents, pressure groups; macro environment demographics eg economy, society, ecology, technology, politics, legal, culture; strengths, weaknesses, opportunities and threats (SWOT) analysis; political, economic, social, technical (PEST) analysis; Porter’s competitive forces Consumer markets: central role of the customer, customer culture, models and types of behaviour, consumer orientation (internal and external), competitor orientation, decision process, value chain, value and satisfaction, long-term relationships Market segmentation: principles of segmentation, targeting and positioning, segmentation bases eg geographic, demographic, behavioural, lifecycle stage, income, gender Ethics and social responsibility: sustainability, social audit, public relations, legal and regulatory considerations...
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...Product submitted in partial fulfillment of the requirements for the degree of Master of Science in Management February 19, 2012 Abstract Halliburton is a multi-million dollar organization, operating in nearly 80 countries worldwide. The roots of Halliburton trace back to the 1900s, with countless mergers and company acquisitions dotting its history. Halliburton is one of world’s leading oilfield services providers. The organization has a strong financial history that continues despite scandals, regulatory requirements and growing litigation. Halliburton continues to lead its market in innovative practices, diversified revenue streams and the breadth of its global footprint within the oilfield services industry. Table of Contents Page Abstract……………………………………………………………………................ 2 Table of Contents……………………………………………………………………. 3 History of Halliburton ……………………. ……………………………………….. 4-5 Corporate Governance………………………………………………………………. 5-7 Holistic Intrapreneurship …………………………………………………………… 7-9 Conclusion ………………………………………………………………………….. 10 References…………………………………………………………………………....11 History of Halliburton Halliburton is one of the world's leading oilfield services providers with revenues over $18 billion in 2010. Halliburton was incorporated in 1924 in Delaware. Halliburton has approximately 70,000 employees worldwide, and is in the business of “providing engineering and construction services to the upstream energy industry, to infrastructure companies and various...
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...Assignment Front Sheet Qualification Pearson BTEC Level 5 HND Diploma Business Student Name Unit Number and Title Y-601-1259 / Unit 19 / Marketing Planning Student No. Assessor name Date of Issue 16th February 2015 TOM FARNSWORTH Completion date Submitted on 27th March 2015 Assignment title Unit 19: Marketing Planning Learning outcome Assessment criteria In this assessment you will have the opportunity to present evidence that shows you are able to Task No. Evidence (Page no) 1 Be able to compile marketing audits 1.1 1.2 1.3 1.4 2 3 Understand the main barriers to marketing planning Be able to formulate a marketing plan for a product or service 2.1 2.2 3.1 3.2 3.3 Review changing perspectives in marketing planning Evaluate an organization’s capability for planning its future marketing activity Examine techniques for organizational auditing and for analysing external factors that affect marketing planning Carry out organizational auditing and analysis of external factors that affect marketing planning in a given situation Assess the main barriers to marketing planning Examine how organizations may overcome barriers to marketing planning Write a marketing plan for a product or a service Explain why marketing planning is essential in the strategic planning process for an organization Examine techniques for new product development 2 (b) 1 (b) 1 (a) 1 (e) 1 (c) 1 (d) 2 (e) 2 (a) 2 (c) 1 3.4 3.5 4 Understand...
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...1. Which of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunity, Threats) analysis? A) Organizational strengths may not lead to competitive advantage B) SWOT gives a one-shot view of a moving target C) SWOT's focus on the external environment is too broad and integrative D) SWOT overemphasizes a single dimension of strategy 2. A marketing department that promises delivery quicker than the production department's ability to produce is an example of a lack of understanding of the A) synergy of the business units. B) need to maintain the reputation of the company. C) organizational culture and leadership. D) interrelationships among functional areas and firm strategies. 3. XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a ____________ system. A) Just-In-Time (JIT) B) Last In, First Out (LIFO) C) First In, First Out (FIFO) D) Highly mechanized 4. Which of the following lists is comprised of support activities: A) human resource management, information systems, procurement, and firm infrastructure B) customer service, information systems, technology development, and procurement C) human resource management, technology development, customer service, and procurement D) human resource management, customer service, marketing and sales...
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...manage the work of non-managerial employees. • Middle Managers – Individuals who manage the work of first-line managers. • Top Managers – Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 5 6 What Is Management? Classifying Managers • Managerial Concerns –Efficiency • “Doing things right” –Getting the most output for the least inputs –Effectiveness • “Doing the right things” –Attaining organizational goals 7 8 What Do Managers Do? Exhibit 1–2 Effectiveness and Efficiency in Management 9 Managerial Roles 10 What Managers Actually Do • Interaction – with others – with the organization – with the external context of the organization • Reflection – thoughtful thinking • Action – practical doing • Management Roles Approach (Mintzberg) – Interpersonal roles • Figurehead, leader, liaison – Informational roles • Monitor, • Disseminator, • Spokesperson – Decisional roles • Disturbance handler, resource allocator, negotiator 11 12 Key managerial skills Key managerial skills – Technical skills • Knowledge and...
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...UNIT 11: RESOURCE MANAGEMENT IN HOSPITALITY Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand the principles and application of resource management to commercial operations Methods: selection; acquisition; maintenance; replacement criteria Principles: procurement strategy; specification; supplier identification; selection criteria; working with specialist suppliers; stock control LO2 Understand the suitability of various forms of finance and taxation available to UK business in general and the hospitality sector in particular Internal: managing the elements of working capital to free resources; internally generated funds; retained profits External: short-, medium- and long term; caring; risk and reward Cost of capital: equity and loan capital costs; weighted average cost computations Systems: the main features of income and corporation tax; schedules; rates; personal and capital allowances; tax credits and debits UNIT 11: RESOURCE MANAGEMENT IN HOSPITALITY LO3 Understand how procurement issues and strategies contribute to the achievement of commercial objectives through purchasing power Systems and processes: standard specification; tendering; estimating/quoting; methods of procurement eg centralised, contract, lease; Pareto analysis; ‘just in time’ (JIT); equipment; materials; services; terms and conditions Procurement officer: role; assessing operational needs; selecting suppliers; quality and quantity control; timing; discounts; receipt...
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...[pic] Final Version 18th July 2005 Pathway Guide for 2005/06 HND Business (HS/BS) Award Leader: Jill Gollins Tel: 01902 323962 Email: J.Gollins@wlv.ac.uk Table of Contents Welcome to University of Wolverhampton Business School 2 Introduction 2 Programme Outcomes 3 Structure of the HND Business Award 4 Core Modules Descriptions: Year 1 5 BE1002 Principles of International Business 5 BE1010 Quantitative Techniques for Business(HND) 6 BE1011 Employability Skills 7 BE1013 Entrepreneurs and Entrepreneurship 8 EC1008 Organisations , Competition and the Business Environment (HND) 9 HR1005 Organisations and Behaviour(HND) 10 LW1032 Legal and Regulatory Framework (HND) 11 MK1007 Marketing (HND) 12 Module Descriptions: Year 2 13 AC2020 Managing Financial Resources (HND) 13 BE1009 Managing Activities (HND) 14 BE2017 Business Strategy (HND) 15 BE2018 Personal Development 2 16 IM2009 Management Information Systems(HND) 17 MK1006 Market Intelligence (HND) 18 Core Option Descriptions Year 2 19 EC2013 Economics of Human Resourcing 19 EC2015 Environmental Management 20 HR2002 Ethics in Organisations 21 IM2007 Independent learning in the Workplace 22 MK2010 Service Sector Marketing 23 Useful Information and Other Resources 24 ...
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...Assignment Front Sheet Qualification Unit Number and Title Pearson BTEC Level 5 HND Diploma Business Y-601-1259 / Unit 19 / Marketing Planning Student Name Student No. Assessor name TOM FARNSWORTH Date of Issue Completion date 16th February 2015 Assignment title Learning outcome 1 Be able to compile marketing audits 27th March 2015 Unit 19: Marketing Planning Assessment criteria In this assessment you will have the opportunity to present evidence that shows you are able to Task No. 1.1 Review changing perspectives in marketing planning Evaluate an organization’s capability for planning its future marketing activity Examine techniques for organizational auditing and for analysing external factors that affect marketing planning Carry out organizational auditing and analysis of external factors that affect marketing planning in a given situation Assess the main barriers to marketing planning Examine how organizations may overcome barriers to marketing planning Write a marketing plan for a product or a service Explain why marketing planning is essential in the strategic planning process for an organization Examine techniques for new product development 2 (b) 1.2 1.3 1.4 2 3 Understand the main barriers to marketing planning Be able to formulate a marketing plan for a product or service Submitted on 2.1 2.2 3.1 3.2 3.3 Evidence (Page no) 1 (b) 1...
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...Business Strategy ST3S03A Module Workbook: 2015 CONTENTS 1. Module Introduction 2. Module Aims and Learning Outcomes 3. Teaching methods 4. Lecture/Tutorial Programme 5. Unit Descriptors 6. Reading 7. Assessment Please note that information contained in this document may be subject to amendment. This workbook is the copyright of Dan Taylor, Simon Brooks & Paul Davies. The material contained in it may only be used for teaching purposes in association with the Business School of the University of South Wales, and with the explicit permission of the authors. 1. Module Introduction – What is this module about? Welcome to the workbook for Business Strategy. This book contains all the background information you need for the whole course, together with the lecture and tutorial programme. Use this book as your key reference for information on the course. Most of the frequently asked questions you are likely to raise are answered here. Please note that while this information is correct at the time of going to press, we reserve the right to alter the programme and other course details from time to time. This will be done through announcements in lectures and on Blackboard, the web-based learning environment. It is imperative that students access Blackboard regularly to ensure they are aware of any changes. This course is intended to be an informative and interesting introduction to strategic...
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...Analysis of Apple Inc. business Strategic Unit (iPad unit) Contents Introduction .................................................................................................................................................. 2 1. Strategic position of Apple Inc .................................................................................................................. 2 1.1 Competitive strategic position ............................................................................................................ 2 1.2 Strategic group mapping ......................................................................................................................... 4 2. External drivers of change affecting Apple’s Strategic Business Unit ....................................................... 5 2.1 PEST Analysis ....................................................................................................................................... 5 2.1.1 Political and legal drivers ............................................................................................................. 5 2.1.2 Economic factors .......................................................................................................................... 5 2.1.3 Socio-cultural factors ................................................................................................................... 6 2.1.4 Technology .............................................................................
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...Analytical Job Evaluation System Free of Sex Bias A Systematic Approach to Pay Determination Free of Sex Bias Supplementary Book 1 Supplementary Book 2 Supplementary Book 3 Equal Pay Self-Audit Kit: A Proactive Approach for Employers to Achieve Equal Pay An Easy Read Guide is also available as a quick reference for all users including employers of small business and employees in general. The publications are available at the EOC website. Should you require clarifications on these publications or obtain the hard copies, please contact the Equal Opportunities Commission. Enquiries Fax Email Website : 2511-8211 : 2511-8142 : eoc@eoc.org.hk : www.eoc.org.hk AN ILLUSTRATION ON DEVELOPING AN ANALYTICAL JOB EVALUATION SYSTEM FREE OF SEX BIAS TABLE OF CONTENTS Page Introduction Part 1 Part 2 Part 3 Part 4 Analytical Job Evaluation Selection of Factors for Job Comparison Defining Factor Levels Developing a Scoring System Job Evaluation Template Part 5 Appendix 1 Appendix 2 Introducing a Gender-neutral Job Evaluation System Job Description Template Sample Factor Level Definitions 1 2 7 12 15 19 20 24 25 INTRODUCTION This is a supplementary book to the “Guide to Employers on Equal Pay between Men & Women”. The purpose is to illustrate the mechanism of an analytical job evaluation system that is free of sex bias. The tool presented is not intended to be a prescribed job evaluation methodology for compliance with...
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... customers, a SWOT analysis, marketing strategies, and marketing mix strategies. The objective of this proposal is to develop and implement an effective marketing plan to expand Custom Club Fitting to more markets to increase performance in the market. Growing the Game Contents Executive Summary……………………………………………………………………… 4 I Introduction 5 a. Background 5 b. Purpose and Objectives 6 II Analysis of the Environment 6 a. External Analysis 6 a.a. Market 7 a.b. Competition 7-8 b. Internal Analysis 8 b.a. Performance 8 b.b Customers 9 III SWOT Analysis 9 a. Opportunities 10-11 b. Threats 11-13 c. Strengths 13-14 d. Weaknesses 14-15 IV Fundamental Marketing Strategies 15 a. Positioning Strategies 16 b. Competition Strategies 16 V Marketing Mix Strategies 17 a. Product 17 b. Price 17 c. Place 17 d. Promotion 17 VI Implementation and Control 18 a. Implementation 18-19 b. Control 19 VII Conclusion 19 Executive Summary Every golfer's body and swing are unique to that individual - height, arm length, hand size and swing speed all determine how golf clubs need to be designed and fitted to each individual. According to a survey of authorized retailers that do not currently offer the custom fitting service, there has been an increase in demand for the service. Major competitors are increasing the number of retailers...
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