Audit culturel (selon les principes de Hofstede) d'un site de production à destination des équipes du Siège Social.
Cultural audit (according to Hofstede principles) of a remote production site for the headquaters.
Este documento presenta información sobre el municipio de Yondó en Antioquia, Colombia. Yondó se encuentra en la región del Magdalena Medio de Antioquia cerca de la frontera con Santander, y depende económicamente del petróleo. El documento luego describe el viaje al Centro Educativo Rural Viento Libre ubicado en la vereda Caño Bodegas de Yondó, una escuela rural a la que solo se puede acceder a pie o en caballo y que atiende a 31 estudiantes.
Sloths live in the tropical rain forests of Central and South America, spending almost all their time in trees. They are plant eaters that eat leaves, shoots, and fruits at night using their small molars. With brown and green fur, sloths have long claws and hang from trees, giving birth upside down to a single baby each year.
The document summarizes Business Clinic, a business advisory consultancy firm. Business Clinic strives to ensure the health of businesses by providing advisory services throughout their development, from infancy to maturity, to detect and prevent potential problems. The firm guides businesses on feasibility testing, planning, operations, financial management, and more. Business Clinic's team has extensive experience in consulting, administration, and customer relationships. The firm's vision is to transform the regional business landscape through efficient management.
The document summarizes the grand reopening of the remodeled Bellingham Yacht Club which took place on April 17, 2010. It describes the major renovations completed including upgrades to the bar, kitchen, wiring, seating areas, and addition of new audio/visual technology. The remodel has brought the yacht club up to date while maintaining its history, and the reopening thanks all those involved in the renovation process.
This document provides information about the 5th Annual Strategic Signalling and Telecoms Conferences to be held from February 24-26, 2014 in Amsterdam. The conference will include over 100 speakers, 30 exhibitors, and is expected to attract over 1000 attendees. It will consist of strategic congresses, a free exhibition, and on-floor technical seminars focused on topics like rail IT, passenger information, ticketing, signalling, and telecoms. The goal is to enable innovation and integration across the rail industry value chain.
This document provides an introduction and overview of constitutions. It defines a constitution as the fundamental framework that organizes a country's government and establishes its authority and institutions. A constitution is important because it limits government power, makes the government accountable to citizens, defines democracy and citizen rights, and ensures a country's unity and prosperity. The major components of a constitution include the state, citizens, institutions, rules, and values. The document then outlines the typical phases of the constitution-making process and how rules develop over time within communities and societies. It concludes by explaining how constitutions define relationships within a state and establish guidelines and principles of governance.
Bushidó Consulting is an international business development consulting firm established in 2010 that specializes in helping small and medium enterprises expand into international markets. The firm has offices in Italy, Germany, Belgium, the Czech Republic, North America, and South America. It provides services such as business planning, marketing strategy, key account management, and manufacturing optimization to clients in industries like automotive, industrial processing, and engineering.
Este documento presenta información sobre el municipio de Yondó en Antioquia, Colombia. Yondó se encuentra en la región del Magdalena Medio de Antioquia cerca de la frontera con Santander, y depende económicamente del petróleo. El documento luego describe el viaje al Centro Educativo Rural Viento Libre ubicado en la vereda Caño Bodegas de Yondó, una escuela rural a la que solo se puede acceder a pie o en caballo y que atiende a 31 estudiantes.
Sloths live in the tropical rain forests of Central and South America, spending almost all their time in trees. They are plant eaters that eat leaves, shoots, and fruits at night using their small molars. With brown and green fur, sloths have long claws and hang from trees, giving birth upside down to a single baby each year.
The document summarizes Business Clinic, a business advisory consultancy firm. Business Clinic strives to ensure the health of businesses by providing advisory services throughout their development, from infancy to maturity, to detect and prevent potential problems. The firm guides businesses on feasibility testing, planning, operations, financial management, and more. Business Clinic's team has extensive experience in consulting, administration, and customer relationships. The firm's vision is to transform the regional business landscape through efficient management.
The document summarizes the grand reopening of the remodeled Bellingham Yacht Club which took place on April 17, 2010. It describes the major renovations completed including upgrades to the bar, kitchen, wiring, seating areas, and addition of new audio/visual technology. The remodel has brought the yacht club up to date while maintaining its history, and the reopening thanks all those involved in the renovation process.
This document provides information about the 5th Annual Strategic Signalling and Telecoms Conferences to be held from February 24-26, 2014 in Amsterdam. The conference will include over 100 speakers, 30 exhibitors, and is expected to attract over 1000 attendees. It will consist of strategic congresses, a free exhibition, and on-floor technical seminars focused on topics like rail IT, passenger information, ticketing, signalling, and telecoms. The goal is to enable innovation and integration across the rail industry value chain.
This document provides an introduction and overview of constitutions. It defines a constitution as the fundamental framework that organizes a country's government and establishes its authority and institutions. A constitution is important because it limits government power, makes the government accountable to citizens, defines democracy and citizen rights, and ensures a country's unity and prosperity. The major components of a constitution include the state, citizens, institutions, rules, and values. The document then outlines the typical phases of the constitution-making process and how rules develop over time within communities and societies. It concludes by explaining how constitutions define relationships within a state and establish guidelines and principles of governance.
Bushidó Consulting is an international business development consulting firm established in 2010 that specializes in helping small and medium enterprises expand into international markets. The firm has offices in Italy, Germany, Belgium, the Czech Republic, North America, and South America. It provides services such as business planning, marketing strategy, key account management, and manufacturing optimization to clients in industries like automotive, industrial processing, and engineering.
Sheet1INT 601 Market Research ProjectStudent Name SYBIL NNADIey n.docxmaoanderton
Sheet1INT 601 Market Research ProjectStudent Name: SYBIL NNADIey nodo they offer financingnowhat is their to vehiclemarket sharenocunsumer groupsCompetitorsAffinity AnalysisSales ForecastingDatabase marketingMerchandise PlanningCard MarketingCall Detail Record AnalysisCustomer LoyaltyMarket SegmentationProduct ProductionWarrantiesUnderstand the CompetionUnderstand BenefitsCreate FrameworkCurrent TRENDS(Hair, 2008)FordVolkswagenHondaGeneral MotorsSubaru NissanHyundaiChevroletLexusMazda
Sheet2
Sheet3
Sheet1INT 601 Market Research ProjectStudent Name: SYBIL NNADICompetitorsAffinity AnalysisSales ForecastingDatabase marketingMerchandise PlanningCard MarketingCall Detail Record AnalysisCustomer LoyaltyMarket SegmentationProduct ProductionWarrantiesUnderstand the CompetionUnderstand BenefitsCreate FrameworkSelect TargetsCurrent TRENDS(Hair, 2008)FordVolkswagenHondaGeneral MotorsSubaru NissanHyundaiChevroletLexusMazda
Sheet2
Sheet3
Sheet1INT 601 Market Research ProjectStudent Name:CompetitorsFactor 1Factor 2Factor 3Factor 4Factor 5Factor 6Factor 7Factor 8Factor 9Factor 10Factor 11Factor 12Factor 13Factor 14Factor 15Source of Data
Sheet2
Sheet3
Market Research Section
For this assignment, you will create a market database for your company. You will need to find at least 10 competitors in the country market that you will operate your business. Remember to search for competitors using SIC, NAICS, or SITC codes to ensure that you have direct competitors.
You will then identify 15 factors to collect data. Decide on factors that will allow you to gain a competitive view of the market and help you determine your strategy in the marketplace. You should consider both primary and secondary sources for gathering the information. Do not forget that government websites can provide some information that can assist you. Be sure to identify the source of the information on the worksheet.
Finally, write a one-page assessment of what you have gained from the data collected that will assist you in creating an entrepreneurial venture in the chosen country.
INT 601: Market Research
Final Project: Guidelines and Rubric
Overview
The final project for this course is the creation of a global business plan. Based on the knowledge obtained in this course and previous coursework, you will examine the entire process of entrepreneurial activities in the global arena, including fundamentals and identifying opportunities, evaluation and risk management, mobilizing resources, managing contingencies and changing contexts, and growth, harvesting, and the exiting of businesses. You will create an international business plan for a product to be introduced into a foreign country either as a new product or as an extension of a product by an existing company. You may complete the project individually or as a team of no more than two to three people. You will have access to a group area with your group members and instructor to discuss, edit, and lay out project details. If wor.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Ana, Yajie, Zhuoling, Florien, Léo, Dirk Master in Managemen.docxamrit47
Ana, Yajie, Zhuoling, Florien, Léo, Dirk
Master in Management (MiM) Stream 2 Nr. 4
23rd January 2020
Welcome to next century sustainability
(BMW, 2020a)
www.cranfield.ac.uk/som
Presentation Agenda
Strategy and Sustainability
Internal and external collaboration
Benefits, metrics and current status
Strengths of current sustainable approach
Recommendations for improvement
Sustainability in senior management
References
Strategy and Sustainability
Consistent integration of sustainability into business model
Global challenges opportunity to innovate
Sustainability to secure long-term-success
Innovations to enhance benefits for customers and to have a positive impact on society and the environment
Taking social responsibility for all actions
Efficiency, resource-friendly and individual sustainable mobility
Implementation of sustainable along the entire value chain into all processes
Ten goals in three key areas (Production and value creation, products and services and employees safety) (UNconformity)
Sustainability as key component in corporate strategy
(BMW Group, 2018, p. 10-11)
A utonomous
C onnected
E lectrified
S hared/Services
with a clear customer focus
(BMW Group, 2019)
Sustainability strategy
Corporate strategy
Internal and external collaboration
BMW & JLR PARTNERSHIP
DRIVE SUSTAINABILITY PARTNERSHIP
BMW & DAIMLER JOINT VENTURE
€1bln investment
Developing and intermeshing offerings
Car sharing, ride hailing, parking, charging and multimodal transport
Development of electric drive units
Next generation electrification technology
ACES future
BMW & BOSTON CONSULTING GROUP
Partnership between leading car brands
Sustainability throughout their supply chain
Current challenge includes establishing a sustainable cobalt supply chain
6 month program
Partnered to train low skilled unemployed youth
Helping them develop social skills and seek employment opportunities
Benefits, metrics and current status
Public Commitments
Member of
UN Global Compact
Adopted UN
Sustainable
Development Goals
Factored in the
Paris Climate
Agreement target of
2°C Acknowledgements
(BMW Group, 2018, p. 7-19)
Strengths of current sustainable approach
PEOPLE
PLANET
PROSPERITY
Investment in further education and training
373
€ milion
2017 2018
CO₂ emission reduction of BMW Automobiles (EU-28) compared to the base year 1995
42%
2017 2018
Profit before tax
9 815
€ milion
2017 2018
Sustainability in senior management
Recommendations for improvement
Making driver assistance packages more affordable and included it on all car models to achieve zero-error driving
Improve the scrappage schemes to enhance recycling
Actively promote resource-efficient production and green automobile products through marketing campaigns aimed at changing consumer behaviour
Optimization of intermodal transport progr.
Session 3 qualitative market reserach for entrepreneurs marketAngela Ferrara
This document summarizes a presentation on qualitative market research methods for entrepreneurs. It discusses opportunity assessment, observation techniques like empathic design and the Kano method. The Kano method is explained as a customer satisfaction survey that categorizes product attributes as must-be, attractive or indifferent. It provides examples of conducting a Kano analysis through developing questionnaires, evaluation tables and interpreting the results. The presentation emphasizes the advantages of observation over inquiry and discusses integrating qualitative methods like the Kano analysis into tools like the House of Quality.
Diego Norzi is a manager at Accenture Management Consulting in Italy, specializing in business planning, market analysis, M&A, and strategic repositioning. He has over 13 years of experience in consulting for banking, private equity, consumer goods, and technology companies. Norzi holds an MSc in Industrial Engineering from Politecnico di Torino and completed an executive education program at Columbia Business School. He is fluent in English and Italian.
The document discusses several key aspects of developing a successful business plan and startup. It notes that the business plan helps critically analyze the business idea by testing the financial plan's vulnerability, evaluating internal coherence, and highlighting potential errors. Several essential elements of an effective business plan are outlined, including the executive summary, product/service details, target market analysis, management team bios, and financial projections. It also stresses that startups are highly vulnerable due to issues like lack of skills, inadequate market knowledge, weak planning, and an overemphasis on technology rather than customers.
BUS3ENT Assignment 3 - Individual Business Model and Plan (Sugge.docxfelicidaddinwoodie
BUS3ENT Assignment 3 - Individual Business Model and Plan
(Suggested structure and more specific instructions)
Suggested headings:
Cover page (please indicate your full name, student ID, class day & time, tutor’s name, and Word count)
Executive Summary (Not included in the word count)
Table of Contents
1. Introduction
· A clear introduction of your NEW business idea, make sure that first time readers can understand your business idea.
· Please also don’t reuse the business idea which has already been presented in the group assessment.
2. Business Model Canvas(please make the full use of the Business Model Canvas template. Additional information/clarification can be added if necessary, but please be aware of the word limit and balance with other parts of the report)
· Customer Segments
· Value Proposition
· Customer Relationships
· Channels
· Key Activities
· Key Resources
· Key Partners
· Revenue Structure
· Cost Structure
3. Market
(where possible, please support this session with relevant research, facts and figures)
The following (but not limited to) major questions are to be addressed:
3.1. What is the size of the market? Is the market at full capacity?
3.2. What is the growth rate of the industry? How competitive is the industry? What keeps new competition from entering this market (barriers to entry)?
3.3. Is there any trend that is affecting positively or negatively firms in the industry?
3.4. How can the market be segmented?
3.5. Who and Where are the targeted customers?
3.6. Where are customers getting the product now? Who are the major competitors in the market and how strong are they?
3.7. Where is the location of the business? How many customers would potentially purchase from you?
4. Operations and Technology
(where possible, please support this session with relevant research, facts and figures)
The following (but not limited to) major questions are to be addressed:
4.1. What are the options for developing the technology (customer, off the shelf, design by yourself, or subcontract)?
4.2. What technological changes are changing or emerging that may affect the business?
4.3. What are the options for producing the product or service? (in-house, subcontract, license, joint venture or partnership, or a combination of those options).
4.4. What are the options for sales and distribution? (in-house, whole sale, distributors or sales representatives, license, joint venture or partnership, or combination)
4.5. What resources are required for development and are they available to you (skills, raw materials, components, suppliers, facilities & equipment etc)?
4.6. What are the laws and regulation relating to the business? (e.g. industry standards or regulations, personal certifications, intellectual property (patents, trademarks, copyrights), environmental liability, etc)
4.7. Has the research discovered any moral or ethical issues that you might have to address? (Please also refer to the marking rubric in subject learning guide.
This document discusses strategy management and operational excellence consulting. It provides an overview of key concepts like developing a vision and mission, conducting a SWOT analysis, selecting projects based on business cases, and measuring performance through a balanced scorecard. The goal of strategy management is to systematically plan for the future while avoiding rigidity. Key aspects include building competitive advantages, analyzing industry forces and benchmarks, and monitoring strategy implementation.
This document summarizes a project to develop an innovative luggage security device. It describes conducting innovation processes including evaluating problems, ideating solutions, researching and developing a prototype, filing patents, marketing the innovation, managing communications and negotiations with partners, and exhibiting the device at trade shows. It also summarizes projects developing solutions for mental health management in the NHS, developing innovations for low-carbon energy programs, and researching renewable energy sources and charging infrastructure.
This document provides a report on value chain innovation at Mercedes-Benz. It begins with an introduction to value chain innovation and background on Mercedes-Benz. It then discusses Mercedes-Benz's value chain strategies, business pyramid including political, economic, social and technological factors. It analyzes Mercedes-Benz's competitors including BMW and Audi. It also discusses Mercedes-Benz's supply chain maturity and provides recommendations for value chain innovation such as 3D printing technology and hub-and-spoke models.
Running head BUSINESS OBJECTIVES AND STRATEGIC PLAN .docxsusanschei
Running head: BUSINESS OBJECTIVES AND STRATEGIC PLAN
1
BUSINESS OBJECTIVES AND STRATEGIC PLAN 2
Business Objectives and Strategic Plan
----------
BUS/475
February 13, 2017
----------
Business Objectives and Strategic Plan
As indicated in this business model, so that the manufacturing of the construction vehicles be effective, evaluating the objectives of this division is the most important thing. This helps to give the division a clear direction that will be based on the objectives. The progress will be easily measured including the key performance indicators. As a result, key considerations will be made in regards to the results of the SWOT analysis and the supply chain analysis.
The SWOT analysis results helps in working out on any weaknesses and threats whereas the supply chain analysis will help to identify the major sources of customers, the availability of raw materials and if there is the need to have distribution centers that would make the customers be able to access the vehicles to either buy or lease them (Transportation Marketing Services., 1988). All this will ensure that the company can manufacture the construction vehicles at reduced costs, more customers get to buy the vehicles, help the company grow up radically and increase the technological innovation in the company’s line of production. With this in mind, the following are the major objectives the company is looking to achieve in the following perspectives
Financial perspective
Shaw Group Inc. will increase its market share from the current 22% to 27% given that the new vehicles are eventually going to increase the product range of the company. This will make it have more customers for the new vehicles. As a new model of construction is going to hit the market, it will increase the revenues of the company much more. However, the company is looking at ways of minimizing the production costs as much lower as possible. More revenues and reduced costs will see the company register an increase in profits. Since this is the newest model of construction vehicles to be manufactured, the company is going to increase its competitive advantage. This is because it will take a longer time before other vehicle manufacturers tap into the opportunity.
Customer value
On the customer perspective, customers look for a range of products that are offering a solution to their issues. We expect to experience an influx of more customers who will be I need of these construction vehicles. The existing customers will also buy from the company as this will give them a reason to continue buying from the company. Our customers will be very happy to be associated with a company that wants to have all their requirements catered for which includes construction needs as well as construction vehicles (Butuner H., 2016). As the customers will have access to affordable construction vehicles purchases or leases, ...
Business Investments and Planning - Venstone AGVenstone AG
Few products offered to the market without that other similar products already exist (direct competition) or not others can be proposed substitution (indirect competition). We must take into account what may be near, or meet the same uses to determine where to place the product or service to deal with such another, which will set the arguments and rates.
The document discusses business feasibility studies, which analyze the viability of business concepts. It explains that feasibility studies are important tools that use market research and analysis to provide stakeholders clear evidence on whether an idea is viable. Only 1-2% of new business ideas are actually viable, so feasibility studies help avoid wasting resources. If a study deems an idea feasible, a full business plan can be developed. The document also compares pre-feasibility studies, business feasibility studies, and project feasibility studies, noting their different emphases based on the final product or project being analyzed.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
Sustaining Design Entrepreneurship, Is It That Different? A Visual Analysis -...Laura Mata García
In recent years, the phenomenon of design-driven entrepreneurship began to take off, especially following the 2008 economic recession. In response to this phenomenon, many design schools launched design entrepreneurship support organizations, such as incubators and accelerators, to encourage and sustain entrepreneurial activities. However, it is not clear if these organizations are any different from existing entrepreneurship support formats and if they address specific needs of design entrepreneurs that other support organizations cannot satisfy. Although there is an abundant literature on support organizations and services for entrepreneurs, design-specific versions have not received much attention because their existence is quite recent and they are still very few in number. To establish if there were any differences in the offerings and characteristics of both sets of actors, twenty-one case studies of different support organizations were analyzed and the features of their offering were mapped graphically. Approximately half of the cases analyzed targeted design entrepreneurs specifically and half of them did not. The results show design specific actors have many common factors with standard entrepreneurship support organizations and very little differences. This issue may be a concern for those intending to open design specific support organizations, design entrepreneurs, design schools and creative-industries policy makers
Design management is implementing design as a formal program within a company to achieve strategic goals through design. It involves defining a design strategy, aligning design with corporate strategy, integrating design processes into other functions, and managing design projects and teams. When done effectively, it can lead to benefits like improved competitiveness, innovation, and resistance to crises for companies.
Roma Consulting was founded in 2007 to select automotive suppliers for the South American market and support their market development. It has since expanded to provide management consulting services including reorganizations, business plans, and support for foreign companies expanding in Brazil. The company works with automotive suppliers and customers in areas like components, production systems, and logistics. It has supported many international companies entering the Brazilian market.
Here are the key points about strategic group analysis:
- Strategic groups separate companies within the same industry that have similar business models and strategy combinations.
- Companies within a strategic group compete most directly with each other.
- Strategists will often display companies on a two-dimensional grid to show their relative market positions within a strategic group.
- Examining strategic groups provides insights into the competitive dynamics within an industry by analyzing groups of closest competitors.
- It also helps companies assess their relative strengths and weaknesses compared to industry peers in the same strategic group.
- The goals of strategic group analysis depend on factors like a group's market share, growth rates, and profitability relative to other groups.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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Sheet1INT 601 Market Research ProjectStudent Name SYBIL NNADIey n.docxmaoanderton
Sheet1INT 601 Market Research ProjectStudent Name: SYBIL NNADIey nodo they offer financingnowhat is their to vehiclemarket sharenocunsumer groupsCompetitorsAffinity AnalysisSales ForecastingDatabase marketingMerchandise PlanningCard MarketingCall Detail Record AnalysisCustomer LoyaltyMarket SegmentationProduct ProductionWarrantiesUnderstand the CompetionUnderstand BenefitsCreate FrameworkCurrent TRENDS(Hair, 2008)FordVolkswagenHondaGeneral MotorsSubaru NissanHyundaiChevroletLexusMazda
Sheet2
Sheet3
Sheet1INT 601 Market Research ProjectStudent Name: SYBIL NNADICompetitorsAffinity AnalysisSales ForecastingDatabase marketingMerchandise PlanningCard MarketingCall Detail Record AnalysisCustomer LoyaltyMarket SegmentationProduct ProductionWarrantiesUnderstand the CompetionUnderstand BenefitsCreate FrameworkSelect TargetsCurrent TRENDS(Hair, 2008)FordVolkswagenHondaGeneral MotorsSubaru NissanHyundaiChevroletLexusMazda
Sheet2
Sheet3
Sheet1INT 601 Market Research ProjectStudent Name:CompetitorsFactor 1Factor 2Factor 3Factor 4Factor 5Factor 6Factor 7Factor 8Factor 9Factor 10Factor 11Factor 12Factor 13Factor 14Factor 15Source of Data
Sheet2
Sheet3
Market Research Section
For this assignment, you will create a market database for your company. You will need to find at least 10 competitors in the country market that you will operate your business. Remember to search for competitors using SIC, NAICS, or SITC codes to ensure that you have direct competitors.
You will then identify 15 factors to collect data. Decide on factors that will allow you to gain a competitive view of the market and help you determine your strategy in the marketplace. You should consider both primary and secondary sources for gathering the information. Do not forget that government websites can provide some information that can assist you. Be sure to identify the source of the information on the worksheet.
Finally, write a one-page assessment of what you have gained from the data collected that will assist you in creating an entrepreneurial venture in the chosen country.
INT 601: Market Research
Final Project: Guidelines and Rubric
Overview
The final project for this course is the creation of a global business plan. Based on the knowledge obtained in this course and previous coursework, you will examine the entire process of entrepreneurial activities in the global arena, including fundamentals and identifying opportunities, evaluation and risk management, mobilizing resources, managing contingencies and changing contexts, and growth, harvesting, and the exiting of businesses. You will create an international business plan for a product to be introduced into a foreign country either as a new product or as an extension of a product by an existing company. You may complete the project individually or as a team of no more than two to three people. You will have access to a group area with your group members and instructor to discuss, edit, and lay out project details. If wor.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Ana, Yajie, Zhuoling, Florien, Léo, Dirk Master in Managemen.docxamrit47
Ana, Yajie, Zhuoling, Florien, Léo, Dirk
Master in Management (MiM) Stream 2 Nr. 4
23rd January 2020
Welcome to next century sustainability
(BMW, 2020a)
www.cranfield.ac.uk/som
Presentation Agenda
Strategy and Sustainability
Internal and external collaboration
Benefits, metrics and current status
Strengths of current sustainable approach
Recommendations for improvement
Sustainability in senior management
References
Strategy and Sustainability
Consistent integration of sustainability into business model
Global challenges opportunity to innovate
Sustainability to secure long-term-success
Innovations to enhance benefits for customers and to have a positive impact on society and the environment
Taking social responsibility for all actions
Efficiency, resource-friendly and individual sustainable mobility
Implementation of sustainable along the entire value chain into all processes
Ten goals in three key areas (Production and value creation, products and services and employees safety) (UNconformity)
Sustainability as key component in corporate strategy
(BMW Group, 2018, p. 10-11)
A utonomous
C onnected
E lectrified
S hared/Services
with a clear customer focus
(BMW Group, 2019)
Sustainability strategy
Corporate strategy
Internal and external collaboration
BMW & JLR PARTNERSHIP
DRIVE SUSTAINABILITY PARTNERSHIP
BMW & DAIMLER JOINT VENTURE
€1bln investment
Developing and intermeshing offerings
Car sharing, ride hailing, parking, charging and multimodal transport
Development of electric drive units
Next generation electrification technology
ACES future
BMW & BOSTON CONSULTING GROUP
Partnership between leading car brands
Sustainability throughout their supply chain
Current challenge includes establishing a sustainable cobalt supply chain
6 month program
Partnered to train low skilled unemployed youth
Helping them develop social skills and seek employment opportunities
Benefits, metrics and current status
Public Commitments
Member of
UN Global Compact
Adopted UN
Sustainable
Development Goals
Factored in the
Paris Climate
Agreement target of
2°C Acknowledgements
(BMW Group, 2018, p. 7-19)
Strengths of current sustainable approach
PEOPLE
PLANET
PROSPERITY
Investment in further education and training
373
€ milion
2017 2018
CO₂ emission reduction of BMW Automobiles (EU-28) compared to the base year 1995
42%
2017 2018
Profit before tax
9 815
€ milion
2017 2018
Sustainability in senior management
Recommendations for improvement
Making driver assistance packages more affordable and included it on all car models to achieve zero-error driving
Improve the scrappage schemes to enhance recycling
Actively promote resource-efficient production and green automobile products through marketing campaigns aimed at changing consumer behaviour
Optimization of intermodal transport progr.
Session 3 qualitative market reserach for entrepreneurs marketAngela Ferrara
This document summarizes a presentation on qualitative market research methods for entrepreneurs. It discusses opportunity assessment, observation techniques like empathic design and the Kano method. The Kano method is explained as a customer satisfaction survey that categorizes product attributes as must-be, attractive or indifferent. It provides examples of conducting a Kano analysis through developing questionnaires, evaluation tables and interpreting the results. The presentation emphasizes the advantages of observation over inquiry and discusses integrating qualitative methods like the Kano analysis into tools like the House of Quality.
Diego Norzi is a manager at Accenture Management Consulting in Italy, specializing in business planning, market analysis, M&A, and strategic repositioning. He has over 13 years of experience in consulting for banking, private equity, consumer goods, and technology companies. Norzi holds an MSc in Industrial Engineering from Politecnico di Torino and completed an executive education program at Columbia Business School. He is fluent in English and Italian.
The document discusses several key aspects of developing a successful business plan and startup. It notes that the business plan helps critically analyze the business idea by testing the financial plan's vulnerability, evaluating internal coherence, and highlighting potential errors. Several essential elements of an effective business plan are outlined, including the executive summary, product/service details, target market analysis, management team bios, and financial projections. It also stresses that startups are highly vulnerable due to issues like lack of skills, inadequate market knowledge, weak planning, and an overemphasis on technology rather than customers.
BUS3ENT Assignment 3 - Individual Business Model and Plan (Sugge.docxfelicidaddinwoodie
BUS3ENT Assignment 3 - Individual Business Model and Plan
(Suggested structure and more specific instructions)
Suggested headings:
Cover page (please indicate your full name, student ID, class day & time, tutor’s name, and Word count)
Executive Summary (Not included in the word count)
Table of Contents
1. Introduction
· A clear introduction of your NEW business idea, make sure that first time readers can understand your business idea.
· Please also don’t reuse the business idea which has already been presented in the group assessment.
2. Business Model Canvas(please make the full use of the Business Model Canvas template. Additional information/clarification can be added if necessary, but please be aware of the word limit and balance with other parts of the report)
· Customer Segments
· Value Proposition
· Customer Relationships
· Channels
· Key Activities
· Key Resources
· Key Partners
· Revenue Structure
· Cost Structure
3. Market
(where possible, please support this session with relevant research, facts and figures)
The following (but not limited to) major questions are to be addressed:
3.1. What is the size of the market? Is the market at full capacity?
3.2. What is the growth rate of the industry? How competitive is the industry? What keeps new competition from entering this market (barriers to entry)?
3.3. Is there any trend that is affecting positively or negatively firms in the industry?
3.4. How can the market be segmented?
3.5. Who and Where are the targeted customers?
3.6. Where are customers getting the product now? Who are the major competitors in the market and how strong are they?
3.7. Where is the location of the business? How many customers would potentially purchase from you?
4. Operations and Technology
(where possible, please support this session with relevant research, facts and figures)
The following (but not limited to) major questions are to be addressed:
4.1. What are the options for developing the technology (customer, off the shelf, design by yourself, or subcontract)?
4.2. What technological changes are changing or emerging that may affect the business?
4.3. What are the options for producing the product or service? (in-house, subcontract, license, joint venture or partnership, or a combination of those options).
4.4. What are the options for sales and distribution? (in-house, whole sale, distributors or sales representatives, license, joint venture or partnership, or combination)
4.5. What resources are required for development and are they available to you (skills, raw materials, components, suppliers, facilities & equipment etc)?
4.6. What are the laws and regulation relating to the business? (e.g. industry standards or regulations, personal certifications, intellectual property (patents, trademarks, copyrights), environmental liability, etc)
4.7. Has the research discovered any moral or ethical issues that you might have to address? (Please also refer to the marking rubric in subject learning guide.
This document discusses strategy management and operational excellence consulting. It provides an overview of key concepts like developing a vision and mission, conducting a SWOT analysis, selecting projects based on business cases, and measuring performance through a balanced scorecard. The goal of strategy management is to systematically plan for the future while avoiding rigidity. Key aspects include building competitive advantages, analyzing industry forces and benchmarks, and monitoring strategy implementation.
This document summarizes a project to develop an innovative luggage security device. It describes conducting innovation processes including evaluating problems, ideating solutions, researching and developing a prototype, filing patents, marketing the innovation, managing communications and negotiations with partners, and exhibiting the device at trade shows. It also summarizes projects developing solutions for mental health management in the NHS, developing innovations for low-carbon energy programs, and researching renewable energy sources and charging infrastructure.
This document provides a report on value chain innovation at Mercedes-Benz. It begins with an introduction to value chain innovation and background on Mercedes-Benz. It then discusses Mercedes-Benz's value chain strategies, business pyramid including political, economic, social and technological factors. It analyzes Mercedes-Benz's competitors including BMW and Audi. It also discusses Mercedes-Benz's supply chain maturity and provides recommendations for value chain innovation such as 3D printing technology and hub-and-spoke models.
Running head BUSINESS OBJECTIVES AND STRATEGIC PLAN .docxsusanschei
Running head: BUSINESS OBJECTIVES AND STRATEGIC PLAN
1
BUSINESS OBJECTIVES AND STRATEGIC PLAN 2
Business Objectives and Strategic Plan
----------
BUS/475
February 13, 2017
----------
Business Objectives and Strategic Plan
As indicated in this business model, so that the manufacturing of the construction vehicles be effective, evaluating the objectives of this division is the most important thing. This helps to give the division a clear direction that will be based on the objectives. The progress will be easily measured including the key performance indicators. As a result, key considerations will be made in regards to the results of the SWOT analysis and the supply chain analysis.
The SWOT analysis results helps in working out on any weaknesses and threats whereas the supply chain analysis will help to identify the major sources of customers, the availability of raw materials and if there is the need to have distribution centers that would make the customers be able to access the vehicles to either buy or lease them (Transportation Marketing Services., 1988). All this will ensure that the company can manufacture the construction vehicles at reduced costs, more customers get to buy the vehicles, help the company grow up radically and increase the technological innovation in the company’s line of production. With this in mind, the following are the major objectives the company is looking to achieve in the following perspectives
Financial perspective
Shaw Group Inc. will increase its market share from the current 22% to 27% given that the new vehicles are eventually going to increase the product range of the company. This will make it have more customers for the new vehicles. As a new model of construction is going to hit the market, it will increase the revenues of the company much more. However, the company is looking at ways of minimizing the production costs as much lower as possible. More revenues and reduced costs will see the company register an increase in profits. Since this is the newest model of construction vehicles to be manufactured, the company is going to increase its competitive advantage. This is because it will take a longer time before other vehicle manufacturers tap into the opportunity.
Customer value
On the customer perspective, customers look for a range of products that are offering a solution to their issues. We expect to experience an influx of more customers who will be I need of these construction vehicles. The existing customers will also buy from the company as this will give them a reason to continue buying from the company. Our customers will be very happy to be associated with a company that wants to have all their requirements catered for which includes construction needs as well as construction vehicles (Butuner H., 2016). As the customers will have access to affordable construction vehicles purchases or leases, ...
Business Investments and Planning - Venstone AGVenstone AG
Few products offered to the market without that other similar products already exist (direct competition) or not others can be proposed substitution (indirect competition). We must take into account what may be near, or meet the same uses to determine where to place the product or service to deal with such another, which will set the arguments and rates.
The document discusses business feasibility studies, which analyze the viability of business concepts. It explains that feasibility studies are important tools that use market research and analysis to provide stakeholders clear evidence on whether an idea is viable. Only 1-2% of new business ideas are actually viable, so feasibility studies help avoid wasting resources. If a study deems an idea feasible, a full business plan can be developed. The document also compares pre-feasibility studies, business feasibility studies, and project feasibility studies, noting their different emphases based on the final product or project being analyzed.
Autoglass began in 1984 through the merging of two companies. It focuses on high customer satisfaction through quality service and products. The company uses several strategic planning techniques to achieve its mission of customer loyalty, including analyzing its products using the BCG matrix and conducting organizational and environmental audits using SWOT and PESTLE analyses. Alternative growth strategies for Autoglass include organic growth through horizontal or vertical integration, as well as strategic alliances or franchising to expand internationally.
Sustaining Design Entrepreneurship, Is It That Different? A Visual Analysis -...Laura Mata García
In recent years, the phenomenon of design-driven entrepreneurship began to take off, especially following the 2008 economic recession. In response to this phenomenon, many design schools launched design entrepreneurship support organizations, such as incubators and accelerators, to encourage and sustain entrepreneurial activities. However, it is not clear if these organizations are any different from existing entrepreneurship support formats and if they address specific needs of design entrepreneurs that other support organizations cannot satisfy. Although there is an abundant literature on support organizations and services for entrepreneurs, design-specific versions have not received much attention because their existence is quite recent and they are still very few in number. To establish if there were any differences in the offerings and characteristics of both sets of actors, twenty-one case studies of different support organizations were analyzed and the features of their offering were mapped graphically. Approximately half of the cases analyzed targeted design entrepreneurs specifically and half of them did not. The results show design specific actors have many common factors with standard entrepreneurship support organizations and very little differences. This issue may be a concern for those intending to open design specific support organizations, design entrepreneurs, design schools and creative-industries policy makers
Design management is implementing design as a formal program within a company to achieve strategic goals through design. It involves defining a design strategy, aligning design with corporate strategy, integrating design processes into other functions, and managing design projects and teams. When done effectively, it can lead to benefits like improved competitiveness, innovation, and resistance to crises for companies.
Roma Consulting was founded in 2007 to select automotive suppliers for the South American market and support their market development. It has since expanded to provide management consulting services including reorganizations, business plans, and support for foreign companies expanding in Brazil. The company works with automotive suppliers and customers in areas like components, production systems, and logistics. It has supported many international companies entering the Brazilian market.
Here are the key points about strategic group analysis:
- Strategic groups separate companies within the same industry that have similar business models and strategy combinations.
- Companies within a strategic group compete most directly with each other.
- Strategists will often display companies on a two-dimensional grid to show their relative market positions within a strategic group.
- Examining strategic groups provides insights into the competitive dynamics within an industry by analyzing groups of closest competitors.
- It also helps companies assess their relative strengths and weaknesses compared to industry peers in the same strategic group.
- The goals of strategic group analysis depend on factors like a group's market share, growth rates, and profitability relative to other groups.
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1. WAGON Bressuire: a French unit
aiming to become International.
Analyse of the actual practices to
develop the last ISBG’s projects.
2. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Company context
PSA become the most important client of the site
60% of handled business.
Internationalisation of the activities :
Production plants : Wagon Fontaine, Wagon Pförring,
Wagon Shangaï, Wagon Orenze.
Actual panel: 90% in the neighbourhood (West of France).
Will to source in “Low costs countries” (Central Europe, Asia).
Products :
New products in development (motorised sun blind).
New componants to source (technical fabrics, gear motor,
cables, etc.).
Commercial bets with ambitous cost reduction objectives.
3. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Company organisation
•Wagon Bressuire is an ISO TS entity, that has been
implementing a Project management organisation for 6 to 8
months to cope with clients’ requirements.
•Organisation is divided in 5 “functional” units:
- Purchasing
- Technical Department
- Quality
- Production
- Finance
4. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Organisational culture (1/2)
The organisation culture (Hofstede notions) is as described below :
“Long hierarchal distance” (strict hierarchy).
- Reluctance to discuss solution / No transparency in the decision / Information is power
“Communautarism” (promotion of consensus, avoidance of conflict).
- People thinking as expert, not as team member / Initiative is discouraged as a threat on
established position / Change is negative / Critics are discouraged
“Low control of uncertainty” (no anticipation, no formalisation, bet on
future success view a positive behaviour).
- No problem solving approach / Analogical reasoning of the Technicians are never
questioned / No apprehension of the change in progress (change of product, of context)
“Feminine” culture for the management (Quality of life is the main thing).
- Middle and Top management seek comfort and local recognition rather than Group recognition /
Projects seem like competing against each other and show poor cooperation
5. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Organisational culture (2/2)
Wagon Bressuire remains the former “Farnier Pénin” bought by the “big and
British” Wagon SA, and pilot by some untouchable ones at Poissy. The
“islander complex” is palpable. Technician are convinced to design the best
systems and are reluctant to use external expertise (meaning Suppliers’
expertises). They opposed habits, experiences and rules to improvement
suggestions. Inertness is really strong.
People are wondering for the future of the Bressuire estate. Last
announcements (FKT buying and OXFORD absorption) were not viewed
positively. Asiatic development were also viewed negatively by the middle
management in-house that shows reluctant to have some “International”
actions (audit, sourcing, development).
There is a general dilution of responsibility and a lack of transversal
vision. People are fighting against metrics rather than improving the
general performance of the site. There is a low willing to defend any
“questionable” decisions so they promote short term decisions for immediate
and short –lasting results.
6. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Critical issues
The analysis of the project functionment lead to underline those issues :
Organisation :
Bulk-heading of the projects
teams (physical partition of the project
team and poor communication).
Jeopardize on the in-house
control of the key issues.
Specific company culture
(unability to communicate according to
international standards).
Purchasing :
No policy of Purchasing Marketing
(no anticipation of the future needs and no
suppliers development).
Uncommitment of the Purchasing
in the project/company (Purchasing
view itself as an function, not as a support
function) .
Lack of adapted Purchasing tools.
7. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Organisational problematics
The three main organisational issues are :
- Building a project / company culture
Wagon Bressuire is like a compartmented body ship. Within the Project
team, technicians are more focussed on Budget aspects than on Quality and
Delay issues. Experts forget to view the product as a whole. And non
consensual position are just denied. Investigation is narrowed and “private”.
- Providing the tools for performance
There was a large usage of consultant that seems to come to an end.
Anyway, key competencies are still lacking in-house. Project management is low, as
the communication in/between teams. FMEA conclusion leads to few
actions. Both Value management and Knowledge management are poor.
- Allowing of adapted communication tools
There are general lacks in communication. The internal procedures are
heavy and inefficient, International sourcing is impossible with actual material
(RFQ with 3D drawings, allocation of business without proper “Technical
specifications” nor tests results, documentations in French, no prototyping, etc.)
8. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Purchasing problematics
There are three purchasing issues to solve:
- Setting a “Purchasing Marketing” policy
Buyer like to discuss as “Technical expert”. But this alleged expertise just
prevent them to stay tune with the Market. Suppliers Development is at an initiation
stage. The philosophy of co-opetition and long lasting partnership is just ignored.
The main goal today is to allocate high volume to few small suppliers to increase the
level effect in commercial bargaining.
- Promoting “Purchasing commitment”
Buyers do not involve themselves on their Projects. They see themselves as
“prices providers” and don’t pay much attention to what happen in the team.
They feel no interest to seek adhesion of their clients to their choice and
provide low support in case of litigations.
- Providing “Purchasing tools”
Actual requesting rules aren’t adapted and favour the dilution of
responsibility. The Department need different tools (Kompass, Europages,
Dun&Bradstreet, RFQ policy, legal support, Project management tools, English,
etc…). Risks is at its maximum.
9. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Statements
Wagon Bressuire notation is, from my point position, below the average. The
actual situation results from the change of perspective and ambition in
progress. From quite simple products (stores and glasses), Wagon ISBG is
bluntly moving towards technical solutions (with technical fabrics and gear
motor piloted by electronics). Some adjustments have to be made.
Existing teams are competent, but not yet used to the problematic they have
and will have to face. They are acting quite to simply and refuse to stop,
search, investigate and then define the optimal actions or request the required
resources. The ending projects are not formalized nor analysed.
In a word, there is no one to look at the rear-view mirror and ahead on the
road to adjust the direction.
Change has to be driven to prepare the Bressuire site to pilot an International
development (Germany, Spain, China) and assume the technicity of the new
solutions they are now proposing on the market.
Success will be at this condition.
10. {WAGON Bressuire AUDIT ] [March 2006] [Gérard BUASA - Consultant]
Statements
Wagon Bressuire notation is, from my point position, below the average. The
actual situation results from the change of perspective and ambition in
progress. From quite simple products (stores and glasses), Wagon ISBG is
bluntly moving towards technical solutions (with technical fabrics and gear
motor piloted by electronics). Some adjustments have to be made.
Existing teams are competent, but not yet used to the problematic they have
and will have to face. They are acting quite to simply and refuse to stop,
search, investigate and then define the optimal actions or request the required
resources. The ending projects are not formalized nor analysed.
In a word, there is no one to look at the rear-view mirror and ahead on the
road to adjust the direction.
Change has to be driven to prepare the Bressuire site to pilot an International
development (Germany, Spain, China) and assume the technicity of the new
solutions they are now proposing on the market.
Success will be at this condition.