The document discusses key activities for a business to fulfill its vision, including operating the enterprise effectively, marketing products and services creatively, building quality products and services tailored to customer needs, and delivering products and services to satisfy customers. It emphasizes maintaining resources, pursuing opportunities, designing with the customer in mind, and testing products thoroughly to ensure business success.
Generic Enterprise Model copyright PatrickChuck Patrick
This document provides an overview of an enterprise and its key functions for fulfilling a business vision. It outlines four main areas: [1] operate the enterprise to ensure smooth business operations and adequate resources; [2] market products and services through creative marketing strategies, partnerships, and pursuing opportunities; [3] build products and services tailored to customer needs; and [4] deliver products and services to customers for use and satisfaction. Under each area it describes specific objectives and considerations.
Peter Henry has over 30 years of experience in senior management roles in the automotive and retail industries. He is currently the Managing Director of his own consulting firm, PDH Business Consultancy, which provides strategic advice to businesses. Prior to this, he held several leadership positions including Chief Executive Officer of Auto One Australia and National Sales Manager for BMW Group Australia. He has a proven track record of developing strategies that increase profitability and market share for the companies he has worked with.
Anup Bhardwaj has over 11 years of experience in sales, marketing, business development, and brand management. He is currently the Assistant General Manager of Modern Retail/E-Commerce & Key Accounts at HSIL Limited, where he helped launch new products and increase annual business from zero to 30 crores. Prior to his current role, he held several leadership positions at other companies where he successfully launched products, expanded key accounts and retail partnerships, and consistently grew business.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
Abhineet Puri is a Business Development Manager with over 15 years of experience in sales, account management, client relationship development, and new business development. He has worked with several pharmaceutical companies, including his current role at Mylan Pharmaceuticals Ltd. where he manages key government accounts and focuses on business growth opportunities. Prior to that, he held roles with increasing responsibility in sales and business development at companies like Biocon Ltd., Neosage Pharmaceuticals Pvt Ltd, and GE Money.
This document appears to be an assignment for a human resources management course. It discusses compensation strategies for a new startup weight loss company called Freedom From the Scale. It defines the required behaviors for different employee roles, evaluates contextual factors to determine a high involvement managerial strategy is most suitable, and proposes a compensation mix including base pay matching market rates, individual and group performance pay such as commissions and bonuses, and indirect compensation like benefits. It evaluates the strategy in terms of affordability, legality, and attraction of employees. Compensation plans are then outlined specifically for managers, sales and research employees, and sales associates.
Amit Bhutta is seeking a managerial role in sales and retail operations, preferably in Bangalore. He has 12 years of experience in retail sales, operations, marketing, business development and team management for companies like United Colors of Benetton and Adidas. His career highlights include consistently achieving sales targets, developing strategic plans to enhance operations and profitability, and managing retail stores and multi-member sales teams.
Generic Enterprise Model copyright PatrickChuck Patrick
This document provides an overview of an enterprise and its key functions for fulfilling a business vision. It outlines four main areas: [1] operate the enterprise to ensure smooth business operations and adequate resources; [2] market products and services through creative marketing strategies, partnerships, and pursuing opportunities; [3] build products and services tailored to customer needs; and [4] deliver products and services to customers for use and satisfaction. Under each area it describes specific objectives and considerations.
Peter Henry has over 30 years of experience in senior management roles in the automotive and retail industries. He is currently the Managing Director of his own consulting firm, PDH Business Consultancy, which provides strategic advice to businesses. Prior to this, he held several leadership positions including Chief Executive Officer of Auto One Australia and National Sales Manager for BMW Group Australia. He has a proven track record of developing strategies that increase profitability and market share for the companies he has worked with.
Anup Bhardwaj has over 11 years of experience in sales, marketing, business development, and brand management. He is currently the Assistant General Manager of Modern Retail/E-Commerce & Key Accounts at HSIL Limited, where he helped launch new products and increase annual business from zero to 30 crores. Prior to his current role, he held several leadership positions at other companies where he successfully launched products, expanded key accounts and retail partnerships, and consistently grew business.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
Abhineet Puri is a Business Development Manager with over 15 years of experience in sales, account management, client relationship development, and new business development. He has worked with several pharmaceutical companies, including his current role at Mylan Pharmaceuticals Ltd. where he manages key government accounts and focuses on business growth opportunities. Prior to that, he held roles with increasing responsibility in sales and business development at companies like Biocon Ltd., Neosage Pharmaceuticals Pvt Ltd, and GE Money.
This document appears to be an assignment for a human resources management course. It discusses compensation strategies for a new startup weight loss company called Freedom From the Scale. It defines the required behaviors for different employee roles, evaluates contextual factors to determine a high involvement managerial strategy is most suitable, and proposes a compensation mix including base pay matching market rates, individual and group performance pay such as commissions and bonuses, and indirect compensation like benefits. It evaluates the strategy in terms of affordability, legality, and attraction of employees. Compensation plans are then outlined specifically for managers, sales and research employees, and sales associates.
Amit Bhutta is seeking a managerial role in sales and retail operations, preferably in Bangalore. He has 12 years of experience in retail sales, operations, marketing, business development and team management for companies like United Colors of Benetton and Adidas. His career highlights include consistently achieving sales targets, developing strategic plans to enhance operations and profitability, and managing retail stores and multi-member sales teams.
Anurag Mathur is submitting his resume for the position of Area Sales Manager. He has over 11 years of experience in sales and marketing roles across various industries. His skills include business development, strategic planning, client relationship management, and team leadership. Currently he is an Area Sales Manager at Supermax Personal Care, where he manages a team of five sales officers. Previously he held sales roles at Hindustan Unilever Limited, Max Life Insurance, and ICICI Prudential Life Insurance. He is seeking an opportunity to contribute to organizational growth and profitability through his technical and leadership abilities.
The document analyzes Home Depot's current strategic position and recommends a "Product Development" strategy. It finds that while Home Depot has significant resources, it lacks a clear strategic direction to differentiate itself from competitors. The report recommends focusing on improving the quality of Home Depot's private label HDX brand to increase customer and employee satisfaction. Developing the HDX brand would allow Home Depot to capitalize on its founders' emphasis on customer service and provide a quality alternative to more expensive name brands.
Waseem Mukarram is a management professional with over 8 years of experience in strategic planning, sales, marketing, and executive leadership roles. He is currently working as a Sales and Marketing Officer for Design Plus in Qatar, where he is responsible for maintaining and increasing sales, reaching targets, developing customer relationships, and more. Prior to this, he held several sales and account management roles in India, where he successfully generated revenue, developed business strategies, managed key accounts, and more.
Shiva Prasad has over 9 years of experience in senior management roles involving corporate sales, marketing, business development, and customer relationship management. He is currently the Branch Manager at MYKA GIFTING PVT Ltd. in Hyderabad, where he is responsible for all branch operations and has successfully introduced many top corporate clients to the company.
The document discusses three key strategy-making tasks for companies:
1. Developing a strategic vision or mission that charts the company's long-term course and future direction. This includes defining the business, customers, and technologies.
2. Establishing specific financial and strategic objectives with quantifiable targets to be achieved by a certain deadline. This provides benchmarks for performance.
3. Crafting a strategy by considering factors like changing customer needs, new technologies, and market opportunities to achieve the objectives.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
The document provides an overview of entrepreneurship and business planning. It defines key terms like entrepreneur and entrepreneurship. It discusses the components of an effective business plan such as the business concept, goals, market analysis, products/services, strategy, and financial forecasts. An example business plan for a food chain called Double Happiness is presented to illustrate these components. The plan sets out the vision, mission, objectives, and performance targets for Double Happiness over 3 years. It analyzes the market, competitors, and macroenvironment factors. The financial forecasts project metrics like sales, profits, and returns through 2020. The document emphasizes that an effective business plan clearly communicates the opportunity and case for investment.
This document provides a summary of Srinivas.N's professional experience and qualifications. It includes:
- Over 11 years of experience in sales, key account management, and business development in various industries.
- Executive MBA in marketing from NIBM Chennai University.
- Current role as Area Manager for Sharp Business Systems since 2013, managing key accounts and new business development.
- Previous roles including Manager of Sales at Office Depot Reliance Supply Solutions and Area Sales Manager at Nokia India, achieving sales targets and developing new client relationships in both positions.
Sandip Das has over 15 years of experience in sales, marketing, business development and people management with reputed organizations. He is currently seeking opportunities to utilize his extensive experience in leading international sales and promotions. Some of his key experiences include over 13 years in sales leadership roles in the FMCG and newspaper industries, managing teams up to 63 people, and successfully launching new products.
Jai Hemrajani has over 11 years of experience in strategic business development, sales, marketing, and key account management. He is currently the Areas Manager at Quikr India Private Limited, where he is responsible for conceptualizing and executing sales strategies. Prior to this, he held several managerial roles at India Mart Intermesh Limited, where he successfully developed new branches and received numerous performance awards. He has a strong track record of achieving sales targets and driving business growth through customer acquisition, relationship management, and leading high-performing teams.
Amit Gupta is seeking a senior level position in sales, marketing, or business development with over 11 years of experience. He has a post-graduate diploma in business administration in marketing. Currently he is the branch manager at Jubilant Industries Ltd. in Delhi where he is responsible for managing the sales network and appointing new distributors. Prior to this, he held marketing roles at Greenlam, Havells India Ltd., Nitco Ltd., and Varmora Granito Ltd. where he exceeded sales targets and developed business relationships.
L'S Shoes is developing a strategic plan for a new shoe store business. The plan includes a mission to offer stylish, comfortable shoes for all ages at affordable prices while developing strong customer relationships. The vision is to sell shoes at affordable prices and make customers feel appreciated. Key values include rewarding customer loyalty and prioritizing customers. Strategies include partnering with local businesses for promotions, improving market share through online marketing, and carrying out social media marketing. The business will open in a downtown area to attract customers visiting other stores and offer a unique shopping experience reflecting the town's shoe factory history.
Jai Hemrajani is a senior sales and business development professional seeking a new challenging position. He has over 10 years of experience in strategic planning, sales management, business development, and managing teams. He has a proven track record of achieving revenue, profit, and business growth objectives. He is proficient in setting up new business divisions, identifying business opportunities, and implementing strategies to enhance revenue, market share, and profitability.
Mohammad Danish Khan is a seasoned professional with over 9 years of experience in sales, marketing, business development, and people management in the finance and banking sector. He currently works as a Senior Sales Advisor for Dubai Islamic Bank, where he has consistently exceeded sales targets and developed strong client relationships. Prior to this, he held roles with increasing responsibility at Mashreq Bank, Destimoney Securities, and ICICI Bank. Khan has extensive expertise in relationship management, sales, marketing, and business development. He aims to take on a challenging role that allows him to further contribute to the growth of a high-performing organization.
The document provides guidance on developing and managing an effective talent brand. It discusses conducting research to understand company culture and reputation, defining brand-led goals and objectives to ensure internal and external brand values are aligned. It also addresses evaluating employee perceptions of the brand, ensuring conformity from senior management, and measuring the brand's effectiveness through surveys. The overall aim is to create an authentic on-culture internal brand by formalizing the talent brand into HR processes to align employee behaviors with company goals. Regular evaluation of the brand's impact on recruitment, retention and employee engagement is also recommended.
I'm particularly interested to works with your esteemed organization which relates strongly to my 14 years of experience in Strategic Planning & Execution, Operations Management, P&L Management, Budgeting & Cost Control, Business Development, Product Launch & Management, Strategic Alliances & Partnerships besides others.
I am presently associated as General Manager Sales & Marketing with Rossari Biotech Ltd., Mumbai; I believe I meet all the essential criteria for the position.
Please find below a summary of my experience and key accomplishments:
Successfully administered warehouse and logistic operations; drafted developmental strategies for achievement of goals and targets through new avenues for long-term growth
Delivered business results focused on improving business processes to improve reliability, increase simplicity, and enable scalable growth
Facilitated entrepreneurial drive & vision to identify organizational strength/ weaknesses to redirect missions, and harvest untapped business opportunities
Team-based management style coupled with the zeal to drive visions into reality
Considering my track record in overcoming complex challenges and making high stakes decisions using experience-backed judgment, strong work ethic and integrity, I see significant opportunities in aligning myself with your organization.
I appreciate your efforts in taking the time to review my credentials and experience. Looking forward to a positive response.
Qualification: MBA
Current Employer: Rossari Biotech Limited
Current Designation: General Manager - Sales & Marketing
Current CTC: 25.80 Lacs P.A.
Current Location: Mumbai
Total years of Experience: 14 Years
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Akshaya Kumar Jena has over 22 years of experience in strategic planning, sales, marketing, business development, and team management in the pharmaceutical industry. He is currently a Senior Regional Manager at Micro Labs Ltd. in Odisha. Previously he held roles like Zonal Business Manager at British Biologicals where he helped launch new products and expand into new markets. He is seeking a new position where he can provide strategic leadership and help organizations achieve revenue goals through his expertise in sales, client relationships, distribution management, and motivating high-performing teams.
This document discusses intellectual property law as it relates to performance agreements for artists. It outlines key elements of a valid contract including offer, acceptance, consideration, and intention to create legal relations. It then discusses specifics that should be included in a performance contract such as payment terms, technical riders detailing stage and sound requirements, and hospitality riders outlining provisions for artists. It provides examples of technical and hospitality riders and discusses obligations of both the artist and promoter. It also gives a brief overview of a recent dispute where an artist was arrested prior to a performance for breach of an existing contract.
This document summarizes the role of COTT, a performing rights and mechanical rights society in Trinidad and Tobago, within the music IP landscape. It discusses COTT's membership, affiliation with international organizations like CISAC, involvement in the Association of Caribbean Copyright Societies to facilitate regional cooperation, revenue streams from various sources, distributed royalties from 2013-2015, areas for potential growth, and dilemmas facing the music industry like technological shifts and intellectual property enforcement. It concludes with recommendations for valuing local content, developing music publishing, growing digital revenue, engaging corporate Trinidad and Tobago, and consolidating the fragmented industry.
Tenille Clarke, a public relations consultant, gave a presentation on building a music brand in the digital era. She discussed the role of a PR expert in developing media strategies, branding, and advising on deals. Clarke explained how to evaluate an artist's brand value based on aesthetics, conversation skills, fan following, talent, and social media presence. She emphasized the importance of social media for music artists, providing tips on using Facebook and Twitter effectively while avoiding oversharing. Clarke also covered working with corporate brands and sponsors, and stressed assembling a strong support team to protect an artist's image and career.
Anurag Mathur is submitting his resume for the position of Area Sales Manager. He has over 11 years of experience in sales and marketing roles across various industries. His skills include business development, strategic planning, client relationship management, and team leadership. Currently he is an Area Sales Manager at Supermax Personal Care, where he manages a team of five sales officers. Previously he held sales roles at Hindustan Unilever Limited, Max Life Insurance, and ICICI Prudential Life Insurance. He is seeking an opportunity to contribute to organizational growth and profitability through his technical and leadership abilities.
The document analyzes Home Depot's current strategic position and recommends a "Product Development" strategy. It finds that while Home Depot has significant resources, it lacks a clear strategic direction to differentiate itself from competitors. The report recommends focusing on improving the quality of Home Depot's private label HDX brand to increase customer and employee satisfaction. Developing the HDX brand would allow Home Depot to capitalize on its founders' emphasis on customer service and provide a quality alternative to more expensive name brands.
Waseem Mukarram is a management professional with over 8 years of experience in strategic planning, sales, marketing, and executive leadership roles. He is currently working as a Sales and Marketing Officer for Design Plus in Qatar, where he is responsible for maintaining and increasing sales, reaching targets, developing customer relationships, and more. Prior to this, he held several sales and account management roles in India, where he successfully generated revenue, developed business strategies, managed key accounts, and more.
Shiva Prasad has over 9 years of experience in senior management roles involving corporate sales, marketing, business development, and customer relationship management. He is currently the Branch Manager at MYKA GIFTING PVT Ltd. in Hyderabad, where he is responsible for all branch operations and has successfully introduced many top corporate clients to the company.
The document discusses three key strategy-making tasks for companies:
1. Developing a strategic vision or mission that charts the company's long-term course and future direction. This includes defining the business, customers, and technologies.
2. Establishing specific financial and strategic objectives with quantifiable targets to be achieved by a certain deadline. This provides benchmarks for performance.
3. Crafting a strategy by considering factors like changing customer needs, new technologies, and market opportunities to achieve the objectives.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
The document provides an overview of entrepreneurship and business planning. It defines key terms like entrepreneur and entrepreneurship. It discusses the components of an effective business plan such as the business concept, goals, market analysis, products/services, strategy, and financial forecasts. An example business plan for a food chain called Double Happiness is presented to illustrate these components. The plan sets out the vision, mission, objectives, and performance targets for Double Happiness over 3 years. It analyzes the market, competitors, and macroenvironment factors. The financial forecasts project metrics like sales, profits, and returns through 2020. The document emphasizes that an effective business plan clearly communicates the opportunity and case for investment.
This document provides a summary of Srinivas.N's professional experience and qualifications. It includes:
- Over 11 years of experience in sales, key account management, and business development in various industries.
- Executive MBA in marketing from NIBM Chennai University.
- Current role as Area Manager for Sharp Business Systems since 2013, managing key accounts and new business development.
- Previous roles including Manager of Sales at Office Depot Reliance Supply Solutions and Area Sales Manager at Nokia India, achieving sales targets and developing new client relationships in both positions.
Sandip Das has over 15 years of experience in sales, marketing, business development and people management with reputed organizations. He is currently seeking opportunities to utilize his extensive experience in leading international sales and promotions. Some of his key experiences include over 13 years in sales leadership roles in the FMCG and newspaper industries, managing teams up to 63 people, and successfully launching new products.
Jai Hemrajani has over 11 years of experience in strategic business development, sales, marketing, and key account management. He is currently the Areas Manager at Quikr India Private Limited, where he is responsible for conceptualizing and executing sales strategies. Prior to this, he held several managerial roles at India Mart Intermesh Limited, where he successfully developed new branches and received numerous performance awards. He has a strong track record of achieving sales targets and driving business growth through customer acquisition, relationship management, and leading high-performing teams.
Amit Gupta is seeking a senior level position in sales, marketing, or business development with over 11 years of experience. He has a post-graduate diploma in business administration in marketing. Currently he is the branch manager at Jubilant Industries Ltd. in Delhi where he is responsible for managing the sales network and appointing new distributors. Prior to this, he held marketing roles at Greenlam, Havells India Ltd., Nitco Ltd., and Varmora Granito Ltd. where he exceeded sales targets and developed business relationships.
L'S Shoes is developing a strategic plan for a new shoe store business. The plan includes a mission to offer stylish, comfortable shoes for all ages at affordable prices while developing strong customer relationships. The vision is to sell shoes at affordable prices and make customers feel appreciated. Key values include rewarding customer loyalty and prioritizing customers. Strategies include partnering with local businesses for promotions, improving market share through online marketing, and carrying out social media marketing. The business will open in a downtown area to attract customers visiting other stores and offer a unique shopping experience reflecting the town's shoe factory history.
Jai Hemrajani is a senior sales and business development professional seeking a new challenging position. He has over 10 years of experience in strategic planning, sales management, business development, and managing teams. He has a proven track record of achieving revenue, profit, and business growth objectives. He is proficient in setting up new business divisions, identifying business opportunities, and implementing strategies to enhance revenue, market share, and profitability.
Mohammad Danish Khan is a seasoned professional with over 9 years of experience in sales, marketing, business development, and people management in the finance and banking sector. He currently works as a Senior Sales Advisor for Dubai Islamic Bank, where he has consistently exceeded sales targets and developed strong client relationships. Prior to this, he held roles with increasing responsibility at Mashreq Bank, Destimoney Securities, and ICICI Bank. Khan has extensive expertise in relationship management, sales, marketing, and business development. He aims to take on a challenging role that allows him to further contribute to the growth of a high-performing organization.
The document provides guidance on developing and managing an effective talent brand. It discusses conducting research to understand company culture and reputation, defining brand-led goals and objectives to ensure internal and external brand values are aligned. It also addresses evaluating employee perceptions of the brand, ensuring conformity from senior management, and measuring the brand's effectiveness through surveys. The overall aim is to create an authentic on-culture internal brand by formalizing the talent brand into HR processes to align employee behaviors with company goals. Regular evaluation of the brand's impact on recruitment, retention and employee engagement is also recommended.
I'm particularly interested to works with your esteemed organization which relates strongly to my 14 years of experience in Strategic Planning & Execution, Operations Management, P&L Management, Budgeting & Cost Control, Business Development, Product Launch & Management, Strategic Alliances & Partnerships besides others.
I am presently associated as General Manager Sales & Marketing with Rossari Biotech Ltd., Mumbai; I believe I meet all the essential criteria for the position.
Please find below a summary of my experience and key accomplishments:
Successfully administered warehouse and logistic operations; drafted developmental strategies for achievement of goals and targets through new avenues for long-term growth
Delivered business results focused on improving business processes to improve reliability, increase simplicity, and enable scalable growth
Facilitated entrepreneurial drive & vision to identify organizational strength/ weaknesses to redirect missions, and harvest untapped business opportunities
Team-based management style coupled with the zeal to drive visions into reality
Considering my track record in overcoming complex challenges and making high stakes decisions using experience-backed judgment, strong work ethic and integrity, I see significant opportunities in aligning myself with your organization.
I appreciate your efforts in taking the time to review my credentials and experience. Looking forward to a positive response.
Qualification: MBA
Current Employer: Rossari Biotech Limited
Current Designation: General Manager - Sales & Marketing
Current CTC: 25.80 Lacs P.A.
Current Location: Mumbai
Total years of Experience: 14 Years
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Akshaya Kumar Jena has over 22 years of experience in strategic planning, sales, marketing, business development, and team management in the pharmaceutical industry. He is currently a Senior Regional Manager at Micro Labs Ltd. in Odisha. Previously he held roles like Zonal Business Manager at British Biologicals where he helped launch new products and expand into new markets. He is seeking a new position where he can provide strategic leadership and help organizations achieve revenue goals through his expertise in sales, client relationships, distribution management, and motivating high-performing teams.
This document discusses intellectual property law as it relates to performance agreements for artists. It outlines key elements of a valid contract including offer, acceptance, consideration, and intention to create legal relations. It then discusses specifics that should be included in a performance contract such as payment terms, technical riders detailing stage and sound requirements, and hospitality riders outlining provisions for artists. It provides examples of technical and hospitality riders and discusses obligations of both the artist and promoter. It also gives a brief overview of a recent dispute where an artist was arrested prior to a performance for breach of an existing contract.
This document summarizes the role of COTT, a performing rights and mechanical rights society in Trinidad and Tobago, within the music IP landscape. It discusses COTT's membership, affiliation with international organizations like CISAC, involvement in the Association of Caribbean Copyright Societies to facilitate regional cooperation, revenue streams from various sources, distributed royalties from 2013-2015, areas for potential growth, and dilemmas facing the music industry like technological shifts and intellectual property enforcement. It concludes with recommendations for valuing local content, developing music publishing, growing digital revenue, engaging corporate Trinidad and Tobago, and consolidating the fragmented industry.
Tenille Clarke, a public relations consultant, gave a presentation on building a music brand in the digital era. She discussed the role of a PR expert in developing media strategies, branding, and advising on deals. Clarke explained how to evaluate an artist's brand value based on aesthetics, conversation skills, fan following, talent, and social media presence. She emphasized the importance of social media for music artists, providing tips on using Facebook and Twitter effectively while avoiding oversharing. Clarke also covered working with corporate brands and sponsors, and stressed assembling a strong support team to protect an artist's image and career.
Generic Model Tailoring Questions Copyright PatrickChuck Patrick
This document provides a questionnaire to help organizations model and examine their core business processes. It outlines 16 fundamental processes organized into 4 groups: operate the enterprise, maintain enterprise resources, acquire external resources, and administer business operations. For each process, it provides a description, explanation of importance, and profile of preferred respondent. The goal is to have experts in each process area answer a series of questions to better understand how the process works and fits within the overall business.
This document discusses the distinction between copyright and trademarks as they relate to the music industry. Copyright protects artistic works like music, while trademarks serve as identifiers for products/services and prevent consumer confusion. The importance of choosing and registering a strong trademark name for artists is discussed, as it allows the artist's brand value to be leveraged through co-branding deals. Advice is given on selecting a distinctive and unique name that does not infringe on existing trademarks. The trademark registration process and importance of registered vs unregistered marks is also covered.
EUROCOM was a small European music streaming company that was acquired by STREAMTRON, a new streaming service founded by a famous musician, Mr. B, to give artists more control over their work. After the acquisition, EUROCOM faced challenges like losing executives, getting sued by a record label, and new competition. It was recommended EUROCOM conduct a limited IP audit with representatives from both companies to identify solutions by finding its key IP assets and estimating their value to help address the challenges and facilitate a comeback. The audit examined assets like trademarks, copyrights, licenses, and goodwill. While competitors offered lower prices, STREAMTRON has remained in business possibly because it focuses on the personal connection it provides between
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses various aspects of digital music distribution, including different digital distribution sites, local content quotas, revenue splits, contract terms, intellectual property definitions, and warranties and indemnities. It also notes an upcoming presentation on a local music app and the value of digital distribution.
The document discusses intellectual property (IP) audits for the music industry. It defines an IP audit as a methodical assessment of a business's IP assets, agreements, policies, and procedures. There are three types of IP audits: general purpose, event-driven, and limited purpose focused. An IP audit team should include expertise in IP and relevant technical areas. Conducting an audit involves planning, research, and using the findings to build value. The presentation provides an example and discusses completing an audit and using the results.
This document discusses music licenses and copyright. It defines intellectual property and copyright, outlines the exclusive rights of copyright owners, exceptions to copyright, and the duration of copyright. It also addresses obtaining licenses for cover songs on YouTube, the YouTube copyright policy and process, and commonly used music licenses.
The document provides an introduction to intellectual property. It defines intellectual property as creations of the mind such as literary and artistic works. It outlines the responsibilities of the Intellectual Property Office to register copyrights, trademarks, patents, industrial designs, and plant variety rights. The benefits of intellectual property protection include promoting innovation, business competitiveness, and enabling intangible assets to be used as collateral.
The document discusses standards and innovation in the fashion industry of Trinidad and Tobago. It outlines a vision from 2005 to establish Port-of-Spain as the fashion capital of the region and develop the Caribbean into a global fashion center. It also discusses adopting standards to ensure quality and competitiveness of fashion products in Trinidad and Tobago amidst increasing automation. National standards and training are emphasized as important to support the development of the local fashion industry.
At FashionTT's Fashion UPGRADE! Workshop, Violet Davis-Maurice addressed the importance of properly labelling garments for retail, both locally and internationally.
These handouts were prepared by Violet Davis-Maurice and distributed to participants at FashionTT's Fashion UPDGRADE! Workshop. Topics covered include:
Criteria for Assessing Materials to be Used in Apparel and Sewn Products
Assessment of Quality in Finished Garments
Selection of Fabrics for Specific End Use
Applying Fabric Selection Guidelines
Fabric Properties
Sample Fabric Specification Sheet
Meeting Design Requirements
Deborah Beard's Tech Pack handout shared with participants of the Creativity & Business of Fashion Workshop. A tech pack is "an informative sheet that designers create to communicate with a manufacturer all the necessary components needed to construct a product." -Maker's Row (makersrow.com)
Growing with Purpose: How to Improve Your Software Company's EvaluationVolaris Group
An effective growth strategy for a software company includes building an effective board of directors with talented members, improving cash flow and EBITDA, developing a compelling growth story, investing in a strong management team, diversifying the customer base, creating recurring revenue streams, refining the company's pitch, increasing interest in the company, doing due diligence before an acquisition, simplifying the ownership structure, understanding the competition, and continuing to grow with the goal of acquisition.
Starting a Business: Essential Steps for
Success
Starting a business is an exhilarating endeavor
that offers endless possibilities for growth and
personal fulfillment. However, it requires
careful planning, dedication, and strategic
execution to transform your entrepreneurial
dreams into a thriving reality. Whether you're
an aspiring entrepreneur or looking to expand
your existing venture, here are some essential
steps to help you embark on the path to
success.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
The document discusses key concepts related to developing a business model for a startup home-based business. It defines terms like business model, value proposition, startup costs, and marketing strategy. It explains that a business model identifies how a company will make a profit by selling products/services to target customers. The business model covers costs, marketing, competition and financial projections. Successful business models fulfill customer needs at a competitive price and sustainable cost.
importance of Business plan in entrepreneurshipNeha Chouhan
This document discusses the importance of developing a business plan for entrepreneurship. It begins by defining a business and entrepreneurship. It then explains that a business plan is a selling document that conveys the promise of a business to potential backers. The document outlines the key components of a business plan, including an executive summary, company summary, products/services, market analysis, strategy, management, and financials. It emphasizes that a business plan provides insight into a business, can help secure financing, and allows owners to objectively evaluate strengths and weaknesses. Developing an extensive plan takes time but can prevent business failure and guide long-term success.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
Mastering the Basics: Adele Baaini on Small Business StartupsAdele Baaini
Are you ready to take the leap and start your own small business? Congratulations! Starting a small business can be an incredibly rewarding venture, but it requires careful planning and execution. In this article, we will guide you through the essential steps to get your small business off the ground and on the path to success.
BUSINESS MODEL CANVAS_POWERPOINT VERSION.pptxSurayaRahim1
The document provides an overview of the Business Model Canvas, which is a template for describing the various components of a business model. It outlines the nine building blocks of a business model: Value Propositions, Customer Segments, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each building block, the document provides a brief definition and examples to illustrate how businesses can analyze and describe their business models using this framework.
1) The document provides strategies for companies to adopt to cope with lean times, including consolidating business units, rebuilding offerings, discovering outsourcing benefits, investing in customer experience, reorganizing sales and support functions, focusing teams, and partnering.
2) It recommends evaluating each business unit for its contributions and consolidating underperforming areas. Companies should also rebuild offerings to capitalize on existing customer needs through new products or services.
3) Outsourcing non-core functions can provide significant savings through reduced costs and improved services.
Marketing they don't teach you at business school!Andrew Pearson
The Best Way To Manage The
Customer Journey
Getting your marketing right is critical to your success, but many people who manage – or run their own – businesses have never been shown the best way to do it. This costs them tens or even hundreds of thousands of pounds in wasted effort, time and resources, not to mention all the lost business.
Marketing is not about trying to persuade some faceless aggregation of customers to see it your way. It is about a dialogue over time with a specific group of customers whose needs you understand in depth and for whom you develop an outstanding offer over the offers of competitors.
The document provides information on running a business successfully, including:
- Key topics that will be covered are the meaning and definition of business, factors for business success, how to run a business, and tips for a successful business.
- Some of the most important factors that can impact business success are market demand, building the right team, leadership preparation, networking, competitive analysis, pricing strategy, and long-term goals.
- To run a business well requires skills like great marketing, drafting a clear business plan, innovating, developing a strong company culture, focusing on financial goals, refining processes, using the right tools, and having a support system. Maintaining organization, records, creativity, focus,
This document discusses strategic planning and marketing strategy. It defines strategic planning as the process of developing a strategic fit between an organization's goals and capabilities and its changing market opportunities. The key steps in strategic planning are defining a market-oriented mission, setting objectives and goals, designing the business portfolio, and coordinating functional strategies. Marketing plays an important role in strategic planning by partnering with other departments and members of the supply chain. The marketing process involves segmentation, targeting, developing the marketing mix, and managing the marketing effort.
FACULTY OF COMPUTING AND BUSINESS MANAGEMENTVILA COLLEGEBM.docxmydrynan
FACULTY OF COMPUTING AND BUSINESS MANAGEMENT
Vila College
BMMK 5103
ENTERPRISE DEVELOPMENT
ASSIGNMENT
Date Assigned: 2nd t March 2013
Due Date: 6th April 2013
Lecturer: Mr.Hamid Sodique
Student ID: s111023248
Student name: Imad Mohamed
Imad MohamedACKNOWLEDGEMENT
First of all I would like to thank God as I am able to finish this assignment given by Mr.Hamid Sodique, lecture of the Module: Marketing Management.. This task cannot be completed without guidance and continued support of from lecture. Therefore I would like to take this opportunity to tank lecture, Mr.Hamid Sodique for his guidance for and explanation of the subject, and kind extension of deadline for submitting the assignment. I also appreciated those Villa College’s facilitations, to grant me late registration and extension for submitting the assignment.
I am a civil servant having heavy workload especially during the time there is much challenges for our work to uphold decentralization system in Maldives. My studies and work towards this assignment is completed because of the flexibility and support given by my office management and staff as well. I recognized the support of office management and thanks management of Local Government Authority
This task has been done with the help of and discussion with colleague students of the class, and I would address big thanks to all fellow students.
Finally I thanks to my beloved family and friends that always stick together and also work hard to produce good assignment.EXECUTIVE SUMMARY
The case presented discusses Singtrix’s activities that outline its strengths and weaknesses. This paper clearly identifies the company’s life in the industry. The paper also provides information that will help in depicting a clear picture in the company’s operations and activities.
This paper discusses the strengths and weaknesses of the company and the main reason behind these occurrences. This paper clearly explains the position of the company in the musical instrument industry. It will outline the main strategies that the company needs to adopt in order to ensure that the new product penetrates and is fully accepted into the market. The information provided best explains what the company needs to do and what it needs to change when introducing a new product into the market.
An analysis of the internal practices of the company help outlines the company's SWOT. The strengths related to the company are; producing quality, producing unique products with unique features, changing the unthinkable, that is, making bad singers good singers and producing user-friendly devices. The company's weaknesses include; poor marketing; its products get only known by a certain class of individuals and limited brands. Its opportunities include; its quality products help attract new clients, stands a great chance of becoming one of the best in the industry, its ability to make music stars acts as a way of advertisement and have a chance of creating new p ...
To scale up successfully, a startup must build the right team with diverse skills and backgrounds, choose an effective growth strategy through customer feedback, and create a strong company culture. This involves hiring new team members, focusing on customer retention, developing partnerships, and reinforcing core values. The startup should also define clear roles, set group targets, and communicate consistently to facilitate effective scaling. Automation and innovation can help improve efficiency and competitiveness as the company grows.
This document discusses strategies for improving customer relationships and loyalty through effective communication, delivering a quality customer experience, and going beyond expectations. It recommends conducting customer surveys to understand buyer behaviors and satisfaction levels. The surveys would provide insights to improve customer service and identify areas for growth. Additionally, the document suggests training sales teams and focusing on building long-term relationships with customers after the sale through consistent communication. The overall goal is to differentiate the brand and leverage positive customer experiences.
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
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Building a successful business requires careful planning, dedication,
and a willingness to adapt to changing circumstances. Here are 13
ways to help you build your business and achieve success:
A clear understanding of the customer is absolutely crucial to growth. Customers are bombarded with more and more options every day. They do not hesitate to walk away from products that fail to meet their expectations. The best companies are focused on customers to drive sustainable growth — tailoring offerings to customers’ unique needs.
The document discusses driving customer-centered innovation to gain a competitive advantage. It recommends focusing on understanding customer needs through metrics, collaboration, and strategic investments. A 10-step roadmap is provided to implement customer-centered innovation, starting with defining the target customer segment and analyzing problems from their perspective to discover unmet needs. The process emphasizes integrating customer insights throughout product development and business operations to create solutions that deliver value.
Business Plan is a document required at the time of funding your business or ...ymandhanya
The document outlines the purpose and steps involved in creating a business plan. It discusses that a business plan is a blueprint that identifies business opportunities and converts ideas into successful ventures. It involves tasks like identifying strengths/weaknesses, assessing feasibility, and allocating resources. The business plan gives direction to entrepreneurs, helps evaluate prospects, seeks loans, and helps with decision making. The steps involved include preliminary investigation of the idea and environment, generating business ideas, and scanning the internal and external environment.
Similar to Generic Enterprise Model Text 10042006 (20)
Business Plan is a document required at the time of funding your business or ...
Generic Enterprise Model Text 10042006
1. A0 Text: FULFILL BUSINESS VISION X (AS IS)
A1 OPERATE THE ENTERPRISE
Ensure that the business operates smoothly and efficiently. The enterprise must maintain itself in a viable business posture, ensuring
that it possesses adequate resources consistent with its vision and strategy. Business operations should be regularly examined for
efficiency, and tasks that can be more effectively accomplished by specialists should be outsourced.
A2 MARKET PRODUCT & SERVICES
Think creatively about the market. The enterprise must seek potential customers and attract them with unique services tailored to their
requirements. The company must form alliances with partners, engaging in a mutually beneficial business relationship. Employees
and sales staff should pursue business opportunities as they arise, and exercise vigilance to search for potential customers. The
company must not be static in its product line; it should be continually striving to create more products to attract the same or new
markets.
A3 BUILD PRODUCTS & SERVICES
Create a product from conception to its availability to the market. An enterprise must invest serious resources in designing a product
specific to the customer’s needs, with a firm understanding of the customer’s business requirements. The product must then be
manufactured and tested for defects. Finally, the available product should be stored and warehoused until its delivery to the customer.
A4 DELIVER PRODUCTS & SERVICES
Provide the finished product to the customer for its use and satisfaction. The product must be physically moved to the customer’s site
and installed to best serve the customer. The product must be installed and available for sustained use. Customer satisfaction must be
critically assessed to ensure business opportunities in the future and a continued business relationship.
2. A1 Text: OPERATE THE ENTERPRISE
A11 PROVIDE OVERALL DIRECTION
Make sure your people know and can explain where the company wants to go, encourage their participation in defining the core values
of the company and in formulating its direction, maintain enthusiasm and commitment to the company’s goals, and make clear what
the people need to do to help achieve the shared vision. Understand the dynamics of the marketplace in order to make sound
operational decisions.
Business Acumen Considerations: The ability of an enterprise’s people to articulate the mission and values implies they understand
the larger context in which they perform their work. The mission expresses the higher purpose of the organization’s work while
values provide guiding principles in how work is conducted and decisions are made. Recent research shows that organizations with
active values outperform, over time, those that don’t. Values provide ethical constructs that guide behavior and decision making
whether an individual is interacting with customers, partners or other members of the organization. Studies in the fields of sociology
and psychology have found that people want to be part of an endeavor that is larger than the individual. A well-defined mission
statement creates the framework for people to see their work as part of something greater than their individual tasks. In organizations
where people deeply understand the meaning behind the mission and value statements, a powerful alignment across functions is
created.
A12 MAINTAIN ENTERPRISE RESOURCES
Hire new employees and support new and current employees in a positive work environment by providing competitive benefits and
salary, treating them decently and professionally, giving them opportunities for personal and professional growth, and including them
in the life of the company. Maintain and improve the company’s physical plant and equipment to ensure that you will be capable of
delivering a higher volume of top-quality products and services as the company’s business grows.
Business Acumen Considerations: An enterprise’s people are its lifeblood. By providing them a positive work environment in which
they are clearly respected and valued, an enterprise can tap into their leadership capabilities, innovative ideas, willingness to go the
extra mile for a customer, and other factors that will help the company thrive. Regarding infrastructure, failure to maintain and
develop an enterprise’s physical workspace and equipment can introduce practical barriers to growth and can lead to employee
frustration and dissatisfaction.
3. A13 ACQUIRE EXTERNAL RESOURCES
Ensure that the company has the financial resources and external supporting relationships that will allow the company to execute its
strategic plans, for example, to enter new markets, seek investment capital, acquire companies, carry out critical research and
development, and manufacture new products.
Business Acumen Considerations: While growing a company based solely on cash flow can and has been done, the modern rapidly
changing marketplace requires that a company be able to move fast to capitalize on an advantage or innovative idea. Linking a
company’s strategic plan to a capital investment plan allows a company to put financial and other resources in place properly timed
with its strategic intentions, enabling it to take fast action at the right time.
A14 ADMINISTER BUSINESS OPERATIONS
Carry out the enterprise’s essential internal “back office” business processes efficiently, outsourcing those that can be done more
economically by specialists.
Business Acumen Considerations: While internal business processes may appear to be mundane, they are essential to the company’s
being able to perform on contracts, protect its intellectual property, determine its profitability, protect its cash flow, and maintain itself
as a viable business entity of integrity. Improprieties, inefficiencies, or errors on the business side can have serious repercussions on
customer and investor confidence in the company and on its financial survival.
4. A2 Text: MARKET PRODUCTS AND SERVICES
A21 MAINTAIN MARKETING STRATEGY
Decide the best way to condition the marketplace, attract customers, and sell the company’s products and services consistent with the
enterprise’s strategic and financial objectives.
Business Acumen Considerations: The world will not beat a path to your door just because you have, or think you have, the best
mousetrap. A company needs to carefully consider the means and content of communications directed toward potential customers, the
positioning of its products and services relative to those of competitors, and sales approaches. Failure to think these matters through
and to adapt your methods based on feedback from the marketplace can lead to poor sales and eventually can threaten the survival of
the company.
A22 ESTABLISH STRATEGIC MARKETING RELATIONSHIPS
Enter into agreements with companies and individuals who can assist your company in developing new business through their own
market presence, offerings, and relationships.
Business Acumen Considerations: The traditional concept of the “value chain” of companies, narrowly viewed as a company, its
suppliers, its value added resellers, and its customers, is no longer adequate to maintain a company’s competitiveness in the modern
rapidly-changing market. Companies today need to establish many partnering relationships with companies and individuals that can
be called upon to help the company adapt quickly to changing market circumstances and bring more robust and innovative offerings to
their customers. The company that isolates itself in a static set of traditional relationships runs the risk of isolation as more nimble and
well-connected competitors and their partners run away with the market.
5. A23 PURSUE NEW BUSINESS OPPORTUNITIES
Generate and screen prospects, understand qualified prospects’ requirements, convince prospects to purchase the company’s products
and services to meet their needs, and close the deals. Maintain an open mind and seek business opportunities creatively.
Business Acumen Considerations: Successful selling is fundamental to the success of a company. Convincing customers to buy and
obtaining their legal commitment to buy are essential to revenue generation and sustaining the life of the company.
A24 PLAN NEW PRODUCT/SERVICE OFFERINGS
Anticipate products and services that will sell successfully in the future and develop specifications for their development.
Business Acumen Considerations: Products and services can become obsolete very rapidly in today’s marketplace, with decreasing
sales immediately affecting the financial health of the company. Companies must keep in close touch with customer’s changing needs
and advancements made by competitors in order to maintain and grow market share.
6. A3 Text: BUILD PRODUCTS & SERVICES
A31 DESIGN
Specify the characteristics of a new product or service intended to meet market requirements to a level of detail sufficient for a
developer to produce it. Create a product or service tailored to the customer’s needs.
Business Acumen Considerations: The translation of perceived needs in the marketplace into specifications of a product or service
represents an essential bridge to the future success of the company. If market needs are understood but not expressed in actionable
form that will lead to development of a competitive offering, the company will waste money on market introduction of an
unsuccessful offering and will fall behind as more attractive competitors’ products are embraced by its customers.
A32 PRODUCE & MAINTAIN
Physically develop and maintain a product or service in fully deliverable form, including all documentation.
Business Acumen Considerations: Products and services are fundamental to a company’s ability to generate revenue. Failure to
produce and maintain them in a timely fashion will cripple a company’s success.
7. A33 TEST
Ensure the a new product or service satisfy the requirements it is intended to satisfy and that customers will be able to use it properly
in the real world.
Business Acumen Considerations: Products and services that do not work properly will lead to an image of poor quality, a loss of
confidence in the company by the market, and decreased sales.
A34 STORE PHSYICAL INVENTORY
Maintain products in a secure facility so they retain their viability until needed for delivery.
Business Acumen Considerations: A company’s stock of products represents a significant asset and potential revenue, and must be
protected until needed for sale to customers.
8. A4 Text: DELIVER PRODUCTS & SERVICES
A41 PHYSICALLY MOVE TANGIBLE ITEMS
Transport products from inventory to a point at which customers can take possession of the products at their site.
Business Acumen Considerations: Products must be delivered into the hands of customers before revenue can be claimed.
Transportation inefficiencies or damage occurring to products in transit can negatively affect cash flow and profit margins.
A42 INSTALL PRODUCTS
Put products into usable condition and final position so a customer can derive the expected benefits from the product.
Business Acumen Considerations: The success of the company will ride on the ability of the customer to use the product as intended
and to obtain value from the investment made in acquiring the product.
A43 PERFORM SERVICES
Deliver value-added know how to the customer in the form of services performed by company experts.
Business Acumen Considerations: The success of the company will ride on the ability of the customer to receive desired services and
to obtain value from the investment made in acquiring the service.
A44 ASSESS CUSTOMER SATISFACTION
Determine whether customers are ecstatic, pleased, neutral, disappointed, or outraged as a result of their experience with the company.
Business Acumen Considerations: The reputation of a company is a primary determinant of its long-term success. A company must
pay close attention to the reaction of customers. There are many ways the marketplace and future customers hear about a company, its
products, and how the company treats customers. If problems arise, the company that has put mechanisms into place to understand
and fix each problem will reap great benefits in customer satisfaction and future business.