This revision presentation provides an overview of the core strategic topic of business mission, aims and objectives. The main focus of the presentation is to outline the theory of the use of mission, aims and objectives rather than provide examples of these in context.
A curriculum is the instructional and the educative programme by following which the pupils achieve their goals, ideals and aspirations of life. It is curriculum through which the general aims of a school education receive concrete expression
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
Getting your business ready for sale - Smith & Gesteland WebinarSmith & Gesteland
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In this revision presentation we look at recent trends in UK trade union membership, consider how trade unions can affect both pay and employment and challenge the textbook view that union-negotiated pay increases inevitably have negative consequences for employment.
In this revision presentation we cover key examples of pure and quasi public goods and consider the arguments for and against an increase in government spending on public goods.
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You don’t need to produce a lot of evidence in your macroeconomics exams but knowing some basic and key facts and figures can make your answers stand out from the crowd! Here is a quickfire journey through twenty important economic numbers that won’t change before the exam – use them to support your answer and impress the examiner!
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This revision presentation considers the variety of stakeholders impacted by business activity. How will a change in objectives, such as a move from profit maximisation to revenue maximisation have an effect on different stakeholders?
This revision presentation looks at profit satisficing as an alternative objective for businesses. Why might firms satisfice? What are some of the possible consequences for economic welfare and efficiency?
In this short revision video, we look at the substantial productivity gap between the UK and many of the UK’s major competitor countries.
Paul Krugman, the Nobel Prize-winning economist said twenty fives years ago that “Productivity isn’t everything, but in the long run it is almost everything,”
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For many economists, the labour market is the most important market of all to study, analyse and evaluate. Like product markets for goods and services, labour markets can also fail. The main types of labour market failure are labour immobility including skills gaps, inequality, disincentives to be economically active, labour market discrimination and the effects of monopsony power of employers.
Updated revision presentation on aspects of behavioural economics and topical issues where behavioural nudges are being used to change the choices of consumers and businesses.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
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4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
3. What are business objectives?
• The specific intended outcomes of
business strategy
• The anticipated end results of a
programme of activities
• Targets which the business adopts in
order to achieve its primary aims
4. A hierarchy of objectives
Increasingly
detailed
Increasingly
strategic
5. How the hierarchy works
• The objectives cascade down from the
mission getting progressively more specific
• Overall objectives are translated into more
specific objectives for different parts of the
business
• The hierarchy ensures that at each level the
objectives are consistent with the
objectives that are above them in the
hierarchy
7. Mission…aim…objective
• Mission
– A qualitative statement of the business’s aims
• Aim
– A long term plan from which business
objectives are derived
• Objective
– A target which must be achieved in order to
realise the stated aim
– A time assigned targets derived from the goals
and set in advance of strategy
8. Main functions of objectives
• A clear statement of what needs to
be achieved
• A focus for all activity
• Targets for individual and group
achievement
• A means of measuring performance
9. How objectives can be used
• Implement the mission
• Provide a clear focus for decision making
• Provide a target
• Motivate employees
• Facilitate control of actual performance
• Provide a criteria for evaluating
performance
• Reduce uncertainty
• Provide a sense of unity
10. Objectives are central to strategy
• Objectives have a central role in strategic
decision-making
• Decisions are taken with objectives in mind
• A strategy is a course of action which enables
the business to meet its objectives
• The first part in a strategic plan is always
“where do we want to go”
• What follows is “how are we going to get
there”
11. What is corporate strategy?
• Corporate strategy is concerned with
deciding what business the organisation
should be in, where it wants to be, and
how it is going to get there
• Strategy is the game plan for…
– Satisfying customers
– Running the business
– Beating the competition
– Achieving corporate objectives
12. Corporate objectives are often stated in
terms of…
• Profit (value, margin)
• Return on investment (ROCE)
• Growth (profit, earnings per share)
• Market share
• Cash flow
• Sales revenue
• Shareholder value
• Corporate image & reputation
13. Factors influencing objectives
• Age of the business • State of the
• Size and legal status economy
• Competition
• Ownership
• Risk and attitude to
• Views of owners risk
and managers • Corporate culture
• Market conditions • Political factors
• Legislation • Social attitudes
14. Primary & secondary objectives
• Primary
– The ultimate, long term goals of the business
– These are the key strategic objectives such as
profit growth or shareholder returns
• Secondary
– Make a direct contribution to meeting primary
objectives
– E.g. sales growth will help business achieve
profit target
– Also known as tactical objectives
15. Strategic v Tactical objectives
Strategic Tactical
Focused on long-term Focused on short-term
Set by the Board Set by line management
Involve higher risk & uncertainty Relatively low-risk
Likely to involve significant Limited resources invested
investment / business resources
Difficult to change in the short- Relatively easy to change at
term minor financial cost
Stretching & challenging Realistic & achievable
16. The Mission Statement is…
• The overriding goal of
the business
• The reason for its
existence
• A strategic perspective
• A vision for the future
17. The mission model
• Purpose
– Contained in the mission statement
• Values and beliefs
– Reflected in business culture
• Strategy
– The competitive position of the business
• Standards and behaviour
– Policies and behavioural patterns expected of
employees
– Influenced by organisational culture
18. Five characteristics of a good mission statement
• Contains a formulation of objectives that
enables progress towards them to be
measured
• Differentiates the business from its
competitors
• Defines the markets or business in which the
firm wants to operate
• Is relevant to all major stakeholders - not just
shareholders and managers
• Excites, inspires, motivates & guides
19. Other characteristics of a good mission
statement
• Brief in length
• A very general statement
• Flexible-should be able to accommodate change
• Business specific and distinctive
• Communicates key values
• Realistic and achievable
• Based on consultation
• Supported by senior management
20. Criticisms of mission statements
• Not always supported by actions of the business
• Often too vague and general
• Often merely statements of the obvious
• Often seen as a PR exercise
• Sometimes regarded cynically by staff
• Sometimes not a true reflection of reality
• To mean anything they must be supported
wholeheartedly by senior management
22. Defining stakeholders
Groups / individuals that
are affected by and/or
have an interest in the
operations and objectives
of the business
23. Categories of stakeholder
Internal Connected External
Shareholders Government
Customers Local
Directors
Suppliers community
Managers
Advisers Pressure
Employees
Consultants groups
Competitors Media
24. Stakeholders – main interests
Stakeholder Objectives Power and influence
Shareholders Share price growth, dividend Election of directors
Lenders Interest and principal to be Can enforce loan covenants
repaid, maintain credit rating,
Directors and Salary ,share options, job Make decisions, have detailed
managers satisfaction information
Employees Salary, job security, job Staff turnover, strike
satisfaction
Suppliers Long term contract, payment Pricing, quality
Customers Reliable supply, value for money Revenue / repeat business
Community Environment, local jobs, local Indirect via local planning and
impact opinion leaders
Government Operate legally, tax receipts, jobs Regulation, subsidies, taxation,
planning
25. Stakeholder power?
In the context of strategy,
what is important is the
power and influence that
each stakeholder has over
the business objectives
26. What determines stakeholder power?
• For stakeholders to have power and influence
the desire to exert influence must be combined
with the ability to exert influence on the
business
• The power a stakeholder can exert will reflect
the extent to which:
– The stakeholder can disrupt the business’ plans
– The stakeholder causes uncertainty in the plans
– The business needs and relies on the stakeholder
27. The inequality of influence
• Stakeholders do not have equality in terms of power
and influence
• Managers have more influence than environmental
activists
• A venture capitalist with a 40% of the share capital
will have a greater influence that a small shareholder
• Banks have a considerable impact on firms facing
cash flow problems but can be ignored by a cash rich
firm
• A customer that provides 50% of a business’
revenues exerts more influence than several smaller
customer accounts
28. Responding to stakeholder power
High level of Low level of
interest interest
High level Key players Keep them
of power Take notice of satisfied
them
Low level Communicate Can usually be
of power regularly with ignored
them
29. A business needs to make choices
• Every business has scarce resources
• Almost certainly cannot meet the needs
of every stakeholder group
• Some decisions are “win-lose”: i.e.
supporting one stakeholder means
another misses out
• “Win-win” is best – but often not
possible
30. Shareholder approach
• The traditional approach
• Business (management) acts in best
interest of shareholders / owners
• Principal aim is to maximise
shareholder returns
• Main focus is on growth & profit
31. Stakeholder approach
• Increasingly popular
• Business takes much more account
of wider stakeholder interests
• Approach based on consultation,
agreement, cooperation
• E.g. social and environmental
concerns become more important
32. Examples of common stakeholder interests
• Shareholders and employees have a common
interest in the success and growth of the
business
• High profits lead not only lead to good
dividends but also greater investment (retained)
in the business
• Suppliers have an interest in the growth and
prosperity of the business
• Local community, employees and shareholders
benefit from business involvement in the
community
33. Examples of conflicting interests
• Wage rises might be at the expense of
lower profits and dividends
• Managers have an interest in
organisational growth but this might be
at the expense of short term profits
• Expansion of production activity might
cause extra noise and disruption in local
community
34. Some popular solutions to stakeholder conflicts
Approach Description
Workers Councils Compulsory for some larger firms in the EU
Brings worker representatives from across depts &
activities for regular discussion of business issues
Stakeholder Outside representatives who hold a non-executive
Directors position on the Board
Arbitration / Formal processes of resolving conflicts between
Conciliation employer and employees (e.g. ACAS)
Share options & Widened participation of share ownership amongst
other all employees, helps align interests of shareholders
performance- and employees
related pay
35. Keep up-to-date with business
stories, resources, quizzes and
worksheets for your business
course. Click the logo!