This document provides an overview of key topics covered in a Business Studies course for the HSC, including business management and change, financial planning and management, marketing, employment relations, and global business. It discusses concepts such as the roles and skills of management, managing organizational change, financial analysis and planning, the marketing mix, employment law and industrial relations, and strategies for conducting business on a global scale. Challenges in managing global operations and ensuring ethical practices are also addressed.
This document discusses marketing management and market research. It provides details on:
- Analyzing competitors using tools like Porter's Five Forces and SWOT analysis
- Conducting qualitative and quantitative market research using methods like surveys, focus groups, and observational studies
- Examining the micro and macro environment that influence supply and demand, including factors like demographics, economy, competitors, and regulations
- Defining characteristics of consumer markets based on demographic, behavioral, geographic factors
The document discusses various frameworks and models used for analyzing the external and internal environment of an organization to aid in strategic planning and formulation. It describes frameworks like PESTEL analysis, Porter's Five Forces, McKinsey 7S framework, BCG matrix etc. and explains how they are used to appraise factors in the task, technological, economic, socio-cultural and other environments. It also discusses approaches to conducting environmental scanning and organizational appraisal to identify opportunities, threats, strengths and weaknesses. The results are used to develop organizational profiles and match capabilities with external conditions to formulate effective strategies.
1. The document discusses modern marketing information systems and their components which include internal records, marketing intelligence systems, marketing decision support systems, and marketing research.
2. It also discusses methods for collecting marketing intelligence including training sales forces, motivating distributors, networking externally, setting up customer advisory panels, and collecting online customer feedback.
3. Marketing research is defined as the systematic and objective process of generating information to aid in making marketing decisions, and the types of marketing research are described as basic and applied research.
The document provides an overview of environmental analysis, which involves monitoring internal and external factors that influence business decisions. It defines environmental analysis and scanning. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, and competitors, as well as the macroenvironment of demographic, economic, political, technological, and sociocultural forces. It provides examples to illustrate how these internal and external factors impact business decisions.
The document is an assignment assessment report for a marketing student named Suresh Patel. It provides details of the assignment such as the campus, level, module name, date submitted, and assessor. It also includes the answer submitted by Suresh Patel for Assignment Question 1 on the topic of environmental scanning. The response defines environmental scanning, discusses its purpose and techniques such as SWOT analysis and PEST analysis. It also lists various internal and external factors and sources of information considered during environmental scanning.
The document discusses the marketing environment and its various components. It defines the marketing environment as factors and forces that affect a firm's ability to build relationships with customers. The marketing environment has two main parts - the microenvironment and macroenvironment.
The microenvironment includes customers, competitors, suppliers, marketing intermediaries, and the public. It directly affects the organization. The macroenvironment includes demographic, economic, technological, political/legal, and sociocultural factors. It indirectly affects the organization. Successful companies continuously monitor and adapt to changes in both the micro and macroenvironment.
The marketing environment consists of internal and external factors that affect marketing decisions. Marketing research involves collecting information through methods like surveys, focus groups, and experiments to understand the environment and customer needs. This information is gathered from internal records as well as external sources like marketing intelligence and primary research. It is analyzed and presented to marketing managers to help with decision making around identifying opportunities and problems, evaluating performance, and improving marketing strategies over time.
The document provides an overview of environmental analysis, which is the first step of strategic management. It discusses the internal and external factors that influence business decisions. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, competitors and publics, as well as the macroenvironment of demographic, economic, natural, technological, political, and cultural forces. Techniques for environmental scanning involve gathering information verbally, in writing, and through search/spying, and then evaluating and forecasting future scenarios based on this information.
This document discusses marketing management and market research. It provides details on:
- Analyzing competitors using tools like Porter's Five Forces and SWOT analysis
- Conducting qualitative and quantitative market research using methods like surveys, focus groups, and observational studies
- Examining the micro and macro environment that influence supply and demand, including factors like demographics, economy, competitors, and regulations
- Defining characteristics of consumer markets based on demographic, behavioral, geographic factors
The document discusses various frameworks and models used for analyzing the external and internal environment of an organization to aid in strategic planning and formulation. It describes frameworks like PESTEL analysis, Porter's Five Forces, McKinsey 7S framework, BCG matrix etc. and explains how they are used to appraise factors in the task, technological, economic, socio-cultural and other environments. It also discusses approaches to conducting environmental scanning and organizational appraisal to identify opportunities, threats, strengths and weaknesses. The results are used to develop organizational profiles and match capabilities with external conditions to formulate effective strategies.
1. The document discusses modern marketing information systems and their components which include internal records, marketing intelligence systems, marketing decision support systems, and marketing research.
2. It also discusses methods for collecting marketing intelligence including training sales forces, motivating distributors, networking externally, setting up customer advisory panels, and collecting online customer feedback.
3. Marketing research is defined as the systematic and objective process of generating information to aid in making marketing decisions, and the types of marketing research are described as basic and applied research.
The document provides an overview of environmental analysis, which involves monitoring internal and external factors that influence business decisions. It defines environmental analysis and scanning. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, and competitors, as well as the macroenvironment of demographic, economic, political, technological, and sociocultural forces. It provides examples to illustrate how these internal and external factors impact business decisions.
The document is an assignment assessment report for a marketing student named Suresh Patel. It provides details of the assignment such as the campus, level, module name, date submitted, and assessor. It also includes the answer submitted by Suresh Patel for Assignment Question 1 on the topic of environmental scanning. The response defines environmental scanning, discusses its purpose and techniques such as SWOT analysis and PEST analysis. It also lists various internal and external factors and sources of information considered during environmental scanning.
The document discusses the marketing environment and its various components. It defines the marketing environment as factors and forces that affect a firm's ability to build relationships with customers. The marketing environment has two main parts - the microenvironment and macroenvironment.
The microenvironment includes customers, competitors, suppliers, marketing intermediaries, and the public. It directly affects the organization. The macroenvironment includes demographic, economic, technological, political/legal, and sociocultural factors. It indirectly affects the organization. Successful companies continuously monitor and adapt to changes in both the micro and macroenvironment.
The marketing environment consists of internal and external factors that affect marketing decisions. Marketing research involves collecting information through methods like surveys, focus groups, and experiments to understand the environment and customer needs. This information is gathered from internal records as well as external sources like marketing intelligence and primary research. It is analyzed and presented to marketing managers to help with decision making around identifying opportunities and problems, evaluating performance, and improving marketing strategies over time.
The document provides an overview of environmental analysis, which is the first step of strategic management. It discusses the internal and external factors that influence business decisions. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, competitors and publics, as well as the macroenvironment of demographic, economic, natural, technological, political, and cultural forces. Techniques for environmental scanning involve gathering information verbally, in writing, and through search/spying, and then evaluating and forecasting future scenarios based on this information.
The business environment consists of external forces that influence an organization's operations. The general environment includes factors like economic conditions, government policies, and cultural values that indirectly impact all organizations. The task environment includes forces within an industry like competitors, customers, and suppliers that directly impact a specific organization. Technological changes and innovations can create new strategic opportunities or disrupt existing industries. Organizations must monitor these environmental factors and adapt their strategies accordingly.
The document discusses the components of a company's marketing environment, including internal and external factors. It covers the micro and macro environment, with the micro environment comprising suppliers, customers, competitors, and public. The macro environment includes demographic, economic, natural/physical, technological, political-legal, and social-cultural forces. Key generations like Baby Boomers, Generation X, and Generation Y are discussed in terms of their demographic and economic impact on marketing. The political and cultural environments are also explored, covering how societal factors like culture, customs, and preferences influence business strategy and consumer decisions.
Global marketing Plan External & Internal Analysis pptMoriba Touray
It should be apparent by now that companies and organizations planning to compete effectively in world markets need a clear and well-focused international marketing plan that is based on a thorough understanding of the markets in which the company is introducing its products. The challenge, then, of international marketing is to ensure that any international strategy has the discipline of thorough research, and an understanding and accurate evaluation of what is required to achieve a competitive advantage.
This document provides an overview of tools and processes for conducting global marketing research and analysis. It discusses PESTEL analysis for examining political, economic, social, technological, legal and environmental factors. It also explains SWOT analysis for identifying internal strengths and weaknesses as well as external opportunities and threats. The document then outlines the global marketing research process and types of research conducted, including on industries, buyers, products, distribution and promotion. It introduces decision support systems and sales forecasting techniques used in international marketing.
Internal and external business environmentAashish Sahi
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
General environment or mega environment refers to broad external trends and conditions that affect all organizations, including technological developments, economic conditions, sociocultural changes, legal and political systems, and international factors. It includes five main elements: technological, economic, sociocultural, legal-political, and international. These elements are beyond any single organization's control but must be considered, as they can significantly impact an organization's performance and success. Managers must stay aware of changes in the general environment to spot new opportunities and threats.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
(1) The document discusses the business environment, which consists of internal and external factors that influence business operations. Internal factors are under the control of the business, while external factors are not.
(2) The micro environment includes specific external forces like customers, suppliers, competitors, and public groups that directly affect the business. The macro environment comprises broad uncontrollable factors like economic, political, social, technological, legal, and international environments.
(3) Understanding both the internal and external business environments is important for managers to identify opportunities and threats and make effective strategic decisions. The environments are also dynamic and interrelated, requiring businesses to adapt continuously.
This document discusses the marketing environment and its importance to marketers. It covers the major components of the marketing environment including the social, economic, technological, competitive, demographic, political/legal, and institutional environments. It explains how changes in these environments can create opportunities or threats for marketers and affect specific markets and marketing activities. It provides details on trends in various environments like population growth, largest cities, median ages in countries, economic trends, political trends like free trade and terrorism, and more.
Scoring marketing obstacles and recommended solutions: the case of the date m...Premier Publishers
This study is an attempt to identify problematic issues facing date marketing systems in Saudi Arabia and to introduce corrective solutions to overcome them. Eventually, this would increase date marketing efficiency, performance, and the competitiveness level of Saudi dates, both locally and globally. The study applied a typical five-level Likert scale and factor analysis in order to analyze the primary data collected from date dealers at the major Saudi Arabian date markets. Results highlighted that the impact of technical problematic issues were the highest, with an average of 3.67 followed by structural problematic issues with an average of 3.36, and finally followed by behavioral problematic issues with an average of 3.12. Technical, structural, and behavioral problematic issues have been categorized into a set of factors explaining 79.18%, 74.84%, and 77.7% of the variations, respectively. The impact of applying the recommended solutions on a Saudi Arabian date marketing system were found to be high, ranging from a minimum of 3.35 for encouraging competition to a maximum of 3.98 for providing affordable cold storages. Dates marketing channel types, geographical factors, and the date marketing dealers’ educational level have shown significant effects on the prevailing problematic issues of the Saudi Arabian date marketing system.
The marketing environment consists of internal and external factors that affect marketing management's ability to build relationships with customers. The microenvironment includes actors close to the company like suppliers and intermediaries. The macroenvironment comprises larger societal forces like demographic, economic, natural, technological, political, and cultural forces beyond the company's control. Companies must monitor the changing marketing environment and respond to opportunities and threats.
This document discusses the internal and external factors that affect a business environment. The internal factors are under a company's control and include human resources, company image, management structure, physical assets, R&D capabilities, marketing resources, and financial factors. The external factors are outside a company's control and include the micro environment of suppliers, customers, competitors, marketing intermediaries, and publics, as well as the macro environment of demographic, economic, technological, political/legal, and social/cultural forces. Understanding both the internal and external factors is important for business success and strategic planning.
Business environment refers to all external forces and factors that affect the functioning of a business. The business environment includes internal factors within a firm's control as well as external factors beyond its control, such as economic, political, social, technological, legal and environmental factors. The business environment influences a firm's strategic choices, organizational structure and operations. Understanding the business environment is crucial for identifying opportunities and threats to make appropriate business decisions.
The document discusses the marketing environment, which consists of the microenvironment and macroenvironment.
The microenvironment includes the company, suppliers, marketing intermediaries, customers, competitors, and public. The macroenvironment includes the demographic, economic, technological, political, cultural, and natural environments.
It provides details on the factors within each element of the microenvironment and macroenvironment that affect marketing management's ability to serve customers.
The marketing environment consists of internal and external factors that affect a company's ability to serve its customers. The internal environment includes internal forces like employees and resources that a company can control. The external environment includes forces like customers, competitors and socio-cultural factors that a company has little control over. It is divided into the micro environment of direct stakeholders and the macro environment of broader societal forces. Understanding the dynamic marketing environment is essential for companies to plan effectively, understand customers, capitalize on trends, mitigate threats and leverage opportunities against competitors.
Presentación realizada por Mar Maestre, del Institute of Development Studies de la Universidad de Sussex en el Máster en Estrategias y Tecnologías para el Desarrollo en mayo de 2017
This document discusses international sales management. It covers the role of a sales manager in international markets, international sales and marketing opportunities, and challenges in international sales management. Some of the key topics covered include strategic issues for international sales and marketing, international sales techniques, structures for international sales organizations, selection and training of international sales personnel, and sales incentives and compensation.
The document discusses analyzing a company's marketing environment. It describes the internal and external factors that affect marketing decisions. The internal microenvironment includes suppliers, marketing intermediaries, customers, competitors, and various publics. The external macroenvironment consists of demographic, economic, natural, technological, political, and cultural forces outside a company's control. Together, constant monitoring of trends in both the micro and macroenvironment is necessary for marketers to build relationships and adapt their strategies.
The document discusses the marketing environment that affects a company's ability to develop and maintain customer relationships. It identifies the microenvironment as consisting of suppliers, marketing intermediaries, customers, competitors, and publics. The internal environment includes top management, finance, manufacturing, purchasing, accounting, and R&D. It also outlines the macroenvironment including demographic, economic, natural, technological, political, and cultural forces, and identifies types of customer markets and publics that are part of a company's environment.
This document provides an introduction to business environment analysis (BEA). BEA involves understanding internal and external factors that may impact an organization. It is one of the first steps in strategic management, used to stay aware of trends and maintain competitiveness. There are two main factors in BEA: 1) internal factors like product lines and staff, and 2) external factors such as customers, competitors, and the broader political, economic, social and technological environment. The document outlines various techniques used in BEA like SWOT analysis, PEST analysis, industry analysis and competitor analysis to explore strategic options and threats.
The document provides an overview of international economic integration and the global economy. It discusses key concepts like gross world product, globalization, and the international business cycle. It then examines various indicators of economic integration between countries, including international trade flows, financial flows, international investment, technology/transport/communication, and international division of labor. The document also discusses factors that strengthen and weaken the international business cycle. Finally, it covers topics like trade, financial flows, foreign investment, protectionism, globalization and economic development, and causes of inequality between nations.
The business environment consists of external forces that influence an organization's operations. The general environment includes factors like economic conditions, government policies, and cultural values that indirectly impact all organizations. The task environment includes forces within an industry like competitors, customers, and suppliers that directly impact a specific organization. Technological changes and innovations can create new strategic opportunities or disrupt existing industries. Organizations must monitor these environmental factors and adapt their strategies accordingly.
The document discusses the components of a company's marketing environment, including internal and external factors. It covers the micro and macro environment, with the micro environment comprising suppliers, customers, competitors, and public. The macro environment includes demographic, economic, natural/physical, technological, political-legal, and social-cultural forces. Key generations like Baby Boomers, Generation X, and Generation Y are discussed in terms of their demographic and economic impact on marketing. The political and cultural environments are also explored, covering how societal factors like culture, customs, and preferences influence business strategy and consumer decisions.
Global marketing Plan External & Internal Analysis pptMoriba Touray
It should be apparent by now that companies and organizations planning to compete effectively in world markets need a clear and well-focused international marketing plan that is based on a thorough understanding of the markets in which the company is introducing its products. The challenge, then, of international marketing is to ensure that any international strategy has the discipline of thorough research, and an understanding and accurate evaluation of what is required to achieve a competitive advantage.
This document provides an overview of tools and processes for conducting global marketing research and analysis. It discusses PESTEL analysis for examining political, economic, social, technological, legal and environmental factors. It also explains SWOT analysis for identifying internal strengths and weaknesses as well as external opportunities and threats. The document then outlines the global marketing research process and types of research conducted, including on industries, buyers, products, distribution and promotion. It introduces decision support systems and sales forecasting techniques used in international marketing.
Internal and external business environmentAashish Sahi
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
General environment or mega environment refers to broad external trends and conditions that affect all organizations, including technological developments, economic conditions, sociocultural changes, legal and political systems, and international factors. It includes five main elements: technological, economic, sociocultural, legal-political, and international. These elements are beyond any single organization's control but must be considered, as they can significantly impact an organization's performance and success. Managers must stay aware of changes in the general environment to spot new opportunities and threats.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
(1) The document discusses the business environment, which consists of internal and external factors that influence business operations. Internal factors are under the control of the business, while external factors are not.
(2) The micro environment includes specific external forces like customers, suppliers, competitors, and public groups that directly affect the business. The macro environment comprises broad uncontrollable factors like economic, political, social, technological, legal, and international environments.
(3) Understanding both the internal and external business environments is important for managers to identify opportunities and threats and make effective strategic decisions. The environments are also dynamic and interrelated, requiring businesses to adapt continuously.
This document discusses the marketing environment and its importance to marketers. It covers the major components of the marketing environment including the social, economic, technological, competitive, demographic, political/legal, and institutional environments. It explains how changes in these environments can create opportunities or threats for marketers and affect specific markets and marketing activities. It provides details on trends in various environments like population growth, largest cities, median ages in countries, economic trends, political trends like free trade and terrorism, and more.
Scoring marketing obstacles and recommended solutions: the case of the date m...Premier Publishers
This study is an attempt to identify problematic issues facing date marketing systems in Saudi Arabia and to introduce corrective solutions to overcome them. Eventually, this would increase date marketing efficiency, performance, and the competitiveness level of Saudi dates, both locally and globally. The study applied a typical five-level Likert scale and factor analysis in order to analyze the primary data collected from date dealers at the major Saudi Arabian date markets. Results highlighted that the impact of technical problematic issues were the highest, with an average of 3.67 followed by structural problematic issues with an average of 3.36, and finally followed by behavioral problematic issues with an average of 3.12. Technical, structural, and behavioral problematic issues have been categorized into a set of factors explaining 79.18%, 74.84%, and 77.7% of the variations, respectively. The impact of applying the recommended solutions on a Saudi Arabian date marketing system were found to be high, ranging from a minimum of 3.35 for encouraging competition to a maximum of 3.98 for providing affordable cold storages. Dates marketing channel types, geographical factors, and the date marketing dealers’ educational level have shown significant effects on the prevailing problematic issues of the Saudi Arabian date marketing system.
The marketing environment consists of internal and external factors that affect marketing management's ability to build relationships with customers. The microenvironment includes actors close to the company like suppliers and intermediaries. The macroenvironment comprises larger societal forces like demographic, economic, natural, technological, political, and cultural forces beyond the company's control. Companies must monitor the changing marketing environment and respond to opportunities and threats.
This document discusses the internal and external factors that affect a business environment. The internal factors are under a company's control and include human resources, company image, management structure, physical assets, R&D capabilities, marketing resources, and financial factors. The external factors are outside a company's control and include the micro environment of suppliers, customers, competitors, marketing intermediaries, and publics, as well as the macro environment of demographic, economic, technological, political/legal, and social/cultural forces. Understanding both the internal and external factors is important for business success and strategic planning.
Business environment refers to all external forces and factors that affect the functioning of a business. The business environment includes internal factors within a firm's control as well as external factors beyond its control, such as economic, political, social, technological, legal and environmental factors. The business environment influences a firm's strategic choices, organizational structure and operations. Understanding the business environment is crucial for identifying opportunities and threats to make appropriate business decisions.
The document discusses the marketing environment, which consists of the microenvironment and macroenvironment.
The microenvironment includes the company, suppliers, marketing intermediaries, customers, competitors, and public. The macroenvironment includes the demographic, economic, technological, political, cultural, and natural environments.
It provides details on the factors within each element of the microenvironment and macroenvironment that affect marketing management's ability to serve customers.
The marketing environment consists of internal and external factors that affect a company's ability to serve its customers. The internal environment includes internal forces like employees and resources that a company can control. The external environment includes forces like customers, competitors and socio-cultural factors that a company has little control over. It is divided into the micro environment of direct stakeholders and the macro environment of broader societal forces. Understanding the dynamic marketing environment is essential for companies to plan effectively, understand customers, capitalize on trends, mitigate threats and leverage opportunities against competitors.
Presentación realizada por Mar Maestre, del Institute of Development Studies de la Universidad de Sussex en el Máster en Estrategias y Tecnologías para el Desarrollo en mayo de 2017
This document discusses international sales management. It covers the role of a sales manager in international markets, international sales and marketing opportunities, and challenges in international sales management. Some of the key topics covered include strategic issues for international sales and marketing, international sales techniques, structures for international sales organizations, selection and training of international sales personnel, and sales incentives and compensation.
The document discusses analyzing a company's marketing environment. It describes the internal and external factors that affect marketing decisions. The internal microenvironment includes suppliers, marketing intermediaries, customers, competitors, and various publics. The external macroenvironment consists of demographic, economic, natural, technological, political, and cultural forces outside a company's control. Together, constant monitoring of trends in both the micro and macroenvironment is necessary for marketers to build relationships and adapt their strategies.
The document discusses the marketing environment that affects a company's ability to develop and maintain customer relationships. It identifies the microenvironment as consisting of suppliers, marketing intermediaries, customers, competitors, and publics. The internal environment includes top management, finance, manufacturing, purchasing, accounting, and R&D. It also outlines the macroenvironment including demographic, economic, natural, technological, political, and cultural forces, and identifies types of customer markets and publics that are part of a company's environment.
This document provides an introduction to business environment analysis (BEA). BEA involves understanding internal and external factors that may impact an organization. It is one of the first steps in strategic management, used to stay aware of trends and maintain competitiveness. There are two main factors in BEA: 1) internal factors like product lines and staff, and 2) external factors such as customers, competitors, and the broader political, economic, social and technological environment. The document outlines various techniques used in BEA like SWOT analysis, PEST analysis, industry analysis and competitor analysis to explore strategic options and threats.
The document provides an overview of international economic integration and the global economy. It discusses key concepts like gross world product, globalization, and the international business cycle. It then examines various indicators of economic integration between countries, including international trade flows, financial flows, international investment, technology/transport/communication, and international division of labor. The document also discusses factors that strengthen and weaken the international business cycle. Finally, it covers topics like trade, financial flows, foreign investment, protectionism, globalization and economic development, and causes of inequality between nations.
The document summarizes a study trip to Malaysia by CfBT in June 2009. The aims of the trip were to gain an overview of the Malaysian education system, network with other teachers, look for opportunities to make international links, and gain understanding of the concept of a "global school". The itinerary included orientations by CfBT and the Ministry of Education, visits to schools, museums, markets, and landmarks like the Petronas Towers and Batu Caves. The group also attended forums and concerts during their time learning about education in Malaysia.
This document provides an introductory guide to outsourcing for the civil service. It discusses key principles for achieving value for money in outsourcing, including bundling related services, cross-departmental cooperation, long-term contracts, outcome-based specifications, appropriate service levels, optimal risk allocation, maintaining competition, ensuring a level playing field, using incentives rather than penalties, not always selecting the lowest bid, ensuring projected savings are realized, maintaining common goals and understanding, quality management, and careful dispute resolution. The guide is intended to help departments identify and implement outsourcing projects to deliver high quality, cost-efficient services.
This document provides instructions for students on how to conduct academic research using library resources. It begins by outlining the learning objectives, which are to learn how to search the library catalog for books, determine journal holdings at different libraries, identify the nature of articles, search for peer-reviewed articles, and complete a lab assignment. It then provides guidance on searching the library catalog for books, determining if a library has access to a specific journal, identifying if an article is primary or secondary research, and how to tell if an article has undergone peer review. It concludes by offering suggestions on databases for article searching and information on getting help with the research process.
A quick (25 minute) presentation on how to view the use of anomalies in application operations automation. Presented by James Urquhart and Rob Dickenson of Dell at Defrag 2014.
TWTRCON SF 10 Keynote: Business in the Fast LaneEdelman
TWTRCON SF 10 Keynote:
Business in the Fast Lane
How Ford Motor uses social media to manage its reputation and save millions of marketing dollars.
Scott Monty, Head of Social Media, Ford Motor Company
Nov. 18, 2010
The document is about a culmination ceremony that took place in 2010. A culmination ceremony celebrates students who have completed a significant phase of their education or a major project. The brief document does not provide any other details about the specific ceremony, students, or location that was held in 2010.
Human beings have a unique ability to reason and be self-aware, unlike computers which simply manipulate information. Philosophy involves abstract thinking about existence and our place in the world. It allows us to determine if questions are meaningful and work through problems logically to obtain valid conclusions. The method of philosophy can be applied to any field of human inquiry to arrive at well-reasoned conclusions.
This document summarizes the key points in establishing a sustainable Project Business Management Office (PBMO). It discusses that a PBMO takes a project management mindset at the enterprise level to align resources with strategic objectives. The document outlines that a PBMO requires executive support, standardization of processes, developing capabilities through training, and implementing a Project Business Management methodology. It provides a multi-step process for developing a PBMO, including assessing the current situation, establishing governance, standardizing processes, developing skills, and rolling out the PBMO approach.
This document provides a tour of Satu Mare, Romania from the perspective of a student. It shares photos and brief descriptions of landmarks in the city like the "Mihai Eminescu" national high school where the student learns, the Fireman Tower that looks like part of a fairy story, the Dacia Hotel, the Central Park which is the student's favorite place, and the Somes River that makes one think about nature. Nighttime in the city is described as magical. The student concludes by saying they live in this region of the city and that nowhere is like their home sweet home.
SRI Briefings - Jun 2007 - UBS Global Warming Index - Weather Derivatives - i...akasaka aoyama
The document discusses opportunities for socially responsible investment in fixed income markets such as government, corporate, and green bonds. It notes that screening techniques can be used to construct ethical income portfolios comprising both equity and fixed income securities. Several investment opportunities are highlighted, including renewable energy funds that invest in wind farms and community projects.
The Online neighbourhood networks conference was the launch event for the Online neighbourhood networks research by the Networked Neighbourhood Group.
The research can be downloaded at http://networkedneighbourhoods.com/?page_id=409
This document provides an overview of key concepts in strategic management including:
- Current strategic themes like globalization, e-commerce, and the natural environment.
- Definitions of strategic management, mission, goals, objectives, strategy, and tactics.
- Competitive priorities and levels of strategy including corporate, business, and functional.
- The strategic management process which involves environmental scanning using tools like PESTLE analysis and SWOT analysis, strategy formulation, implementation, and evaluation.
The marketing environment consists of internal and external factors that affect marketing management's ability to build and maintain successful relationships with customers. The microenvironment includes internal groups like the company, suppliers, marketing firms, customers, competitors, and publics. The macroenvironment comprises larger societal forces like demographic, economic, natural, technological, political, and cultural factors. These forces influence customers and affect the company's microenvironment. Understanding both the microenvironment and macroenvironment is crucial for effective marketing.
Ugc net-tourism-ch-09tourismmanagement-130522073942-phpapp02vrl071392
Management involves planning, organizing, leading, and controlling efforts to accomplish organizational goals through efficient use of resources. It includes tasks like strategic planning, staffing, directing employees, and monitoring performance. Management operates through functions like planning, organizing, leading, controlling, and motivating employees at different levels from top to low. External factors such as customers, suppliers, competitors, owners, and the sociocultural, political, technological, and economic environment also influence management. Managers have responsibilities to various stakeholders and ethics are important for building trust.
Management involves planning, organizing, staffing, leading, and controlling organizational resources to achieve goals. It is a dynamic process that requires integrating human, physical, technological, and financial resources. Key functions of management include planning, organizing, staffing, directing, coordinating, and controlling. Management operates through hierarchical levels from top management to middle management to lower levels of supervision. Effective management requires skills in areas such as leadership, decision making, communication, and motivation. Organizations must manage relationships with internal and external stakeholders as well as consider their social and environmental responsibilities.
The document discusses the marketing environment and its internal and external factors. It can be summarized as follows:
[1] The marketing environment comprises internal and external factors that influence business operations. Internal factors include staff relationships, corporate culture and structure, and resource constraints. External factors make up the micro environment of suppliers, intermediaries, competitors and customers, as well as the macro environment including political, economic, social, technological, ecological, ethical and legal conditions.
[2] Key internal factors are developing positive staff relationships, managing both the formal and informal organizational structures, influencing corporate culture, and efficiently using limited resources. The micro environment directly impacts marketers and includes understanding suppliers, intermediaries, competitors and customer needs.
This document discusses understanding industries through environmental analysis at both the micro and macro levels.
At the micro level, the key elements of the microenvironment that can directly impact businesses are the company itself, suppliers, marketing intermediaries, customers, competitors, and the public.
At the macro level, PESTEL analysis is used to analyze the political, economic, sociocultural, technological, environmental, and legal external factors in the broader environment that can indirectly influence organizations. Understanding both the micro and macro environments is important for strategic decision making and developing effective marketing strategies.
This document discusses the global business environment and India. It provides an overview of key concepts like the business environment, marketing environment, and macroenvironment. The marketing environment consists of microenvironment factors close to the company and macroenvironment larger societal forces. The macroenvironment includes demographic, economic, technological, political/legal, cultural, and natural factors that can create opportunities or threats. The document also examines India's internal business environment and the factors shaping international trade.
Stakeholder relationships, social responsibility, and corporate governance are important areas for businesses. Stakeholders include customers, employees, investors, suppliers, communities and governments who are impacted by the company. Building relationships with stakeholders is key to business success. Social responsibility involves maximizing positive impacts and minimizing negative impacts on stakeholders. It benefits companies through increased profits, loyalty and commitment. Corporate governance provides accountability, oversight and control through boards of directors and executive compensation. Implementing stakeholder perspectives requires assessing culture, identifying groups and issues, and gaining feedback.
Stakeholder relationships and social responsibility are important areas for businesses. A stakeholder framework helps identify internal and external stakeholders and monitor their needs. Primary stakeholders like employees and customers are essential to a firm's survival, while secondary stakeholders like media are not. Social responsibility involves maximizing positive impacts and minimizing negative impacts on stakeholders. It is associated with increased profits and loyalty. Corporate governance provides accountability, oversight, and control over decisions. Boards of directors are responsible for success and ethics. Implementing stakeholder perspectives requires assessing culture, identifying groups and issues, and gaining feedback.
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This document provides an overview of business concepts including the meaning of business, nature of business, roles and responsibilities of business, basic business functions, forms of business enterprise, types of production systems, and feudal system. It defines business as organized commercial activities aimed at producing and selling goods or services for profit. The key business functions are identified as operations, finance, and marketing. Several forms of business enterprise are described including sole proprietorship, partnership, private company, public company, LLP, and one person company. Production systems are categorized as intermittent (jobbing, batch, project) or continuous (mass, process). A feudal system is also briefly introduced.
This document discusses 3 key areas for improvement in management education: theoretical acumen, domain expertise, and practical skills. It emphasizes the importance of developing comprehensive theoretical knowledge through multiple disciplines, gaining in-depth knowledge of management domains and perspectives from experts and research, and obtaining practical orientation through tools, techniques, skills certifications and hands-on experience such as internships. The document provides checklists of sample domain knowledge and skills that should be covered and tools that could be utilized. It stresses adopting an outcome-oriented approach with transparent assessment to map student development across these 3 areas and help actualize their potential.
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization that influence how employees and stakeholders behave. Strategic planning involves setting a vision and objectives to guide an organization towards its goals over 10-20 years. Key aspects of strategic planning include analyzing the organization's strengths, weaknesses, opportunities, and threats through tools like SWOT and PEST analyses. The document also outlines different types of business strategies around competitive advantage, market dominance, new product development, and internal restructuring.
Marketing Management (micro and macro environment)sly mot
Marketing management require and environment. Micro and macro environment is the core elements where marketers must look into. By failing so, companies will be in trouble.
This document discusses various forces in the external environment that influence organizations, including economic, cultural, demographic, technological, competitive and political-legal forces. It describes how factors like the economy, culture, technology changes, competitors and government policies can impact organizations. It also discusses managing organizations globally and the challenges of operating in different country environments due to differences in factors like culture, laws and trade agreements.
Luvuyo Sydwell Mfecane has extensive experience in legal consulting, human resources management, supply chain management, and marketing. He holds a LL.M in Commercial Law from the University of Derby and a B-Tech/Honours Degree in Public Management. His areas of expertise include business crime, company law, commercial theories, international banking law, and international economic law.
This document provides an overview of environmental management systems and ISO 14001. It discusses key concepts like ecological footprints, sustainability, and the challenges of achieving sustainability. It examines strategies for integrating sustainability into business decisions and outlines the major components of an environmental management system based on ISO 14001, including leadership commitment, policy, planning, operations, performance evaluation, and improvement. Students are then assigned a case study project where they must present the key elements of an organizational environmental management system following ISO 14001 guidelines.
Marketing involves identifying and satisfying customer needs in a profitable way. The goals of marketing are to attract new customers by promising superior value and keep current customers satisfied. Marketing is the process of exchanging offerings to create value for customers, clients, partners and society. It is an economic, legal and social process through which ownership of goods is transferred from producers to consumers. Marketing also involves studying customer behavior, developing and pricing products, distributing products, promoting products, and ensuring customer satisfaction. An organization's marketing activities are influenced by its microenvironment of suppliers, customers and competitors, as well as its larger macroenvironment of demographic, economic, natural, technological, political and cultural forces. Marketers must understand and respond to changes in the marketing environment
Lesson 4 OMTE 001 Environments And Strategic Management.pptxRodantesRivera3
The document discusses strategic management and how a company's strategy is influenced by analyzing its external environment and internal strengths and weaknesses. It explains frameworks for evaluating the business environment like PESTEL and Porter's Five Forces, and tools for situational analysis including SWOT. Additionally, it covers the stages of strategic management, different types of strategies, and how factors of the external environment can impact a company's strategy.
Lesson 4 OMTE 001 Environments And Strategic Management.pptx
Syllabus
1. Business Studies Notes
HSC topic 1: Business Management and Change
the nature of management
• the importance of effective management
• management roles
– interpersonal, informational, decisional
• skills of management
– people skills, strategic thinking, vision, flexibility and adaptability to change,
self-managing, teamwork, complex problem-solving and decision-making,
ethical and high personal standards
• responsibility to stakeholders; reconciling conflicts of interest
understanding business organisations with reference to management theories
• classical-scientific
– management as planning, organising and controlling
– hierarchical organisational structure based on division of labour
– autocratic leadership style
• behavioural
– management as leading, motivating, communicating
– flat organisational structure, teams
– participative/democratic leadership style
• political
– uses of power and influence, management as negotiating and bargaining
– structure as coalitions
– stakeholder view
• strengths and weaknesses of the classical, behavioural and political
approaches
• systems/contingency
– adapting management and organisational approaches to circumstances
managing change
• nature and sources of change in business
– external influences — the changing nature of markets; economic, financial,
geographic, social, legal, political and technological developments
– internal influences — effects of accelerating technology including
e-commerce, new systems and procedures, new business cultures
– structural responses to change — outsourcing, flat structures, strategic
alliances and networks
• reasons for resistance to change
– financial costs — purchasing new equipment, redundancy payouts,
retraining, reorganising plant layout
– inertia of managers, owners
– cultural incompatibility in mergers/takeovers
– staffing — de-skilling, acquiring new skills, loss of career
prospects/promotional opportunities
• managing change effectively
– identifying the need for change
– setting achievable goals
– creating culture of change (encouraging teamwork approach using change
agents)
2. – change models — force-field analysis, Lewin’s unfreeze/change/refreeze
model
change and social responsibility
• ecological sustainability, quality of working life, technology,
globalisation/managing cultural diversity, e-commerce.
HSC topic 2: Financial Planning and Management
the role of financial planning
• strategic role of financial management
• objectives of financial management — liquidity, profitability, efficiency,
growth, return on capital
• the planning cycle — addressing present financial position, determining
financial elements of the business plan, developing budgets, cash flows,
financial reports, interpretation, maintaining record systems, planning financial
controls, minimising financial risks and losses
financial markets relevant to business financial needs
• major participants in financial markets including banks, financial and
insurance companies, merchant banks, superannuation/mutual funds,
companies, government (Reserve Bank of Australia)
• role of the Australian Stock Exchange as a primary market
• overseas and domestic market influences and trends in financial markets
and their implications for business financial needs
management of funds
• sources of funds
– internal — owners’ equity, retained profits
– external — short-term borrowing, (overdraft, bank bills), long-term
borrowing (mortgage, debentures) leasing, factoring, venture capital, grants
• financial considerations — matching the terms and source of finance to
business purpose and structure
• comparison of debt and equity financing, including costs and benefits, risks,
gearing/leverage
using financial information
• the accounting framework
– financial statements — revenue statement, balance sheet
– the accounting equation and relationships
• types of financial ratios
– liquidity — current ratio
– solvency — gearing debt to equity
– profitability — gross profit ratio, net profit ratio, return on owners’ equity
– efficiency — expense ratio, accounts receivable turnover ratio
• comparative ratio analysis
– over time, with similar businesses, against common standards
• limitations of financial reports
– historical costs, value of intangibles
3. effective working capital (liquidity) management
• the working capital ratio
• control of current assets — cash, receivables, inventories
• control of current liabilities — payables, loans, overdrafts
• strategies for managing working capital — leasing, factoring, sale and lease
back
effective financial planning
• effective cash flow management
– cash flow statements
– management strategies — distribution of payments, discounts for early
payments
• effective profitability management
– cost control — fixed and variable, cost centres, expense minimisation
– revenue controls — sales objectives, sales mix, pricing policy
ethical and legal aspects
• audited accounts, inappropriate cut off periods, misuse of funds
• Australian Securities and Investments Commission
• corporate raiders and asset stripping.
HSC topic 3: Marketing
nature and role of markets and marketing
• the role of marketing in the firm and in society
• types of markets — resource, industrial, intermediate, consumer, mass,
niche
• production–selling–marketing orientation
• the marketing concept — customer orientation, relationship marketing
• marketing planning process
elements of a marketing plan
• situational analysis including SWOT and product life cycle
• establishing market objectives
• identifying target market
• developing marketing strategies
• implementation, monitoring and controlling — developing a financial
forecast, comparing actual and planned results, and revising the marketing
strategy
market research process
• determining information needs, data collection (primary and secondary),
data
analysis and interpretation
customer and buyer behaviour
• types of customers — people, households, firms, educational institutions,
government, clubs and societies, religious organisations
• the buying process — buyers and users
4. • factors influencing customer choice — psychological, sociocultural,
economic, government
developing marketing strategies
• market segmentation and product/service differentiation
• product and service
– positioning
– branding
– packaging
• price including pricing methods — cost, market and competition-based
– pricing strategies/tactics — skimming, penetration, loss leaders, price points
– price and quality interaction
• promotion
– elements of the promotion mix — personal selling, advertising, below-theline
promotions, public relations
– the communication process including opinion leaders and word of mouth
• place/distribution
– distribution channels and reasons for intermediaries
– channel choice including intensive, selective, exclusive
– physical distribution issues including transport, warehousing, inventory
• environmental effects on distribution — technology, local government
ethical and legal aspects
• environmentally responsible products
• other issues including creation of needs, impacts of retail developments,
sugging (selling under the guise of research)
• role of consumer laws in dealing with
– deceptive and misleading advertising
– price discrimination
– implied conditions
– warranties
– resale price maintenance.
HSC topic 4: Employment Relations
the nature of employment relations
• stakeholders in the employment relations process — employers, employees,
employer associations, unions, government organisations
• managing the employment relations function
— line management and specialist
key influences on employment relations
• social influences — changing work patterns, population shifts
• legal influences — overview of major employment legislation
• new organisational behavioural influences — flat management and team
structures
• economic influences — economic cycle, globalisation
effective employment relations
• role of employment relations
5. • communications systems — grievance procedures, worker participation,
team
briefings
• rewards — financial, non-financial
• training and development — induction
• flexible working conditions — family-friendly programs
• measures of effectiveness — levels of staff turnover, absenteeism,
disputation,
quality, benchmarking
legal framework of employment
• the employment contract — common law (rights and obligations of
employers
and employees), statutes, awards, agreements
• types of employment contract — casual/part-time/flexible, permanent, casual
industrial conflict
• definition and causes — wage demands, working conditions, management
policy, political goals and social issues
• perspectives on conflict — unitary, pluralist, radical
• types of industrial action
– overt — lockouts, pickets, strikes, bans, work-to-rule
– covert — absenteeism, sabotage, turnover, exclusion from decision-making
in business
• roles of stakeholders in resolving disputes
• dispute resolution processes — conciliation, arbitration, grievance
procedures,
negotiation, mediation, common law action, business/division closure
• costs and benefits of industrial conflict
– financial, personal, social, political, international
ethical and legal aspects
• issues in the workplace
– working conditions
– Occupational Health and Safety (OH&S)
– workers’ compensation — state and/or federal agencies and common law
redress
– anti-discrimination
– Equal Employment Opportunities (EEO)
– unfair dismissal.
HSC topic 5: Global Business
globalisation
nature and trends — growth of the global economy and changes in markets
(financial/capital, labour, consumer)
• trends in global trade since World War II
• drivers of globalisation
– role of transnational corporations
– global consumers
– impact of technology
– role of government
6. – deregulation of financial markets
• interaction between global business and Australian domestic business
global business strategy
• methods of international expansion
– export
– foreign direct investment
– relocation of production
– management contract
– licensing/franchises
• reasons for expansion
– increase sales/find new markets
– acquire resources and have access to technology
– diversification
– minimise competitive risk
– economies of scale
– cushioning economic cycle
– regulatory differences
– tax minimisation
specific influences on global business
• financial
– currency fluctuations
– interest rates
– overseas borrowing
• political
– tensions between protectionism and free trade
– international organisations and treaties (World Trade Organisation)
– trade agreements
– regionalism
– war and civil unrest
• legal
– contracts
– dispute resolution
– intellectual property
• social/cultural
– languages
– tastes
– religion
– varying business practices and ethics
managing global business
• financial
– methods of payment
– credit risks
– hedging
– derivatives
– insurance
– obtaining finance
• marketing
– research of market
– global branding
– standardisation and differentiation
• operations
7. – sourcing (vertical integration, make or buy)
– global web (components produced in different countries)
• employment relations
– organisational structure
– staffing
– shortage of skilled labour
– labour law variations
– minimum standards of labour
– ethnocentric/polycentric/geocentric staffing system
• evaluation — strategies with reference to a particular global market
• modifications of strategies according to changes in global market
management responsibility in a global environment
• ethical practice — tax havens and transfer pricing
– minimum standards of labour
– dumping illegal products
– ecological sustainability.