Example of Company Profile CONFIDENTIAL Swiss-Asian Chamb.docx

Example of Company Profile CONFIDENTIAL
Swiss-Asian Chamber of Commerce Business and Investment
Mission to Thailand and Myanmar, Nov 17 to Nov 27, 2011
Business and Investment Mission to Thailand and Myanmar
COMPANY NAME / ADDRESS
Muster AG
Zeughausstrasse 19
3380 Wangen an der Aare
Telephone: + 41 (0) 32 613 20 73
Facsimile: + 41 (0) 32 613 20 80
E-Mail: [email protected]
Contact Person:
Mr. Fritz Muster
CEO / General Manager:
Mr. Heiri Muster
COMPANY BACKGROUND
Year Established: 1984

and USA
CURRENT ACTIVITIES
automotive-, medical-, communication-
and automation-industry.
industries, such as domestic appliances,
house technology etc.
NATURE OF BUSINESS
subassemblies. We have an extensive know-
how of manufacturing performances in metal,
especially turning and milling.
MAJOR PRODUCTS/SERVICES
method and machines available.

location/subcontractors to achieve good
quality at the lowest cost.
throughout the entire production to achieve
the best product quality as required by our
customer.
COLLABORATIVE ARRANGEMENT SOUGHT
Thailand to develop business opportunities in
the field of turned parts and subassemblies.
MAIN PURPOSE OF MEETING
PARTICULARLY WITH THAI COMPANIES
Know how transfer?
Looking for a distributor?
Joint Venture Partner?
COMPANY TARGETS
Manufacturing the most applicable parts
in Thailand for the European Market,

especially for the automotive industry.
COMPANY PROFILE
tered Capital in USD: 100’000
large range of manufacturing equipment
at the location of our chosen and approved
subcontractors and at our own premises.
TRW, MAHLE, ABB, PARKER, HILTI etc.
Central Europe, England and Asia
Central Europe and USA
TYPE OF BUSINESS COOPERATION
reliable and competitive manufacturers

BUSINESS INTEREST IN
manufacturers in order to increase sales in
Europe.
FORM OF INVESTMENT
-How-
Transfer and into special technical
equipment to accomplish the specific
orders.
SACC_bms/22.09.2010
mailto:[email protected]
Unit 7: Business Strategy
Unit code: A/601/0796 QCF level: 5
Credit value: 15 credits
Aim
The aim of this unit is to give learners the knowledge and
understanding of how a business unit can strategically organise
and plan for likely future outcomes in order to be successful.
Unit abstract
One of the aims of this unit is to build on learners’ existing
knowledge of the basic tools of business analysis such as

PESTLE and draw it together so that the learners think
strategically.
Learners will be introduced to further analysis tools needed for
the process of strategic planning.
They will be able to explain the significance of stakeholder
analysis and carry out an
environmental and organisational audit of a given organisation.
Learners will learn how to apply strategic positioning
techniques to the analysis of a given organisation and prepare a
strategic plan based on previous analysis. They will also learn
how to evaluate possible alternative strategies (such as
substantive growth, limited growth or retrenchment) and then
select an appropriate future strategy for a given organisation.
Finally, learners will compare the roles and responsibilities for
strategy implementation and evaluate resource requirements for
the implementation of a new strategy for a given organisation.
Learners will then be able to propose targets and timescales for
implementation and monitoring of the strategy in a given
organisation.
Learning outcomes
On successful completion of this unit a learner will:
1 Understand the process of strategic planning
2 Be able to formulate a new strategy
3 Understand approaches to strategy evaluation and selection
4 Understand how to implement a chosen strategy.
Unit content
1 Understand the process of strategic planning
Strategic contexts and terminology: role of strategy; missions;
visions; strategic intent; objectives; goals; core competencies;
strategic architecture; strategic control
Strategic thinking: future direction of the competition; needs of
customers; gaining and maintaining competitive advantage;
Ansoff’s growth-vector matrix; portfolio analysis

Planning systems: informal planning; top-down planning;
bottom-up planning; behavioural approaches
Strategic planning issues: impact on managers; targets; when to
plan; who should be involved; role of planning
Strategic planning techniques: BCG growth-share matrix;
directional policy matrices; SPACE,
PIMS
2 Be able to formulate a new strategy
Stakeholder analysis: stakeholder significance grid; stakeholder
mapping
Environment auditing: political, economic, socio-cultural,
technological, legal and environmental analysis (PESTLE);
Porter’s 5 force analysis; the threat of new entrants; the power
of buyers; the power of suppliers; the threat of substitutes;
competitive rivalry and collaboration
Strategic positioning: the Ansoff matrix; growth; stability;
profitability; efficiency; market leadership; survival; mergers
and acquisitions; expansion into the global marketplace
The organisational audit: benchmarking; SWOT analysis;
product positions; value-chain analysis; demographic
influences; scenario planning; synergy culture and values
3 Understand approaches to strategy evaluation and selection
Market entry strategies: organic growth; growth by merger or
acquisition; strategic alliances; licensing; franchising
Substantive growth strategies: horizontal and vertical
integration; related and unrelated diversification
Limited growth strategies: do nothing; market penetration;
market development; product development; innovation
Disinvestment strategies: retrenchment; turnaround strategies;
divestment; liquidation
Strategy selection: considering the alternatives;
appropriateness; feasibility; desirability
4 Understand how to implement a chosen strategy
The realisation of strategic plans to operational reality:
communication (selling the concepts); project teams;
identification of team and individual roles, responsibilities and

targets;
programme of activities; benchmark targets at differing levels
of the organisation
Resource allocation: finance; human resources; materials; time
Review and evaluation: an evaluation of the benchmarked
outcomes in a given time period in relation to corporate,
operational and individual targets
Learning outcomes and assessment criteria
Learning Outcomes
Assessment Requirements
To achieve each outcome a learner must demonstrate the ability
to:
1.Analyse how the business environment is considered in
strategy formulation
Define the contexts of business strategy.
1.
Conduct an environmental and organisational audit of a given
organisation
2.
Apply strategic positioning techniques to the analysis of a given
organisation
2. Understand the process of strategic planning
Demonstrate an ability to think strategically
3.
Prepare a strategic plan for a given organisation, based on
previous analysis.
3. Examine approaches to strategy evaluation and selection
Evaluate possible alternative strategies substantive - growth,
limited growth
Select an appropriate future strategy for a given organisation
4. Analyse how strategy implementation is realised

Compare the roles and responsibilities for strategy
implementation in two different org. organizations.
Identify and evaluate resource requirements to implement a new
strategy for a given organisation
Propose targets and timescales for achievement in a given
organisation to monitor a given strategy
Number of Pages: 15 (Double Spaced)
Language Style: English (U.K.)
Writing Style: Harvard
Number of sources: 20
follow the guidelines and to be only UK small business
enterprises.
Rules and regulations:
Plagiarism is presenting somebody else’s work as your own. It
includes: copying information directly from the Web or books
without referencing the material; submitting joint coursework as
an individual effort; copying another student’s coursework;
stealing coursework from another student and submitting it as
your own work. Suspected plagiarism will be investigated and
if found to have occurred will be dealt with according to the
procedures set down by the College. Please see your student
handbook for further details of what is / isn’t plagiarism.
Coursework Regulations
1 Submission of coursework must be undertaken according to
the relevant procedure. Lecturers will give information as to
which procedure must be followed, and details of submission
procedures and penalty fees can be obtained from Academic
Administration or the general student handbook.

2 Late coursework will be accepted by Academic Admin Office
and marked according to the guidelines given in your Student
Handbook for this year.
3 If you need an extension (even for one day) for a valid reason,
you must request one. Collect a coursework extension request
form from the Academic Admin Office. Then take the form to
your lecturer, along with evidence to back up your request. The
completed form must be accompanied by evidence such as a
medical certificate in the event of you being sick. The
completed form must then be returned to Academic Admin for
processing. This is the only way to get an extension.
O Learning Outcomes and assessment
requirements
Learning Outcomes
Assessment requirements
To achieve each outcome a learner must demonstrate the ability
to:
LO1 Be able to investigate the performance of a selected small
business enterprise
1.1 produce a profile of a selected small business identifying its
strengths and weaknesses
1.
1.2 carry out an analysis of the business using comparative
measures of performance
LO2 Be able to propose changes to improve management and
business performance
2.1 recommend with justification, appropriate actions to
overcome the identified weaknesses in the business
2.
2.2 analyse ways in which existing performance could be
maintained and strengthened
3.
2.3 recommend with justification, new areas in which the
business could be expanded

LO3 Be able to revise business objectives and plans to
incorporate proposed changes
3.1 produce an assessment of existing business objectives and
plans
4.
3.2 revise business plans to incorporate appropriate changes
5.
3.3 prepare an action plan to implement the changes
LO4 Be able to examine the impact of change management on
the operations of the business.
4.1 report on the impact of the proposed changes on the
business and its personnel
6.
4.2 plan how the changes will be managed in the business
7.
4.3 monitor improvements in the performance of the business
over a given timescale.
In addition to the above PASS criteria, this assignment gives
you the opportunity to submit evidence in order to achieve the
following MERIT and DISTINCTION grades
Grade Descriptor
Indicative characteristic/s
Contextualisation
M1 Identify and apply strategies to find appropriate solutions
· Effective judgements have been made
To achieve M1, you will identify and use effective judgment in
analysing the business performance using appropriate
theories/models - SWOT, Porter’s five and PESTLE.
M2 Select / design and apply appropriate methods / techniques
· Relevant theories and techniques have been applied and a
range of sources of information has been used to synthesise and
process complex information/data
To achieve M2, you will need to use appropriate range, sources
and relevant models /theories to support business analysis and

proposing changes to the business
M3 Present and communicate appropriate findings
· An appropriate structure and approach has been used which
includes the use of technical language, a coherent and logical
development of principles/concepts for the intended audience
To achieve M3, you will need to use appropriate technical
language and follow a logically structured approached that
focuses on the processes involved in change management,
reviewing and improving the performance of the named small
business enterprise
D1 Use critical reflection to evaluate own work and justify
valid conclusions
· Conclusions have been arrived at through synthesis of ideas
and have been justified and a realistic improvement strategy
have been proposed against defined characteristics for success
To achieve D1, you will have used critical but correct business
models to reviewing and improving the performance of the
named small business enterprise.
D2 Take responsibility for managing and organising activities
· Autonomy/independence has been demonstrated and
substantial activities, projects or investigations have been
planned, managed and organised recognizing the importance of
interdependence
To achieve D2 you will havedemonstrated an effective approach
to independent research and study and will have met the
deadline to submit the tasks and achieve the unit assessment
criteria.
D3 Demonstrate convergent /lateral / creative thinking
· Ideas have been generated and decisions taken with an
evidence of self-evaluation, convergent and lateral thinking, and
the application of innovation and creative thought
To achieve D3 you will produce excellent analysis aided by
incredibly innovative relevant pictorial presentation of and
accurate identification of relevant business models. Thoughtful
conclusions supported by very good theoretical framework.
Assignment title

Performance of Small Business Enterprise.
Purpose of this assignment: Small businesses are vital to the
success of any economy. Not only as they provide the success
stories of the future, but also because they meet local needs,
serves as backbone of creativity and production, stimulates
economic growth and serve the requirements of larger
businesses. However, small businesses are confronted with a
wide range of internally and externally based problems on a
daily basis which makes it mandatory for small business
managers to understand how to apply effective turnaround
strategies to put their firms back to profitability. This module
and its corresponding assignment is meant to give learners the
opportunity to focus on the processes involved, through change
management, of reviewing and improving the performance of a
small business enterprise.
Scenario
The scenario is individualistic. Students are expected to
approach a small business enterprise that is familiar and
accessible to them and from which they can obtain relevant
information that will enable them to carry out the tasks.
Task 1: Business Performance of a selected small business
enterprise Approach a small business enterprise that is familiar
and accessible to you and from which you can obtain relevant
information that will enable carry out the following tasks:
· 1a Produce a profile of the selected small business enterprise
(SBE), which among many other things should include the
inherent weaknesses of the SBE and areas where it demonstrates
unique strengths in comaparism to its competitors (AC 1.1)
· 1b Using ‘Porter’s Five Forces’ model, carry out an analysis
of the nature of competition which your selected SBE is
exposed to, and show by way of a comparative analysis, its
performance in comparison to similar SBEs in the same industry
(AC 1.2)

1. To achieve M1, you will identify and use effective judgment
in analysing the business performance of your SBE using
appropriate theories/models - SWOT, Porter’s five and
PESTLE.
2. To achieve D1, you will have used critical but correct
business models to reviewing and improving the performance of
the named small business enterprise.
Task 2: Propose Changes to Improve Management and Business
Performance
Based on the information obtained from scenario 1 above,
undertake the following tasks
· 2a Recommend with justification, appropriate actions that
managers of your selected SBE might undertake in order to
overcome the identified weaknesses of the business (AC 2.1)
· 2b Assuming your selected SBE is currently performing well,
analyse ways in which its existing performance could be
maintained and strengthened (AC 2.2)
· 2c Recommend with justification, new areas in which the
business could be expanded with concrete justifications. (AC
2.3)
3. To achieve M2, you will need to use appropriate range,
sources and relevant models /theories to support business
analysis and proposing changes to the business
4. To achieve D2 you will have received very little support and
demonstrated an effective approach to independent research and
study and will have met the deadline to submit the tasks and
achieve the unit assessment criteria. but
Task 3: Assessment of the business objectives and plans to
incorporate proposed changes
Using your selected business enterprise, assess the following
· 3a Produce an assessment of existing business objectives and
plans of your selected SBE and determine its viability and
profitability (AC 3.1)

· 3b Assuming in your opinion, the viability and profitability of
the existing business plans of your selected SBE is in doubts,
revise business plans to incorporate appropriate changes that
will make the business to be viable and profitable. (AC 3.2)
· 3c Prepare a feasible action plan to implement these suggested
changes (AC 3.3)
5. To achieve M3, you will need to use appropriate technical
language and follow a logically structured approached that
focuses on the processes involved in change management,
reviewing and improving the performance of the named small
business enterprise
6. To achieve D3 you will produce excellent analysis aided by
incredibly innovative relevant pictorial presentation of and
accurate identification of relevant business models. Thoughtful
conclusions supported by very good theoretical framework.
Task 4: assessment of impact of change management and
plausible solutions
· 4a Provide a comprehensive report on the impact of the
proposed changes on the business and its personnel (AC 4.1)
· 4b Provide a plan that demonstrates how the changes will be
managed in the SBE. (AC 4.2)
· 4c Prepare a time scale to monitor the improvement in the
performance of the SBE over a given timescale. (AC 4.3)
Evidence checklist
Summary of evidence required by student
Task 1
Write a report that shows the performance of a selected small
business enterprise highlighting the strengths and weaknesses of
the enterprise
Task 2
Propose changes that will bring improvements to the existing
management of the enter[prise which will ultimately lead to

Task 3
Write a report that revises the existing business objectives and
plans, incorporating new changes to the enterprise for better
performance
Task 4
Write a report on the impact of the proposed change
management on the operations of the business.
Please note that task 1, 2, 3, and 4 should all be in one report
Achievement Summary
Qualification
Pearson BTEC Level 5 HND Diploma in Business
Assessor name
Unit Number and title
Unit No. 33: Small Business Enterprise
Student name
Criteria Reference
To achieve the criteria the evidence must show that the student
is able to:
Achieved?
(tick)
LO 1
Be able to investigate the performance of a selected small
business enterprise
1.1
Produce a profile of a selected small business identifying its
strengths and weaknesses
1.2
Carry out an analysis of the business using comparative
measures of performance

LO 2
Be able to propose changes to improve management and
2.1
Recommend with justification, appropriate actions to overcome
the identified weaknesses in the business
2.2
Analyse ways in which existing performance could be
maintained and strengthened
2.3
Recommend with justification, new areas in which the business
could be expanded
LO 3
Be able to revise business objectives and plans to incorporate
proposed changes
3.1
Produce an assessment of existing business objectives and plans
3.2
Revise business plans to incorporate appropriate changes
3.3
Prepare an action plan to implement the changes

LO 4
Be able to examine the impact of change management on the
operations of the business.
4.1
Report on the impact of the proposed changes on the business
and its personnel
4.2
Plan how the changes will be managed in the business
4.3
Monitor improvements in the performance of the business over
a given timescale.
Higher Grade achievements (where applicable)
Grade descriptor
Achieved?
(tick)
Grade descriptor
Achieved?
(tick)
M1:
D1:
M2:

D2:
M3:
D3:
Assignment Feedback
Formative Feedback: Assessor to Student
Action Plan
Summative feedback
Assessor Signature
Date

Example of Company Profile CONFIDENTIAL Swiss-Asian Chamb.docx

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