LO1 Be able to investigate the performance of a selected small business enterprise Business
profile: components of the business, objectives of the business, internal and external factors affecting business performance, performance measures, constraints and restrictions on business, responsibilities and liabilities of owner-manager Comparative measures of performance: comparisons with other similar-sized businesses in same geographical area, comparisons with businesses in same or similar industry, comparisons with industry averages; comparisons should cover all areas – financial, production, marketing, sales, human resources, use of technology Analysis of business information: analysis of past and current business information – financial, marketing information, sales, production, human resource efficiency, management effectiveness – using ratios, budget information, market research results, SWOT analysis, business reports eg production efficiency
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
We can define the business organization as: an entity that is both commercial and social, which provides the necessary structures to achieve the central objective of trades in goods or services. Here are the core concepts of management and business organization.
LO1 Be able to investigate the performance of a selected small business enterprise Business
profile: components of the business, objectives of the business, internal and external factors affecting business performance, performance measures, constraints and restrictions on business, responsibilities and liabilities of owner-manager Comparative measures of performance: comparisons with other similar-sized businesses in same geographical area, comparisons with businesses in same or similar industry, comparisons with industry averages; comparisons should cover all areas – financial, production, marketing, sales, human resources, use of technology Analysis of business information: analysis of past and current business information – financial, marketing information, sales, production, human resource efficiency, management effectiveness – using ratios, budget information, market research results, SWOT analysis, business reports eg production efficiency
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
We can define the business organization as: an entity that is both commercial and social, which provides the necessary structures to achieve the central objective of trades in goods or services. Here are the core concepts of management and business organization.
This a presentation delivered by Angela Ihunweze on how organisations especially SMEs can develop their business model and strategy. Anywhere in the world ,Angela Ihunweze can be invited to deliver this topic practically
Budgeting is a process of expressing quantified resource requirements (amount of capital, amount of material, number of people) into time-phased goals and milestones.
Check out more @ www.eleaderstochange.com
Follow: #eleaders2change
Balance Scorecard by Robert S. Kaplan and David P. Norton.
References: "Transforming the balanced scorecard from performance measurement to strategic management: Part 1"
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
As the final project for the Strategy Implementation course on coursera.org, I have created an implementation plan for my strategy formulation.
To understand this implementation program better, you can visit my strategy formulation project for e-types
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Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
This a presentation delivered by Angela Ihunweze on how organisations especially SMEs can develop their business model and strategy. Anywhere in the world ,Angela Ihunweze can be invited to deliver this topic practically
Budgeting is a process of expressing quantified resource requirements (amount of capital, amount of material, number of people) into time-phased goals and milestones.
Check out more @ www.eleaderstochange.com
Follow: #eleaders2change
Balance Scorecard by Robert S. Kaplan and David P. Norton.
References: "Transforming the balanced scorecard from performance measurement to strategic management: Part 1"
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
As the final project for the Strategy Implementation course on coursera.org, I have created an implementation plan for my strategy formulation.
To understand this implementation program better, you can visit my strategy formulation project for e-types
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Labour Market Economics teaches us that wages are determined where the Marginal Revenue Product equals the Marginal Cost. In a perfect labour market all workers in a particular profession or job would be paid equally. But, the labour market is far from perfect – some argue it is the most imperfect market known. Therefore, differentials exist and persist into the long run. One of the most widely discussed differentials is that between male and female earnings.
China’s government wants its economy to grow more sustainably. Currently, the Chinese economy is growing at a rate of 7.8% in the period July to September, compared to 7.5% in the previous quarter. However, this is significantly lower than the high and unsustainable rates of growth that the Chinese economy experienced over the last decade. The Chinese government have set a target growth rate of 7.5% over the next year and analysts believe that this will be achieved.
There have been many more headlines suggesting the UK’s economic recovery has begun to ‘take hold’, with recent quarterly GDP statistics showing a 0.8% increase, that heralds a full three quarters of positive growth! However, it is difficult for the ordinary hard-working household to get too excited, as the purchasing power of their income continues to be well and truly squeezed.
You may have thought zombies were only ever in horror movies, but some economists are increasingly talking about an invasion of ‘zombie’ companies in the UK economy, threatening to obstruct a return to stronger GDP growth.
The summer of 2013 saw strong reviews for the Bristol Old Vic’s theatre company’s production of Shakespeare’s “A Midsummer Night’s Dream”, in which an actor called David Ricardo Pearce played Oberon.
econoMAX - Sea transport and its impact on globalisationtutor2u
It is a normal rule of thumb that the volume of world trade tends to grow at double the rate of growth of world GDP. Between 1990 and 2008 global real GDP expanded at an average annual rate of growth of 3.2% while world trade volume grew at an average of growth of 6%. However, in the last two years world trade volume has risen by 4.8 per cent while real GDP has risen by only 4.0 percent. If the normal 2:1 ratio had applied, trade growth would have been about 3.2 per cent higher. The slowdown in the growth of world trade can be partly explained by the economic difficulties in the euro zone in 2012 and more latterly in the BRIC economies. In addition there has been a growth in protectionism since the start of the economic crisis in 2008.
Assessment Brief – Level Six UndergraduateBusiness and Managemen.docxfredharris32
Assessment Brief – Level Six Undergraduate
Business and Management modules
Module Code:
SM0374 Semester 2 2013-14
Module Title:
Strategic Management and Leadership
Distributed on:
February 2014Hand in Date:
Check noticeboards
Further information about general assessment criteria, ARNA regulations, referencing and plagiarism can be found on the module site on the e-Learning Portal. Students are advised to read and follow this information.
Task:
Choose onecompany from the following list. For this company, explain how successful you think it is and discuss the strategic reasons behind that success. Your explanation should include something about the contribution of leadership to the company. Go on to suggest strategies and/or actions for ensuring success in the future.
1. Jaguar Land Rover Automotive plc
2. FedEx Corporation
3. Hertz Global Holdings Inc
Notes:
a. Word limit = 3,600 words. See page 3 of this brief for an explanation.
b. Tables with sentences (rather than data) WILL be included in the word count
c. No appendices are permitted.
d. You should read the guidance on page 2 of this brief and the marking scheme at the end of this brief to understand how you should approach the assignment. Further guidance, including examples of student work, will be posted on Bb.
e. The assignment represents 100% of the module mark.
Format for submission:
· The assignment should be written in Arial, 11pt, left-justified, 1½ spacing.
· Every page should be numbered and show your student ID (but not your name)
· Leave at least 5cm at the end of each section for us to write comments. Please note that we may not fill of the 5cm – it depends what type of feedback we think is needed for each answer.
· Print the assignment double-sided, if possible
· All academic and other sources must be cited and included in a reference list.
· The completed assignment should be submitted in a single polypocket – the type with fixing holes down one side. Do not staple or otherwise fix pages together.
Guidance
To tackle the question you need to carry out a full strategic analysis of the company and the business environment. But we only want to read the really important outputs of that analysis. You have to judge what outputs from the analysis (i.e. your conclusions) are most important and present these to us in a clear, academically rigorous manner.
We want you to tell us how you think the company has been able to compete successfully and justify your answer with analysis based on topic areas taught as part of this module. “Success” could be evaluated in terms of measures such as growth, profitability, market share and so on. But how has the company achieved this position which may have taken several years? It could be explained using analysis based on one or more of the following strategic management topic areas:
· Strategic capabilities leading to competitive advantage
· A clear business strategy consistent with strategic capabilities
· Development ...
Example of Company Profile CONFIDENTIAL Swiss-Asian Chamb.docxgitagrimston
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
Regional presence: in Switzerland, England
and USA
ISO 9002 and TS 16949 certified
CURRENT ACTIVITIES
Supplier of precision turned parts to the
automotive-, medical-, communication-
and automation-industry.
Supplier of subassemblies to various
industries, such as domestic appliances,
house technology etc.
NATURE OF BUSINESS
NEIDA AG supply precision turned parts and
subassemblies. We have an extensive know-
how of manufacturing performances in metal,
especially turning and milling.
MAJOR PRODUCTS/SERVICES
Precision turned parts and Subassemblies
NEIDA choose the best manufacturing
method and machines available.
NEIDA then selects the most effective
location/subcontractors to achieve good
quality at the lowest cost.
NEIDA then monitor and control the order
throughout the entire production to achieve
the best product quality as required by our
customer.
COLLABORATIVE ARRANGEMENT SOUGHT
Close cooperation with Manufacturers in
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
Sales Turnover: US$ 12’000’000
Registered Capital in USD: 100’000
Number of Employees: 20
Facilities:
large range of manufacturing equipment
at the location of our chosen and approved
subcontractors and at our own premises.
Major customers:
TRW, MAHLE, ABB, PARKER, HILTI etc.
Geographical Markets:
Central Europe, England and Asia
Export Markets (Countries):
Central Europe and USA
TYPE OF BUSINESS COOPERATION
NEIDA AG want to place new orders with
reliable and competitive manufacturers
BUSINESS INTEREST IN
NEIDA AG is interested to find competitive
manufacturers in order to increase sales in
Europe.
FORM OF INVESTMENT
NEIDA AG will invest into Know-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 ...
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Entrepreneurship Summit Iit Kgp How To Write A Business Plan 03 11 2007Prof Parameshwar P Iyer
This presentation makes a strong case for engineers to turn their technical ideas into creative businesses. It explains the benefits of risk taking, taking ownership, and creatively innovating for new businesses. It also gives the do's and don'ts of writing an effective business plan.
Marketing Management
Assignment – Individual Portfolio
NAME
UON ID
SUBMISSION DATE
1/8/2022
MODULE
ASSIGNMENT 1
WORD COUNT
1600
LECTURER
SALLY LO
Table of Contents
Introduction:
PEEST
Micro Analysis
Porter’s 5 forces analysis
Competitor Perceptual Map
Internal Analysis
Strategy review
Functions review
Productivity review
TOWs and Strategic analysis
Appendices
Appendix 1: Company overview
Appendix 2: Macro analysis
Appendix 3: Micro analysis, customer segmentation, 5 forces and competitor perceptual map
Appendix 4: Internal analysis, marketing capabilities, marketing assets, 7Ps, and CBBE model.
Page | 2
Resume Evaluation Checklist
Student’s Name
Evaluator’s Name
Your resume should immediately convey your ability to do the target job and promote the unique selling points of your personal brand to a prospective employer. It should clearly communicate your capabilities for delivering on the job’s requirements and, wherever possible, demonstrate accomplishments that jump off the page to make you more memorable than the competition.
FOCUS & SUMMARY
G=Good
F=Fair
P=Poor
Summary: Contains significant role, skill, & value match
Role Match: Does your resume present a clear target job title? A target job title gives the reader a clear focus and boosts visibility in database searches.
Skill Match: Does your resume contain a relevant skills summary in the top third of the first page? Key words should match the skills and qualifications listed in the job description.
Value Match: Does your resume align relevant value with employers’ needs? Did you include a list of accomplishments or career highlights reflecting skills and/or unique achievements that relate to potential customers’ needs as stated in the job description?
Comments
EDUCATION
Y=Yes
N=No
G=Good
F=Fair
P=Poor
Education provides concentration, projects, coursework, and certification only related to target, with…
School name (example: DeVry University or Keller Graduate School of Management of DeVry University)
Program/Major (Accuracy matters - Check Degree Works for the specific name)
Concentrations, minors, technical specialties, or tracks
Graduation month and year (if future date, include “anticipated” next to the projected graduation year)
Curriculum highlights with all relevant coursework (include upper division course titles, exclude course numbers or “with lab”)
Relevant projects, internships, and/or student organizations
Academic Honors included based on Academic Catalog (Associate/Bachelor: GPA ≥ 3.5 / Masters: GPA ≥ 3.7)
Comments
RELEVANT EXPERIENCE (WORK & VOLUNTEER)
Y=Yes
N=No
G=Good
F=Fair
P=Poor
Experience focuses action verbs & accomplishments on solving problems, which includes all relevant jobs listing both paid and volunteer positions within the last 10 years, with…
Job Title & Company Nam ...
This presentation was given by Paul Erricker at the APM Education Forum 2014. The presentation covers what competences are, how industry defines and assesses them, which competences are in demand in industry and an example of a programme preparing students to move into employment and hit the ground running.
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This revision presentation considers the variety of stakeholders impacted by business activity. How will a change in objectives, such as a move from profit maximisation to revenue maximisation have an effect on different stakeholders?
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For many economists, the labour market is the most important market of all to study, analyse and evaluate. Like product markets for goods and services, labour markets can also fail. The main types of labour market failure are labour immobility including skills gaps, inequality, disincentives to be economically active, labour market discrimination and the effects of monopsony power of employers.
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For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
A Level Business Subject Content September 2015
1. Published: April 2014
GCE AS and A level subject content for business
Introduction
1. AS and A level subject content sets out the knowledge, understanding and skills common to
all AS and A level specifications in business.
Aims and objectives
2. AS and A level specifications in business must encourage students to:
develop an enthusiasm for studying business
gain an holistic understanding of business in a range of contexts
develop a critical understanding of organisations and their ability to meet society’s needs
and wants
understand that business behaviour can be studied from a range of perspectives
generate enterprising and creative approaches to business opportunities, problems and
issues
be aware of the ethical dilemmas and responsibilities faced by organisations and
individuals
acquire a range of relevant business and generic skills, including decision making,
problem solving, the challenging of assumptions and critical analysis
apply numerical skills in a range of business contexts
Subject content
3. Previous study of business should not be a requirement.
4. The AS course must provide a free-standing, coherent course of study.
5. A level specifications must further develop higher-level skills and extend beyond AS in terms
of breadth and depth of knowledge and understanding.
6. All content and assessment material included in A level specifications must represent a
coherent whole, and demonstrate clear and logical progression to further study and training.
2. 2
7. Knowledge, understanding and skills set out in the AS and A level specifications must:
enable students to investigate different types and sizes of organisations in various
business sectors and environments, with an awareness of local, national and global
contexts, recognising that they face varying degrees of competition
enable students to:
identify business opportunities and problems
investigate, analyse and evaluate business opportunities and problems
apply numerical skills, including those indicated in the Annex
make justifiable decisions using both qualitative methods and quantitative
methods, including those indicated in the Annex
identify and understand how businesses adapt to operate successfully in a
dynamic business environment
promote an holistic understanding of business and enterprise
8. In addition, A level specifications must require students to:
apply basic business concepts to a wider range of contexts
understand and apply more sophisticated concepts and techniques
analyse, interpret and evaluate more complex business information
take a more strategic view of business opportunities, problems and issues
9. All AS specifications must cover the following core knowledge, understanding and skills. This
core must constitute 60% of the AS specification content.
The following areas of study must be applied through a range of types and sizes of business
organisations in different contexts.
Area of study Amplification
External influences The market
Competition
Marketing Identifying and anticipating customer needs
Marketing mix
Product life cycle
Accounting and finance Budgeting
Cash-flow forecasting
3. 3
Break-even analysis
Ratio analysis
People in organisations Motivation
Leadership
Organisation design
Employer/employee relationships
Operations management Quality
Productivity
Added value
10. All A level specifications must cover the following core knowledge, understanding and skills.
This core must constitute 60% of the A level specification content.
The following areas of study must be applied through a range of types and sizes of business
organisations in different contexts.
Area of study Amplification
Business objectives and strategy Different stakeholder and business objectives
Strategy and implementation
Risk and uncertainty
Marketing Identifying and anticipating customer needs
Marketing mix
Product life cycle
Accounting and finance Budgeting
Cash-flow forecasting
Break-even analysis
Ratio analysis
People in organisations Motivation
Leadership
Organisation design
Employer/employee relationships
4. 4
Operations management Quality
Productivity
Added value
External influences The market
Competition
Global context
Political, social, economic and technological
factors
Ethical, legal and environmental issues
Business analysis Forecasting
Data analysis
Market analysis
Decision making
Measures of performance: financial and non-
financial
Change Causes and effects of change
Managing change