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Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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or
call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
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call us at : 08263069601
Ninth and final seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
30 60 90 day on boarding production planCalvin Naylor
Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016:
Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan.
Calvin Naylor
Call Center Executive
Marketing is not sales , there is always a gray area of how to translate marketing data, analysis into actionable sales programs, here is a short discussion on how to translate marketing data, analysis, into sales programs, in short translating strategic conceptual to actionable plans in sales
If you need a copy of the Power point presentation email your request @ dngrtz2000@hotmail.com, will send you your copy immediately.
This presentation is focused on the need to have a 30-60-90 day plan for your career, and also for your life. When you're in the final stages of a job interview, you're going to want to structure what you will be achieving in the first 30-60-90 days.
The presentation was delivered on October 18, 2017, at Humber College School of Applied Technology.
"Scrum Master - The Team Spirit Guardian" : Presented by Vijay BandaruoGuild .
Lord Krishna was our first Scrum Master who helped "Pandavas" to win the "Kurukshetra" war without using a single weapon. On top of it, he was the almighty with so many invisible powers, but he still guided the "Pandavas" through his servant Leadership.
Inspired by this concept, I have created a session to highlight the role of a "Scrum Master" and how can we make a Scrum Master a true "Servant Leader" without so much depending on authority or tools rather concentrating on simple things that can make his contribution to the team a true differentiating factor.
Topics covered in the task:
- Understanding the team formation stages
- 5 dysfunctions of teams
- Gauge the team members' behaviours
- How a Scrum Master can make his team GREAT
- Soft skills for Scrum Master
- How a Scrum Master help his team in various situations
- Importance of learning for a Scrum Master
- Scrum Master's backlog for his team's improvements
- Scrum Masters checklist
Ninth and final seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
30 60 90 day on boarding production planCalvin Naylor
Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016:
Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan.
Calvin Naylor
Call Center Executive
Marketing is not sales , there is always a gray area of how to translate marketing data, analysis into actionable sales programs, here is a short discussion on how to translate marketing data, analysis, into sales programs, in short translating strategic conceptual to actionable plans in sales
If you need a copy of the Power point presentation email your request @ dngrtz2000@hotmail.com, will send you your copy immediately.
This presentation is focused on the need to have a 30-60-90 day plan for your career, and also for your life. When you're in the final stages of a job interview, you're going to want to structure what you will be achieving in the first 30-60-90 days.
The presentation was delivered on October 18, 2017, at Humber College School of Applied Technology.
"Scrum Master - The Team Spirit Guardian" : Presented by Vijay BandaruoGuild .
Lord Krishna was our first Scrum Master who helped "Pandavas" to win the "Kurukshetra" war without using a single weapon. On top of it, he was the almighty with so many invisible powers, but he still guided the "Pandavas" through his servant Leadership.
Inspired by this concept, I have created a session to highlight the role of a "Scrum Master" and how can we make a Scrum Master a true "Servant Leader" without so much depending on authority or tools rather concentrating on simple things that can make his contribution to the team a true differentiating factor.
Topics covered in the task:
- Understanding the team formation stages
- 5 dysfunctions of teams
- Gauge the team members' behaviours
- How a Scrum Master can make his team GREAT
- Soft skills for Scrum Master
- How a Scrum Master help his team in various situations
- Importance of learning for a Scrum Master
- Scrum Master's backlog for his team's improvements
- Scrum Masters checklist
Distributed Team Management : Presented by Hugo MesseroGuild .
Hugo shared insights into managing distributed software teams, based on his 10 years of experience. Hugo has written 6 books about managing remote teams and based on that, developed a method for distributed teams to collaborate better.
A journey about how’s high performance teams forming and develop Mobile appli...AgileCommunity
This is a case about large corporation launching “startups” inside their walls, seeking the elixir of creativity and reacting quickly to market. As a Corp. RD SQA/SEPG member and certified Scrum Master/Product Owner, I would like to share this journey that been a Scrum Master for Mobile App teams to establish proper Mobile development process. Moreover, we realized that process could be a framework to support teams to create APPs efficiently by systematic paces but hardly to lead members from cooperation to be a real “self-organizing team”. Hence, we emphasized “Transparency, Inspection and Adaptation” are very fundamental factors and have to realized within daily working life. Those are what the circumstance we trying to build up and expect rational karma between working and outcomes. No doubt, we also evaluate what real business benefit we generated during this revolution.
The GRPI (Goals, Roles, Plans, Interpersonal Norms) worksheet developed by GE for use in its change acceleration process. A great tool for leaders to diagnose the key factors in building and leveraging a team.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
BALANCED SCORECARD
The balanced scorecard is used as a tool by management to measure the performance of the boutique. The aim of this balanced scorecard is to ensure that all the operations in the boutique are in line with the values, mission, and vision of the boutique. From the SWOTT analysis, we were able to identify the strengths, weaknesses, opportunities, and threats of the business. In the development of this balanced scorecard, we use all the information obtained from the SWOTT analysis to ensure success in the business. The balanced scorecard helps both employees and the management to look at organizational needs and requirements at a different perspective.
Figure 1.0 : The balanced scorecard
Strategic objectives
Measures
Targets
Strategic priority
Financial Perspective
· F1: increase return on investment
· F2: growth in profits
· F3: Asset utilization
· ROCE
· Net margin
· Cash flow
· 20%
· 30%
· $700mm
· Become a financially stable business
Customer Value Perspective
· Meet client needs and requirements
· Develop a good relationship with the costumers
· Improve brand image
· Costumer ratings
· Profits earned by dealers
· Portion of segment
· 24%
· 30%
· 6.4%
· Ensure costumer satisfaction
· Establish a good relationship with clients
Internal Operations Perspective
· Cost leader
· Inventory management
· Innovative services and products
· Perfect orders
· Activity competition vs. cost
· New services/ products ROI
· 90%+
· 80%
· 30%+
· Escalate costumer value
· Excellence in operation
· Establish the franchise
Learning and Growth (Employee) Perspective
· Competence
· Improved skills
· Better leadership
· Establish an organizational culture
· Strategic competencies
· Employee survey
· Personal balanced scorecard
· 24%+
· >75%
· > 84%
· 75%
· Creating a conducive work environment
· Developing a good relationship between management and staff members
The strategic objectives were derived from current outcomes, research, managerial expectations, among other factors that influence the boutique’s performance. The balanced scorecard acts as a platform and catalyst for learning. The objectives were also derived from these questions; what are the common failures in the boutique’s operations? How can the boutique’s performance be measured? Does the boutique meet current demand and costumer needs? Answers to these questions and others came a long way in ensuring that the right strategic objectives were developed for the boutique. In order to link various forms of performance measurement the business is required to critically analyze the mission, values, vision, and the SWOTT analysis. The development of the strategic objective starts with one reflecting on the company’s visions, values, SWOTT analysis, and mission. In this stage, the management is required to scrutinize all ...
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxwillcoxjanay
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxmarilucorr
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
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Strategic planning best practices checklist - Carlos Raúl Castro - SC&S Consultores Asociados
1. 1
Best Practices – Strategic Planning
The Planning Process
The strategic planning process consists of an orderly sequence of activities, each
contributing to the success of the whole. The process should take place off-site, away
from telephones, faxes, etc., so that team members can "disengage" from day-to-day
operations.
Best Practices:
Practice creative thinking. Generate as many ideas a possible during the early,
"out-of-the-box" mode.
Take a critical, unbiased look at what has worked before and what hasn't.
Identify the best of your past business practices and drop others that have led to
costly mistakes.
Create four to six long-term goals linked to the organization's vision.
Devise strategies to achieve these goals and objectives.
For each objective, create specific action steps.
The Mission Statement
A mission statement describes what an organization does, what markets it serves and
what it seeks to accomplish in the future.
The mission statement describes how the business serves customers so they will
underwrite its strategy.
It serves as a guide for day-to-day operations and as the foundation for future
decision-making.
For employees, a strong mission statement builds commitment, loyalty and
motivation.
Best Practices:
Describe the essence of the business in words your employees and customers can
understand and remember.
Focus on specific traits and on target or niche markets.
When the mission statement is created, post it on conference walls, on
promotional materials, even on the packaging of products.
2. 2
SWOT Analysis
A SWOT (Strengths/Weaknesses/Opportunities/Threats) analysis is a tool for looking
critically at the organization.
Best Practices:
Draw upon a variety of perspectives -- from the CEO to employees, customers
and others who rely upon the business.
Identify only those tangible and intangible assets and obstacles that are tied to
your company's long-term goals.
Gather "competitive intelligence" by purchasing a competitor's product, hiring
one of its ex-employees or visiting its booth at trade shows and conferences.
Collect information on the Internet by viewing a competitor's Web site and/or
searching online publications.
Goals and Objectives
Strategic planning identifies an organization's goals and objectives. Goals set the agenda
and are global in nature. Objectives are more specific and short-term.
Best Practices:
Goals identify areas where a major transition must occur (a transition is described
as "from … to").
Objectives should be measurable, quantifiable and consistent.
Implementing the Plan
The results of the strategic planning process must be integrated with an organization's
daily, weekly and monthly routines.
Best Practices:
The CEO should develop a "stump speech" around the plan -- promoting its
values, mission statement, actions, etc. -- and spread the word wherever possible.
Enlist a support person (or "champion") for each strategy and action.
Organize top and middle managers into a "strategy team" that become agents for
change. The CEO should receive direct reports from these teams on a regular
basis.
3. 3
Avoid common implementation mistakes such as: (1) lack of communication
throughout the company; (2) treating the plan as something separate and removed
from the management process; and (3) choosing to make intuitive decisions that
clash with the plan's accepted objectives.
Set up a feedback mechanism so that employees can respond to the strategic plan.
Share the plan with other stakeholders -- investors, customers, alliance partners,
etc.
Keep the plan alive by monitoring its ongoing progress. Conduct 60- or 90-day
senior management reviews. Implement objectives by expanding employee skills
through training and recruitment.
Target sales to make the link between business strategy and sales strategy.
Reward success to increase employee motivation.