P&G Strategic Plan

Executive Summary
Our Procter & Gamble Strategic Plan makes available an investigation and assessment of the current and prospective opportunities for the company based on in-depth market and company research. Analyses are based on standard business strategy analysis tools, which are: Strengths, Weaknesses, Opportunities & Threats (SWOT) analysis, External and Internal Factors Evaluation (EFE/IFE) Matrices, and standard financial analyses including competitive comparison with Procter & Gamble’s industry. Strategic alternatives were evaluated with the use of the Internal-External (IE) Matrix and the Grand Strategy Matrix which fed into the Quantitative Strategic Planning Matrix (QSPM). The results of the QSPM validated the best strategy to pursue.

The best strategy for Procter & Gamble is the production of less expensive, yet same quality consumer goods, which we plan to implement without compromising our belief in quality and effectiveness.

Introduction
In order to begin a strategic plan for a company it is important to understand what that business does. Since 1837, P&G has built a rich heritage of touching consumers’ lives with brands that make life a little better every day (“Company Heritage,” 2011). P&G believes that innovation will sustain them. They have a broad range of brands and are known as the world’s leading branded consumer company since their products are sold in 180 countries (“Global Structure & Governance,” 2011). Buhovac, Epstien, and Yuthas, in their book Implementing Sustainability: the role of leadership and organizational culture, wrote: “P&G managers have widened
their organizational perspective to see the broader picture and capture benefits beyond a particular issue or cost. They strive to create products that enable consumers to be more environmentally sustainable. Improving efficiency of the entire product life cycle from cradle to grave is a major focus of P&G’s sustainability efforts” ( p. 44.). A brief look at the history of P&G and their mission/ vision statements will provide a better understanding of what type of company P&G is and wants to be. History

According to Procter and Gamble’s website, P&G was created on October 31, 1837 by brother-n-laws, William Procter and James Gamble. Each one had their own skills; William made candles and James produced soap. They formed Procter and Gamble to make and sell candles and soap (“P&G: A Company History,” 2006). The two entrepreneurs were successful in making it through the financial difficulties of the time. The largest impact on the company at this time was the civil war in which the government contracted the company to supply soldiers with soap and candles (“P&G: A Company History,” 2006).

Edison’s light bulb invention caused the demand for candles to weaken and the company began to focus on making soap by opening up their first research lab. The research lab came up with Ivory flakes which served as soap to wash clothes and dishes. Chipso was the first soap designed for washing machines. Dreft was the first synthetic house-hold cleaner and Crisco, which is still around today, was an all-vegetable shortening (“P&G: A Company History,” 2006). From that time on, P&G has continued to be innovative and create new products for consumers and in 2011 ranked number 26 on the Fortune 500 list (“Fortune 500,” 2011). Mission and Vision Statement

Procter and Gamble has created a mission statement to tell what their business is. “Sometimes called a creed statement, a statement of purpose, a statement of philosophy, a statement of beliefs, a statement of principles, or a statement ‘defining our business,’ a mission statement reveals what an organization wants to be and whom it wants to serve” (David, 2011, p. 44).

P&G’s mission statement says, “Procter & Gamble will provide branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result consumers will reward us with industry leadership in sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper” (David, 2011, p.46). P&G has also created a vision statement that states, “Procter & Gamble’s vision is to be, and be recognized as, the best consumer products company in the world” (David, 2011, p. 44).

Proctor & Gamble’s mission and vision statements explain their dedication and importance of selling high quality products in order to improve people’s lives around the world while providing jobs and stimulating the economy (“Purpose and People,” 2011). The objectives the company would like to uphold in living up to the mission statement are building existing businesses into stronger global leaders, expand to reach more markets, increase higher margins with global leadership potential, and produce more products in order to satisfy all consumers’ needs and wants. P & G believes they can improve everyone’s lives in ways that enable them to thrive, to increase the quality of living, and over time make them loyal buyers (“Purpose and People,” 2011). STRATEGIC ASSESSMENT

One of the most important parts of the strategic formulation stage of the strategic management process is the assessment of a company, both externally and internally, and where that company stands in their industry. The results of these assessments will produce information that can be analyzed to determine the best strategic plans for evaluation based on the company’s present situation.

The external assessment looks at forces beyond a company’s control; opportunities that can enhance and threats that can hurt their operations. The internal assessment looks at forces from within that are either strengths that can be capitalized on or weaknesses that must be offset, or both, for success. Financial and operational analysis, using the Dun and Bradstreet business ratios, looks at a company’s financial and operational success, or failure, as compared to competition within their industry.

External Forces Evaluation (EFE) Matrix
The following analysis is an external evaluation of the opportunities and threats that can affect Procter & Gamble. The External Factors Evaluation
matrix, Figure A-1, and this supporting summary draw data from published reports, news articles, and blogs to ensure as complete a picture as possible is presented. The following opportunities and threats discussed refer back to Figure A-1.

Opportunities. As Procter and Gamble is looking to find ways to bring in customers, they have used a method of observation to see what people are concerned about and what they want (Silverman, 2011). By spending $2 billion annually on R&D, Procter and Gamble have brought upon the company an opportunity, as they think about Future Growth plans with a focus on increasing concentration on its core attractive business and enhancing its customer base.

Also, Procter & Gamble has been applying for and being assigned patents for “fabric care compositions and systems comprising organ silicone micro emulsions and methods employing same… assigned Patent for Automatic Dishwashing Detergent Composition…and Process for Treating a Hard Surface using an EO/PO Trisiloxane” (“Targeted News Source”, 2011). As more women want the natural look, there is a movement towards the use of herbal cosmetics (“The Procter & Gamble company – Financial and strategic analysis review,” 2011).

As the manufacturer of cosmetics, Procter & Gamble have an opportunity to capitalize on this opportunity by shifting their production and purchase from synthetic cosmetics towards natural, herbal cosmetics. As the producer of Herbal Essences, the opportunity to increase a line of “herbal” cosmetics and healthcare products is wide open for the taking.

Procter & Gamble have a great opportunity to take advantage of the emerging economies of countries like China, Kuwait, and India (“The Procter & Gamble company – Financial and strategic analysis review”, 2011). With increased employment and the growing desire for affluence, there is an increase in disposable income available for the purchase of known brands into a market that has little penetration from other organized retailers (“The Procter & Gamble company – Financial and strategic analysis review”, 2011). Another opportunity Procter & Gamble has developed is to branch out and invest in manufacturing in developing countries such as its chemical company, Procter & Gamble SA. “It is one of the newest P&G subsidiaries…in South Africa principally into production of cleaning products and beauty care products.

P&G uses its South African base to export to neighboring SADC countries,” (“Procter & Gamble SA – Strategic SWOT Analysis Review,” 2011). This opportunity can help to offset a slowing economy in the United States where Procter & Gamble presently generate 41% of their 2011 sales (Hoovers, 2011).

As the producer of Iams and Eukanuba pet foods, Procter & Gamble has a prime opportunity to capitalize on the growing trend of humanization of pets worldwide (“The Procter & Gamble company – Financial and strategic analysis review”, 2011). Procter & Gamble’s market share of pet food and personal pet care products can be increased through an increase in their line of high-quality food and luxury products (“The Procter & Gamble company – Financial and strategic analysis review”, 2011).

With the decline in the market and rising government debt, Jonathan Chevreau published on his Financial Post Blog Wealthy boomer a letter written by Robert Smith, CFA, CFP where Robert wrote that investors should be moving towards purchasing stocks from “solid dividend-paying companies” ( 2011). Procter & Gamble were cited as one of the companies that are a sure bet because of the diversity and necessity of their products. Procter & Gamble can capitalize on this by continuing to provide a dividend on their stocks which should attract more investors. There is a new trend advancing in the baby diaper industry. Competitor Kimberly-Clark has jumped into the trend with Huggies jeans; a diaper that looks like it is jeans material. Now they are producing a camouflage design diaper for Wal-Mart that will support Military families.

Procter and Gamble has recognized the new trend by introducing floral prints for girls. John Brase, head of North American baby care marketing at Procter and Gamble is stated in an article by Bruce Horovitz (2011) as saying, “You have a group of moms focused on fashion who think of the diaper as an extension of clothing.” Another opportunity for Procter and Gamble is the demand for environmentally friendly products. In recent years there has been an increased focus on saving the earth through green choices. This opportunity has prompted Procter and Gamble to become publicly committed to long-term goals of reducing energy consumption, converting to entirely renewable energy sources, using 100% renewable or recycled materials, and eliminating disposal of consumer and manufacturing waste in landfills (Pandis, 2011).

Information Strategy Plan for catering services

Develop a solid, corporate identity in its specified targeted market areas. Become the top brokerage firm by its fifth year (2015) of operation, or before. The company believes that the above-mentioned objectives are obtainable because of the high degree of professionalism and expertise in real estate marketing upheld by the corporation’s core values.

Compliance to the RESA Law compels all marketing executives with the knowledge of the real estate laws and procedures which will give them the corresponding license from the Professional Regulation Commission (PRC) as Licensed Real Estate Sales Agents to engage in the marketing and sales of real estate properties. DRIVEN will provide them the needed training upon entering the profession. Free and paid trainings will be available at a high return to the agent. When starting out, most agents are not able proper training and support.

The office environment will be productively and professionally presentable making it inviting to the agent as well as to its client developers and potential buyers / investors. A team of assistants and coordinators will man the office to provide virtual support and track daily marketing routine/schedule. Marketing executives will have the opportunity to be guided each day through a marketing plan. They may choose to follow the guidelines and training provided or they may follow their own daily routines.

The company will be supplying a well-studied program allowing the new marketing executives to earn more than the average real estate agent by providing constant guidance and stability. If an agent for example sets a goal to obtain one buyer for the month, on an average of Php3,000,000.00 he would earn an income of Php81,000 per month (inclusive of withholding tax) X 12 months = Php972,000 per year. The accredited brokers will guide and assist every marketing executive in conquering this goal.

The same sales as noted above would profit the corporation Php27,000 per month X 12 months = Php324,000 for the year X 460 agents = Php149,0400,000. Under the RESA Law the real estate brokers on the other hand, are entitled to manage 20 marketing executives hence the corresponding profit for the accredited brokers given the same sales goal will be Php27,000 per month X 12 months = Php324,000 for the year X 20 agents = Php3,888,000 on top of his personal sales.

At every stage of a persons’ search for property the listing will experience attrition or in other words a point where the searcher does will not proceed to view details or make an enquiry about the property being sold.

This happens when the property cannot be found hence agents are encouraged to utilize all major portals in the market to minimize attrition and maximize results. No attention grabbers can also happen when the website is compromised by poorly optimized and presented Images and even the mere.

Titles and Text may increase attrition rate significantly reason why all listings presented on portals should theme professional real estate photography as well as optimized titles and text. People online get bored quickly as well, if a person’s interest is lost while reviewing the property, chances are a potential sale might be lost as well. Apart from getting bored quickly, people using the internet react impulsively. They are quick to judge and if their perception is negative of what they are reading or seeing they will leave and move on, potentially never to look at the listing again.

Business Model and Strategic Plan

For more than four decades, the semiconductor industry has distinguished itself by the rapid pace of improvement in its products. Trends have resulted principally from the industry’s ability to exponentially decrease the minimum feature sizes used to fabricate integrated circuits and other products. Of course, the most frequently cited trend is in integration level, which is usually expressed as Moore’s Law (that is, the number of components per chip doubles roughly every 24 months). The most significant trend is the decreasing cost-per-function, which has led to significant improvements in economic productivity and overall quality of life through proliferation of computers, communication, and other industrial and consumer electronics. All of these improvement trends, sometimes called “scaling” trends, have been enabled by large R&D investments. In the last three decades, the growing size of the required investments has motivated industry collaboration and spawned many R&D partnerships, consortia, and other cooperative ventures. To help guide these R&D programs, the Semiconductor Industry Association (SIA) initiated The National Technology Roadmap for Semiconductors (NTRS), which had 1992, 1994, and 1997 editions.

In 1998, the SIA was joined by corresponding industry associations in Europe, Japan, Korea, and Taiwan to participate in a 1998 update of the Roadmap and to begin work toward the first International Technology Roadmap for Semiconductors (ITRS), published in 1999. Since then, the ITRS has been updated in even-numbered years and fully revised in odd-numbered years. The overall objective of the ITRS is to present industry-wide consensus on the “best current estimate” of the industry’s research and development needs out to a 15-year horizon. As such, it provides a guide to the efforts of companies, universities, governments, and other research providers or funders. The ITRS has improved the quality of R&D investment decisions made at all levels and has helped channel research efforts to areas that most need research breakthroughs. It is forecasted that by the end of this next decade (2019) it will be necessary to augment the capabilities of the CMOS process by introducing multiple new devices that will hopefully realize some properties beyond the ones of CMOS devices.

However, it is believed that most likely these new devices will not have all the properties of CMOS devices and therefore it is anticipated that heterogeneous integration either at the chip level or at the package level will integrate these new capabilities around a CMOS core. The participation and continued consensus of semiconductor experts from Europe, Japan, Korea, Taiwan, and the U.S.A. ensure that the 2011 ITRS remains the definitive source of guidance for semiconductor research as we strive to extend the historical advancement of semiconductor technology and the integrated circuit market. ON Semiconductor Corporation was founded in 1999 and acquired Cherry Semiconductor the next year. In the next six years, from 2005 to 2011, the company opened seven Solution Engineering Centers in Korea, Oregon, Taiwan, and Germany, California, China, and Japan. In addition, the company also acquired ten companies, namely LSI Logic Gresham, Oregon Design & Manufacturing Facility, ADI Voltage Regulation & Thermal Management Group, AMI Semiconductor, Catalyst Semiconductor, PulseCore Semiconductor, California Micro Devices, Sound Design Technologies, Cypress Image Sensor Business Unit, and SANYO Semiconductor.

The Application Products Group offers analog, mixed-signal, and advanced logic application specific integrated circuits (IC); power conversions and interfaces between AC and DC. The Standard Products Group offers discrete and integrated semiconductor products, such as power switching, signal conditioning and amplification, circuit protection, and voltage reference. The SANYO Semiconductor Products Group offers microcontrollers, analog and digital tuners and signal processing, and memory semiconductors. In 2013, the company introduced the industry’s highest resolution optical image stabilization (OIS) integrated circuit (IC) for smartphone camera modules.

Strategic Plan Part I: Conceptualizing in Business

A solid strategic analysis is beneficial to shareholders, employees, customers, and decisions makers within a company. The core of an effective strategic plan contains a well-thought and informative mission statement. Using the ON Semiconductor Corporation as a benchmark, a mission statement has been developed to differentiate the company’s products from the competition. In addition, the vision statement as plays an important role in communicating the ultimate goal of the company’s strategic decisions. A driving force behind the mission and vision is the company’s values and ethical principles, which often dictate the choices made during strategic planning. When it is fully implemented, the strategic plan will allow ON Semiconductor Corporation to gain a strategic advantage over its established competitors.

Mission Statement

We will transform ON Semiconductor Corporation from a traditional broad-line semiconductor company to the leading supplier of programmable solutions in systems everywhere. Semiconductor consolidation is the recent trend of semiconductor companies collaborating in order to come to a practical synergy with the goal of being able to operate in a business model that can sustain profitability. Newly established solutions will be able to supply local communities with quality products at competitive prices while simultaneously creating value for shareholders.

Vision Statement

ON Semiconductor Corporation will grow into the largest provider in emerging markets. The brand will have an established presence in Asia, South America, and Europe with locations being found within the top 10 major cities on these continents. By saturating the world’s most populous metropolitan cities, ON Semiconductor Corporation will be the most recognizable Corporation in the world.

Guiding Principles, Values, and Culture

ON Semiconductor Corporation has several important ethical principles that influence major decisions in the strategic planning process. First, the company is concern about making quality products available to the lowest income groups. Therefore, it is important to keep a wide selection of low cost products available on the market. This becomes an especially important consideration as we expand in markets that experience high levels of economic struggle. Second, the company is committed to delivering exceptional customer service to its patrons. Customer loyalty is a driving factor towards the long-term success of the brand. Failing to deliver exceptional customer service could seriously hinder the ability to grow into new markets. In order for employees to express ON Semiconductor Corporation’s guiding principles, it is essential to create a corporate culture that reflects these principles.

Providing ample opportunity for advancement within management hierarchy and the ability to participate in supplemental training will keep employee motivation high. As a result, employees will be eager to follow the ethical values set forth in the strategic plan. It is likely that the company will need to make slight modifications to organization culture to meet the preferences of various world cultures.

Impact on Strategic Direction

The mission, vision, and values of ON Semiconductor Corporation serve as the foundation for strategic decision making while the company gears up for expansion. When an unexpected variable causes a change in direction, the company will continue to use its mission as a guide for future choices. The primary mission is always to maximize shareholder profits, but the values determine the approach the company will take to achieve this goal. Overall, this will help the company build a corporate culture in these new markets that gains the respect of the community. If the company is considered to be helping the local community, the chances of creating an effective strategic plan are highly unlikely.

Addressing Customer Needs

Expanding into emerging markets presents a unique challenge to address customer’s needs. Every country exhibits its own unique culture and it is essential to pander to the preferences of each individual culture. A system that works in the United States is not likely to see the same level of success in Bangladesh, unless serious modifications are made to the business model. To overcome this challenge, the company will conduct independent research and use paid consultants to determine how to tailor the brand’s image for success in vastly different cultures. As time progresses, the company will be able to assess strengths and weaknesses by testing different models in each regional area. Gaining insightful knowledge about each country’s cultural preferences will allow the company to attain a competitive advantage.

The nature of strategic management today is seen in the environment-driven strategies of successful firms competing in a diverse market. We must understand that faulty assumptions and false information can result in the formulation of poor or even disastrous plans, and change is constant and continuous; that yesterday’s good plan may not be relevant or of any value today (Pearce & Robinson, 2009). We have to realize that we live in a changing world and business organizations, governmental units and other entities, just like people, have to adjust and adapt to survive.

Strategic Plan Part II: SWOTT Analysis

SWOTT Analysis of ON Semiconductor Corporation is one of the most important components. By providing quality products and prices, the corporation has established a worldwide presence. This SWOTT analysis shows the various strengths, weaknesses, opportunities, threats, and trends that will impact the company in the future. With promising growth prospects in emerging markets, the company has implemented an aggressive plan to be established throughout the world. This strategy poses several important risks and opportunities that shape the contents of the SWOTT analysis.

Economic Trends

Economic trends play a major role in the strategic decisions. The brand has an ambitions global growth plan that is sensitive to economic changes. For example, the company reports that China and India are it’s main targets for new locations and expects to see significant growth as economic conditions improve. As income levels rise in these countries, it is expected that new owners will be eager to implement proven concepts into the local community. In addition, higher incomes will provide greater opportunity for a loyal customer base. However, if economic conditions start on a downward trend then an aggressive expansion could be threatened by insufficient demand for their product. If franchise owners are not finding the locations profitable, it could create irreparable damage to the company’s image abroad and force the closure of new locations.

Legal and Regulatory Forces

Each new emerging market presents a unique mix of regulatory and legal challenges. For example, the company must adhere to specific regulations. Any major violations could create a major backlash to the brand to that could prevent future growth in the country.

Supply Chain Operations

Maintaining a consistent product is key to building customer loyalty for ON’s. Customers expect to purchase an identical product each time they make transactions with their company. In order to make this possible, the company has a sophisticated supply chain network in place to ensure every location has products available. This feat is achieved by utilizing regional distribution networks that supply owners with the proper equipment. Building a distribution network in overseas markets is significantly more risky than the United. Unknown distributer and freight companies must be chosen by the company to handle these important operational tasks. In the future, ON’s will be able to establish a strong supply network to minimize the threats faced in international supply chain operations.

Opportunities Based on SWOTT Analysis

The greatest opportunities for ON’s can be achieved by differentiating the brand from its main competitors. Primary competitors to ON’s market share include Intel Corp, Texas Instruments, Altera Corp and Xilinx Inc., which have established a dominating presence in international markets over the last several decades. ON’s has the ability to demonstrate value to their customers by delivering a product that is completely unique from most other companies. A marketing plan that outlines their unique experience that ON’s offers will help penetrate markets that are already occupied by competing companies. ON’s also has a great opportunity to achieve new innovations that can reduce labor costs.

By implementing technology that can automate the duties of employees, the company can increase its operational efficiency. The company can also reduce operational costs within the supply chain by drawing on experiences in the US market. Building a new supply chain in an emerging market will allow the company to design it in the most cost effective manner. Each of these opportunities will play an important role in strategic success of the brand.

SWOTT Table External Factors

Factor
Strengths
Weaknesses
Opportunities
Threats
Trends
Global
ON’s has an established image in overseas markets
Supply Chain management requires additional investment to establish in global markets

Massive new markets in Asia, especially China and India
Political unrest in African and Middle East Markets
Growing markets overseas will provide exception growth opportunities Economic
Improved economic conditions will provide suitable owners.
Greater disposable income will prompt some buys to seek more expensive alternatives. Commercial real estate recovery will provide more restaurant
locations domestically. Economic collapse and rising materials costs could impact prices. Global economic recovery is remaining consistent

Legal and Regulatory
Strong safety record
New global markets present new regulatory challenges
Establish strong relationships with foreign business partners Legal costs for breaking foreign regulations
Increased regulation in the USA could raise labor costs.
Environmental
Strong history of supporting clean environment practices
Increasing public disapproval in the USA
Show a commitment to environmental friendly initiatives
Environmental infractions could create media backlash
Consumers place greater importance on environmental initiatives. Competitive Analysis
ON’s unique product line separates it from the competition Stronger brands, such as NXP have more overseas locations
Differentiate from competing brands
Closely related brands establishing locations in emerging markets. Most major brands and expanding globally

SWOTT Table Internal Factors

Factor
Strengths
Weaknesses
Opportunities
Threats
Trends
Strategy
Aggressive strategy will provide rapid growth
Rapid growth could cause investment in new innovations to lag behind

Continue to build presence in emerging markets.
Aggressive strategy may be rejected by some cultures
Asian countries are showing increasing demand for electronics

Technologies
Optimized efficiency for product processing
Technology still requires significant human capital
Automation to cut down on manual labor needs
Competitors may develop tech at a faster pace
Technology is decreasing in cost overall
Innovations
Social media marketing in place to build customer loyalty
Competitors are offering items that appeal to higher quality

Automate payment processing for rapid ordering
Negative media coverage could spread on social media
Customers prefer products that efficient
Intellectual Property
ON’s brand is recognizable worldwide
Brand is associated with low quality budget oriented products Increase awareness of high quality items
Use of IP by foreign competitors without legal recourse
Internet makes it possible to market the product rapidly

Summary

ON’s faces a complex set of challenges as they conduct their aggressive expansion into emerging markets. Ahead of all, the global economic climate poses the greatest risk to the company, as major changes could have a significant impact on the strategy’s effectiveness. However, competitive pressure dictates that ON’s must establish its presence in overseas markets as soon as possible. If the company waits to establish new locations, it many lose the opportunities provided by the current trend of global economic growth. The SWOTT analysis above provides insight that will help the brand mitigate risk as it continues to move forward with the strategy.

Strategic Plan Part III: Balanced Scorecard

As a method of further analyzing the strategic goals of ON Semiconductor Corporation, the balanced scorecard provides valuable insight into vision, mission, and values of the company. An analysis from the perspective of shareholders, customer, managers, and employees allows the company to gain a stronger understanding of how strategic initiatives will affect these relationships. Each strategic initiative can have a differing impact, depending on the relationship a person has with the company. A strategic initiative aimed at lower costs might be beneficial to shareholders in the short term, but could have a negative impact on customer and employee values. The balanced scorecard attempts to organize strategic objectives based on their specific relationship to ON Semiconductor Corporation.

Shareholder Value or Financial Perspective
Objectives
Targets
Measures
Risk Mitigation
Increase customer base by expanding product variety
Increase domestic revenue by 10% with a new product line over 5 years A trend of 0.5% growth in domestic sales per quarter.
Test new items in a limited number of locations to determine nationwide viability. Decrease international supply chain costs.
Lower supply chain costs in international markets by 5% over 2 years This objective should also result in higher operating margins Invest in long-term solutions to supply chain management.
Improve price-to-earnings ratio.
The current PEG ratio sis 9.05 (NASDAQ 2014) and should be increased to 1.50 A quarterly trend of improvement should be seen in the PEG ratio. Expand into international markets that present the highest overall value.

Customer Value Perspective
Objectives
Targets
Measures
Risk Mitigation
Improve company image by marketing new products
Increase customer recognition of new product offerings.
Growth of new product sales of 10% relative to traditional products. Conduct custom surveys to gain insight into new product reception. Improve
overall customer service
Increase positive feedback from loyal customers
Improve customer feedback by 25% over 1 year.
Implement an employee training program focused on customer service Implement delivery to large markets
Make ON’s products available with rapid delivery.
Implement ON’s delivery in at least 5 US cities
Test the delivery system in limited markets before mainstream launch

Process or Internal Operations Perspective
Objectives
Targets
Measures
Risk Mitigation
Streamline payments with mobile devices
Allow customers to pay with mobile devices
Enable mobile POS systems at 25% of locations
Survey customer preferences for mobile payments
Increase ordering speed with improved automation.
Eliminate need for full time staff by automating production. Reduce total labor costs by 5% over 2 years.
Determine long term ROI of investment in automation

Learning and Growth (Employee) Perspective
Objectives
Targets
Measures
Risk Mitigation
Offer new opportunities for advancement within the company
Promote more internal employees to middle manager positions
Track the progression tenured of employees within the management hierarchy. Implement a training program for employees who desire management positions Improve corporate culture with social media

Allow greater communication at all levels of company
25% employee participation on ON’s blog conversations
Monitor and track system to ensure conversations are beneficial

Summary

Strategic initiatives are always associated with a certain level of risk. As an internationally recognized brand, it is essential for ON Semiconductor Corporation to make an effort to safeguard its image with any new strategic choice. Failing to maintain the image that has been developed could lead to a decreased ability to move forward with international growth of the brand. In addition, many of the strategic goals require a significant financial investment. Any large financial investment should show promise of delivering long-term value to shareholders. This is especially important in the process and internal operations category because it directly impacts the operational success of the company.

A strategic initiative in this category must be designed for the long-term sustainability of the company. Each perspective on the balanced scorecard has unique strategic implications. For example, the strategic goals of the shareholders are significantly different than those of the employees or customers. The managers in charge or implementing a strategic plan must find middle ground between the objectives of each category listed on the balanced scorecard. Each category plays an important role in the success of the organization at large and it is essential that every category be considered during the process. Ultimately, the balanced scorecard will ensure the strategy meets the objectives and values of ON Semiconductor Corporation.

ONs’ competition in the semiconductor industry is widely varied. Direct competitors are other established brand manufacturers, such as Intel, Defunct, Sony, Silicon Wafer Producers, Foundry and Qualcomm. The closest competitor in terms of popularity, growth, and product line is the Samsung Electronics. In such a climate, the best investment opportunities will be awarded to companies that have the ingenuity and creativity to meet the customers’ demands for fashion in an industry driven by economic conditions, demographic trends, and pricing. The industry has moved from a “buy now, upgrade later” consumer to a “buy now, upgrade now” consumer. The company’s management is confident that the ONs’ can achieve its aggressive sales forecasts, generating total sales of approximately $20.6 million in years to come.

In addition, ONs’ management has carefully considered its market, potential customer base, and its ability to grow its sales average to capture 10% of the semiconductor industry. ON’s has the potential to become a highly regarded resource in local, regional, national, and international markets. Due to the company’s aggressive marketing strategy, establishment of the company as a “unique” entity in its industry, careful development of its products coupled with strategic partnerships with some of the industry’s headliners, and the company’s profitable revenue model, ON’s has the potential to provide lucrative returns to potential investors. For ON’s to achieve status as an industry leader, it must secure initial capital.

This capital will be used for start-up costs, to establish a reputable storefront, and to further develop the business, business infrastructure, internal systems, product development, and extensive marketing and geographic positioning. Providing that the company is able to acquire its funding requirements, ONs should be able to achieve operational success for many years to come.

References
Pearce, J. A. II, & Robinson, R. B. (2009). Strategic management: Formulation, implementation, and control(11th ed.). New York, NY: McGraw-Hill.
Thompson, A. A., Gamble, J. E., & Strickland, A. J. (2006). Strategy: Winning in the marketplace: Core concepts, analytical tools, cases (2nd ed.). New York, NY: McGraw-Hill.

Marketing plan

Trappist Dairy is glad to providing quality and healthy beverages for customer’s daily consumption. Trappist believes that milk is the best natural source of nutrition that good for people. Trappist Dairy started out as a small dairy farm operated under the Trappist Monastery in the early 60’s to supply bottled fresh milk for Lantau Island. The small operation carried on until as recently as the early 80’s when Trappist Dairy relocated from Lantau to Yuen Long in order to meet increasing demand for the Trappist brand fresh milk from the public.

Trappist Dairy also carries a wide range of delicious flavored milk drinks and unique milk drinks. Because the milk industry in Hong Kong is very competitive, to ensure continuing growth, Trappist is looking to extent its products and develops a new product to customers, based on the reasonable price, good-quality milk in Hong Kong.

And I hired by Trappist Dairy, I will develop a marketing plan to capitalize on an opportunity identified in Hong Kong. Three parts are included in this marketing plan, including introduction, current market situation and marketing objective.

I will investigate the current market situation deeply by analyzing the market and my company. I will then conduct SWOT (Strength, weakness, opportunity and threat) analysis, competitor analysis and customer analysis. Finally, I will recommend a target market and position of Trappist Dairy.

Market Analysis

The market analysis includes both the internal and external business environment. It is vital for Trappist Dairy to carefully monitor both the internal and external aspects regarding it’s business as both the internal and external environment and their respective influences will be decisive traits in relation to Trappist Dairy’s success and survival in the milk industry.

Internal Business Environment

The internal business environment and its influence is that which is to some extent within the business’s control. The main attributes in the internal environment include efficiency in the production process, through management skills and effective communication channels.

External Business Environment

The External business environment and its influences are usually powerful forces that can affect a whole industry and, in fact, a whole economy. Changes in the external environment will create opportunities or threats in the market place Trappist Dairy must be aware off. Fluctuations in the economy, changing customer attitudes and values, and demographic patterns heavily influence the success of Trappist Dairy’s products on the market and the reception they receive from the consumers.

Trappist Dairy is concerned with overall state of milk market in Hong Kong. According to the Trappist Dairy’s research, about 31.3% people like to drink
fresh milk, 28.3% Hi-Cal low fat milk drink, 1.5% Skimmed milk drink, 1.5% Pure milk drink, 15.6% Chocolate milk drink, 21.8% other milk favorite taste. The demand for Hong Kong grew at around 5-10% per annum from 1999 to 2006. Current sales of imported milk are less to foreigners. Less than 10% market of milk import from USA, Canada, Mainland China, Europe, Australia, New Zealand etc.

The sales volume for the milk segment in Hong Kong reached $36.2 million in 2006 for a volume of 130 million liters. It has shown a steady growth since 1980: an increase of 9.5% over a period of 26 years. The consumption rate per new product in 1995 has reached 0.98 liters, which represents a 4.0% increase compared to 1999. The growth of new market is largely due to a consumer trends.

Company Analysis

Trappist Dairy is a medium sized company with a large amount of market share in Hong Kong. It produces products of high quality and good taste. The company currently produces ten products in three product lines, namely pure fresh milk, delicious flavored milk drinks and Low Fat Yogurt Drink. Pure fresh milk is a traditional style milks with (Protein, Fat, Calcium) natural source of nutrients. Hi-Calcium Low Fat Milk Drink contains one-third more natural calcium than average milk products with level of fat as low as 1.5g, Skimmed milk with 0% fat but no cholesterol, Chocolate Milk with a perfect blend of intense aroma and sophisticated mouth feel. Trappist Dairy also provides another favor taste such as Mango Papaya Low Fat Milk Drink and Ginger Low Fat Milk Drink.

Trappist Dairy can manufacture competitive drinks at competitive prices with implementation of its newer and cutting edge technologies. Trappist Dairy believes in total quality control. For fresh milk, quality control starts from the selection of feed. Trappist Dairy monitors the health and living conditions of the dairy cows to ensure that Trappist Dairy can deliver supreme good taste and nutritious milk.

Trappist Dairy production lines run daily to ensure fresh delivery every day to customers, while Trappist Dairy salesmen and telesales team are dedicated to deliver the best service to satisfy customer needs. So they can gain overriding market share.

Competitor Analysis

In Hong Kong, the milk industry is quite competitive. The industry is divided into milk, soy milk and yogurt. Compared to soy milk and yogurt, the market for milk is very large because Hong Kong people think that milk is an essential and health drink. Also, Government and school always promote milk and its health benefits, from baby to adult, the milk market has been growing since 1980.

Hong Kong’s three largest milk producers control approximately 90% of the local’s milk market. There are two major competitors in below.

The Kowloon Dairy LTD was founded in 1940. Today, It produced fresh milk in Tuen Mun factory, employ nearly 500 people and had distribution network reaches almost all corners of Hong Kong and Macau. They have diversified to produce a variety of recombined milk drinks, such as Hi-calcium milk, skimmed milk, different flavored milk, and other ice cream products.

Vitasoy Group was bringing the milk drink made from this healthy little bean to a wider market began in 1940. They introduced paper packed products and were the first Hong Kong company to introduce Tetra Pak packaging technology for drinks production. The Tetra Pak packaging system, which ensures that, a drink product can be kept for months without refrigeration. The Group pushed into overseas markets in 90s. The group’s products sell in over 40 markets around the world – including the USA, Canada, Mainland China, Europe etc.

There are other competitors such as foreigner brand or small local brand. However, they are less competitive compared with these two brands (Kowloon Dairy & Vistasoy) and less marketing share in Hong Kong market.

Customer Analysis

Given the size of the Hong Kong market, Trappist Dairy will concentrate on entering the market in the supermarket, Convenience stores and some classic stores. This is a wealthy segment of the market, consisting primarily of aged 3-80 years and interested in purchasing milk as a health and keeping nutrition like calcium recovery. Targeting this group will allow Trappist Dairy to enter the market at the top and keeping competition with another brand of product. A strategy could be to target on the price and quality. An advantage of targeting all age is that they have a great need on milk, it regards as the potential to become long-term customers and have not yet developed taste of milk segmentation. If Trappist Dairy can satisfy this market, it will theoretically be easy to penetrate and expand to Hong Kong or other markets. A number of behavioral and attitudinal descriptors are identified in the table on the following below.

Segmentation parameters Future Hong Kong market Age 3-80 years
Sex Male or Female or Both Income Above average $6000/m Geographic Hong Kong
Attitude health and keeping nutrition and seek long-term advantages Lifestyle young, mature, old Usage rates daily users

Benefits desired Buys for the benefits of health, quality and reasonable price

Furthermore, within this market it is possible to further segment the preferred target market for Trappist Dairy’s offering. Age can be used to further segment the market. Although older members of the family have a large influence on purchase decisions in Hong Kong, these older people are part of the ‘late majority’ group, which is not an attractive group for new products. Therefore the age of the target segment will be 18 to 44, as these individuals should be more likely to adopt new products or at least be influenced by ‘early adopters. These individuals make up almost 50% of the total population, and so form a profitable target segment.

SWOT Analysis

In the following SWOT analysis, I investigate the strengths and weakness of Trappist Dairy. Also, I try to find out the opportunities and threats facing Trappist Dairy.

Strength
•Staff are highly trained and always be aware of the nee of customers •Trappist Dairy offers quality and healthy beverages at reasonable price. •A strong brand of Trappist Dairy is built through brand building and promotion Trappist Dairy provides standardized products, efficient for productive and specialized milk. •Trappist Dairy is able to maintain good relationship with customers’ e.g. facebook fanspage The strengths are a devotion to customer service, and the tastes and innovativeness of the products. Customer service is a essential level in Hong Kong in terms of building relationships with new customers. Trappist Dairy offers outstanding after sales service, with teams located in every major superstores.

The Trappist Dairy also has a follow-up strategy that includes phone calls and emails to new customers giving them the chance to open dialogues with the firm. Also, Trappist Dairy are proud to highlight four of new and unique milk drinks: Low Lactose Low Fat Milk Drink, Ginger Low Fat Milk Drink, Mango-Papaya Low Fat Milk Drink and Oats Hi-Calcium Milk Drink. They offer unique flavors and functions for the needs of different customers.

Has been operating successfully for over a century. Is known world-wide and operates in more than 20 countries. Trappist Dairy has a large share of the milk segment – holding approximately 40 per cent. The Trappist Dairy Company is one of most recognised trademark in the world.

Weakness
•line extensions
The time taken to do business in China will stretch human resources Capital is required for expansion into exporting
• The prices could not be fitted by all. Lack of prior exposure to Chinese market. Experiencing Chinese Distribution system will be a greater challenge. Introduction of new organizational practices and employees with lack of experience will be a challenging part.

Opportunity
•Image of Trappist Dairy is clear and it is good for developing the brand name of Trappist Dairy •Marketing becomes more easy as people is familiar with the brand name of Trappist Dairy •As Trappist Dairy has launched in Hong Kong for long time, it knows the taste and preference of Hong Kong people well and it can develop popular food more easily. Milk is perceived as healthy.

Milk consumption is growing
Has significant growth opportunities. Has sufficient capital to expand. Has the potential to innovate and differentiate the company’s products to sustain a competitive advantage. May merge with other global businesses to eliminate competitors. Capable of expanding into other markets other than the soft drink market. Has many major global competitors with its main one being Turner Dairy. Trappist Dairy can be substituted by other milk drink products made by its competitors. These competitors may develop marketing strategies to eliminate The Trappist Dairy Company.

Product diversification
According to an analysis of the external environment, two major opportunities exist. These are an increase on sales of milk over the past year, and a minimum of Ginger low fat milk drink products being marketed by competitors. According to Hong Kong Discuss Forum, the new taste of milk drinks increased by 8% in 2009. This shows that there is an increasing market for the new of taste milk drinks.

Threat
Language and cultural differences exist
Business relationships take a long time to forge
Less ability to make a family image to another country customers Hong Kong and China Government are very concern the quality and ingredients. •There is keen competition from competitors selling similar products e.g. Kowloon Dairy LTD, Vitasoy etc. Biggest threat would be Hong Kong’s local of milk brand. Existing companies like Kowloon Dairy LTD would add-up to the threat. Young people like to choose the new things such as new taste of milk or product from Kowloon Dairy LTD presented.

Recommended Target Market

Hong Kong
This is a wealthy segment of the market, which will allow Trappist Dairy to keep the market at the top and filter its product down easily. Because Hong Kong people are familiar with Trappist Dairy, and Trappist Dairy has already occurred in Hong Kong over 50 years. It is the main place for Trappist Dairy to get money. Also, Trappist Dairy had already doing many research and have a big piece of milk market penetration. It regards as a star with a long term development. A strategy could be to target the Hong Kong through many advertisements. It is a very effective to target all-aged. If Trappist Dairy can satisfy this market, it will theoretically be easy to expand to other markets.

China
A large potential market for milk in China remains. With relatively low capita consumption of milk, this market has a great opportunity to growth. According to China Gov news, many production milk of company can’t provide a good quality to their resident, even worst that made their body get harm. The reason is that they are not very focus on quality control and ingredient. They are just focus on the money. This is a very great of opportunity for Trappist Dairy becoming a success, if Trappist Dairy provides a good quality and reasonable price to Chinese. Chinese is also focusing on health and nutrition. Trappist Dairy can shows the performance like Hong Kong to let them know that Trappist Dairy is a brand which is dedicated to providing dairy products of the best quality and family’s daily consumption.

Recommended Position

The intended positon for Trappist Dairy’s product is to be at the middle to high of the local or imported milk. That position may be interpreted as a high-quality, health, fitted all-aged and many taste provided. The retail price range of the Trappist Dairy’s product is depend on the competitor product. Generally, Trappist Dairy preferred to set the same or lower than their price.

Marketing Objectives
Goal: To increase flesh milk and daily market share and product awareness Objective: To obtain 60% market share of the milk market in Hong Kong within January 2012 to December 2015. To obtain 13% market share of milk market in China Future: Trappist Dairy’s will develop new marketing strategies end of 2013 -We aim to increase earnings per share by at least 10% every year for the foreseeable future.

Functional objectives
– We aim to build customer database of at least 250,000 households within the next 12 months.
-We aim to achieve a market share of 60%.
– We aim to achieve 80% customer awareness of our brand in our target markets. Overall Marketing Objectives:
-Predicting and satisfying customer needs.
-Analyzing marketing trends.
-Monitoring competition.
-Anticipating change and overcoming its effects.
-Increasing positive perception among its customers.
-To identify distinctive, compelling and competitive positioning in promoting Trappist Dairy
-To increase overall awareness of Trappist Dairy by health and aggressive advertising.

Reference
http://trappistdairy.hk/
http://www.lark.com.hk/dairy_chi.html
http://www.mplans.com/sample_marketing_plans.php

KFC Marketing Plan

KFC formally known as Kentucky Fried Chicken is the world biggest and most popular chicken-based restaurant chain, headquartered in Louisville, Kentucky in the United State. It is originally founded by Colonel Harland Sander in 1952. Throughout its rapid growth it has now over 150,000 stores available nationwide in 105 countries boosting 59 years of history of success and innovation. In Malaysia, the first KFC restaurant was open in 1973 on Jalan Tunkul Abdul Rahman, and today there are more than 500 outlets throughout Malaysia and are still counting (KFC, 2011). 2.0 KFC Current Concept and Practice

Malaysia’s KFC restaurant is an organization that runs and managed by Malaysian which practices self service concept in it business. Customer need to serve themselves when doing purchasing. Besides that, it also practices on the concept of Halal food. Halal food is food that conforms to Islamic Law or Shariah, it regulates that food consumed must be hygienic, not harmful to health, free from any forbidden parts of animals’ origin and anything regarded as filth under the Islamic law (KFC, 2011). 3.0 KFC Marketing Mix (7P’s)

Marketing mix strategy is choosing and implementing the best course of action to meet the organization goal and gain competitive edge. The 7ps of marketing mix is one of the most popular used marketing concepts by marketing professional. It composes of product and service, price, place, promotion, people, process, and physical evidence (Behera, 2008). 3.1 Product and service

Product is the tangible product or service offered to customer to provide customer satisfaction. No matter the product is tangible or intangible, it must provide the right feature and value to customer that include aspect such as appearance, function, and packaging (Anon., 2010). KFC are well known for his signature pressure-fried chicken pieces made with the original recipe. KFC primarily sell chicken in form of pieces, and salads (Wisnudewobroto, 2011). Although the main focus product is fried chicken, but KFC also developed a wide range of product offering variety choices to customer. It includes of burgers, signature Kentucky Nuggets, and wraps with a wide range of side dishes and dessert to pair with (KFC, 2011). 3.2 Price

Price is the amount of money customer pay for a product (Anon., 2012). The price offered must be reasonable and competitive, and most importantly is to
entail profit. The pricing tactics include not only the price list but it also comprise of on-going discount, offers and promotions (Behera, 2008). KFC products are priced high but not high overly, and their target customers are middle class people. However, to compete with other fast food restaurant KFC trickle down product price for selected item during mealtime to attract lower middle class customer to penetrate both sides of the markets (Wisnudewobroto, 2011). Promotions such as KFC a.m., Lunch Treats and, dinner treats are the current promotion available at KFC (KFC 2012). 3.3 Place

Place refers to the location, and distribution channel whereby the product is reachable and can be purchased by the target customer and how the product reaches the location (Behera, M., 2008). KFC has over 500 outlets nationwide, and are generally in easy reached, nearby location. Besides dine in option, KFC also provide home delivery service up to customer doorstep and drive through counter offering convenience and different alternatives to customer, however these services are only available at selected area with fixed menu. In the same time KFC also developed the “Meals on Wheels”, a catering service for all sort of functions and occasion which can be done at any place (KFC, 2011). 3.4 Promotion

Promotion includes various ways in selling and communication in spreading information to target customer of what the organization has to offer. Promotion tactics comprises of advertisement, public relation and sales promotion. A successful promotion strategy will be able to draw customer attention to be aware of the product and affect customer behavior (Behera, 2008). The distribution channel of KFC is quite varieties such as television advertisement, internet, and templates. Lately, KFC have come out with a range of attractive promotion item, KFC Cracker Sandwich, Lunch Treats, Zinger Double Down, Pokkits, and Bargain Bucket are examples (KFC, 2011).

3.5 People
People refer to the individual that involve in the sales of product, such as attendant who deliver the service, promoter and product salesperson. Therefore these people are the important element for the organization.

Adequate product knowledge training is essential to these people (Behera, M., 2008). KFC’s front-line staff always dressed neatly and appropriately. All staff is provided with appropriate standard working uniforms and is required put it on while on duty (KFC, 2012). Besides that, KFC also provide great serve training to employees. The front line staffs are nice and friendly, staffs greet every walk in customer with a smiley faces, and prompt in servicing customer (Mohammad, 2007). 3.6 Process

The process in marketing mix is especially relevant to the service industry. It is the procedure of delivering service to customer, and the behavior of the person who serve. It is critical to customer satisfaction, hence, it is important to keep staff well trained in order to have a thorough understanding towards the service available (Anon., 2009). KFC is a self-service concept fast food restaurant (Anon., 2012). Dislike fine dining restaurant, customer need to help themselves from ordering up to picking up their meal. There is no hostess available as well, customers are free to choose their preferred seats to dine in. Sauces are available at the condiment bar in the dining area for free load.

3.7 Physical Evidence
Physical evidence is the experience of using a product or a service. Customer cannot experience before they make a purchase which will make them feel risky, however organization can reduce this uncertainty by providing evidence to customer through testimonial demonstration showing that the organization keeps its promise. (Anon., 2009).

The bright and bold graphic designs in KFC that showcase the company’s icons “11 secret recipe” and “Finger Linckin Good” communicate a fresh sense of pride towards its starring result of their product. While the warm and contemporary design and spacious seating makes customer feel welcome and cozy (KFC, 2011). 4.0 Marketing Objective

The objective for this marketing plan is to increase sales revenue up to 20% by final year 2013. The reason for proposing this objective is to boost company sales revenue for KFC product range in this global economic downturn by the end of 2013 whilst gain a competitive edge in fast food business. 5.0 Marketing Strategy

KFC decided to launch veggie burger and veggie warp in coming 15th December 2012. A 100% vegetarian product food product firstly available in KFC. The new products are named “Vege Bugger” & “Vege Wrap”, it is a hamburger style and wraps that does not contain any animal products. The patty of the veggie burger and wrap is 100% free from animal product. It is made from vegetables, grains, seed, and textured vegetables proteins, legume, soy, beans, nuts and mushrooms are examples.

It will also blend in the KFC signature recipe, the Sander “Original Recipe” which contain of 11 herbs spices making it healthy and delicious. This concept comes from the changes of consumer behaviors in society these days. It is clear that consumers are much more health conscious today than ever before when come to food consumption. They are more conscious when they buy and seeking out food product, and generally prefer foodstuffs which is health benefited (Ligaya, 2009). In addition, the widespread in vegetarianism is another main factor that builds up this concept.

According to Kayne, (2012), vegetarian diet is significantly healthier then diet which include meat and animal product. Studies have found that decrease of meat intake will increase health benefits and longevity might increase as much as 20 percent. Therefore eating green and healthy whilst saving the environment are the concepts for the new product. This 100% vegetarian ingredients product enables to attract new batch of potential customer which KFC has never target before. 5.1 One Year Integrated Marketing Plan

The group of customer that KFC has decided to target for is vegetarian and health conscious consumer, as the main selling point of Vege Burger and Vege Wraps stressed on non animal product and healthy food. In the one year marketing plan, KFC marketing team will be using multi-market strategy in promoting the new product. The segment covers adults, children, family and budget customer who is looking for healthy and delicious food. The purpose of using this strategy is to target every possible customer segment as possible to increase and maintain revenue for the company. 5.1.1 Product and Service

The new product KFC will be going to introduce is Vege Burger and Vege Wrap. It will be launch in the 15th Dec 2012, targeting health conscious consumer and vegetarian segment. The Vege Burger and Vege Wraps emphasized on 100% veggie made, and 100% free from meat, even the sauce and cheese used are 100% vegetarian. The burger and wrap are hi in fiber and protein and low in cholesterol as meat component has been replace by vegetables and use zero trans fat oil, thus it is the perfect choice for weight conscious customer.

The burger and wraps will come in standard size, however customer may customize on the fillings according to their preferences as KFC are using customization strategies for this new product to attract more customer. The morale behind is that people can choose what they wanted for their food, customer will be more satisfied if they can choose what they want, and are not restrained with fixed menu. In order to get more new customer, continuous innovation and improvise will take place from time to time according to preference and taste of customer. 5.1.2 Price

KFC come up with different pricing and bundling strategies for the new launch product, the Vege Burger and Vege Wrap, such as lunch treat, combo meal, and family meal. The super worthy meal enable to attract middle and lower class customer to increase overall sales volume. On the other hand, KFC is also using skimming pricing strategy on the new product.

As the product is new, company need to adjust the price from time to time base on customer respond and cost of production. The product price will be firstly fixed in the range from RM 8 to RM 15, base on the type and size of meal ordered, however changes will occur whenever necessary. If the charges of the product are too low it might lead to customer perception that the food quality is poor, while charging for the product too high will cause customer to switch their preferences to other competitors. KFC also will take into consideration on the probable reaction from other competitor in their pricing strategy

5.1.3 Place
Place is the main distribution channel, it is important so that the product is available to the customer at the right place, at the right time and with adequate quantity. Vege Burger and Vege Wraps will be launch at every single KFC outlet in Malaysia. They will be available throughout Malaysia as the idea is everyone can enjoy good food. However it will be firstly launch at outlet located in big cities before spreading to the rest. Besides than KFC restaurant outlet Vege Burger and Vege Wrap will also be available through online ordering and home delivery service. 5.1.4 Promotion

In order to draw customer attention and to persuade customer to purchase the Vege Burger and Vege Wrap, KFC has come up with different promotions strategies and tactics to tackle as many customer as possible. For instance, special discount rate will be offer on the first three months when the Vege Burger and Vege Wrap is launch. Set meals upon ordering during lunch time and dinner time will be given special rate, which include of a standard size Veggie Burger or wrap, a non sugar carbonated drink and a coleslaw salad as side dish.

Customer with large order quantity will be given cash voucher which applicable on their next purchase. Besides that, KFC use various promotion channels to effectively communicate the product information, to make people to aware of the new item, feel positive and remember it well. KFC apply broadcast advertising through newspaper, radio and TV program, the best and important marketing medium for promotion. KFC will advertise on the front page on the best selling newspaper to draw reader’s attention, paper such as Kwong Wah daily, The Star and News Strait Times. In addition television and radio advertisement will be broadcast during golden hours. 5.1.5 People

KFC understand the importance of its employee and value customer, a happy customer result from the service provided from a happy employee. KFC will punt in extra effort and marketing their employee training and recruitment. 5.1.6 Process

Due to the vegetarian sensitivity and particular in the process of food preparation, KFC will practice transparency to confide consumer in the coming launch product. The food manufacturing at KFC is completely transparent, food preparation process are visible to customer across the counter. It enable customer to view and judge the hygienic standard in KFC, besides that is also allow customer to know the ingredients used for food that they consume.

This practice creates a solid proof to customer gaining their confident towards KFC. As Vege Burger and Vege Wrap is 100% vegan, ingredients will be prepared separately, using dedicated utensils and equipment. On the other hand, special training will be provided to all employees on method of cooking and preparation giving thorough knowledge to employee towards the new product. Managers are also designated to monitor the process of preparation to ensure standard procedures are follow. 5.1.7 Physical Evidence

KFC focuses on the cleanliness and hygienic interior of its outlet especially at the dining area, providing a clean and hygienic dining environment to customer. In the same time, maintain attractive and proper decorum at its joints. Better facilities will be provide at KFC centre, such as internet facilities and dedicated area for children to play while parent can have quality time together. In order to match up with the launch of Vege Burger and Vege Wraps, KFC also launch a new design working uniform for their staff which come in green color imaging of eating green and living healthy. Physical appearance affects not only the impression from outsiders but it also a company brand image. 6.0 Budget

KFC is using competitive parity method for company budget. In order to defend against competition, KFC will compare its budget with major competitors like Mc Donald’s and Burger King, spending as much as competitor. Example, if competitor is spending RM 500,000 in their promotion, KFC will also allocate the same or almost equal amount for their brand promotion. This method is easy to implement, it does not occur complicated forecast and appraisal, and most importantly, it enable to prevent competitor from making inroad to the company market share. 7.0 Controlling and Evaluation

7.1 Operation control
Operation control focuses on day-to-day operation. To effectively control the operation and reduce risk, it requires standard policies and procedure to ensure a consistence standard of business runs. KFC operational control management will monitor the daily operation of the outlets especially towards the aspect of personnel and technology to avoid any obstacle occurs from affecting stores operation. A systematic system ensured activities carried out accordingly as planned. Corrective action will be taken by management whenever is necessary. 7.2 Strategy Control

In the strategy control KFC management will look into the planning and tactics implement to reach the objective that has been targeted. Proper monitoring will be put into practice from carry out up to completion of the strategy such as promotion, advertising activities, and pricing. At the end management will analyse on how effective is the planning from the result. Revision and changes will be made to improve it if necessary. 7.3 Evaluation

Lastly, final evaluation will be carry out to review the respond and comment from customer towards KFC. Customer feedback will be majorly focused on comment through questionnaire, customer forum, and feedback form. Besides that KFC will also ask for real-life comments where feedbacks were warranted. Customer will be asked to expand their feedback and how would they like to have the job done or handled. Looking at the service from customer point of view would provide a better understanding on what customer really need. In addition, sending mystery shopper can also help to monitor the quality of customer service and food furnished. Assessment can be carried out by reviewing the service level provided by front-line staff, food standard, and outlet environment.

Thus help the management to evaluate the overall performance of an outlet. Feedbacks compiled will be filter by management selecting whichever is useful to the company and problem will be brought to attention according to severity so that appropriate remedial action can be taken. KFC will ensure follow up on every customer to see whether the solution has helped the customer, and will also maintain customer database so that company can send regular questionnaires and receive new opinion and ideas from customer for future improvement. Every feedback from customer is valuable therefore small gift like cash vouchers will be given to thanks customer for giving helpful tips and as a sense of respect to encourage ongoing open communication from customer in future.
Appendixes
Appendix A: References

1. Behera, M., 2008. The 7Ps of Marketing Mix. [online] Available at: [Accessed 29 November 2012]

2. Kayne, R., 2012. Has it been proven that Vegetarian Diet is Really Healthier? [online] Available at: [Accessed 5 December 2012]

3. KFC (Holdings) Malaysia Bhd., 2011. KFC Malaysia. [online] Available at: [Accessed 29 November 2012]

4. KFC, 2011. Newsroom. [online] Available at: [Accessed 13 December 2012]

5. KFC, 2012. ABOUT US. [online] Available at:
[Accessed 29 November 2012]

6. KFC, 2012. Jom KFC. [online] Available at: [Accessed 10 December 2012]

7. KFC, 2012. Colonel’s Menu. [online] Available at: [Accessed 10 December 2012]

8. KFC, 2012. Colonel’s Menu. [online] Available at: [Accessed 11 December 2012]

9. KFC, 2012. KFC Holding (Malaysia) BHD Annual Report. [online] Available at: [Accessed 9 December 2012]

10. KFC, 2012. Colonel’s Menu. [online] Available at: [Accessed 11 December 2012]

11. Ligaya, A., 2009. Consumer more health conscious. [online] Available at: [Accessed 13 December 2012]

12. Management Study Guide, 2008-2012. Marketing Mix-meaning and its Elements. [online] Available at: [Accessed 29 November 2012]

13. Medialine. [online] Available at: [Accessed 10 December 2012]

14. Mohammad, N., A., 2007. KFC outlet with a difference. [online] Available at: [Accessed 9 December 2012]

15. Prads.net, 2012. KFC – Tripureswor. [online] Available at: [Accessed 13 December 2012]

16. Poh Huai Bin, 2010. KFC Zinger Double Down Burger. [online] Available at: [Accessed 13 December]

17. The Chartered Institute of Marketing, 2009. Marketing and the 7Ps. [online] Available at: [Accessed 1 December 2012]

18. Wisnudewobroto, 2011. Kentucky Fried Chicken Marketing Strategy (English). [online] Available at: [Accessed 1 December 2012]

19. WordPress, 2012. Top food and beverage trends to watch in 2013. [online] Available at: < www.stonehearthnewsletters.com/top-food-and-beverage-trends-to-watch-in-2013/nutrition-marketing/> [Accessed 13 December 2012]

20. You! Bumpit! 2008. COMPETITIVE-PARITY METHOD. [online] Available at: [Accessed 10 December 2012

Professional Development Plan

In order to develop a plan that will address the characteristics of my group and me as a leader; a thorough review of the completed DISC assessments much be completed on an individual basis and an overall plan can be derived thereafter. The individual analyses are as follows:

Individual Assessments

Jeremy Conner, Jessica Mills, and Brian Tuck are all predominately categorized as cautious in style. Their tendencies include: being tense with themselves and others when under pressure, having a natural curiosity about people, being concerned about what people think, feel, and expect, having strong attachments to their personal interests, underestimating the time required to complete tasks, being intuitive and observant about situations and people, associating their self-worth with their work, and being intrigued by concepts, ideas and processes. They are known as the assessors and tend to have strong opinions about people and groups with whom you do not identify or agree.

Robert Mills was predominately categorized as interactive in style. This style’s strengths include: enthusiasm, charm, persuasiveness, and warmth. The cautious style is gifted in people skills and communication skills with individuals as well as groups. They are great influencer’s. They are idea-people and dreamers who excel at getting others excited about their vision. They are optimist with an abundance of charisma. All of these qualities help them influence people and build alliances to accomplish their goals.

I was predominately categorized as a dominance style. My primary motivation is accomplishing bigger and better goals according to an internal timetable. I prefer to be involved in my chosen activities from start to finish, and I resist people who are obstacles to my achievements. My tendencies include: disliking being told what to do, or when and how to do something, being reluctant to change what I think or how I feel, delegating tasks only if absolutely necessary, acting competitively, especially when pushing myself to new levels or in new directions, making sure that production is completed on schedule, depending on plans for action and follow-up routines, and becoming tenacious and focused when under pressure.

Team Development Plan

Based on the analysis of the DISC assessments, I would put myself in a leadership role on the team with Robert as my supervisor, and Jeremy, Jessica, and Brian as subordinates. My style is more fit to a leadership role due to my desire to accomplish bigger and better goals. This desire allows me to look bigger picture which must be done from an upper management perspective in order to keep the company ahead of the curve in all aspects of business to avoid pitfalls. Robert’s natural charisma and persuasiveness would make him great at motivating the rest of the team. This does not mean that Jeremy, Jessica, and Bryan aren’t just as important to the team success.

All workers from top to bottom are needed for a business to be successful. I strongly believe in the phrase “you are only as good as your weakest member”. For this reason, I would make sure that they were given a chance to air their grievances and make suggestions on changes that should be made. I must make sure to allow every team member to have a say in the business processes because this is a weak point of my particular style. Flexibility on my part must be a focal point to ensure that all team members feel heard and feel like they hold value in the company.

Conclusion

All of the information in the above plan will be closely monitored and periodic meetings will take place to allow time for all employees to voice their grievances or concerns to ensure that full compliance is being achieved. It is very important that regular monitoring is performed to ensure that the company stays on track and will help ensure the long-term success of the company. Realizing each individual’s style as well as their strengths and weaknesses will allow a more personal and individualized approach to be taken in regards to team dynamics and goal attainment.

References
University of Phoenix. (2014). DISC Assessments [Multimedia]. Retrieved from University of Phoenix, LDR531 website.
DISC Test and DISC Assessment: Explained. (2013). Retrieved from https://www.discinsights.com/whatisdisc#.VBMXGGOEzSg

Analyse a Business Plan

Quality Training

Quality Training has been operating as a Registered Training Organization for 12 months. The objectives of Quality Training are to generate a profit, grow at a challenging and manageable rate and to be a good corporate citizen. The mission of Quality Training is to exceed our customers’ expectations by providing them with effective training and development services, relevant to their needs and in line with national quality standards. Critical Analysis of the strengths and weaknesses of the business plan Quality Training has been operating as a Registered Training Organization for 12 months. Below is the critical analysis of the business plan of the organization including its business weaknesses and strengths?

Strengths of Quality Training:

A new organization with no history
Flexible and adaptable to clients needs
Low start-up costs
Personalized service, people conduct training who own the company Able to visit trainees and clients more regularly
Knowledge of the local political situation and potential areas of growth Attractive business incentives

threats:
New organization, so unknown in the market place
No references from former clients
Limited sources
Owner – operated
Limited operation
Lack of funding for large marketing campaign
Targeting local area so limited clients base
Analysis of the strengths and weaknesses:

Quality Training should adopt the following strategies to overcome perceived threats and weaknesses. It should expand its network with friends and acquaintances to source business opportunities as this is local business organization. It has limited clients base it should develop strong personal relations. The organization must develop its marketing materials including a website so that clients can get themselves registered online. The organization should look for opportunities to deliver non-accreted training prior to becoming established as an RTO. This will bring in some additional income and will assist in developing our client relationship. The organization is very new so it should be flexible its working policies and procedures. It should be up to date with relevant legislation and industry requirements. The organization should look for new business opportunities to develop mutual beneficial partnership with other RTO’s or businesses.

By keeping the business diversified and offering a variety of training and development programs, the risk of losing government funding will be minimized. Quality training should consider the marketing trends to penetrate into the local market. Schools are emphasizing the importance of gaining recognized qualifications to their students. Quality Training should intend to take advantage requirement for business to comply with state and Federal Legislation in the area of occupational health and safety. It is suggested to the organization that it should utilize the following marketing strategies is its marketing approach;

Personal contacts:

Quality Training should expand its circle of business by increasing personal contacts to increase its business opportunities. This can be done by e-mails, cold calling, Internet ads, yellow pages, and networking. The organization must develop its marketing material in form of brochures professionally produced, outlining its mission, values and the training services provided. This thing will also include a professional website which must be updated regularly. The organization is required to formulate its business plan with regard to financial forecasting. Quality Training should review its business plan on an annual basis.

Business plan 2:

Workout gym business Plan
Sport therapy business plan
Workout gym business Plan:
Pump fitness centre is situated in wentworthville. It is good business plan to run our business.

At Pump Fitness we offer modern, clean, air-conditioned facilities with the latest equipment from Life Fitness and Hammer Strength. Pump Fitness pride themselves on good old fashioned customer service where everyone is more than a membership number and caters for the beginner to the experienced gym user. We provide a modern, non intimidating environment in which our members can enjoy the very best in lifestyle and fitness facilities. All members receive individual health assessments and fitness programs which are updated every eight weeks and qualified staff that are always available on the gym floor to assist you with your workouts. Our results based programs are guaranteed to be cost effective and will help you achieve great results regardless of your age, shape or fitness level.

Strength of workout gym business plan:

1. Money made business plan.
2. Received fees on time from customer.
3. Currently in a good financial position (few debts, etc)
4. Skilled workforce (little training required)
5. Latest machinery installed
6. Own premises (no additional costs for renting)
7. Excellent transport links (ease of access to/from the Company)

8. Little/non-threatening competition

Weakness:

1. Currently in a poor financial position (large debts, etc) 2. Un-Skilled workforce (training required)
3. Company name not recognized on a National/Regional/Local level 4. Machinery not up to date (Inefficient)
5. Rented premises (Adding to costs)

Sport therapy business plan:

Massage may be the oldest and simplest form of health care dating back to ancient civilizations and it is a therapy that continues to thrive today. Put simply, Massage is the manipulation of the layers of muscle and connective tissue in the body to enhance function and to aid the body in healing itself, increasing your health, vitality and well being in the process. There are many different types of massage but they all have the same basic intention, to heal the body and soothe the mind. A therapeutic massage is a great way for you to relax, but do not expect it to take the place of good nutrition, proper rest, and regular physical exercise. Strength can be viewed as a resource, a unique approach, or capacity that allows an entity to achieve its defined goals. A weakness is a limitation, fault, or defect in the entity that impedes progress toward defined goals (e.g., the limited field of view and resolution in a head-mounted display can limit usability and perceptual realism).

Frizza – Frozen Pizza Marketing Plan

The current size of pizza market in India is INR 1750 crores and is growing at the rate of 25-30% per year. But there is almost no presence of the frozen pizza in India. Contrasting this to the USA where frozen pizza industry accounts for 13.6% of total USD 40 billion pizza industry. Thus there exists an opportunity to launch a product in this area. In this report, we are trying to achieve the following: market research to gauge consumer behaviour and preferences, followed by Segmentation, Targeting and Positioning for frozen pizza product in India and finally building a marketing strategy to launch it.

We started with the Porter’s Five Forces analysis. We found out that Intensity of Industry Competition was low to medium, Availability of Substitutes was low to medium, Potential Entrants were High, Buyer Power was low and Supplier Power was low-medium. This was followed by primary research where we took surveys (online and live). This was supplemented with secondary research to find out the various aspects of consumer behaviour.

The core benefits were identified as “Easy to Cook” and “Tasty Food”. Generally, the decision makers are the young earning professionals or the earning member of the family/housewife. In case of the housewife, their decisions are normally influenced by their pestering children. We then did market segmentation basis various methods like customer characteristics (geographic, demographic, socio economic, psychographic), buying situation (consumption rate, consumer predispositions), mediagraphics and personas. We decided to target people in age group of more than 23 years of age with earnings of more than 2 lakhs per annum.

We thus positioned our product as – To all those who want a comfortable life and who love good & healthy food, Frizza is a unique looking product that lets you enjoy the taste of heaven, saves your time and is there for you – Anytime you want it. The product was named as “Frizza” with the tagline – “Anytime Pizza”. We then decided the marketing strategy. Starting with Product decision, we saw that Frizza is differentiated from its competitors like Dominos basis 4 main parameters – (i) Lower price at same taste; (ii) Convenience factor (of using the product anytime rather than just 12 hours during which a restaurant is open); (iii) Square shape rather than circular shape, which would appeal to children and adults alike; (iv) Emotional satisfaction for mothers coming out of the feeling that she has cooked a meal for her children. We then decided various characteristics of the product like toppings, etc. basis results from the survey.

Due to many reasons as explained in the report, the pricing came to as 30-40% lower than that of competition like Dominos’s. In terms of the place, we decided to launch the product only in cities given the infrastructural constraints at the beginning. The retail channels were decided as supermarkets, speciality stores and super stores, thus following the selective distribution strategy. Various promotional activities (both ATL and BTL) like television ads, Facebook, newspapers, events, etc. were planned. Finally, financial analysis was done to conclude the breakeven point as 7 quarters.

MOTIVATION:
The pizza industry in India is mainly divided into 2 formats – dine in and take away. The current size of pizza market in India is INR 1750 crores and is growing at the rate of 25-30% per year. The holding company of the current market leader, i.e. Dominos grew 9 times from INR 155 crores in 2007 to INR 1407 crores in 2013 brining the annual growth rate to an amazing figure of 45%. But there are gaps in the market. First, the pizza stores are limited in number, reach and timing. Thus accessibility is limited. Secondly, although pizzas at lower price points are available, higher end pizzas or pizzas offering variety of toppings cost upward of INR 200 per pizza.

Thus, there is scope to use low pricing as a competitive advantage. Hence comes the frozen concept to fulfil the existing gaps. This concept is already prevalent in developed countries. In USA for example, frozen pizza industry accounts for 13.6% of total USD 40 billion pizza industry. As per Frozen food global industry guide from Market Line, sale of frozen pizza & ready meal market globally account for 41.1% of overall frozen food market. Also, Asia-Pacific is the largest market for frozen foods, accounting for 34.3% of global market value, and supermarkets and hypermarkets form the leading distribution channel for frozen food account for 70.2% of the market’s value.

OBJECTIVE:
In this report, we are trying to achieve the following: market research to
gauge consumer behaviour and preferences, followed by Segmentation, Targeting and Positioning for frozen pizza product in India and finally building a marketing strategy to launch it.

METHODOLOGY:
Primary research: We had two kinds of approach towards primary research. We prepared a comprehensive questionnaire to gauge the demographic, socio-economic & psychographic traits and market reaction towards the existing products and willingness to pay of respondents for the frozen pizza product. We conducted live surveys in the nearby malls (Gopalan Mall and Meenakshi Mall) during peak days (a Sunday and the Independence Day) by distribution of questionnaire among people of different age, gender and income groups for example college goers, mothers, single men, married couples etc. We also collected online responses across diverse geographic and professional groups via social networking sites and emails.

Secondary research: We used online resources to study the global frozen pizza markets and potential growth of the same in Indian markets and to gather information about the existing players and their positioning.

FINDINGS:
1. Porter’s Five Forces to Understand Industry Competitiveness: Intensity of Industry Competition: Low-Medium

 Number of firms- There are large no of players in Indian Pizza market. These include the market leader Dominos, Pizza hut, Papa john’s, Pizza corner, Pizza Express, Smoking Joes, Amul and Local Pizza Producers. But there is no popular brand in frozen Pizza other than Amul.  Highly concentrated market (Low HHI)- The market is highly concentrated with high HHI of approx 4700.Dominos leads the market with 67% market share with its 600+ stores. Pizza hut is second with around 20% market share and 180 + stores. Others have market share from 2-5% with 20-40 Stores. Share of Amul is very low.

 Demand Supply mismatch- As per our estimates; there is clearly no supply in the market, although there seems to be strong demand.
Availability of Substitutes: Low-Medium
 Buyer propensity to substitute –Though overall competition is high, Competitors in the frozen pizza market segment are low; therefore buyer propensity to substitute is very low.  Product differentiation & Pricing- The products offered by most of the Pizza producers are similar and there is no differentiation in product currently. The number of products available at comparatively lower prices is less.

Potential Entrants: High
 Attractive Market-Indian quick service restaurant industry is estimated to be 6000 Cr and is expected to reach 18000 Cr by 2018. The pizza industry is expected to grow at a CAGR 25-28%.  Low Entry Barriers and low exit barriers- The capital requirement is comparable to other product providers in the market and is not massive in any way. Even the exit barriers are less. 

Big brands-Big global brands like Papa Murphy, Little Caesers are not in India yet and there is potential threat of them Entering India. McCain though not in frozen Pizzas, may enter in the future. Buyer Power: Low

 Uniqueness- Frozen Pizza is still a unique concept in India and the firms providing it are also less.  Large no. of buyers –The large no of Buyers with very few suppliers of frozen Pizza, decreases the bargaining power of buyer.

 Switching cost- The current pricing structure of big brands which is very similar also decreases the power of consumers, forcing them to buy from the available options. Supplier Power: Low-Medium

 Material Suppliers- There is large number of suppliers for ingredients like flour, vegetables, etc. The suppliers for Cheese and imported vegetables are less and so they have more power.  In-house technology-The technology used by most of the Pizza Manufacturer is in-house, which reduces supplier’s negotiation power.

Amul Frozen Pizza: Foreseeing the growth of the frozen food market in India, Amul launched frozen pizza in 2001 in Gujarat. It planned to introduce the product all over India through its already existing channel. But it failed to capture the market and had to close the product category soon. It could not adapt to the changes that the Indian quick restaurant and the Pizza market were undergoing in that period. The pricing of Amul Pizza was Rs 45 for a small Pizza which was very high at that time. Also, the product was not positioned well in the market and proper segmentation was not done. But recently, Amul has re-launched its frozen pizza product.

2. Consumer Behaviour:
Primary market research: We received 161 responses (43 offline & 118 online responses) for our survey. The survey data was then filtered based on our target segment (discussed later) – Employed/Earning member of the family in the age group of 24-41 with more than 2 lakh/annum salary of household. Thus, 83 of our respondents fell under our target market. Core values & Benefits sought by the consumers: Based on our survey, we came to know that, 27% consumers take pizza, whenever they feel ‘Too lazy to cook’, and 40% take pizza for ‘Lunch or Dinner’. The core benefits thus are “Easy to Cook” and “Tasty Food”. Hence our product must be designed to satisfy these core benefits. In addition to this, following are the results for various factors as rated by the respondents. These are on a scale of 1 to 5 with 1 as least important and 5 as most important.

Decision Making Unit: Based on our primary market research, it is evident that 55% of our customers who are in the age group of 24-41 are variety-lovers and they used to try latest trends & products. Generally, the earning member of the family or the housewife makes the purchase decision. But their decisions are normally influenced by their pestering children. Decision Making: The taste and variety of the food forms the basic evaluation criteria for the purchase decision. Majority of the respondents are passive in information search. And, out of various medium of information, people preferred to spend time on TV and the list is followed by the social networking sites.

3. Segmentation, Targeting, Positioning:
Segmentation: Market research results helped in identifying the market segments. We will use below three broad bases on which we will identify our target market. (a) Based on Customer Characteristic:

Geographic: We expect large no. of customers to come mainly from metro cities in India. Based on our survey, we see less familiarity with the frozen pizza product in Bangalore despite it being one of the biggest cities in India. We expect the situation to be much worse in smaller cities. Ever had Frozen Pizza before?

Disinterested

Demographic: The general market segment can be divided in younger generation with an age group between 12-23 years, Mid-age working people who can spend money on high quality frozen pizzas with their high disposable income and 35+ women mothers who make the Pizza purchase decision for their kids.

Socioeconomic: We can target SEC middle segment of B2&C along with upper segment of A2&B1. Psychographic: Based on VALS framework, we have identified 3 major segments (out of 8) as following:  Strivers – They are resource constrained people with high elasticity of demand, who like variety in general and would be keen to try new products offered at an attractive price.  Achievers – This segment has goal-oriented people with a deep commitment to career. They are looking for timesaving alternatives in marketplace.

 Believers – They are conservative, conventional people with established routine and exhibit high brand loyalty. They are predictable and favor familiar brands.

(b) Based on Buying Situation:
Consumption Behavior/Usage Rate: Through the survey we identified people with varying consumption frequency of pizza from weekly to monthly. The typical 80/20 rule where 80% of firms sales are obtained from 20% of customers, doesn’t apply in our context. Consumer Predispositions/Product knowledge & Attitude: Some of the non-earning teenagers show willingness to pay a higher price and ability to afford high discretionary expenses. There is another segment with an indifferent attitude towards the product.

(c) Based on Mediagraphics: It is a new term in marketing literature describing media viewing habits of customers. It helps identify type of promotional media consumer prefers. (TV, radio, internet etc.)

SOCIAL NETWORKING

(d) Personas: Basis the above inputs, we made the following personasAnjali (16): College-going student who lives with her parents and spends most of the time with her college friends. She has a large circle of girl friends with a very busy social life. She doesn’t have a

strong brand loyalty and currently consumes pizza from all available major brands by taking turns. She is also very active on social networking sites. Rahul (27): Rahul is an unmarried IT engineer. His work life is very hectic and often eats out or gets food delivered at home. He lives in an apartment and is earning reasonably well. He spends lot of time on Internet but doesn’t have a very busy social life, virtual or otherwise. He is bit health conscious and when it comes about Pizza, he largely sticks with Dominos as his preferred brand. He likes their speedy delivery and ease of ordering.

Mrs. Bhargav (40): Mrs. Bhargav is a working mother who has a 9 to 5 job. She has two kids less than 10 years of age. She earns well for herself and often buys pizza for her kids depending as and when they insist. She doesn’t use Internet match but follows some TV programs very closely. Because of her workload, she often gets tired after coming back from office and doesn’t like idea of home cooked fullfledged meal every day. Targeting: Criteria while picking target segmentCriteria

Markrting plan coca cola

The Coca-Cola Company is a global business enterprise and one of two main soft drink sellers. Study of this report helps the reader to know that how Coca2

Cola has achieved its current market position. This report enlightens those factors that company has adopted during its long journey of 52 years in Pakistan. This report includes the introduction, micro and macro environment factors affecting coke. The reader of this report can expect that after having complete study he/she can certainly have a broader view the marketing environment of Coca-Cola that who are the competitors what are the company’s internal factors & customers, its external factors like economic, natural & technological are affecting Coca-Cola Company.

1. Introduction
The Coca-Cola Company began operating in Pakistan in 1953. Coke, Fanta Sprite & Kinley are the brands with whom Coca-Cola is operating in Pakistan. The Coca-Cola System in Pakistan operates through eight bottlers, four of which are majority-owned by Coca-Cola Beverages Pakistan Limited (CCBPL). The CCBPL plants are in Karachi, Hyderabad, Sialkot, Gujranwala, Faisalabad, Rahim Yar Khan, Multan and Lahore. The remaining two plants, independently owned, are in Rawalpindi and Peshawar.

The Coca-Cola System in Pakistan serves 70,000 customers/retail outlets. The Coca-Cola System in Pakistan employs 1,800 people working constantly for the company. During the last two years, The Coca-Cola Company in Pakistan has invested over $130 million (U.S) and coke has successfully provided 51 years of dedicated service to its customers in Pakistan. Since the beginning of Coke Company the firm has been continuously changing its slogans (Appendix.1) and that’s a very creative idea to get the attention of the customers. 1.1 Mission, Vision & Values of Coca Cola (Reference 1)

The world is changing all around us. To continue to thrive as a business over the next ten years and beyond, we must look ahead, understand the trends and forces that will shape our business in the future and move swiftly to prepare for what’s to come. We must get ready for tomorrow today. That’s what our 2020 Vision is all about. It creates a long-term destination for our business and provides us with a “Roadmap” for winning together with our bottling partners.

Our Mission
Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions.
3


To refresh the world…
To inspire moments of optimism and happiness…

To create value and make a difference.

Our Vision
Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth.




People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and
satisfy people’s desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.

• Productivity: Be a highly effective, lean and fast-moving organization. Our Winning Culture

Our Winning Culture defines the attitudes and behaviors that will be required of us to make our 2020 Vision a reality.
Live Our Values
Our values serve as a compass for our actions and describe how we behave in the world.






Leadership: The courage to shape a better future
Collaboration: Leverage collective genius
Integrity: Be real
Accountability: If it is to be, it’s up to me
Passion: Committed in heart and mind
Diversity: As inclusive as our brands
Quality: What we do, we do well

Focus on the Market


Focus on needs of our consumers, customers and franchise partners Get out into the market and listen, observe and learn
Possess a world view
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Focus on execution in the marketplace every day

• Be insatiably curious
Work Smart



Act with urgency
Remain responsive to change
Have the courage to change course when needed
Remain constructively discontent

Work efficiently
Act Like Owners



Be accountable for our actions and inactions
Steward system assets and focus on building value
Reward our people for taking risks and finding better ways to solve problems

Learn from our outcomes — what worked and what didn’t
Be the Brand

Inspire creativity, passion, optimism and fun

1.2 Objectives Of Coca-Cola
The company has sales based objective .Every thing else (marketing plan, advertising plan, production etc.) is derived from this objective.
Currently the company‘s objective is to
“Increase the volume of sales up to the maximum level as much as possible during the current fiscal year.”
The company sets its objective keeping in view the past performance, Historical trends, current market position, economic condition, macro environment and micro environment factors, social values, market size and growth rate ,future expectations and predictions.

Chapter# 1
Marketing Environments

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The forces outside marketing that affect marketing management ability to develop and maintain successful relationships with its target customers. There are two types of marketing environments that may affect any company’s operation, Microenvironment and the Macro environment. The Coca-Cola Company also has its Marketing Environments which affect on its business.

Chapter# 2
Micro environment factors affecting Coca Cola
Micro Environments are the internal environments of any company like company itself, marketing intermediaries, suppliers, customers, competitors & Public following are the major micro environmental factors which are affecting Coca-Cola. I.

The Company

Muhtar Kent
Chairman of Board & Chief Executive Officer

Joseph V. Tripodi
Chief Marketing & Commercial Officer (EVP)

Coca-Cola Operates in more than 200 countries and a market portfolio of 3000 beverage products including Carbonated Drinks, Sparkling Drinks and still beverages like mineral water, juices, coffee & Energy Drinks (Appendix. 2). Head quarters in Atlanta, Georgia Coca-Cola have more than 92400 associates
across six operating groups Eurasia, Latin America, North America, Pacific & bottling Investment as Corporate. (Reference 2)

In Pakistan Coca-Cola working under the Eurasia group Coca-Cola business Strategy is based on local marketing they establish there plant in the country where they want to do business instead of exporting. In Pakistan they have there production plants in. Karachi, Lahore, Hyderabad, Rhim yar Khan, Faisalabad, Rawalpindi, Multan, Sialkot, Gujranwala & Peshawer.

There marketing Department working close with other departments like purchase, accounts, distribution etc to achieve there goal. Following is the organizational Departments of Coca-Cola. (Reference 3)

a. MARKETING DEPARTMENT

The Coca Cola marketing department develops core strategies for company brands to ensure that all communication is consistent in every market. With this cohesive effort, the Coca-Cola system maximizes its resources for market leadership and profitable 6

growth. The marketing departments are responsible for marketing the products and advertising the products and promoting the products. If all these departments perform their duty firmly then the objectives of The Coca-Cola Company will meets. b. FINANCE DEPARTMENT

The finance department of the Coca Cola Company is responsible for financial record keeping. This involves keeping records of money received and paid out. The financial records will be used to produce the annual reports for the shareholders so that they can see the company performance. The Finance department is also responsible for the management accounts of the business like marketing etc.

The Coca-Cola Company finance department is also responsible for making budget of the company and for each department like marketing department or research and development department. They will also be involved in the planning process like taking over or any major decision. c. PACKAGING DEPARTMENT

The packaging department of Coca-Cola Company is responsible for the packaging of the products. They have to make the packaging attractive so that that product meets the eyes of the consumers. Bringing new products package is their responsibility. It works with the companies bottling partners to produce an attractive combination. d. SALES DEPARTMENT

The sales department of the Coca Cola Company is to coordinate the selling program. They also have to make the distribution methods, etc. Also, decide how much to sell and how much to store in the warehouse and to choose the transporting method which is the most cost efficient and the quickest way.

e. RESEARCH AND DEVELOPMENT DEPARTMENT

This department has their budget given by the finance department and their responsibility is to investigate new products. They work closely with marketing by looking at marketing research findings. They have to bring new products in the market for the change because the consumer cannot stick with the same old products. If necessary then they also have to improve the quality of the products.

The Coca-Cola Company research department has done a lot of research and recently they have launched many new products like Diet coke with lemon, Fanta Tropical, Minute maids, Fanta raspberry, Fanta blue berry etc.

f.

ADMINISTRATION DEPARTMENT

This department is essential for keeping the business going. They act as a help support of the company, it is not the central purpose the business but every business organization would need this department. Most businesses rely on administration to be organized. They deal with enquiries, give messages produce documents and give 7

information to any customer. The complaints that this department will get
would be transferred to the research and development department to make the product better or fix the problem that the consumer is having. These departments are the most important department of The Coca-Cola Company because they helps the company to meets the objectives of The Coca-Cola Company i.e. surviving, customer satisfaction and make more profits. As I said that the help desk department satisfies the customer by providing the information they needs and taking the complaints and passing to the research and development departments who improves the products.

II.

Marketing Intermediaries

Marketing intermediaries help the company to promote, sell and distribute its goods to the end users. Intermediaries include resellers, distribution firms and marketing agencies. When we talk about coke, Coke Company in Pakistan as well as abroad have recognized the importance of working with their intermediaries. For example recently Coke signed ten years deal with US based company Wendy that it will provide coke to all the fast food chains located in US.

Wendy in this case is a big example of intermediary for coke. In Pakistan other than various resellers, McDonald is one big party that is reseller of coke and also Subway is a big reseller of coke. Similarly there are thousands of private agencies (intermediaries) that are working for coke to distribute the product to the shopkeepers and retailers all over the country.

Currently there are 46 distributors working in Lahore. Coke Company uses two techniques for distribution, direct distribution and indirect distribution. In direct distribution company uses no agencies or middlemen to distribute the soft drinks but company has its own system of distribution that includes Company’s trucks and labor as well. The other way is indirect distribution in which company opts for various distributors that take the product from factory to the retailers and resellers. III. Suppliers

Suppliers always play an important role in any company’s operation. Suppliers provide resources and raw material that company requires to produce the goods and services. Coke company suppliers in Pakistan vary with respect to
the raw material they provide. Following is a brief list of different suppliers of coke.




Baluchistan Glass Limited provides glass bottles of all sizes that are used in bottling. (Reference. 4)
ShangHai Plato chemical co. Ltd provides pet bottles with the labels. Labels are designed by the Packages Ltd. (Reference. 5)
Saharan Mills Limited provides the quality sugar in hygienic packets. Vanillin Intercool Pakistan provides the machinery such as visicoolers and chest coolers for the chilled coco-cola.
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Dynamic Equipment and Controls (PVT) Limited provides industrial refrigeration solutions, dispensing equipments, complete bottle line and capping machines. (Reference. 6)

IV. Customers
Recent survey shows that coke is the only product in the world with which more than 85% of the population is well aware of. All the companies have to keep updated study of their customers and in case of coke the company has always maintained excellent customer retention. Value of customers for coke can be understood by these factors that coke spends lot of efforts (financial and human resource) on customer research. For example, Coke knows through market survey that we put 3.2 ice cubes in a glass and one million of US population drinks coke with breakfast every day. This is how coke has been favorite drink of customers for centuries.

Coke customers vary massively in terms of age. From kids to youngsters, from
youngsters to elders and from elders to older, coke has always captured high customer attention from decades. We can divide coke customers in different categories. a. Consumer Market:

This is the group of consumer from where coke purchases are at the highest level because consumer market includes individuals and households. Households mostly buy coke for daily use in large number and purchasing by individuals is also the case of repeat purchase. Healthy consumer market is a big advantage for the company. b. Reseller Market

Reseller market of coke is very large all over the world. This is the market, which buy the product from company and resell it at profit. In Pakistan McDonald is the biggest example of reseller of coke. McDonald purchases coke from the company and sell it with each fast food deal served at restaurant. The survey shows that each branch of McDonald located in Lahore & Karachi sells approximately 500-700 liters of coke daily to its customers. Subway is also has contract with Coca-Cola to serve coke with its every salad & sandwich.

c. International Market

International market consists of those buyers who are in other countries. Coke is worldwide known product and every country where coke is been sold has a manufacturing unit of its own. Similar is the case in Pakistan. Coke manufacturing plants are in Karachi, Hyderabad, Sialkot, Gujranwala, Faisalabad, Rahimyar Khan, 9

Multan and Lahore and these plants are producing the drink for the local use. So in Pakistan there are no international buyers of coke.

v. Competitors
All over world there are two soft drink giants, Coke and Pepsi. The competition between two companies has always been neck to neck. Both these companies keep on try to take lead in terms of pricing, packaging, promoting and placing. Pepsi is a world leader in convenient foods and beverages, with
revenues of about $27 billion and over 143,000 employees. Pepsi brands are available in nearly 200 countries and territories. As we compare the products of these two competitors we come to know that Coke has two flavors in Pakistan that is coke plain and coke diet where as similar is the case with Pepsi as only these two flavors are available of Pepsi as well.

So in this perspective both parties have equal strength. However competition is at its peak in terms of pricing. So many times we see that as soon as Pepsi lower downs the price of 1 liter pet bottle or disposable drink, Coke adjusts its price right away so that they may not loose their customers. Although both these brands have sufficient amount of buyers all over the world but still both the companies strive to achieve the market leader position.

Coke even after 99 successful years in US still trying best to be more innovative. Coke manufacturers spent two years and 4 Million $ on research before settling on a new formula and finally came up with “sweeter new coke” and later on with “cherry coke”. Companies make all these efforts to give more customer value and satisfaction than its competitors.

In Pakistan recently a few other beverages are also introduced such as Mecca-Cola and Amrat-Cola but currently these soft drinks are not a threat for coke due to their very low market share and secondly due to brand loyalty of customers for coke.

Competition Worldwide

Competition in Pakistan

10

., 10%

60%

., 36%

Coca-cola

Coca-Cola

Pepsi
30%
10%

Pepsi

Other

Others
54%

vi. Public
Every country has different type of public which effect any business in the country most effective public for Coca-Cola is media public. Media plays a vital role in Coca-Cola in Pakistan.
Media Public

The field of advertisement is one area where Coca-Cola has always emphasized. In year 2000 Coca-Cola unveiled the biggest advertising billboards in the history of Pakistan. Each unveiling was marked by entertainment and light shows watched by thousands of people. Similarly in July 2000 Coca-Cola launched its first under the crown promotion by the name of Dream Vacations in which the consumers could collect caps of promotional bottles of Coca-Cola like Sprite, Fanta and Coke. Internal Public

Our company is built around two core assets, its brands and its people. That’s what makes working here so special. We believe that work is more than a place you go every day. It should be a place of exploration, creativity, professional growth and interpersonal relationships. It’s about being inspired and motivated to achieve extraordinary things. We want our people to take pride in their work and in building brands others love. After all, it’s the combined talents, skills, knowledge, experience and passion of our
people that make us who we are.

Our 92,800 associates around the world live and work in the markets we serve — more than 87 percent of them outside the U.S. In this geographically diverse environment, we learn from each market and share those learn quickly. As a result, our Company culture is ever more collaborative. From beverage concept and development to merchandising, our associates are sharing ideas across departments and markets in new ways. Consequently, our associates are increasingly enthusiastic about their work and inspired to turn plans into action. (Reference 7)

11

Macro environment factors affecting Coca Cola
1. Demographics
Coca cola knows its people very well. It offers different flavors & packaging according to its customer’s taste. It offers following sizes & every size is targeting different slots of customers.
1.
2.
3.
4.
5.
6.

SSRB (Standard size returnable bottle)
LRB (Large size returnable bottle)
NRD (Non-returnable/ Disposable bottle)
PET (Plastic Bottle 500 ml)
PET (Plastic Bottle 1.5 liter)
CANS (tin pack 330 ml)

It targets its different sizes according to customers of different age groups & occupations.



SSRB is generally targeted to young children & people going to schools & universities. It is also targeted to the people of lower class. LRB & PET 1.5 liters is usually consumed by households &I s one of its economy packs.

Disposable bottles are for the “on the go” people. As they don’t have the time to stand at a spot & drink the whole beverage.
PET 500ml was introduced, on the basis of the analysis, which shows that people nowadays are in a trend to drink two 250ml coke bottles together. As Coca Cola is a company who knows its consumers very well, they introduced the 500ml Pet bottle.

Business executives always expect something different for them form an organization, so Coke CANS were the answer to their expectation from coke.

Different flavors always attract different types of people. They are for the people who always want to try something new.



Classic coke is the one suitable product who don’t want a change in their life or who don’t want to try something new.
Keeping the people in view who are fitness oriented, health conscious & diabetic patients Diet Coke is the solution for all their beverage problems. Vanilla Coke was introduced for the people who want a more sweetened beverage & who are looking for vanilla in everything they have. Cherry & Lime Coke is targeted to the people who want something citrus.

Coca Cola launches its product after they study their customers in deep detail & conclude that what their customers really wants from them. Consumers always welcome Coca Cola’s product, as they know that Coca Cola is the one who knows them the best.

12

2. Economic factors
Economic factors do affect a company in negative & positive manner. Coke is not an exception here, it is affected if there is inflation in the country & as a result coke increases its prices. Pepsi is always waiting to take a competitive edge. The increased price is a high negative effect on coke. Coke has employed 1800 workers in the last two years & huge amount of revenues have been collected from Pakistan. The economy worldwide was disturbed by the incident of September 11th,2001. The disposable income of the people of Pakistan is increasing day by day & coke that was thought as a luxury good is now becoming a necessity.

3. Social factors
Coke, a customer oriented company, always take steps for the welfare of its consumers. The recyclable products used in manufacturing coke helps save people’s environment. Coke is also helping the needy & knowledge seeking people with fewer resources by providing them books, scholarships & opportunities to work. Coke has launched a program in Gujranwala & Rahim Yar Khan, Pakistan where it provides basic education to children (Reference. 8).

Coke has also launched programs to increase awareness about the conservation of water & natural resources, climate changes, waste environment education & recyclable products.

The Coca-Cola Export Corporation (TCCEC) has set-up an endowment fund at Pakistan’s premier university, Lahore University of Management Sciences (LUMS). The fund, donated by The Coca-Cola Foundation, will be used for funding entire education of 02 students for 4 years of Bachelors program at LUMS’s School of Science & Engineering.

These students belong to underprivileged areas of Pakistan but their educational record is extremely impressive and they are called Coca-Cola Scholars.In 2005, TCCEC started ‘Adopt-a-School’ program, under which we adopted 05 government schools and supported them by building classrooms, parks, providing free books, furniture etc. Also, TCCEC has long supported CARE Foundation for providing free education to underprivileged children of Punjab province. (Reference. 9) 4. Technological factors

Technology in any field is effecting the development of that industry at a high rate. Beverage industry is also affected by the technological factors but in a positive manner. The new methods of filling the bottles, the refrigeration methods, the disposable bottles, the PET bottles all made so many changes to the Coke which is one of the giants in the beverage industry.

Coke is adopting all the new technologies available. Coke is being supplied with the refrigerators, visichest coolers & many more for keeping the bottles chilled, as they claim in the subcontinent “thanda matlab Coca Cola”. Coca Cola Company got the technology of dispensers so they give Coke to people that is as fresh from the fountain. Coca Cola Company has adopted the technology for the usage of 13

PET bottles, which are also environmental friendly. Coca Cola Company adopted the recycling method to keep its environment clean & also to have the soft corner in people’s heart. Coca Cola Company is producing new packaging sizes with differentiated packaging with the help of new technology everyday. 5. Cultural factors

Culture of Pakistan is gourmet, music, sport & religious oriented Coca-Cola has many opportunities in any occasion in Pakistan Coca-Cola always there, like a.

Coca Cola & Cricket

Pepsi is one of the biggest official sponsors of cricket & is also the official drink of cricket. Coke is there, giving Pepsi a tough time. Coke has sponsored eight Pakistani cricket players. Coca Cola is targeting cricket as it is one the famous & growing all over the world.

b.

Coca Cola & Musical Concerts

When you think of Pakistani Punjabi bhangra, Abrar-ul-Haq is the first name you think of. Coca Cola is the official sponsor of Abrar. Coke sponsors almost all of the concerts of Abrar. In most of the hoardings, billboards & TV commercials of coke, we see Abrar performing & promoting coke. Junoon is a known name all over the world. Coke targeted its customer through music celebrities & asks them to perform in their concerts & commercials. You see Junoon performing a desire of having a coke is rite in you.

c.

Coca Cola & Food Mela

This is the century when food industry is at its boom. Coca cola organizes food melas for the people. In Karachi, coke treated thousands of people by bringing 50 bustling restaurants all together in one area. All those restaurants were offering coke as the only beverage in the food mela.

d.

Coca Cola & Basant

Basant is one of the biggest events in Lahore. Coke was the official decorator of Lahore hired by PHA. Coke has promoted its products so much with relevance to basant that at basant whenever you want to drink something chilled, the first name you think of is Coke. It is there in the mind of the people that “Where there is Basant there is Coca Cola”.

e.

Coke in Ramzan & Eid

Eid & Ramazan is one of the holy events of muslims. Coke earns its great revenues in the month of Ramazan & at the time of Eid. It offers new packaging or great discount offers also special offers at Eid.

14

6. Political factor
Political factors usually effects company working on the international level doing imports & exports. Coke usually performs its operations in the local market.




Coke is not usually affected by government regulations & deregulations as no major changes occur in the food laws.
Coke is a very environmental friendly product. From the caps till the labels on the PET bottles, everything is recyclable.
Depreciation of currency generally has no major effects on Coke they really don’t do imports & exports on large scale. They try to be local market oriented, they keep at least one company owned plant in a country.

Sudden changes in political conditions in a certain country doesn’t effect much on Coke, as it is a purely consumer product.
Pressure groups tried to de-market Coke in Pakistan by spreading the rumors that the revenue collected from coke goes to the Jewish lobby.

7. Natural Factor
Water is vital to both WWF and The Coca-Cola Company. Beverages are The Coca-Cola Company’s business, and water is the main ingredient in every product we make. Safe water also is vital to the sustainability of the communities we serve. WWF’s mission is the conservation of nature and the protection of natural resources for people and wildlife. Protecting freshwater ecosystems is a top priority in WWF’s work.

Now, through a partnership announced on June 5, 2007, we are combining our international strengths and resources to support water conservation throughout the world. ATLANTA, April 20, 2007 – The Coca-Cola Company today announced that it was implementing measures to reduce energy consumption at its two million square foot world headquarters by 23 percent and reduce its water consumption by nearly 15 percent. These efforts are expected to eliminate more than 10,000 metric tons of carbon dioxide emissions each year, which is the equivalent of removing 2,000 cars from the road.

“By

taking bold measures to conserve natural resources in our own backyard, we want to send a message to companies and individuals that combating a leading global environmental problem demands local action,” said Bryan Jacob, the Coca-Cola Company’s energy and climate protection manager. “We all have a role to play, from using energy-efficient lighting where we can, to repairing leaky faucets and watering our lawns only in the morning and the evening.

Each leaky faucet in our homes or offices could be wasting 180 gallons of water per week.” (Reference 10) We have a role to play in helping the communities we rely upon. We know that to make a meaningful difference, we must focus our efforts beyond the confines of our own bottling plants.

15

Today, nearly one-sixth of the world’s population — more than 1 billion people — doesn’t have access to safe drinking water. Approximately 2.6 billion don’t have adequate sanitation. Due to the issues surrounding water, billions of people are vulnerable to disease and food insecurity.

We work closely with our supply chain, local communities, governments and nongovernment organizations to replenish water to nature and communities. In fact, since 2005 we have been involved in more than 250 community water partnerships in 70 countries to support locally relevant initiatives, such as watershed protection; expanding community drinking water and sanitation access; agricultural water use efficiency; and education and awareness programs. In 2009, we asked respected experts to work with us to calculate the water benefits of these projects. (Reference 11)

Chapter# 3
Conclusion
In the end we learned In Pakistan as compared to Pepsi, Coca-Cola has less number of consumers as Pepsi’s market share in Pakistan is approximately 58% where as coke market share is hovering about 32% but worldwide Coca-Cola has 60% whereas Pepsi has 30%. Coca-Cola’s environmental factors are positive The Company is working with teamwork by joining its all departments its resellers are the well known & reputable restaurants of the world it using two types of medium of distribution which are cost effective suppliers of Coca-Cola are local in Pakistan so it save lots of importing cost of raw material as we discuss above that coke brand known by 85% of the world population so they have massive consumers competition of Coca-Cola is very tough in Pakistan with Pepsi.

Its promoting Pakistan’s cultural Environment at its best level demographically coke fulfilling the consumer requirements in Pakistan. Coca-Cola working on natural environment to reduce co2 level in the globe & providing safe water to community. Socially Coca Cola is doing god work by providing scholarships & basic Educational program in Pakistan. Technology of Coca-Cola is very Competitive in this Modern Era.

References
1

http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html

2

http://www.thecoca-colacompany.com/ourcompany/index.html

3

16

4

http://www.balochistanglass.com/clients.htm

5

www.tradekey.com/profile…/ShangHai-Plato-chemical-co-Ltd.htm

6

DYNAMIC EQUIPMENT & CONTROLS (PVT) LTD.
F-1/23, Canal Cottages, Block-D New Muslim Town, Lahore 54000, Punjab, Pakistan URL: http://www.dynamic-eqpt.com.pk

7

http://www.thecoca-colacompany.com/ourcompany/meet_our_people.html

8

http://www.dailytimes.com.pk/default.asp?page=story_24-12-2003_pg7_16 (Paragraph No 9)

9

http://www.thecoca-colacompany.com/citizenship/education.html

10

http://www.thecoca-company.com/presscenter/nr_20070420_corporate_reduce_energy_consumption.html

11

http://www.thecoca-colacompany.com/citizenship/watershed_protection.html

Appendices
Appendix 1
Slogans of Coca Cola in Pakistan











1886 Drink Coca-Cola
1908 Get the genuine
1923 Enjoy thirst
1934 When it’s hard to get started, start with a Coca-Cola
1942 The only thing like Coca-Cola is Coca-Cola itself
1956 The friendliest drink on earth
1963 Things go better with Coke
1993 Always. Coca-Cola
2001 Life is Good
2003 Jo Chaho Ho Jaye Coca Cola Enjoy
2004 Flight Of Delight
2005 Galay Delicious Taste
17




2006 Thanda matlab coca cola
2007 khaly pily jila coca cola
2008 Aja jashan mena ly
2009 Always Coca Cola

Appendix 2
Products

Coke Classic Dite Coke

Limca

Fanta

Mazaa

Sprite

Sprite 3G

Coke Zero

Minute made

Tab
Energy Drink

For More Product Review Visit
http://www.thecoca-colacompany.com/brands/index.html

18

Performance Management Plan

A performance management system allows a business to maximize its efficiency through the sum of all its parts. Controlling employee’s behavior, maximizing employee efforts, and minimizing unproductive down town, is at the heart of a performance management system. In fact, according to Clardy (2013), “…a performance management system is the total complex of factors that trigger, channel, and maintain productive task performance.” (pg.1, para.2) Making sure employees are doing their job is no longer an efficient method of performance management. According to Cascio (2013), performance management can be thought of as a compass (pg. 332, para. 3). A compass will indicate current location and be a guide towards a desired direction.

Thus, performance management helps businesses understand the current state of an employee’s performance and the desired outcome and direction in which to monitor and measure. Ensuring that an employee’s efforts are having a positive effect on business strategy becomes a key component of performance management. Moreover, human capital and performance management involves understanding how to align human capital management efforts to business strategies. Therefore, understanding how to align limo driver behaviors towards business strategy will be an indicator of the effectiveness of Landslide’s Limo performance management system.

To facilitate the effort of recommending a performance management plan several issues will be addressed. First, how to align performance management to business strategy will be examined. Second, the philosophy of the organization performance will be explained. Third, a job analysis process will be conducted to identify the skills needed by employees and methods for measuring those skills will be detailed. Next, the process or processes for addressing skill gaps will be explained and lastly, the approach for delivering effective performance feedback will be determined. Aligning Performance Management to Business Strategy

What becomes apparent, in maximizing employee efforts, is how human resources aligns human capital and performance management with business strategy. However, according to Schiemann (2007), “It’s a tough challenge when you consider that, on average, fewer than 20 percent of employees know their organization’s business strategy.” Therefore, what becomes a key issue is ensuring that employees have a clear understanding of the organizations business strategy. Fortunately, Landslide Limousine has a straightforward approach when it comes to business strategy, however, a few recommendations for further growth will also be included in this assessment and how to align performance management with the recommendations.

Landslide Limousine has a business strategy of being comparable to other limousine services in the Austin area, hiring 25 employees, ensuring world class customer service, and achieving five percent revenue growth over the next two years. In addition, we would recommend furthering growth opportunities within a specialty limousine market, offering non-traditional fleet options for non-traditional customers. The performance management system should be clear and concise and the recommendation would be for a simple but effective performance management system. The first recommendation would be to clearly communicate the business strategy to all employees and ensure understanding through a survey of acknowledgement.

It is important that all employees, especially limo drivers, understand the importance of how excellent customer service will effect business strategy and secondary benefits like pay. Second, setting smart targets for service and sales, monitoring and evaluating how employees achieve smart targets and sales. From initial contact and during limo service, upselling services and upgrades on every customer interaction, are important smart targets. Like McDonald’s, when an order is placed, employees will ask if the customer wants fries or a drink with their order, the same can be done with smart targets. When a customer orders limo service, asking if they would prefer a larger or more exotic limo would help align smart targets with strategy.

Furthermore, monitoring smart targets could be completed using costumer surveys. Ensuring employees are properly supported throughout the process; evaluating performance and finally, further support through training and development. After a customer has completed their limousine service, managers will evaluate customer surveys and offer any performance evaluation if necessary and any further training to ensure employees are attempting to upsell customers on services. Following this framework is essential in aligning performance management with business strategy and maximizing employee efforts towards business goals. Organizational performance philosophy

Performance management is essential in creating an organization that is high performing and supporting employee development (Yale.edu, 2010). Therefore the organizational performance philosophy should align performance management processes towards the goals of performance planning, review, coaching, and development. First, employees are responsible for communicating about performance and ensuring that they are successful towards the development and continually striving for customer service excellence in support of organizational strategy.

Next, management is responsible for ensuring that employees understand their performance goals and fully supported during and after development and assisted through performance reviews to ensure that goals are being obtained and that employees have all support and support resources. Ultimately, it will be the responsibility for the organization to provide an effective and impartial performance management system that encourages excellent performance, communication, and proper conveyance of a properly managed performance management infrastructure (Berkley.edu, 2014). Job Analysis and Necessary Employee Skills

A job analysis allows an organization to clearly understand a position and the necessary skills employees must possess in order to functionally manage the position. In fact according to hrcouncil.ca (2014) Job analysis is a process for systematically collecting information to help you fully understand and describe the duties and responsibilities of a position as well as the knowledge, skills and abilities required to do the job. The aim is to have a complete picture of the position – what is actually done and how. With the knowledge and understanding of the expectations of a position, surmising the skillset necessary to competently fulfill positions becomes critical. Having a clear picture of the skills needed will be the frontline in aligning performance management with business strategy.

First we must define and identify necessary positions for Landslide Limousines. The necessary positions will be limousine drivers, customer service agents or office administration, fleet vehicle detailers or individuals who will be responsible for stocking limousines and detailing vehicles before and after customer use. Lastly, job analysis for supervisor and management positions must be ascertained for future purposes and to clarify the skill set necessary to help initiate the organizations performance management. Each position will require a broad spectrum of specific skills necessary, however, in general a job analysis will consist of: Summary of duties

Details of most common duties
Supervisory responsibilities
Educational requirements
Special qualification
Experience
Equipment/tools used
Frequency of supervision
Others the incumbent must be in contact with
Authority for decision making
Responsibility for records/reports/files
Working conditions
Physical demand of the job
Mental demands of the job
To identify the skills necessary for a limousine driver a few position details must be examined. First, drivers will be required to have the ability to drive limousine type vehicles such as stretch limousines and all over-sized limousines. Drivers must also be able to safely drive vehicles that can transport over fifteen people and have their Texas commercial driver’s license to accompany. Having the ability to clarify job duties as a driver will help ascertain the skills necessary to be a driver for Landslide. Support and administration positions must have the ability to communicate effectively and have attention to detail. Clarifying how support and administration positions will work in tangent with drivers will also be essential in understanding the skills necessary for both positions.

Lastly, clearly defining management and supervisory so it becomes incumbent to have a full understanding of how the entertainment and transportation industry works so that the individual can identify performance management aspects and how to properly align them to organizational strategy. Methods of Measuring Employees Skills and Addressing Skills Gap Having the ability to measure employee skills at initial hire and during employment can help in development and training and allocated support. Furthermore, understanding how to address any preexisting skills gap and any skills gap after training, can be critical for further employee development and maximizing human capital efforts. One method of measuring employee skills is to benchmark skills against a numerical formula that can translate skills into a measureable system.

This measurable system can be done at initial hire or during an employee’s tenure. A team skills metric can be developed with the goal of benchmarking overall skills. A chart can be implemented with the Y axis and different job codes or specific work instructions across the top of the chart. A measurement of each can be labeled from A through C. The letter A would equal to being an expert and assigned negative three points, B would be classified as good, or trained in job and can work independently with minimum supervision and be assigned negative two points, finally, C would be classified as good or trained but needs moderate supervision (new) and assigned one point. From this numerical system score, each employee would have an average from all their skills and an assessment would be ascertained.

Moreover, employees who were cross-trained or who possessed higher skills raised the score, therefore helping identify each employees overall score in relation to their skill set. Another method for measuring employee skills is to use a skills inventory management system. The skills inventory system can be deployed at initial hire or during employment. The skills inventory system would be an online assessment. According to brainbench (2002), A skills inventory begins with a skills measurement system that enables employees to access online skills assessments through the company intranet. When a company implements a new technology, for example, managers may have their employees take a test for skills related to that new technology.

Furthermore, once the online test is taken the results are gathered and a numerical score system is assessed in which management can assess whether or not further training is necessary and what skill gaps are still or continuously lingering. Both methods of measuring employees skills can be measured against a skills benchmark and addressing skills gap can begin. Addressing skill gaps can be addressed by training, development, and peer-mentoring. Further training to address driving issues can be done using defensive driving courses and customer service skills gaps can be addressed with more training as well. However, understanding how to develop better training to hinder further skill gaps is critical for further development. Development of skills should be addressed

References
Clardy, A. (2013). A General Framework for Performance Management Systems: Structure, Design, and Analysis. Performance Improvement, 52(2), 5-15. doi:10.1002/pfi.21324 Schiemann, W. A. (2007). Aligning people. Leadership Excellence, 24(8), 20. Retrieved from http://search.proquest.com/docview/204619577?accountid=458 University of Berkley. (2014). Berkley HR. Retrieved from http://hrweb.berkeley.edu/about/philosophy/performance-management Yale.edu. (2010, July). Yale University’s Performance Management System. Retrieved from http://www.yale.edu/hronline/focus/documents/2010JulyYALEPERFMGMNTGUIDERev6-7-10final.pdf

Assignment: Negotiation Plan Daily Dairy Company

The Dairy Company is proud to be one of the most successful companies in the country that provide milk-based products to Australian customers as well as oversea. As we look at the future of the company, it is necessary to restructure the company body frame, strengthen employer-employee relation, the main endowment factor of our company. It is important to come to the satisfactory agreement that could benefit both parties.

Dairy Company Goals:

1. The agreement upon the appreciation in salary is to be indicated during the life of the agreement. 2. Training module to be provided to employees
3. Develop an efficient hours roster
4. Maximize the duration of the agreement
5. Consultative Committee structure and confidential information

Dairy Company Strategies

Daily Dairy is very well aware of the important of employees, the undeniable part which largely contribute to company’s benefit. The company feels that it must develop a solid agreement to benefit every single contributor, but it also wishes to remain flexible and open to new changes and to the variation of demanding market. An integrative agreement is much needed. ”Most negotiators would prefer to be involved in the more integrative approach to bargaining, which is a good choice as the research generally suggests that the integrative approach yields better results” (Walton and McKersies’s 1965)

1. The agreement upon the appreciation in salary is to be indicated during the life of the agreement. As the recession coming up, the prediction of 10 to 20% of employees will be cut down to reduce expenses and raise a significant amount to capital. A part of the surplus amount e contributed to the capital will be added to the current salary. The purpose of this appreciation is to enhance the life standard of each individual, furthermore improve the productivity of employees and production line of Daily Dairy in general. The appreciated proportion will be determined by the proved contribution towards improved productivity of each individual performance.

The total amount increase benefiting employees is predicted to be 5% rising from 65%-35% between company and workers to 60%-40%. As the disappointing productivity in recently month, employment diminishing is inevitable but to encourage these employees by adding more shared benefit, we believe it could improve the general production line. We believe that the agreeable rates can be determined by reasonable flexibility from both sides and are prepared to offer several concessions of our own. Fell stated in his Clear-cut compromise strategy that “the split different between what you and other party want, so both get something, and neither of you gets all that you wanted”. (Fells,R.E 2012).

2. Training module to be provided to employees

Training opportunities are already given for potential employees. The quantity can go up or down depend on the availability of vacancies. However, we agree to give more training opportunities to employees for contingency problems, and upcoming expansion. As we have stated above, the salary appreciation is counted based on individual performance. Workers will be paid upon the contribution of their work, not for the skills they hold.

3. Develop an efficient hour’s roster

We believe that in order to achieve productivity, efficiency rosters are much needed for each individual. A pattern has been build up to achieve efficiency from both company and employees. In this pattern, both parties specify their requirements, limitations and thus come to an agreeable terms. For this instance, Daily Dairy required each employee to fulfill 38 hours per week with an optional of working overtime. Alternatively, employees can state their preferred working time, number of overtime hours. Agree to these terms, Daily Dairy will make sure providing the best possible roster to each individual, and employees are obligate to fulfill what has been agreed upon. In return, we need employee to be flexible to new roster in the time of increased demand; seven day notice will be given to any changes in roster.

By optimal the employee rosters in ordinary business day, we satisfied their needs thus we can expected improved in productivity. Furthermore, in the time of need, we also can expect the same productivity from employee regarding the changes in roster. It’s the win-win situation that Daily Dairy wants to achieve. “the win-win situations exist where some value are created that did not exist, or seem to exist when the parties first started negotiating”.(Fells,R.E 2012).

4. The duration of the agreement

The longer the duration of the agreement the better off for our company. At first, Daily Dairy can avoid dissipating both human and money resources on these repeatable problems and focus on more pressing matter. Secondly, with a predictable fixed in labor cost, we can achieve more stability and further benefit toward company, money in general. In short-run, wages could not reflect the price-level change (inflation rate), so worker are actually work under wages. In short, while the labor expenses are fixed, our profit is variant, the different will benefit us in the long run. We want to achieves 4 years agreement. Thus we should make the initial offer and it should be higher than 4 years. “A first offer tends to become an anchor for the negotiations, so going first has aan advantage ( Galinsky & Mussweiler 2001; Magee, Galinsky & Gruendeld 2007)

5. Committee structure and confidential information

Employees are the main skeleton which structures the appearance of company. With this in mind, we want to build a most effective joint workplace committee that enables the possibility to have a mutual understanding between company and workers. With a consultative role, committees can provide management with worker viewpoint before decisions about the workplace are made. Recognizing that the current industry is very competitive and maintaining secrecy about Daily Dairy’s strategic information is the most important, confidentiality information must be kept safe from outside world which includes committee. “The trust required in these specific situations is separate from whether the other negotiators are inherently trust worthy” (Fells,R.E 2012). The benefit returns is not worth the risk.

Conclusion

We have showed our reciprocity in some matter and also in some we stand a firm ground but after all, we believe that these concessions show our good faith and will enhance a mutually beneficial relationship between our company and employees. We hope this agreement would result in a significant amount of productivity growth, and would also serve to strengthen our infrastructure and our mutual benefit as a whole.

References

Fell,R.E. (2012), ‘Trust: Situation-Specific’ , Effective Negotiation (2), pp.29 Fell,R.E. (2012),’What , exactly, do we mean by a win-win negotiation?’, Effective Negotiation (2), pp.40

Fell,R.E. (2012), ‘Stategic choice :A negotiator’s choice of issue strategy’, Effective Negotiation (2), pp.46 Galinsky, A.D. & Mussweiler, T. (2001), ‘First offer as anchors: the role of perspective-taking and negotiator focus’, Journal of Personality and Social Psychology, 81(4),pp.657-69

Walton, R.E., & McKersie, R.B. (1965), A Behaviour Theory of Labour Negotiations, McGraw-Hill, NewYork

Designing lesson plan

Introduction

A. Background

To achieve the Content Standard (Standar Isi) in the curriculum which covers the Competency Standard (Standar Kompetensi (SK)) and the Basic Competency (Kompetensi Dasar(KD)), students should go through the teaching and learning process.

Educational Ministry Regulation number 41, the year of 2007 about the Process Standard states that every school teacher should make Lesson Plans (Rencana Pelaksanaan Pembelajaran(RPP)) to foster the teaching and learning process to be interactive, inspirative, joyful, challenging, motivating the students to participate actively, and giving enough opportunities to them to be innovative, creative and self reliance according to their talents, motivations, and physical as well as psychological development.

Through out this module, the important elements of a lesson plan will be discussed. You are supposed to be able to implement your knowledge concerning language teaching and learning such as language competency, methodology and approaches to foreign language learning, media and learning resources, and language assessment in developing lesson plans. By completing of every parts presented in this module you will be able to design lesson plans which can fulfill the required process standard mentioned above.

B. Objective
Through the elaborations and the discussions of important factors and elements in lesson planning, you will be prepared to be able to carry out the teaching and learning process as requested by the new curriculum (KTSP)

C. Indicators
After completing this module you are supposed to be able to : 1. state the important elements of lesson planning.
2. determine the indicators of achieving the basic competencies 3. formulate the objectives of the teaching and learning
4. select relevant learning materials
5. plan the stages of teaching and learning activities
6. assess the students achievements

DESIGNING LESSON PLAN

A. The Concept of Lesson Plan
Activity 1
Instructions :
Think about these three questions
Discuss them; how they relate to the lesson planning

A lesson plan is a teacher’s detailed description of the course of instruction for an individual lesson. (Wikipedia, accessed on the 6th of September 2009). The government regulation No. 19, the year of 2005 states that the planning for instructional process covers the sylabus and the lesson plan containing the purpose, learning materials, methodology, the learning resources and the evaluation. Those are the components of a lesson plan. But by the discussion you have just done, we may conclude that those components could be summarized into three important aspects; the purpose of the instruction (question 1), the learning activity (question2), and the feedback or evaluation (question3).

Based on the ministry regulation, number 41, year 2007, the process standard, it was explained that a Lesson plan is the elaboration of syllabus which illustrates the teaching and learning activities to achieve the goals of the basic competency. Every teacher who uses school curriculum, should design a plan completely and systematically to make the teaching and learning interactive, inspirative, joyful, challenging, and be able to motivate students to be active, creative, and self reliance, in line with their talent, motivation, their physical and psychological development.

This statement is mostly about the teaching and learning activities. Every stage of the lesson should be planned to fulfill the above requirements and make certain that the instructional objectives could be achieved.

B. The components of a Lesson Plan
Activity 2
Instructions :
Share your experiences with your friends for the lesson plans you have ever made. Which components do you think is the most difficult to write?

A Lesson plan is designed to meet the basic competencies, which can be carried out in one meeting or more. Things that should be written in the lesson plan are as follows:

1. Identity of the subject matter which consists of;
a. Title of the lesson
b. Class/ Semester
c. Program (especially for Senior High)
d. Theme
e. Time allotment

2. Competency Standard
Competency Standard is the qualification of the students’ minimal ability, which illustrates the mastery of knowledge, attitude, and skill obtained through each class or semester for every subject.

3. Basic Competency
Basic competency is a sum of students’ ability for certain subjects as the reference for determining the indicators for competency achievement in a subject.

4. Indicator for competency achievement
The measurable or observable behavior, which shows the achievement of specific basic competency as the reference for the subject evaluation. The indicators for competency achievement are formulated with operational verbs that can be measured which cover the knowledge, attitude, and skills.

5. The Instructional goal
Instructional goal illustrates the process and the learning outcome achieved by the students in accordance to the basic competency

6. Instructional material
It includes the fact, concept, principle, and the relevant procedure, and written as suitable items in relation to the indicators for competency achievement.
7. Time allotment
Time is allocated as much as needed to achieve the Basic competency and the learning load.

8. Methodology
Methods are used by teachers to create the teaching and learning process to enable the students to achieve the basic competency or a set of specified indicators. The choice of methods should consider the students’ situation and condition as well as the characteristics of every indicators and the competency which will be achieved in every subjects.

9. Learning activities

a) Pre- activity
This activity is done at the beginning of the lesson and meant for arousing the students’ motivation and to focuss the students’ attention as well, so that they can particípate actively during the lesson.

b) Whilst activity
This is the main learning process and aimed at achieving the basic competency. This activity is conducted interactively, inspiratively, joyfully, chalenging, motivating the students to participate actively, and giving opportunities to the students to have innovation, creativity, and selfreliance in accordance to their talent, motivation, physical and psychological development. This activity is conducted systematically through exploration, elaboration, and conformation processes.

c) Post activity

This activity is done to end the lesson which can be in the form of summarizing, evaluation, reflection, feedback , and follow up activities. Stages of Learning Activity :

10. Evaluation
The procedure and the instruments for assessment should be based on the indicators for competency achievement and refer to the evaluation standard

11. Learning Resource
Selecting the learning resource should concider the competency standard and the basic competency, as well as the learning material, the teaching and learning activities and also the indicators for competency achievement.

C. The Principles of Designing Lesson Plan

Activity 3
Instructions :
– Take any English lesson plan you have had.
– Try to make a judgment for this (excellent, good, or poor) – What criteria do you take for consideration?

a. Individual differences
Consider the individual differences concerning students’ level of mastery, interest, motivation, potential, emotion, learning style, special need, learning speed, socio cultural background, values, and living environment.

b. Fostering students’ participation
The lesson should be students-focus and fostering, crea­tivity, initiative, inspiration, self reliance, and learning motivation.

c. Developing students’ reading and writing habits
Teaching and learning should develop students’ reading habits on various resources and their ability to express feelings and opinions in different forms of writing.

d. Giving feedback and follow up
A lesson plan should include activities which can give positive feedback, reinforcement, enrichment, and remedial.

e. Link and Unity
Lesson plan is designed considering the links and the unity among the competency standard, basic competency, learning material, instructional activities, and indicators for competency achievement, evaluation, and learning resources. Lesson plan should accommodate the thematic instructions, links with other subjects, across the learning aspects, and cultural diversity.

f. Employing the information and communication technology
Lesson plan is written to foster the use of information and communication technology, integrated, systematic, and effective depending on the situation and condition.

D. The Stages of Developing a Lesson Plan

A well developed lesson plan reflects interests and needs of students. It incorporates best practices for the educational field. (Skowron, Janice.2006). In Indonesian schooling, the Curriculum of School Level (KTSP) has already been set up by the content standard (SK) and the graduation standard (SKL). Therefore students should be able to achieve what so called the minimum requirements which have been stated in those two documents. The students’ interest relates to the learning materials and depends on how the learning activity is conducted.

Therefore you must employ various kinds of methods and approaches. The use of teaching aids and media may also be inspiring and increasing the students’ motivation. According to the process standard (Educational Ministry Regulation no.41, the year of 2007) a lesson plan is a unit plan which covers one basic competency and the time span may be more than one meeting.

But the English curriculum and syllabus developed in the content standard are directed to follow the two cycles (oral and written), and the four stages (building knowledge of the field, model of the text, joint construction, and independent construction). Therefore, English lesson plans should be integrated units which may cover more than one single basic competency; listening and speaking for the oral cycle, reading and writing for the written cycle. Integrating all the four basic skills will also be possible. Here are the stages of designing an English Lesson Plan :

Mapping the Competency Standard and the Basic Competency
Determining the indicators for basic competency achievement
Setting up the Purpose
Selecting the Learning Material
Structuring the stages of instruction
Preparing the assessment

The flow of a lesson development :

1. Mapping the Competency Standard and the Basic Competency

This stage is ideally done when designing the syllabus. The Competency Standard and the Basic Competency which can directly picked up from the documents are to be analyzed and put into units. English or language in general has special characteristics which might be different from other subjects. The competency based curriculum developed in the content standard is prepared to teach students the communicative competency which covers the actional competence, linguistic competence, socio cultural competence, and strategic competence.

The competencies are interrelated to each other and the core of those four competencies is the discourse competence. (Kurikulum Berbasis Kompetensi, Bahasa Inggris, 2004) Diagram 5: Model Kompetensi Komunikatif (Celce-Murcia et al. 1995:10)

In general, there four Competency Standards; Listening, Speaking, Reading, and Writing which are states in the documents of content standard (SI), attachment for English subject. Your task is to select the basic competencies which can be combined into unit plans considering the suggested aproach in designing the stages of instruction (four stages in two cycles).

Here is examples of mapping the basic competencies :
Class VII/ Semester 1
SK 1 dan 3.
KD Listening 1.1 dan KD Speaking 3.1 & 3.2
Merespon makna , melakukan : Tindak tutur :
Menyapa orang yang belum/sudah dikenal
Memperkenalkan diri sendiri/orang lain
Memerintah atau melarang

Class IX/ Semester 1
SK 5 dan 6
KD Reading 5.3 dan KD Writing 6.2
Merespon makna dan langkah retorika dan Mengungkapkan makna dan langkah retorika: monolog
descriptive dan recount
2. Determining the indicators for basic competency achievement.

Indicators reflect measurable or observable behavior to show the achievement for the basic competency which will be used as the reference of the assessment. Indicators for achievement should be written by using operational verbs covering the knowledge, attitude, and skills.

i.e. : – knowledge : mentioning, interpreting, defining, completing, summarizing, explaining, developing, etc. – attitude : participating, adjusting, helping, proposing, serving, inspiring, etc.

– skill : expressing, practicing, fixing, arranging, demonstrating, etc.

3. Setting up the Purpose

Educational Ministry Regulation No. 41, about the Process Standard states that the Purpose of Instruction describes the process and the learning
outcome expected to be achieved by the students referring to the basic competency. (Tujuan pembelajaran menggambarkan proses dan ha­sil belajar yang diharapkan dicapai oleh peserta didik sesuai dengan kompetensi dasar).
The two aspects you have to include in setting up the purpose are :

a.The process
It reflects the expected students activities during the lesson. The activities should student centered. The more students involved through out the lesson would be the better. Consider the students’ motivation, interest, challenge, and creativity. i.e. – Listening : minimal pair, sound identificatifying, gap-filling, predicting, comprehending etc.

– Speaking : interactive communication activities, role playing, scenario, speech, debating, interviewing, dialogue, etc.
– Reading : scanning, skimming, reading intensively, predicting, classifying, etc.
– Writing : co-operative writing, drafting, analyzing, guided writing, programming, listing, revising, reviewing, giving comments, summarizing, etc.

b.The learning outcome
It refers to the achievement of the basic competencies covering the knowledge, attitude, and skills.

i.e. : – responding meaning to different kinds of text type.
– expressing meaning for different kinds of purposes
– pronouncing, reading aloud etc.

4. Selecting Learning Material
The learning materials prepared for the lesson plan should be based on the students’ literacy level; performative, functional, or informative. The latest is meant for high school. In performative level, students are taught how to use English to accompany actions, participate in classroom and school interactions, and recognize simple written English. While in the functional level students are supposed to learn to use English to get things done, for survival purposes (buying and selling, asking and giving permission, making and canceling appointments, read and write simple texts, read popular science, etc.)

You have to remember that our English curriculum is text based. Therefore we have to select the material according to the suggested text type. For junior high school are descriptive, procedure, recount, narrative, and report. While news item, discussion, explanation, exposition, and review are for senior high school.

There are various resources where we can get the learning materials. Any learning material will be applicable as long as they can meet the curriculum requirement of teaching the students for communicative purposes. They might be presented in all types of communication, transactional conversation, Interpersonal conversation, Informational texts (spoken and written) in the daily life context.

For example :
Transactional conversation : giving directions in various contexts (kitchen, street etc.) Interpersonal conversation : talking about how to do things casually for the sake of maintaining conversation

5. Structuring the stages of instruction
The lesson is carried out through three phases; Pre-activity, Whilst-activity, and Post-activity. a. Pre- activity This activity is done at the beginning of the lesson and meant for arousing the students’ motivation and to focus the students’ attention as well, so that they can participate actively during the lesson. b. Whilst activity

This is the main learning process and aimed at achieving the basic competency. This is suggested to follow the two-cycle approach (oral and written) and the four stages of lesson development; Building Knowledge of the Field (BKOF), Modeling of the Text (MOT), Joint Construction of the Text (JCOT), and Independent Construction of the Text (ICOT). This approach is in line with the flow of a lesson mentioned in the process standard; exploration, elaboration, and confirmation. Exploration = BKOF

Elaboration = MOT
Confirmation = JCOT, and ICOT

c. Post activity
This activity is done to end the lesson which can be in the form of summarizing, evaluation, reflection, feedback, and follow up activities.

5. Preparing the assessment

Assessment is a method of evaluating student performance and attainment, Microsoft® Encarta® 2009. This stage focuses on ensuring that your students have arrived at their intended destination and has been formulated as the indicators for competency achievement. For this, you will need to gather some evidence that they have done. You usually can do by gathering students’ work and assessing this work using some kind of grading rubric that is based on the indicators. You could also give test to the students on various domains as well. Here are what we have to assess :

– Communication that happens in texts
– Students’ ability to create and respond to texts
– In listening, speaking, reading, and writing
The texts that we may use :
Spoken :
– Informational texts
-Transactional and interpersonal dialogues
– Monologues in the target genres
Written :
– Informational texts
– Essays in the target genres
Test items should not measure the students’ knowledge on the rules of the language. Instead they should be focus on meanings. The meanings tested are :
– Ideational meaning (isi berita)
– Interpersonal meaning (tujuan text, tindak tutur)
-Textual meaning (termasuk punctuation)
– Logical meaning (hubungan logis antar gagasan)
6. An Example of a Lesson Plan
Engish Version :
SMP/MTs: ….
Subject : English language
Class/Semester : VII (Seven) / 1
Text types : Transactional / Interpersonal
Theme : Personal Life
Skill : Listening
Time allotment : 2 x 40 minutes

Competency Standard : 1. To understand the meaning of transactional and interpersonal dialogues to interact with the closest environment. Basic Competencies : 1.1. To response the meaning in the transactional ( to get things done) and interpersonal dialogue which is used in the simple oral communication accurately, fluently, understandable to interact with the closest environment that involves: greeting people/ friends, self introduction, others, ordering and forbidding somebody. To ask and to forbid. Greeting strangers / familiar people

Introducing selves and other people
Ordering / forbidding

Indicators for Achievement :
The students are able to:
a. response the expression of hello from the strangers
b. response the expression of self introduction.
c. response the expressions of other people’s introductions. d. response the comment expression.
e. response forbid expression.
f. response the expression of hello from the familiar people
Purpose :
Through modeling and interactive activities, students can conduct simple
communication in the transactional and interpersonal dialogues. Learning Materials:
Dialogues that uses the following expressions :
1. A : Good morning. How are you ?
B : Good morning. Fine thank you.
2. A : Hello, I’m Nina. Nice to meet you
B : Hello, I’m Renny. Nice to meet you, too
3. A : Don’t do that !
B : No, I won’t. Don’t worry
4. A : Stop it !
B : Ok
Vocabularies related to text-type and theme, e.g : name, live, address, etc. Verbs : live, meet, do, stop, have
To be : is, am, are
Personal Pronouns : I, you, we, they, he, she, it
Standard expression :
– Good morning
– Don’t worry
– Thanks
– Nice to meet you
– OK
– How are you ?
a. Teaching method/ Strategy : Three-phase technique
A. Pre- activities
Question and answer about things related to students’ life Students answer the questions of personnal identity

B. Whilst activities
1. To discuss new vocabulary of the texts
2. To listen some sentences of teachers models
3. To guess the meaning and function of sentences produced by teachers 4. To immitate some sentences of teachers’ pornounciation
5. To listen to the dialogue of introductions
6. To answer the question of the content of the dialogue.
7. To response to the expressions of greeting, introduction, command, and
prohibition. 8. To act out the teacher’s commands.

C. Post-activities
1. To ask the students’ difficulties in learning activities. 2. To summarize the learning materials.
3. To give students some tasks of using expressions in the real situation

Learning Resources
The relevant text book : … ( title, author, publisher, year, page ) Script of dialogues or dialogue recording
The relevant pictures

Evaluation
Technique: Responding to the expressions / questions orally and written . Forms : oral questions
Test Items :

Part I : Listen to the expressions and give your response orally Good morning. How are you?
……………………………………………………………….. Hi, I’m Reno and you are?
……………………………………………………………….. Are you Anisa?
……………………………………………………………….. Hello, it’s nice to meet you
……………………………………………………………….. Who is that girl?
……………………………………………………………….. Part II : Listen to the expressions and choose the best response, a, b, c or d.

1. A: Hello, how are you ?
B : …
a. Fine, thanks b. I’m Renny
c. Thank you d. Don’t worry 2. A: Is that your sister, Anna ?
B : …
a. Yes, it is b. No, she’s not here c. I don’t know d. Very well, thanks. 3. A: Budi, this is my friend, Susan.
B : Hi, Susan …
a. Fine, thanks. b. It’s Ok c. Nice to see you d. I’m alright 4. A: Open the door !
B : …
a. OK b. Fine b. Fine
c. Good d. Really 5. A: Don’t be late to school.
B : …
a. Yes, Sir b. No, Sir
c. Ok, Sir d. Fine, Sir Scoring guide:
1. For part I, each correct item is scored 3
2. For part II, each correct item is scored 2
3. Total Score Part I : 5 x 3 = 15
Part II : 5 x 2 = 10
TOTAL : 25
4. Maximal score = 10
5. Students’ score =

Rubrics for Part I:

No.
Uraian
Skor
I
Content and grammar are correct
The content is correct, grammar is wrong
Content and grammar are not correct
No answer
3
2
1
0
II
For every correct answer
For every wrong answer/ no answera
2
0
Approved by :
School Principal English Teacher

………………………. ………………………

RESOURCES FOR LESSON PLAN IDEAS ON THE INTERNET
PBS TeacherSource
A large collection of lesson plans, teacher guides, and online student activities correlated to 90 sets of state and national curriculum standards. http://www.pbs.org/teachersource/
Best of Education World® 2002
http://www.education-world.com/best_of/2002/
Education World® – Lesson Planning Center
http://www.education-world.com/a_lesson/
Education World® – National Standards
http://www.education-world.com/standards/national/index.s

C1: white an introduction which explains why it is important to plan to meet the care and learning needs of all children

In this research task I will be explaining the importance of meeting the care and learning needs of all children and referring to various legislation and a theoretical perspective which supports this research and legislation Planning to meet the care and learning needs of all children is crucial to their wellbeing, growth and development. Early years practitioners must always follow and understand the standard care needs of children which are set out by the Early Years Foundation Stage (EYFS). These guidelines help support and allow practitioners to know how to meet and plan for children’s learning and care needs to give them the best possible start in life. Care needs have been researched by theorists like John Bowlby and Maslow; they have both shown that to achieve and develop in life it is important to have confidence and positive self-esteem.

Maslow’s hierarchy of needs explains human behaviour and shows the important in terms of basic requirements. Other theorists like Brunner, Piaget and Vygotsky look at the way children learn. Appropriate provision is important for children as this covers all aspects from stage of development, age and special learning needs that might be in the setting. Ensuring that practitioners take into account any learning needs is very important. Practitioners provision will be allowing for any children with additional needs e.g. hearing impairment, physical needs, eye problems, speech impairment are given the required help and support which will suit that child’s individual needs to help them learn and develop. If a child wasn’t given support when needed they can become very behind and won’t be able to learn the way they have the right to learn.

Children can become very reclusive and lack confidence if they are singled out or excluded, so giving them the right support they need will benefit them and help them progress. In practice there was a girl who couldn’t walk unaided, she had a walker for mobility. The girl hasn’t as yet been diagnosed with anything but every in the nursery were accepting and supportive. If she need to sit down we would help her, if she wanted to go outside we would make sure she was able to do it herself. When we had a standing activity we made sure there was a chair close in case she needed to sit down, we had tables that were longer so she could stand up if she wanted to and have her walker behind her for support. We never excluded her from an activity and we changed activity plans to suit her needs.

View as multi-pages

Final global business plan

The ASEAN was founded in 1967 to promote the alliances of the countries in Southeast Asia. The current members of the ASEAN are the Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Indonesia, Singapore, Thailand, and Vietnam (ASEAN, 2010) Physical Environment

The physical environment of Southeast Asia is primarily a warm climate other than the high elevation areas (Andaya, 2009). The physical environment also differs from the ocean and jungle geographical areas. A primary concern within the physical environment is the availability of safe drinking water in many areas of Southeast Asia and the air quality. Political Stability

The political stability within Southwest Asia is very questionable in many areas of the region due to the terrorist activities; however with the support of the U.S. and other countries the threat is reduced just not eliminated. A scoring system was used to evaluate the region based on data that was provided by AMB Country Risk Reports. The rating system is; One – Very Low Risk, two – Low Risk, three – Moderate Risk, four – High Risk, and five -Very High Risk. The country leads the region with are risk score of one is Singapore followed by Indonesia two, Malaysia and Thailand three, Philippines and Viet Nam 4. The Philippines and Viet Nam have significant political risks that need to be taken into consideration (A.M. Best, 2010).

Economic Conditions
The economic risks within major countries of Southeast Asia are moderate at best. In the recent economic downward trend Southeast Asia is seeing the
effects the slowing economic trend with their major trading partners the United States and Europe. The demands for exports are decreasing and forecasts for 2009-2010 expect this trend to continue (A.M. Best, 2010). A scoring system was used to evaluate the region based on data that was provided by AMB Country Risk Reports the rating system is; One – Very Low Risk, two – Low Risk, three – Moderate Risk, four – High Risk, and five -Very High Risk.” The country leads the region with are risk score of one is Singapore, followed by Indonesia two, Malaysia and Thailand three, Philippines and Viet Nam four. The Philippines and Viet Nam have significant economic risks that need to be taken into consideration (A.M. Best, 2010). Financial Options and Risks

The financial system within the Southeast Asia region indicates a moderate to high risk on average other than the country of Singapore. As the global economy tightens credit requirements, this can have a significant impact on the financial stability in the region (Country Risk, 2010). A scoring system was used to evaluate the region based on data that was provided by AMB Country Risk Reports. The rating system is; One – Very Low Risk, two – Low Risk, three – Moderate Risk, four – High Risk, and five -Very High Risk. The country leads the region with are risk score of one is Singapore, followed by, Malaysia and Thailand three, Philippines and Indonesia four, and Viet Nam- five. The Philippines, Indonesia, and Viet Nam have significant financial risks that need to be taken into consideration (A.M. Best, 2010). Political stability

There is a constant threat of terrorism according to the U.S. Department of State diplomacy in action website: http://www.state.gov/r/pa/ei/bgn/2794.htm, but the political stability is stable because of the continued efforts of the U.S. and other international entities such as the International Monitoring team. Economic conditions

The economic conditions are stable; the Philippine government has been working over the past few years to reduce its deficits down to 0.2% of the GDP (Gross Domestic Product) and is continuously working to balance its budget. Finance options available

According to an article Philippines: Types of Business Organizations that Foreign Investors may Establish in the Philippines there are several financial options available that are: These include the establishment by a foreign corporation of a (i) local subsidiary through a domestic corporation, (ii) a branch office, (iii) a representative office, (iv) a regional or area headquarters, or (v) a regional operating headquarters. Entry into the Philippines can also be achieved through joint ventures with other domestic corporations (Manalastas, and Guinto, 2000).

Physical environment and its affect on trade
The locality of the Philippines creates some environmental issues that needs to be taken into consideration there are three main issues the first two are seasonal; the typhoon season from June through November, the monsoon rain season from July through December. The third issue that is unpredictable is the volcanic eruptions that can happen at any time (The Philippines, 2010). Social, health, and environmental conditions

The majority of the Philippine people do live in poverty and the mortality rate for babies is high; however the health care is improving the Philippines have been recognized for eliminating Polio (The Philippines, 2010). Although there is a pollution problem, the government of the Philippines is stepping in to help reduce pollution by enacting and enforcing laws that actually is helping clean up their environment. Cultural considerations

When doing business in the Philippines there is a couple of cultural consideration to keep in mind such as it is unacceptable behavior to correct a person in public, to cause a person to lose face by refusing or saying no to a person, and do not accept an invitation to a family meal when first asked, if the invitation is asked a second time then it is all right to accept (The Philippines, 2010). Organizational Description Apple Computer, Inc. is headquartered in Cupertino, California. The company is a worldwide producer, designs, markets, manufactures computers, digital music and video players.

Founded on April 1, 1976 by Steve Wozniak, Steve Jobs, and Ron Wayne, apple sells to all consumers small, mid-sized, and large businesses. The company sells its products through retail stores, online stores, and also third party wholesalers. The increase in awareness of value of the internet, and convenience it gives to its users will soon bring more to the table for the Philippines. Since the internet has been a big expansion for many markets many businesses have found use to this to expand their business overseas. Since 2000 to 2009 the internet usage has gone up from 2,000,000 (2.6%) to 24,000,000 (24.5%) in the Philippines. Apple’s line of digital music players has taken advantage by providing iPod users to download digital music files to their iPods.

Apple Inc., sales a line of iPod digital music and video players to both the Windows and Mac users that also provides online services that can, as described in this article Reuters Profile: Apple INC. (AAPL.O) which states; “distribute third-party music, audio books, music videos, television shows, movies, podcasts, and applications” (Reuters, 2010), through the iTunes Store. ITunes is a digital music application for downloading and playing digital audio and video files. Since Philippines have about 24,000,000 internet users as of June 2009 which is about 24.5% of the population in the Philippines there is potential growth for this market to grow. With new information about Netflix possibly signing an agreement with Apple Inc. sales can possibly increase since there will be more possibilities for iPod users to download through Netflix servers.

Risk Analysis Week 3
The purpose of this document is to analyze the risks that are involved in establishing a global business operation in a foreign country of the Philippines. The document will detail the risks of introducing Apple Incorporated and the iPod to the Philippines. The risks that will be covered include political risks, legal risks, exchange rate financial risks, and taxation risks. The document will also detail a variety of additional risks, specific marketing strategies and performance measurement that will impact the overall success of Apple Incorporated within the country of the Philippines. Political/Legal/Regulatory risks

The Philippines is a bureaucratic country. It has a complex network of regulations, permissions, procedures, and authorities with approval procedures. Many of these restrictions are designed to bar off newcomers entering the country’s existing industries. This will not be the case for Apple Inc. The political, legal, and regulatory risks of opening an Apple store in the Philippines vary. Apple’s plan is to acquire an existing retail store and moving under the Apple brand. Even though the political risk is high Apple Inc. is in no way threatening to the political climate in the Philippines.

The Philippines has been working in developing relationships with neighboring countries, “build close ties with neighboring countries in Southeast Asia through the Association of Southeast Asian Nations (ASEAN)” (A.M. Best Company, Inc, 2009).Legally, the risk associated with opening the store could be great, and the company must make sure it is in compliance with rules and regulations regarding the opening and operation of the store. The most immediate regulatory risk to business is because of mandated price agreements used by the government to combat inflation. Apple Inc. sees Philippines as a country poised for a great economic turn-around in the Internet and electronics market. Indicators such as World Stats forecast that the country is on a steady uphill swing. Exchange/ Repatriation of Funds Risks

Exchange rates and repatriation of funds needs to be considered with Apple opening a store in the Philippines. Philippines are very open to foreign investors as a way to grow the local economy. However on January 2007, in an ongoing effort to promote two key goals, “the Philippine government has issued the Seventh Regular Foreign Investment Negative List” (Baleva, 2007), protecting domestic industries and encouraging foreign investors to participate in certain areas of enterprise. Pricing will also be a factor if the company bases there pricing by US standards. Exchange rate on US dollars to Pesos needs to factor in. Competitive Risk Assessment

Apple’s key competitors are already doing business in the Philippines and creating a strong and profitable presence. Competitors such as Sony, Samsung, and Sansa have been doing business in the Philippines for many years. Apple’s target entrance into the market will give consumers more
options and encourage more competition within the market. Taxation/Double Taxation Risks

The agreement of double taxation outlines what taxes are covered, defines who the parties are and the context of the agreement and itemizes what is covered under the agreement. Underlining the rules under which a business’ profits are taxed and when double taxation comes into action. The double taxation agreement defines the establishment of permanent residence, which Apple Inc. would seek to have by opening a store in the country on a permanent basis. HM revenue & customs defines permanent establishment as, “a fixed place of business in which the business of the enterprise is wholly or partly carried on” (HM Revenue & Customs, n.d.). Based on the information contained in the agreement it is possible that Apple will be possibly doubled taxed. Market risks (four Ps price, place, promotion, and product)

One of the risks that every business needs to address when selling their product in a foreign country is pricing the product to high that only a small portion of customers can afford to buy the product. According to the article Manila’s living costs, wages among the lowest it states; “To illustrate, workers in Zurich are paid $22.60 per hour ($30.30 gross), while workers in Geneva are paid $20.40 per hour ($29.20 gross)—a far cry from what average workers in Manila are paid: $1.40 per hour ($1.60 gross)” (Victoria, 2009).

One of the ways to address this issue is to buy in large quantity, so that cost can be driven down. Currently the Philippines is experiencing a power crisis, which is a risk within itself in the article Philippines’ power at crisis point of the Asian Times it states; “Recent electricity outages in the Philippines has sparked concern that the country is on its way to its second power crisis in 20 years” (Rubrico, 2010). If there is no electricity, it will be hard to sell iPods to customers especially in the dark. Our company can purchase generators that can be used during the power outages.

The Ipods are very popular and expensive in the Philippines, which has created a market of iPod thieves. According to Davao Today article iPod Thieves on the Rise in RP that states; “iPods may now be joining wallets and mobile phones as attractive targets for thieves and pickpockets” (No author mentioned, 2010). Train both employees and customers how to avoid being a victim, this will show the customers we just don’t think of them as a sale but as a person. Marketing Research Approach

The marketing research approach for the Apple Store is a five step process that includes defining potential problems, developing a research plan, collecting relevant information by specifying data, developing findings, and taking marketing actions based on the analysis of data findings (Marketing Research, 2006). The research objectives will be to determine if there is a demand for the products offered by the Apple Store. The research plan will consist of surveying a minimum of 1,000 to 2,000 consumers in the target region of the Philippines.

Contact information will be gathered to later obtain positive or negative feedback on the products that are offered by the Apple Store. An online survey will also be conducted through the Apple Store via the internet. This will assist in later developing marketing strategies applicable to the products offer by the Apple Store that are in demand in the target region. Some types of questions that will be asked during the Apple Store survey are as follows: 1) What is your age? 2) What is your gender? 3) Would you purchase the products offered by the Apple Store? 4) What did you like about the product? 5) What did you dislike about the product? 6.) Was the product easy to use? 7.) What would you change about the product, if anything? 8.) Will you continue to use the product? 9.) Would you recommend the product to a friend? 10.) What would you consider a fair price for the product? Apple Store Marketing Mix

The marketing mix of product, price, place, and promotion is a crucial part of the introduction of the products being offered at the proposed Apple Store. A strong strategic marketing plan developed by the marketing team will assist the Apple Store in getting of to a positive start. The products offered by the Apple Store will include all items that a consumer can purchase through the on-line Apple Store web address http://store.apple.com/ph. The products include the wide variety of iPod products, iPhones, and Mac products.

The physical location of the Apple Store needs to be in a high traffic public area that will attract many customers. The pricing strategy of the products offered at the Apple Store in the Philippines will targeted to under cut the competition in the region during the first 6 months of operation while still maintaining reasonable profit margins on the Apple Store products. This strategy will help in initially establishing the presence of the Apple Store in the target region. Apple Store executives will consistently monitor the progress of the Apple Store in the Philippines during the first 6 months of operations and recommend solutions to any potential risks that come up during this time period.

After the first 6 months of operation in the region the product pricing strategy will be revisited. The location of the Apple Store will be critical to the overall financial success of the business. The attributes that are desirable for the physical location of the Apple Store include a highly visible location with heavy consumer traffic. An additional attribute is needs to be considered is the location of the store will be easily accessible for ease of the distribution channels to replenish inventory needs with minimal risk. In selecting a location with these attributes the Apple Store will have a higher probability of meeting or exceeding business goals and objectives.

The strategic marketing plan will identify specific dates that will provide the best dates for a promotional sale grand opening of the Apple Store in the Philippines. To start the promotional period the marketing team will start advertising the grand opening of the Apple store several weeks prior to the grand opening. Apple Store products will be advertised by using magazine ads, internet and television spots, and any other means of promotion detailed as a strong promotional tactic in the region. The marketing team will need to pay close attention to see how quickly the product inventory will move from the shelves during the first few weeks of operation if the Apple Store is approved for implementation in the Philippines. The marketing strategy also needs to verify that there is sufficient demand for the Apple Store products. Distribution and supply chain risks

There are a few items that make distribution and supply risky in the Philippines, as stated in the Spend Matters article Apple’s Risky iPod Supply Chain; What types of risk? Well, try an active volcano located less than 20 miles away, proximity within an earthquake zone (which makes San Francisco’s seismic activity look tame), and the very real threat of tropic storms and typhoons. And that’s not even considering that the area around the plants is “subject to regular flooding from storm water, blocking ingress of people and egress of goods … [the factories] even sends people home early when a serious storm is forecast, because of the risk that the roads will be impassable.” (Busch, J. 2006) No one can prevent Mother Nature from happening, but we can be prepared by staying updated on the weather reports and staying alert to nature’s surroundings. By staying prepared and knowing what to do in the event of a natural disaster, will prevent personal injuries to employees and customers as well as minimizing damages to our product. Distribution Channel Management

The marketing team will perform extensive research before the introduction of the Apple Store begins business operations in the Philippines. Determining a reliable distribution channel in a global business operation is an important formula for success. The main distribution channel will start in the United States and products will be distributed to the Philippines based on inventory needs transmitted through an electronic data base.

The distribution of the Apple Store products from shipping destination within the Philippines to the Apple store location is an addition characteristic that needs to be considered because of the threat of theft that exists within the target country. Once the store headquarters has been established then logistics such as shipping, receiving, and storage in smaller warehouses will be considered based on distribution risk factors have been evaluated. One prime objective of the Apple Store in the Philippines is to meet or exceed our customers’ needs. Physical and environmental challenges to entering and operating in a target market There are several physical and environmental challenges when operating a business in the Philippines, some of the physical challenges include political unrest, corruption, terrorism, and extortion these are just a few that needs to be address.

The environmental challenges include pollution (water and air), natural disasters (volcano eruptions and flooding), unemployment according to Index munbdi: Philippines unemployment rate that shows for 2010 to be an estimated 7.5% (No author mentioned, 2010). Staying informed is key to handling these types of risks, some things can be handled by local authorities and others will have to be dealt with the best way possible depending on the situation. Social and cultural risks

In the social and cultural circle, the risk of misunderstanding in many categories is very easily done such as those listed in the article Centre for intercultural learning: Cultural Information – Philippines that are: “Conversation, Communications Styles, Display of Emotions, Dress, Punctuality, Formality, and Decision Making” (No author mentioned, 2009). Not knowing how to address each of these items can lead to offending the Filipino people, which will cause problems in doing business in the community. Common sense and proper communications will just about handle each of these risk, also by participating in community events and helping the community during a time of crisis will promote unity between the company and the local people. Cyber or Technology

Stealing technology and cyber attacks are a big risks, the government of the Philippines still needs to catch up the laws concerning today’s technology. In the article, Experts Call for Stringent Laws against Cyber Crime in Philippines states that; “The security researchers states that these kinds of e-mail attacks occur more commonly across the Philippines since there aren’t any cyber crime laws in the country to catch and prosecute Internet criminals, particularly e-mail fraudsters” (No author mentioned, 2010). Common sense applies to these risks as well, making sure that our computer systems maintain the most recent updates on security programs and training the employees to never give out passwords and shut down the computer every night before going home are just some suggestions that will prevent problems down the road. Define and clarify mission and objectives

The Mission Statement of Apple Incorporated will remain the same as researches through multiple sources according to Investor Relation of Apple (located on the FAQ page) it states that; Apple ignited the personal computer revolution in the 1970s with the Apple II and reinvented the personal computer in the 1980s with the Macintosh. Today, Apple continues to lead the industry in innovation with its award-winning computers, OS X operating system and iLife and professional applications. Apple is also spearheading the digital media revolution with its iPod portable music and video players and iTunes online store, and has entered the mobile phone market this year with its revolutionary iPhone (Apple-History, 2010

6). Philippines Internet use has grown remarkably throughout the years. Internet World Stats estimated as of March 2009, there are 20.6 million Internet users coming to about 21.5% of the entire population in the Philippines. Apple Inc. has selected the Philippines to begin expansion providing stores and Internet downloading over the web for users to download digital audio, video, and podcast files.

The primary business objective is to establish a 15% profit margin in the first year of operation within the Philippines. In each subsequent year after the first a 5% increase to the profit margin has been established as a goal until the profit margin reaches a 30%. Additional objectives include obtaining a 10% market share of the products offered by Apple Incorporated and a 4% increase per year over the next 3 years. Customer satisfaction has also been established at a target percentage of 97%. SWOTT Analysis

SWOTT analysis is a useful tool to determine the strengths, weaknesses. Opportunities and threats that exist within a global business entity or region are being evaluated for risk factors. The team has developed a SWOTT analysis for the target region to identify these factors prior to engaging in any business operation within the Philippines. This will assist the team in identifying key characteristics in the structure and development of Apple Incorporated within the Philippines. Current Competitors Competitive Landscape

The competitive landscape for Apple Store are the following companies that have a strong hold on a large portion of the population that Apple Store will have to compete with in the global market place. These companies manufacture similar technology devices that Apple Store is competing for to increase global market share. Their products are known throughout the global technology market where competition is extremely competitive.

Competitors’ of the Apple Store include Dell Incorporated, Hewlett Packard, and Gateway. The engineering development of new improved technology will
assist the Apple Store in gaining competitive advantage over the competitors. Customer satisfaction is a primary objective at the Apple Store. A recent survey conducted in 2008 by the University of Michigan named the American Customer Satisfaction Index ACSI indicated that Apple had a ten point advantage over its closest competitor (Computerworld, 2010). The Apple Store that is being considered in the Philippines will have the same target goal in reference to customer satisfaction in the target region. Strategy Selection

The strategy selection of Apple Incorporated is to establish a base store that strategically reports back sales results and inventory needs to a home base location within the United States electronically. The strategy of the company will be to promote the iPod through lower price cost structures than existing competitors. The company will also launch a marketing campaign to promote this strategy through established marketing structures that exist within the Philippenes. This will assist Apple Incorporated in notifying consumers of company existence in the region while promoting our lower priced product.

The mode of entry to develop Apple Incorporated to enter the Phillipenes will be the direct investment mode. Apple Incorporated will be establishing a location within the country and then based on all business results will determine if additional locations within the country are needed to meet customer demand. Advantages of this mode of entry include high sales potential, low political risk, and the company could be viwed as an insider (Quick MBA, 2010). Because of some of the high risk elements that exist within the Philippenes Apple Incorporated will need to be cautious by limiting the amount capital that the company will spend in the direct investment mode.

Control and Evaluation
Specific measures will be monitored on a weekly basis to track the progress and continous improvement opportunities that exist to set up operations within the Phillipenes. The key characteristics that impact overall business results will be evaltated to establish a proactive approach
to issues that will have an impact these results. The key characteristics will include sales, inventory, taxes, and process limitations. This will assist Apple Incorporated in providing a quick responsive action to any underlying problems that need to be resolved. Sales goals and profit margins will also be evaluated to determine the overall success within the Phillipenes. Contigency Plan

Apple Incorporated will need a contigency plan to account for risk factors that have some probability of resulting in business profitability not reaching overall expectations. The contigency plan that Apple Incorporated has in place consists of closing the existing store if business objectives are not achieved with leaving options open for changing the mode of entry into the Phillipenes to exporting the product through established distribution channels. This contigency plan still allows the company to establish sales within the Phillipenes while reducing investment risk. Financial Overview

Apple has the possibility for a strong financial investment in the expansion into the Philippines. The risks associated with the investment into the Philippines do not outweigh the benefits that can realistically be achieved. After thoroughly researching the Pilipino market, the Ayala Group, one of the largest firms in the Philippines is supposedly involved in a project to put up an official Apple store in the Philippines (Technograph, 2009). This is beneficial because less money will have to be invested in research and development, as well as marketing and advertising since the organization is already known throughout the Philippines. The economy in the Philippines has not shown extreme changes or any sudden implications that the economy is getting stronger.

The Philippine GDP for the year 2009 has barely risen 1% but has, “weathered the 2008-09 global recessions better than its regional peers due to minimal exposure to securities issued by troubled global financial institutions” (index mundi, 2008). Operating Expenses

As projected for expenses for one apple store, the budget chart shows total operating expenses at $5, 482 and operating income at $11,740 and
other income and expenses at $326. There are many providers that impact operating expenses such as utilities, taxes, and advertisement. Apple has projected a total operating expense at $5,482 for one apple store. When assembling a budget chart, it is essential to take into account all factors to properly manage a business. It is important to trust that focused investments in Research and Development (R&D) are significant to a company’s future competitive and expansion position in a foreign market and are directed towards the development of new and improved products that are central to the company’s core business strategy.

As such, Apple expects to make further investments in R&D to expand and remain competitive in the Filipino market. Other factors of influence that can help expand Apple into the foreign market, is the company’s persistent expansion of its retail division in both international and domestic markets, top stock-based return expenses and higher spending on marketing and advertising (Apple Investor 2010). The chart below shows the estimated monthly general budget of the operation of one store in the Philippines, providing that the decision is made to proceed with the plans to set up and begin operations. This is a rough estimate, because of the many factors that may and will fluctuate either in a positive or negative way can cause a change on the expense side, however the further we proceed the more accurate our budget will become. Financial Overview General Budget

Foreign Exchange Risk
Studies have found that many Asian-Pacific businesses are exposed to one or more of the world’s major currencies: the Euro, the US dollar, the British pound, and the Japanese Yen. Some of the greatest dangers were produce by fluctuations in the US dollar. This impacted 58 percent in the Philippines, “currency fluctuations affected the profitability of companies whose financial assets and liabilities (most notably debt) were held in foreign currencies” (Vanderbilt, 2007). When choosing to invest in the Philippines, the foreign exchange risks associated with business ventures are significant because of an Asian financial crisis during (1996-1998), “more than half of the studied companies in Indonesia, Korea, Malaysia and the Philippines, and about a third of those in Japan and Singapore, were exposed to the dollar, and about a quarter of the firms in Singapore were exposed to the yen” (Vanderbilt, 2007). Risk Management

Transaction risk refers to the fact that the cash flow value of foreign currency contracts may change due to exchange rate fluctuations. Additionally, since the organization will be buying and selling goods in foreign currency to a certain extent, the foreign exchange risk increases. The potential negative aspects associated with doing business in the Philippines are significant since the business will be using Filipino Pesos, which has an inflation rate of 4.4 percent. As a result, there is a risk that the exchange rate as with any currency may change unfavorably before the currency is actually exchanged. However, these risks can be counteracted by utilizing forward hedging, which is a way to lock in an exchange rate on an agreed future date.

This will allow the organization to be completely aware of future cash inflows and outflows, as well as the value of the organization’s profits in US currency since the exchange rate will not change due to the purchase of forward hedging. Financing Given the current international economic instability, the choice of choosing from domestic or international financing is tough because there are significant risks associated with each. The European Investment Bank (EIB) has offered financing opportunities to the Philippines; currently the EIB has one billion euro allocations in 18 Asian countries including the Philippines. If the company chooses to move forward with the international venture, the company would choose to finance through the EIB. The EIB, “has provided over 600 million euros in funding for multiple projects in the country coursed through the government and private sector” (European Chamber of Commerce of the Philippines, 2009). Centralized versus Decentralized

The parent company and its iPod department within the parent company, both works as a centralized organization because having an effective control is essential to the everyday operations for both the domestic and global sectors. It would be essential for the parent company to make the final decisions regarding all aspects of the company’s operation, because every unit and sub-unit such as manufacturing plant located in Mexico and the shipping department located in the U.S. of the company has to report all information of their daily operations to the parent company allowing the parent company to know what the left and right hand is doing basically at the same time and can make an informative decision for whatever situation may arise.

Both the domestic and global units and sub-units operate as a decentralize company, because certain situations such as environmental changes, customer needs, or political unrest will cause problems and disrupt a part of the company operations or even all parts of the company operations these problems to be addressed immediately and cannot wait for the parent company on the other side of the world to make an informed decision, even if the problem had happened before at a different location because what may work domestically may not work globally and vice versa.

When making an informed decision whether at the unit, sub-unit, or the parent company level there is a need for a communication chain of command, starting with the employee who is out in the field working upwards to the parent company which may be the CEO (chief executive officer) who usually has the authority to make final decisions that will affect the company or the owner if there is no CEO available. The line of communications should always remain open, in the event of a minor glitch or a major emergency. Regardless of the value of the information, if the line is broken then a decision cannot be made in a timely manner or may not be made at all causing a problem to grow bigger or missing a profitable opportunity.

The communication chart below shows the chain of command from the field representative to the parent company, not all information will reach the top because some decisions can be made at lower levels, for example; the parent company should not be bothered with whether a field representative needs office supplies.

Exit Strategies
The future is unknown, even if there is a planned exit strategy years from now does not guarantee it will happen as planned. Depending on the situation that is either planned, forced or requires our business in the Philippines to implement its exit strategy would determine the best strategy to use. In the event of a political uprising or civil unrest that results in raising the level of possible war, then the shutting down procedure would be best since it involve very little (if any) paper work and is the fastest way for U.S. employees and their families to get out of the country. If there is no time at all complete abandonment might be forced, either course of action will involve a monetary loss. If time allows and there is no rush in exiting the Philippines, handing the business over to our joint venture partner would be the best, this exit does involve legal paper work and would minimize loss (if any), it would also leave the path open for possible future ventures back into the country based on a friendly and healthy transfer of the business. Recommendation

The Philippine iPod risk analysis team recommends proceeding with entering the Philippines market. After the exhausting task of finding the risks of entering the country, we had found that the benefits (profits) do exceed the risks (costs) even during the economic troubles that the U.S. is currently experiencing. Although we are not the first iPod and iPhone Company to enter the Philippines market, we still can become a major player and take a large percentage of the market. With the Apple Company creating a direct store that basically eliminates the middle man and develops a presence in the area that shows the potential customer that they will get the original iPhone without the worry of receiving a fake and less dependable copycat, which is a major problem in this region.

Having direct shipping, of iPhones and iPods from the parent company will help with the recovery costs and to make a profit quicker. The company will gain additional profits once the store becomes fully operational and service contracts are purchased by new customers. Finally with the current economic stability of the Philippines, this is a good time for Apple to enter into this market because like our domestic customers love to have the latest technology, the Filipinos consumers also love to have the latest technology too. Because no other local company can offer the security or the guarantee of authenticity of the iPhone products, this gives our company a very unique position in the Philippine market.

The company will be experiencing and dealing with many issues brought up by our customer base, because of the one on one contact with the customers this will help our operation on a global level allowing our technical department to learn from these new problems and coming up with new solutions this will make our product better and easier to sale globally. Conclusion

In analyzing the risks invoved with Apple Incorporated conducting business within the Philippines the company will be in a better position to achieve the financial success. The process of risk assessment provides a clearer picture of the obstacles that need to be overcome within the Philipines. Strategic marketing plans can assist the company in establishing positive sales results in the target country. Electronic communication to proactively respond to business needs and issues will lead to satisfied customers. The initial mode of entry and an alternate mode of entry detailed in the contingency plan also indicate the company’s preparation. Establishing key business characteristcs to monitor on a regular basis will identify continous improvement opportunities for the company in conjuction with items identified in the SWOTT analysis. The combination of these critical factors will guide Apple Incorporated to make a more informative decision based on all the factual information collected.

References
Andaya, Barbara, 2009. Introduction to Southeast Asia. Retrieved April 4, 2010 from http://www.asiasociety.org/countries-history/traditions/introduction-southeast-asia A.M. Best Company. Ratings and Analysis Center: Country Risk, Retrieved April 4, 2010 from http://www3.ambest.com/ratings/cr/crisk.aspx

ASEAN, 2009. ASEAN Member States. Retrieved April 4, 2010 from http://www.aseansec.org/18619.htm
Manalastas, J. M. and Guinto, B. L. 2000, Philippines: Types of Business Organizations that Foreign Investors may Establish in the Philippines.
Retrieved April 3, 2010, from website: http://www.mondaq.com/article.asp?articleid=9340&login=true&nogo=1 No Author Mentioned, 2009, TDS: Philippines Asia, Economy. Retrieved April 3, 2010, from website: http://www.traveldocs.com/ph/economy.htm

No Author Mentioned, 2010, The Philippines. Retrieved April 3, 2010, from website: http://www.everyculture.com/No-Sa/The-Philippines.html Internet World Stats. (2010). Asia Marketing Research, Internet Usage, Population Statistics and Information. Retrieved from http://www.internetworldstats.com/asia.htm#ph Thomas Reuters. (2010). Apple Inc. (AAPL.O). Retrieved from http://www.reuters.com/finance/stocks/companyProfile?rpc=66&symbol=AAPL.O Internet World Stats. (2009). Internet Usage Stats and Marketing Report. Retrieved from http://www.internetworldstats.com/asia/ph.htm

Kian, C.C. (2004). Internet market in the Philippines shows full potential for growth. IDC. Retrieved from http://www.idc.com.my/philippines/press/IDC%20Philippines%20-%20Internet.asp A.M. Best Company, Inc. (2009). AMB Country Risk Report. Retrieved from http://www3.ambest.com/ratings/cr/reports/Philippines.pdf Baleva, M. (2007). Philippines Issues Foreign Investment List for 2007-2009. ALBLegalNews. Retrieved from http://au.legalbusinessonline.com/law-firms/philippines-issues-foreign-investment-list-for-2007-2009/1076/23599 Busch, J. (2006), Apple’s Risky iPod Supply Chain. Retrieved April 10, 2010, from http://www.spendmatters.com/index.cfm/2006/11/3/Apples-Risky-iPod-Supply-Chain Hicks, R. (2009).

Philippines launches study on internet use. futureGOV. Retrieved from http://www.futuregov.net/articles/2009/jul/27/philippines-launches-study-internet-use/ HM Revenue & Customs. (n.d.). DT15354 – DT: Philippines: double taxation agreement, Article 5: Permanent Establishment. Retrieved from http://www.hmrc.gov.uk/manuals/dtmanual/DT15354.htm Rubrico, J.G.U. (2010), Philippines’ power at crisis point. Retrieved April 10, 2010, from http://atimes.com/atimes/Southeast_Asia/LD10Ae01.html Toby C. Monsod, (2009).

The Philippine Bureaucracy: Incentive structures and implications for performance (4th ed.). Quezon City, Diliman: Human Development Network. Victoria, E. (2009), Manila’s living costs, wages among the lowest. Retrieved April 8, 2010, from http://www.asianjournal.com/dateline-philippines/headlines/2767-manilas-living- costs- wages-among-the-lowest-.html No author mentioned (2009), Centre for intercultural learning: Cultural Information – Philippine. Retrieved April 11, 2010, from

http://www.intercultures.ca/cil-cai/ci-ic-eng.asp?iso=ph No author mentioned (2010), Experts Call for Stringent Laws against Cyber Crime in Philippines. Retrieved April 11, 2010, from http://www.spamfighter.com/News-13688- Experts-Call-for-Stringent-Laws-Against-Cyber-Crime-in-Philippines.htm No author mentioned (2010), Index Munbdi: Philippines unemployment rate. Retrieved April 10, 2010, from http://www.indexmundi.com/philippines/unemployment_rate.html No author mentioned, Foreign Market Entry Modes, Retrieved April 12, 2010 from

http://www.quickmba.com/strategy/global/marketentry/
No author mentioned (2010) What is Apple’s Mission Statement. Retrieved April 12, 2010 from
http://www.apple-history.com/?page=faq#1500

Index mundi. (2008). Philippines Economy Profile 2010. Retrieved from http://www.indexmundi.com/philippines/economy_profile.html Technograph. (2009). Official Apple Store to Supposedly Open in the Philippines. Retrieved from http://technogra.ph/2009/05/05/official-apple-store-to-supposedly-open-in-the-philippines/ Apple Investor Relations Annual Reports. (2010). Investor Relations. Retrieved from http://phx.corporate-ir.net/phoenix.zhtml?c=107357&p=irol-reports Bangko Sentral ng Pilipinas. (2005). Philippines-Central Bank of Philippines. Retrieved from http://www.bsp.gov.ph/ Vanderbilt. (2007). Foreign Exchange Risk of Firms in Asia-Pacific. Retrieved from http://mba.vanderbilt.edu/vanderbilt/About/faculty-research/featured-research

Professional Development Plan

When forming teams in a professional work environment it is important to understand the personalities of your teammates to determine strengths and weaknesses. When a leader is able to define the strengths and weaknesses of the team members it is easier to delegate tasks, encourage brain storming sessions and be successful as a team. Team C is composed of five members all with great leadership skills and a desire to learn and complete excellent work together. The first week of class we completed a DISC assessment that identified our individual personality traits. According to “Disc Profile” (n.d.), “The initial DISC model comes from Dr. William Marston, a professor at Columbia University in the 1920s, who was curious about the behavior of normal people. He did not create an instrument from his theory, but others did” (Disc Overview).

As a potential leader of this team, I was able to examine my own leadership styles and apply that to our assignment which is to create a professional development plan to identify the characteristics of the members to lead them to success. My DISC assessment concluded that I was a Cautious personality type. I see this in my personality. I often think or overthink what I do and tasks that I complete at work and in the school environment. I rarely rush into an assignment or partially complete an assignment. I often am very detail-oriented in projects and assignments. My leadership mentality is mainly to lead by example. I rarely will task another person without knowing exactly what is involved in completing the job. This is probably due to a desire to have control over a situation and know exactly what is involved and how long it will take to complete. Plus I am a person that prefers to build trust by having examples of competent behavior to reference. Three members of my team have the “Steadiness” personality.

Betty, Shawn, and Harlan are more steady and security-oriented, meaning they prefer to know precisely what they are doing as far as job related and school related tasks are concerned. When leading them in the team I would make sure they understand the assignments of projects we work on as a team and I may be able to help them understand the projects better by fully explaining what we would hope the result would be. This might help team members to have more confidence in the projects. Brian has an interactive personality and it shows as he is able to learn about an assignment and take charge in explaining and delegating tasks for it. Brain is very confident in his assessments of situations and tasks. He has a very good way of being so excited about an assignment that it influences others in a positive manner.

If I were to lead this team, I would have to have an understanding of the strengths of Brian’s ability to motivate the team and my ability to help the others understand the project so we may be successful in completion. Betty, Harlan, and Shawn are the key players in this as they will strive to do an incredible job in maintaining a strong will to succeed and complete the tasks. As a general rule, the steady personality listens well, creates very strong relationship bonds and work very well with others (“Uniquely You”, n.d.). They are able to be objective about situations that other people might not handle well. They can handle stress well and are reliable and really care about others feelings and will often take action that will help others feel good.

References
Disc Profile. (n.d.). Retrieved from https://www.discprofile.com/what-is-disc/overview/ Uniquely You. (n.d.). Retrieved from https://www.uniquelyyou.com/disc.php

Manage Operational Plan

Assessment activity 1

In your own words, describe the purpose of the operational plan and its relationship to the strategic plan. The purpose of the operational plan is to focus on shorter term objectives usually within 1 up to 3 years. For plans of 2 to 3 years, a more detailed breakdown of shorter timeframes should be included within the body of the document. An operational plan provides detailed information on planning, resource, implementation and funding for projects normally developed from the strategic plan. An operational plan should contain indicators to measure progress and performance. When written an operational plan will be defined by the following questions

– Where are we now?

– Where do we want to be?
– How do we get there?
– How do we measure our performance?

Operational plans also comprise responsibility, allocation and contingency for variation. Contingency planning is the development of alternative plans to be placed in effect if certain unexpected events occur. There are four main advantages to contingency planning: 1) it helps the organisation get into a better position to cope with unexpected developments; 2) indecision, uncertainty, and delays are reduced when something unusual happens; 3) the organisations responses are likely to be better thought out and more rational; and 4) managers are forced to think in terms of possible outcomes, rather than just the most likely outcome. Operational plans are normally derived from strategic plans; a strategic plan provides formal long term direction for an organisation’s mission, objectives and strategies. These plans define

What do we do?

Who do we do it for?
How do we get there? / How do we succeed?

Assessment activity 2
Consultation can be undertaken both formally and informally. Outline some of the tools that can be used for formal consultation and discuss there various merits. Formal tools for consultation include:

Information sessions

Information sessions provide an instant feedback loop; these information sessions could be called planning sessions or development meetings and provide information to the recipient in several forms ensure all learning mechanisms are catered for. Information sessions also ensure that stakeholders feel involved in decision making processes adding value to the process. This can also be beneficial as it does not provide time for negative thinkers to formulate argument.

Invitations for submissions from stakeholders

When asking for submissions for stakeholders you are providing a tool for continued commitment and keeping the channel for communications open. Stakeholders will need to provide continued input into the process to ensure holistic development of the plan is achieved. Stakeholder consultation is about initiating and sustaining constructive relationships over time.1 Meetings, workshops, focus groups, one on one interview

Meetings workshops and “one to one” consultation tools aid in providing appropriate and agenda orientated discussion and provide input to existing or identified issues, potential solutions and aid in refining the information provided. These meetings and interviews can be minuted and presented back to the groups as an accurate account and a form of continual improvement ensuring that the items raised are being addressed and not being revisited unnecessarily. A focus group involves inviting a group of participants to share their thoughts, feelings and attitudes. This can be a useful tool for gaining “buy in”2 to the planning process. This information can then be fed back to the process.

Feedback mechanisms

By measuring feedback and reporting appropriately it will be possible to capture and report opinion on ideas presented and formulate into input to the planning process.

Communication mechanisms such as email, intranet, newsletters and memos surveys These tools are a good way of providing information quickly over large groups in a uniform way. Although hard to measure result, by capturing groups that may otherwise not provide input to the process it is bringing transparency and opportunity to build a robust planning process.

Assessment activity 3

In your own words, explain why key performance indicators (KPIs) are an important part of the operational planning process. KPIs can be broken down by acronym; by focusing on the importance of each component of a Key Performance Indicator it will become apparent of the role the KPI plays in the operational plan.

Key when it is of fundamental importance in gaining competitive advantage and is a make or break component in the success or failure of the plan. An example only by measuring the shelf space gained by a drinks manufacturer they can measure the growth achieved this can be measured on a short term basis indicating success or failure over the plan period. Another example for a gaol, it may be to reduce the amount of lockdowns or assaults over the plan periods this can then provide information in relation to the implementation of absence policies for staff and intervention programs for inmates to achieve predetermined benchmarks.

Relating to Performance when it can be clearly measured, quantified and easily influenced by the organisation or governing body.

Indicator if it provides leading information on future performance. It is impossible to establish a KPI without a clear understanding of what is possible – so it must be possible to set upper and lower limits of the KPI in reference to the market and how the competition is performing (or in the absence of competition, a comparable measurement from a number of similar organisations). Some industries do not have immediately recognisable measures but by study of the environment it is possible to be able identify key areas to be measured and provide input into future development and growth (KPI).

Measuring key areas of the operational plan ensure that continual improvement and best practice are maintained and that the plan is achieving expected outcomes.

Assessment activity 4

Explain the role of an impact assessment in contingency planning and outline the steps within it.

Also known as an impact and risk analysis an impact assessment is the developmental tool to assist in defining the structure and content of the contingency plan. By performing an impact assessment it aids in providing accurate diagnosis relating to the definition of risk as outlined by the operation plan, what may occur.

The impact of the risk on the operational plan and its projected outcomes, what is the rating of the risk, how will it manifest itself and how damaging will it be to the plan if it eventuates. Coupled with a series of alternatives, recognitions and formulated responses to the risks the information is fed back into the process and forms the contingency plan.

This information can be collated in the form of a matrix; the information can then be measured for weight, possibility of outcome, severity of impact and presented with formulated recommendations for risk minimisation or alternatives. IMPACT MATRIX

Header
Description
Change Impact
Summary of impact
Description
Short description of impact
Stakeholder
Include stakeholder groups and/or role (if required)
Category
Category identifies the type of impact
People (is there a direct impact on people)
Structure & roles (is there an impact on how things are)
Culture (is there an overall impact on people/groups as a whole) Process (will there be a change to processes)
Skills (will skills need to be developed)
Technology (will there be system/technology changes)
Level of impact
High: Large impact and/or large amount of change
Medium: Moderate number impact and/or moderate amount of change Low: No or low impact and/or small amount of change

Resistance issues

Include any stakeholder resistance issues that may impact awareness, acceptance and /or adoption of the change. Risk of inaction
Risk of not implementing some form of change management initiative.

Change Actions

change actions formulated and used based on all the information for each impact:

Ref No.
Change Impact

Description

Stakeholder

Category

Level of Impact (H/M/L)

Resistance Issues

Change Actions

Risks and issues
Mitigation
Severity

Recommendations:

Assessment activity 5

Proposals for resource requirements may outline alternatives to the project under consideration. Why?

Outlining alternatives to the project being proposed for consideration can assist in providing justification for presenting the chosen proposal as the desired action to be taken. When providing a list of alternatives, areas such as costing, resource availability, risk, legal implication and obligations and time constraint should be examined. This will bolster the selected proposal and provide transparency to the selection process demonstrating that all options have been taken into consideration and tested for appropriateness.

Assessment activity 6

Explain what the acronym SMART stands for, and why it is so important for objectives and targets to be designed with this in mind.

SMART is a results driven acronym designed to provide focus to the task and the objective required as a result.

S.Should be specific, clear to anyone that has basic knowledge of the project.

M.Must be measurable, know that that objective is obtainable and how far away completion is. Be aware of when the task has been completed.

A.Agreed upon. Agreement must be reached with all stakeholders about what the objectives should be. The objective should also be achievable.

RThe objective should be realistic and relevant and within the abilities of the organisation skills base.

TTime based. Is there enough time to compete the task? Are the timeframes realistic i.e. not too long as to effect performance, timelines and completion?

An objective that follows SMART is more likely to succeed because it is clear (specific) so you know exactly what needs to be achieved. You can tell when it has been achieved (measurable) because you have a way to measure completion. A SMART objective is likely to happen because it is an event that is achievable. Before setting a SMART objective relevant factors such as resources and time must be taken into account to ensure that it is realistic. Finally the timeline element provides a deadline which helps people focus on the tasks required to achieve the objective. The timeline element stops people postponing task completion and effecting performance.

Section 2

Assessment activity 7

In your own words, outline some of the key stages in the recruitment process and briefly explain what should be achieved at each step.

Preparation

It is vital that the planning and preparation stage of the recruitment process is done effectively for the appointment of a new member of staff to be successful. Human Resources (HR) or a management panel / interview panel will need to think about what their current or future needs are and the best way to meet them. If the vacancy is a new role HR or the appropriately delegated persons will need to think about the job purpose, responsibilities and experience that they are looking for culminating onto the development of a statement of duties (SOD). If the role is replacing an existing one they will need to consider if any changes need to be made to ensure that the job is fully effective and review all policy documentation appropriately to reflect the identified needs.

Advertising

Candidates first become aware of a vacancy via advertising or by use of a facilitating recruitment agency. A recruitment advertisement must be written in a clear and concise way so as potential applicants are encouraged to find out more about the organisation and advertised position. Where and when you advertise must be taken into consideration as poorly timed or focusing on the wrong target group with inappropriate media selection will provide poor results in response and will not capture the target market.

Planning

When planning to recruit it is important to establish a realistic timeframe for each stage prior to beginning the process of recruitment. Having tight deadlines and only leaving a small amount of time for short listing and collation of data can be counterproductive. Careful thought about the whole recruitment process in order to get the best possible outcome is critical. Identification of the method of short listing, scoring and the convening of a selection panel are also important considerations to take into account in the planning stage of recruitment.

Selection process

A professional recruitment process is crucial, for the validity of the recruitment decision and for the image of the organisation. All applicants should feel that they have been treated fairly throughout the process and be left with the impression that the organisation is a fair, coconscious and ethical employer – somewhere where it would be good to work and develop a career.

Appointment

Following the interview the panel should make a decision based on all the evidence available as it is applied evenly throughout the recruitment and selection process with reference to the required job description.

Assessment activity 8

Outline some of the advantages of using a purchase order.

Some advantages of a business purchasing utilising a purchase order management system include; the purchaser having a defined traceable record of transaction that states all relevant information to the sale including things such as purchase and delivery dates, cost of purchase, terms and conditions of payments, authorising persons and collation of information between purchase order and invoice / statement to ensure correct payments without ambiguity of details. Purchase order copies can be used to ensure suppliers dispatch the items that you have ordered upon receipt of goods.

A good purchase order management system should have a back order system in place. This enables the purchaser to track and follow up items that have not been received at time of purchase but may be arriving later due to an inability to supply. Used In a larger organisation a purchase order can also provide information for accountancy such as distribution of cost centres and allocation to job numbers for future invoicing.

Assessment activity 9

Describe a mechanism for ensuring that operational activities are proceeding according to plan. The balanced score card is a measurement framework which integrates multiple perspectives. The balanced scorecard integrates four sets of measurements, complementing traditional financial measures with those driving future performance. An organisation using this framework is encouraged to develop measures (metrics) that facilitate collection and analysis of information from the following perspectives: The Financial Perspective covers the financial objectives of an organisation and allows managers to track financial success.

The Customer Perspective covers the customer objectives such as customer satisfaction, market share goals as well as product and service attributes. The Internal Process Perspective covers internal operational goals and outlines the key processes necessary to deliver the customer objectives. The Learning and Growth Perspective covers the intangible drivers of future success such as human resource, organisational capital and information capturing including skills, training, organisational culture, leadership, systems and databases

Implementation of a balanced scorecard presents an opportunity for an organisation to look at its existing programs, services, and processes. Are the right services being provided to the Customers? (Are we doing the right things?) Are the processes implemented now the most efficient and cost effective.

Performance measurements provide a mechanism for the organisation to manage its financial and non-financial performance. Accountability is increased and enhanced, ensuring that projects support the organisational strategy, and that better services and greater satisfaction are provided to the Customer. Performance that is measured and reported will improve. (Are we doing things right?).

Specific metrics are developed which can then be analysed to provide answers to these questions. Once appropriate metrics have been identified, data collection and tracking processes are put in place, the organisation can begin to adjust its practices and evaluate its performance over time. A continuous feedback loop is formed, in which the organisation can use measurement information to re-align initiatives as required.

Scorecards are effective in aligning an organisation’s business areas and activities with its overall strategy, identifying critical financial and non-financial measures, identifying cause-and effect relationships among measures that may aid in problem diagnosis and encourage accountability across the organisation. When it was first introduced the Balanced Scorecard was presented in a four-box model. The danger with the initial four-box model was that companies can easily create a number of objectives and measures for each perspective without ever linking them. Many organisations produced management dashboards to provide a more comprehensive at a glance view of key performance indicators in these four perspectives.

A Strategy Map places the four perspectives in relation to each other to show that the objectives support each other. Strategy maps outline what an organisation wants to accomplish (financial and customer objectives) and how it plans to accomplish it (internal process and learning and growth objectives). This cause-and-effect logic is one of the most important elements of best-practice Balanced Scorecards. It allows companies to create a truly integrated set of strategic objectives on a single page.

Assessment activity 10

Name three types of financial report that can be used to track progress and monitor performance. Three types of financial Reports that can be used to measure progress and performance are the balance sheet, income statement, and cash flow statement. The balance sheet details a company’s current financial position based on assets, liabilities, and equity. The balance sheet helps answer questions about a company’s liquidity, solvency, and relative position to that of industry competitors. The income statement details a company’s profitability. Net income is found in the income statement and it is determined as revenues less all costs. The income statement sheds light on the company’s ability to spend money (expenses) in order to generate revenues. The cash flow statement details a company’s operating, investing, and financing activities. Because earnings can be manipulated by clever accountants and management, cash flows more accurately reflect the financial performance of a company.

Assessment activity 11

What is a gap analysis?

Definition: [Gap analysis is a] technique for determining the steps to be taken in moving from a current state to a desired future state. It begins with (1) listing of characteristic factors (such as attributes, competencies, performance levels) of the present situation (“what is”), (2) cross-lists factors required to achieve the future objectives (“what should be”), and then (3) highlights the ‘gaps’ that exist and need to be ‘filled.’

Also called need-gap analysis, needs analysis, and needs assessment.3

A gap analysis is the method of improving a company or organisations performance by analysing the reasons for the gap between current results and long-term objectives. Gap analysis begins by asking yourself two basic questions: Where are you now? Where do you want to be? In answering these questions, you need to be as detailed as possible so it will be easier to come up with realistic plans of action. Study your current situation and determine how you are presently performing. A gap analysis conducted on it own will be fruitless unless coupled without proactive solutions incorporated to meet the needs identified in the analysis to ensure effective outcomes and desired results are achieved.

Assessment activity 12
Describe the different types of mentoring.

Informal mentoring:

This form of mentoring option enables employees to enter into an informal style of mentor/protégé relationship. An informal mentoring partnership has less structure than a formal mentoring process and can occur at any time in a person’s career. The relationship can be initiated by the mentor or protégé. Some examples that informal mentoring relationship can be initiated are: A senior level employee that identifies either promise or potential issues in a younger employee‘s path can take them under his or her wing and providing them with advice and guidance to assist them with their current job or career goals; An employee seeking out a senior level employee they admire and together they work to develop a relationship; or A supervisor or a senior level employee recommends a specific employee to the protégé to receive mentoring.

Formal mentoring:

Formal mentoring has a structure. It involves an agreement to mentor and be mentored, a clear framework for mentoring and perhaps a program of support. In a formal mentoring relationship, there is discussion of expectations, goals and the process to be used. The frequency and duration of contact is agreed and ground-rules are established. Individuals may establish their own mentoring arrangements or participate in a mentoring program.

Peer mentoring:

This form of mentoring is when two people undertake a mentoring partnership and take turns in mentoring each other as peers. Each one facilitates the mentoring process by asking questions, listening and reflecting. As in most types of mentoring, there is a place for offering another perspective, expressing an opinion or providing information. However, the decision-making responsibility always remains with the person who will implement and experience the consequences of their own actions. Because the partners recognise each other as peers, it can be easier to offer and receive input as information rather than advice

Group mentoring:

One mentor can be teamed with several mentees who meet at the same time. As the mentor poses questions, listens and reflects he or she engages all members of the group into the conversation. Each person has their own experience and insight to share and can draw their own learning from the discussion. This can be invaluable to the other attendees as it can provide perspectives that may not be normally considered in a smaller mentoring scenario.

Assessment activity 13

Discuss the role of performance monitoring in negotiating variations to operational plans.

Effective performance monitoring enables continual risk management in the operational plan process. 360 degree monitoring of the plan and the identification of areas that require adjustment or reassessment can ensure that goals are achieved and KPI’s are met. This will ensure that risk levels can be reduced to minimal impact and contingencies can be implemented if required. With early identification, issues can be resolved by negotiating with authorised persons or groups to enable variation strategies to be approved and implemented.

Assessment activity 14

Outline some of the things that organisational policies on documenting performance should cover.

When dealing with documenting performance the organisational policies should have the policy structure in an easily accessible format for example the organisations intranet. These policies should cover;

relevant legislation or business guidelines covering expected performance and behaviours within the workplace, relevant performance management guide lines,
processes for discipline
grievance and appeal structures and guides,
storage and access of employee files,
audit and assessment guidelines for
Work health and safety
Compliance to operating models and routines
Achievement of output budgets
A – Z of relevant forms

Organizations that fail to plan are planning to fail

Currently, the numerous organizations pour huge sums of capitals into competitive market in order to get a larger market share and seek more financial profits. Some of them are success, while others are eliminated with a huge financial loss by the fierce competition. However, the main reason why those companies failed is nothing but not having an all-round strategic planning. This essay will discuss that a company with an all-round planning in terms of external and internal environment of the business will help businesses achieve company’s objectives and survive from the intensive competition of the capital market. Planning for internal environment mainly based on company’s weakness and strength can increase the working efficiency and coordination for the purpose of reducing in the operation cost associated with production mistakes, while planning for the external in terms of company’s threats and opportunities can help the business effectively analyze local market and expand company in order to gain more financial benefits.

It is undeniable that a formal planning for a company makes contributions to achieving organization’s objective under the assumption of unchanged and predictable environment (Robbins et al. 2012 p.87). However, it is commonly believed that the capital market is changeable and unpredictable (Kumar 2011, p.18). As a result, a well-constructed plan might not be able to fit in every circumstance of business. Some negative discussions on a formal planning have been issued recently (Robbins 2012, p.87). Firstly, a formal planning may create some rigidity to the working environment that makes management lack flexibility and selectivity, which leads managers to be simply tied on a specific course of action (Robbins 2012, p.87). Secondly, a formal planning may restrict staff’s creativity and intuition. As a company needs someone’s creativity and innovation to be improved, the result of formal planning may reduce the vision to an inflexible company routine, which will be a receipt of disaster (Robbins 2012, p.87).

Thirdly, planning may limit managers’ strategic vision. There is a tendency that a planning especially for the strategic performance of business only focuses on how to maximize organization financial benefits in the capital market. As a result, the managers may simply focus on the field the company currently has, rather than re-creation or reinvention in aims of company expansion in the future (Robbins 2012, p.87). Fourthly, a formal planning can enhance success that maybe a receipt of failure. According to Robins (2012, p.87), managers may follow some precedential business cases that succeed before. Thereby, it is hard and unwilling for them to discard the successful experience of precedents when make a plan for the company. However, this plan may keep managers from doing things in a new way that would be even more successful because successful experience cannot work in every company environment, especially in current uncertain and changeable capital market (Robbins 2012, p.87). However, for the business long-term success, the importance of strategic planning in terms of internal for a business is incredibly meaningful (Topfer 2011, para.1).

Firstly, an internally focused planning can provide an internal analysis of organization that considers internal weakness of company (Ingram 2014, para.3). Through an internal management planning, managers of a company can immediately identify the lack of company’s abilities and resources and then analyze the weaknesses may exist in the future development at the first beginning of a company’s operation, such as the staff skill limitation, the limitation of its product design or the shortage of technical and financial support (Flott 1997, pp.42-3). Thus, remedial measures, such as employing higher educated employees or improvement of manufactory equipment, can be timely acted. Consequently, financial loss or resources shortage can be effectively avoided during the operation (Flott 1997, p.43).

Secondly, an internally focused planning plays an effective role in helping managers identify company strengths as well (Robbins et al. 2012, p.90). Analyzing company strengths by finding out any unique resource or any performance the business does better than other companies, managers are able to discover some competitive advantages (Ingram 2012, para.5). For instance, the world largest mobile company, Apple, they know that they have abundant financial strengths, thus they fully take financial advantages by making considerable investment over $160 million annually in the area of innovation and design of products (Clark 2014, para.1). As a result, Apple attracts millions of loyal customers around the world and makes them willing to purchase the products constantly because of the highest quality and best performance of products (Clark 2014, para.2). Thirdly, internal planning helps managers do some internal adjustment for increasing working efficiency.

For instance, by thoroughly analyzing staff working capabilities in terms of education level, work experience and overall competence, managers can optimize the utilization of human resources. Effectively deploying different human resources into different working departments, where is suitable for each employee, can maximize their strengths in order to achieve higher work efficiency and coordination (Loton 2007, p.373). As a result, the errors of production and wastage that caused by staff’s working against during the operation can be substantially avoided and declined. In other words that the operation cost can be reduced and keep company moving effectively towards its objective (Robbins et al. 2012, p.86). Fourthly, it is also helpful for managers to determine whether the operation of organization is on the right track and check how far they have drifted away from the original objective by an internal planning (Topfer 2011, para.4). Internal planning is a reference point that can allow managers to return to any point of operation once the mistakes happened (Topfer 2011, para.3). The functions of a strategic planning which externally focused are critical for company’s success as well.

An external planning can provide an analysis that examines the threats and opportunities of company that independently exists in the external environment (Olsen 2010, para.10). According to Olsen (2010, para.10), the threats are obstacles that prevent organization from achieving its objectives and have negative effects on future development in terms of external; while the opportunities refer to a positive condition in the external environment that will produce constructive contributions on organization’s success. Through analyzing company’s threats when makes an externally focused plan, managers are able to clearly identify, for instance, what the supply and cost of labor is in the location where operates and whether the labor cost will significantly affect the profit of products (Robbins et al. 2012, p.87). A remarkable example of this is Apple Company. Apple has currently occupied the market of mobile phone over 60%, so a large amount of labor force is required during the production (Worstall 2013, para.2).

In order to have a lower labor cost, the production planning center of Apple decided that settled the factories into Asian countries because Asia have a relatively lower labor cost and plenty of labor supply (Worstall 2013, para.1). A latest statistical data has been carried out that Apple has to pay more $4.2 billion to the production staff if Apple manufactures iPhone in the US rather than in Asia (Worstall 2013, para.1). So, it is obvious that a company analyzing its external condition when makes an external plan is crucial to its objectives in terms of financial benefits. Furthermore, having an external plan is helpful for managers to find out the company’s opportunities, such as a market gap that no organization is currently serving, a new field that can be stepped in for the purpose of exploring market to seek more financial return and developmental opportunities (Ingram 2012, paras 6-7). After analyze external environment of company, managers can timely know what products can affect market share and what changes are in consumers favor that may increase the sale of products (Ingram 2012, para.6).

As a result, effective adjustments in terms of improvement and innovation of products and can be carried out in order to remain company’s long-term competiveness in the market and meet the customers’ demand immediately (Ingram 2012, para.6). Hence, the sales of product can be increased and more financial profits can be brought out. In conclusion, although having a formal planning may bring some negative effects on company’s success, a well-constructed strategic plan in terms of internally focused and externally focused makes contribution to its financial profit and surviving from the market competition. To an internal plan, combining company’s industry status with its strength, it can help company enhance its market position and do some positive adjustment in order to get a higher working efficiency and coordination, while identifying company’s weakness, such as scarcity of resources, some remedial measures can be acted in advance in order to avoid financial loss in the further development.

To an external plan, analyzing company’s opportunities can help business explore new market in order to reach developmental potential. At the same time, an external plan can provide an external analysis that assist managers with identifying company’s threats, such as labor cost and supply. According to Apple’s example, choosing a most beneficial manufactory location not only can have a sufficient labor supply but also save plenty of labor cost. Overall, adhering a strategic plan both internally and externally for a company is constructive and meaningful in its long-term success.

Reference List

Flott, LW 1997, ‘Quality Control: Corporate Planning’, Elsevier Science, July, pp.42-5. Ingram, D 2014, ‘Internal & External Strategic Plan
Development’, Chron, viewed 21 April 2014, . Kumar, B 2011, Capital Market, Anurag Jain, New Delhi, India. Loton, C 2007, ‘Using good business planning to ensure good governance’, Keep Good Companies, July, pp.372-5. Olsen, E 2010, ‘Internal & External Analysis’, OnStrategy, 5 April, viewed 1 May 2014, . Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2012, Management: The Essentials, 1st edn, Pearson, Australia.

Topfer, S 2011, ‘The Importance of Business Planning’, NASDAQ, 25 February, viewed 20 April 2014, . Worstall, T 2013, ‘If Apple Brought iPhone Manufacturing To The US It Would Cost Them $4.2 billion’, Forbes, 25 September, viewed 2 May 2014, .

Company strategic plan

According to company strategic plans, the company aims to achieve a net profit before tax of $1,000,000. The chief risks to this goal are:

●poor sales due to economic downturn

●increases in expenses such as wage expenses.

In addition to Australian operations, the company is considering manufacturing overseas to take advantage of reduced costs. The company is also considering diversifying its product range to reduce exposure to poor sales of one product.

Role

You are the manager of Sales Centre A, based in Adelaide. The centre has achieved great success over the last year and consistently outsells other sales centres. In fact, due to the large number of accounts managed by your sales team and larger staff, your centre is expected to sell as much volume as the other two sales centres put together. Naturally, you expect cost allocations to reflect the both the needs and importance to the business of Cost Centre A.

Task A

The Sales General Manager, Sam Gellar has asked you to review the master budget and cost centre budgets prepared by the Senior Accountant. She would like you to meet with her to discuss the whether the budget projections are achievable, accurate, understandable and fair. She would like you to look at the budget for your cost centre closely, note any changes you think are necessary, develop an argument for the changes and negotiate those changes with her. Information you are aware of includes:

●Sales in the first quarter (Q1), second quarter (Q2), and the fourth quarter (Q4) are generally 30% less than Q2.

●Sales in Q2 depend on completion of 90% of repair and maintenance.

●Commission negotiated with members of the sales team is now at 2.5%.

Employment Law and Compliance Plan

Atwood and Allen Consulting Bradley Stonefield Limousine Service Recruitment and Selection Strategies Recommendations Atwood and Allen Consulting Bradley Stonefield Limousine Service Recruitment and Selection Strategies Recommendations The Bradley Stonefield Limousine Service Company has been established to providetransportation to public. The first step is recruitment and selection of prospective new employees that will organize and man the business.

The Human Resource Department must explore resources to find right candidates. Recruitment and selection team must addressing the job responsibilities and scope of work of each new position. The staffing process is normally divided into recruitment phase and the selection phase. Recruitment is the searching and attracting of job seekers and the selection is the part job seekers are chosen to get the offer to fill the vacant position.

The Bradley Stonefield Limousine Service Company first step is planning human resource. Develop policies, system, procedure and goal setting and method of performance appraisal. Bradley Stonefield Limousine Service Company interviews should have standard company operating procedures and recruitment policies that take care of the recruitment process. These policy, systems, procedures were prepared and approved by Bradley Stonefield. It will be reviewed yearly to ensure compliance to new laws and new business environment or requirement. The Human Resource will periodically review and assess the current and futurehuman resource requirements.The Bradley Stonefield Limousine Service Company formal recruitment process begins when Bradley Stonefield decide or announce the start of the operation of his business.

Bradley Stonefield makes that decision because he will have to finance the whole endeavor or business. HR staff initiates the request and documentation. The recruitment request will be evaluated by Bradley Stonefield. He will take several factors in consideration in making his evaluation together with his HR staff. Among the factors he will have to consider are postings, the requirements, the financial constraint, and so forth. Once he approved the recruitment process it will be a go to implement. The job description and person specification is to be prepared by HR staff in consultationwith Bradley Stonefield. These will contain the details of duties and responsibilities to be performed by the selected individual.

The Bradley Stonefield Limousine Service Company will advertise the job opening in major media of mass circulation and community service bulletins. The Bradley Stonefield Limousine Service Company will shortlist candidates for interview. If the applicant meets all the essential criteria defined in the job description the next process is the interview phase. The Bradley Stonefield Limousine Service Company will conduct a two part interview sessions two sessions for drivers. First is the personality, background, skillset interview, which is the preliminary interview. This also includes the authentication of driver’s license and drug test. Before the preliminary interview start, the candidates are required to fill application form. It will contain information such as the applicant’s personal biodata, job experiences, and reason for leaving previous employment.

Successful candidates in the first interview will be required to come back for the second interview. Bradley Stonefield and HR staff will make decision who to hire. All candidates will be asked the same questions and will be presented the same situational scenario or event. All questions will be job related to determine the suitability of the applicant to the position being filled out, whether that is a limousine driver or customer service receptionist The Bradley Stonefield Limousine Service Company policies will serve as a guideline and administer the company employment process. The hiring procedure ensures that the most qualified candidates is selected. Bradley Stonefield uses a rigorous recruitment and selection process, which complies to the equal opportunity policy.

The Bradley Stonefield Limousine Service Company recruitment strategies in vital in finding top talent. The recruitment strategies that are implemented by Bradley Stonefield Limousine Service Company are as follows: 1.) Recruiting through Internet. One of the advantages of using the internet is that it is easily accessible by anyone. 2.) Referrals. Recommended by friends, colleagues, acquaintances. 3.) Advertisements. Advertise job vacancies in the of newspapers great circulation. Again, it is extremely important that the selection process be evaluated regularly to verifyand confirm that the right applicants or employees have been selected or chosen. If Bradley Stonefield Limousine Service Company if the company has significant turnover in a given position, the process of recruitment and selection must be changed.

People are a major component of any business, and the management of people (or human resource management, HRM) is a major part of every manager’s job. It is also the specialized responsibility of the HR department. HRM involves five major areas: staffing, retention, development, adjustment, and managing change. Together they compose the HRM system, for they describe a network of interrelated components. The HRM function is responsible for maximizing productivity, quality of work life, and profits through better management of people. Hiring manager, like Bradley Stonefield, must focus on recruiting activities aimed at attracting the right candidates for the job. Based on the needs and forecasts for future needs, Bradley Stonefield will need to direct his efforts toward the best option for recruiting the right candidates. For instance, focusing on traditional newspaper advertisements is appropriate for driver positions with the Bradley Stonefield Limousine Service Company.

Selecting the right candidate requires identifying the specific skills, knowledge and qualities you seek and desire in a worker. This can pertain to the necessary skills and knowledge for the position itself, such as a specific degree or certification, and the desired personal qualities, such as a preference to hire employees with good moral and ethical standards. Other important parts of the selection process include conducting any necessary aptitude tests and conducting a thorough background check to ensure the employee meets the basic qualifications of both the position and the company.

Organizational Change Plan

Electronic Health Record or EHR, is an electronic record of patient health information that includes demographics, progress notes, medications, vital signs, past medical history, and any other pertinent data that relates to a patient’s health record (“Himss”, 2012-2013). Electronic Health Records make clinical workflow more effective and efficient as well as provides monetary incentives from Medicare and Medicaid for those organizations that implement the use of these electronic records.

CPOE, also known as Computerized Physician Order Entry, is a system utilized by physicians to enter in patient orders electronically. It is a safer and more effective way for doctors to enter orders for their patients and by using it, an organization will receive monetary benefits from Medicare and Medicaid. Change is important to any organization in order for that business to keep up with its competitors and to increase as well as improve the products and services that it provides to its customers.

Technology plays a big role in the changes of an organization because technology is becoming more and more of a means of communication; whether it be in the form of communicating with cell phones to a physician communicating what orders he wants for a patient by using CPOE. The organization that I work for is in need of implementing Computerized Physician Order Entry in order to attest to and meet the requirements for Stage 2 for Meaningful Use. The Centers for Medicare & Medicaid Services has an EHR Incentive program that provides organizations monetary incentives for meeting certain requirements through the use of electronic health records.

Their Meaningful Use requirements are split up into stages and in order to meet Stage 2, organizations have to implement certain requirements with the first being to use Computerized Physician Order Entry (Woodcock, 2010). Organizational and individual barriers such as lack of involvement from employees, lack of communication, fear and stress can cause issues when it comes to implementing a change such as CPOE. According to Barriers To Change (2007), “Involving employees as soon as possible in the change process and letting them create as much of the change as possible, is key to a successful change effort.

“ The organization that I work for has tried to involve the physicians in the building process of CPOE from the beginning. We have asked their input on what order sets would be good for them to have to make ordering easier and have let them practice in the Meditech Test environment by entering orders on fake patients; we have gotten really good feedback from the doctors that chose to come and it has helped with the change process. Inadequate communication is often the reason behind barriers to change and people being receptive to the change.

Many people in the hospital did not know what CPOE was; communicating with them from the beginning about the system and what it actually is may have helped with the introduction of the system to the organization. Our hospital goes LIVE with CPOE September 24, 2013 and although administration was asked many months prior to this to inform the hospital of what was coming, most employees knew nothing about it until they came to the training classes that were held to show them how orders would be entered when we went up with CPOE.

When it comes to change, certain details need to be shared with employees because they need to know why this change is occurring, what this change means for the organization itself, and what the change means for them and how it will affect their job(s). People often fear change, especially if they are not a part of it or aware of it. If employees understand why the change is occurring then they are more likely to accept it. CPOE can be a big change for an organization and can cause fear. Explain to employees what CPOE is, how it will improve patient safety in terms of legibility, and how it will create a better workflow for physicians and staff.

According to Borkowski (2005), stress can certainly be increased due to change; it can create a physical as well as a psychological response in the work force. CPOE can put a lot of stress on physicians and supporting staff because their whole workflow has to change; learning a new routine of working needs encouragement and support from everyone. Factors that may influence the change could include content issues, process issues, contextual issues, and individual differences. Content issues are specific to each organization and refer to the change that is being implemented, in this case CPOE. These content issues can occur in an attempt to meet demands such as government regulations or changes in technological demands (“Factors Influencing Organizational Change Efforts,” n.d., p. 762).

In the case of the organization that I work for they are implementing CPOE in order to meet the demands of Meaningful Use Stage 2 government requirements. Process issues are the actions that are taken during the implementation of the change and involve open, honest communication with employees about the change (“Factors Influencing Organizational Change Efforts,” n.d., p. 762). The organization should be honest with its employees about what CPOE is and why it is needed or why it will be a good change for the organization. They should also be efficient and express confidence that the change will be successful; knowing that administration is behind the change is an important part of being confident and showing employees that the organization is ready for this change (“Factors Influencing Organizational Change Efforts,” n.d., p. 763).

Contextual issues deals with external factors that usually can’t be changed and internal factors that can be. External factors would include government regulations, as stated before, meeting Meaningful Use Stage 2 requirements. Internal factors would be attitudes or feelings about the change, lack of resources, or lack of knowledge about technology. If attitudes are negative coming from administration then employees are going to have a negative attitude towards the change as well. Administration or those implementing the change need to have a positive attitude and positive outlook on CPOE and express to employees that CPOE is going to improve workflow as well as patient safety when it comes to order entry.

According to Factors Influencing Organizational Change Efforts (n.d.) organizations have a variety of individuals who have different attitudes and personalities that could influence the reaction and commitment to change. Individual differences can have a big impact on the implementation and the acceptance of CPOE; attitudes need to be positive and encouraging and communication needs to be open in order to have successful implementation of computerized physician order entry.

Factors influencing organizational readiness mainly come from individuals themselves who are not ready or who do not want to accept the change. Individual readiness for change is when someone is open and willing to change; if the person is not open or willing then this affects their readiness for change. It seems as though the physicians are the ones who are the least ready for the change from paper charting to CPOE. Physicians are used to writing orders on paper, giving verbal orders or giving telephone orders and with CPOE this all changes.

CPOE requires physicians to do their own ordering so verbal and telephone orders are supposed to be used as little as possible. Their readiness to change from ordering on paper to electronic ordering is not very high because they like the flexibility of being able to tell nurses to place orders for them and with CPOE this process is supposed to stop. Kurt Lewin’s change model of unfreezing, change and refreezing relates to the proposed change from placing orders on paper to electronic order entry. Unfreezing is an important step in the change process because it deals with communicating to employees about the change. Inform staff what CPOE is, why the hospital is making the change to CPOE and what CPOE means for the employees. Change deals with making the actual change from physicians ordering on paper to placing their own orders electronically.

The refreezing stage is when the change has been implemented and accepted; the change has been accepted and the effects of the change are being monitored (Borkowski, 2005). Resources for the implementation of CPOE involved internal as well as external persons. Training will include superusers who will be available to assist staff on the units when the change is made. The Clinical Informatics team will be available extra hours to provide coverage on the CPOE Go Live day. Our facility uses Meditech so there will be Meditech consultants that come to assist us with the Go Live preparation of CPOE. Our physicians and nurses will have the coverage and help that they need with the implementation of Computerized Physician Order Entry.

Resources
Borkowski, N. (2005). Organizational Behavior in Health Care. Retrieved from The University of Phoenix eBook Collection database. Factors Influencing Organizational Change Efforts. (n.d.). Journal of Organizational Change Management, 20(6), 761-773. Retrieved from http://www.emeraldinsight.com.ezproxy.apollolibrary.com/journals.htm?articleid=1630997&show=abstract HiMSS. (2012-2013). Retrieved from http://www.himss.org/library/ehr/?navItemNumber=13261 Woodcock, E. (2010, September). . , 31(9), 91-92.

Retrieved from http://search.proquest.com.ezproxy.apollolibrary.com/docview/757065487

Industrial Security Plan

Roles and Responsibilities of Industrial Safety and Security Officers

Safety and security in the industrial setting are elements that are required for the safety of the plant, its staff, and the public in the surrounding area. As a constantly evolving process, the use of safety and security officers is also paramount in the enforcement of policies and procedures to decrease or eliminate injury or loss. Safety and security personnel are “responsible for enforcing organization rules and regulations concerning security and safety,” (Fisher & Green, 2004).

Each organization has its own rules, regulations, policies, and code of conduct to protect the staff from hazards such as fire, accidents, product tampering, and possible terrorist attacks. Local, state and federal regulations are also included in these policies to increase and maintain the safety of the staff and public. Another role of safety and security personnel involves “developing measures and action plans for the preventing and responding to cases related to fires, industrial accidents, natural disasters, theft, vandalism and medical emergencies,” (Fisher & Green, 2004).

The safety and security staff are responsible for consulting a company’s best policies and procedures to create and enact standards to prevent the above mentioned threats. Safety and security personnel are also expected to, “gather intelligence information that would assist in anticipating the occurrence of any threat to organizational safety and security,” (International Foundation for Protection Officers, 2003). This would allow the security and safety staff to adequately respond to industrial accidents such as fire or breach of security and ensure the proper emergency services are notified.

Maintaining OSHA and EPA Regulations

A compliance assistant who works for OSHA states, “the most cited violations
are fall protection, hazard communication, respiratory protection, control of hazardous energy, powered industrial trucks, ladders, electrical wiring, industrial machines and improperly guarded floors and wall openings,” (Spencer ,2013). Before OSHA was created in 1970, work related accidents accounted for more than 14,000 deaths of employees and staff. Nearly two and a half million workers were disabled and new cases of occupational diseases totaled three hundred thousand.

With the creation of OSHA pressure on most organizations increased to provide a safer workplace for employees except some self employed individuals, farmers, and government employees. Management is obligated to provide the needed resources and funding for OSHA and EPA program implementation. This allows the personnel chosen by management the authority to maintain and enforce all needed safety regulations in the workplace. Normally a safety officer, this individual finds, prevents, or controls hazards as well as training and educating employees in OSHA and EPA regulations and policies.

The easiest way to enforce regulations and policies in any organization is to enact and enforce them in the beginning of operations. Safety officers must then maintain an open line of communication with OSHA and EPA inspectors to maintain standards and note changes in regulations and provisions.

Allowing an open door policy with employees is also beneficial as violations can be noted and employees can be trained and informed of changes. According to Spencer (2013), “That for every one dollar spent on safety and health, businesses get at least four dollars back – and sometimes as much as a ten dollar return on investment.”

While the task of enforcing OSHA and EPA regulations and provisions may seem impossible, properly maintaining reports and record keeping can make passing inspections easier and less daunting. In order to meet or exceed the minimum requirements of OSHA and the EPA, following the set order of compliance allows the ability to keep employees safe.

“By January 1, 1991, and by the beginning of each succeeding fiscal year, EPA and OSHA will develop an annual work plan to identify and define the priorities to be addressed during the year. This work plan will include an identification of specific types of facilities to be jointly addressed during the year,” (EPA/OSHA, 1991).

Emergency Response

When dealing with incidents that threaten the plant or employees such as fire, chemical release, or natural disasters unique challenges are created. These normally require the assistance of local, state, and federal government agencies that demand a centralized command structure. Founded in 2003 as a response to errors in the “Katrina” disaster, the National Incident Management System (NIMS) is a system that provides the ability for local, state, and federal agencies the ability to work together regardless of the size or complexity of a disaster, (Kirkwood,2011).

Using the Incident Command System (ICS), the working characteristics, interactive managing and mechanisms, and construction of occurrence management and disaster response associations engaged throughout the life cycle of an incident are defined. Initially, the first step of the response is to evaluate the total scope of the incident by continually determining the type of hazard as well as estimates of possible damage to the environment, critical systems, life, and property. After these questions are answered the next step, an action plan, is created.

The second step requires local, state, and federal agencies to create an action plan that is based on the response plans of the independent agencies and each agency takes responsibility for a different part of the action plan. The plan is then deployed after it is developed with each agency providing their assets to the task at hand and is guided by the unified chain of command through the ICS and the Incident Commander.

The Incident Commanders main responsibility is to ensure the incident is handled safely, efficiently, and effectively to minimize injury, death, and so a favorable outcome can be achieved. In the occurrence of a disaster, the incident commander has activated five functional areas of the incident command system: 1. Command

2. Operations
3. Planning
4. Logistics
5. Finance/Administration
Each of these functional areas performs specific duties working together as required by the National Incident Management System and report to the incident commander. Operations take the responsibility of managing the tactical operations of the incident and they direct their activities towards reducing the hazard, saving lives and property, establishing control of the situation, and restoring normal conditions. Agencies such as “fire, police, public health, public works, and emergency services all working together,” (Homeland security, 2004), comprise this section.

Planning is responsible for the collecting, evaluating, and disseminating tactical information pertaining to the incident. This section maintains control of the personnel, facilities, supplies and equipment used during the incident and keeps track of all resources available as well as knowing where all groups are assigned. All arriving personnel check in with this department so that they may be properly assigned and accounted for. Logistics receives all requests for resources needed for the incident and orders the needed equipment such as supplies, food services, communications, transportation, and medical services as required.

The facilities unit “sets up and maintains all facilities needed during the incident such as places to sleep, food and water service, showers and sanitation. Portable toilets, lighting units and shower facilities are included in the facilities units’ responsibilities during the incident,” (Homeland security, 2004). The communications units duties are to make the “most effective use of the communications equipment and facilities assigned to the incident, installs and tests all communications equipment,” (Homeland security, 2004). Communications is responsible for issuing and recovering any communication equipment assigned to the personnel working the incident as well as maintaining and repairing the equipment as needed.

The need for communications during any incident is of paramount importance when dealing with any hazard or incident response. Food services are responsible for controlling the feeding of all incident response personnel and arrange services to do so. The medical units’ responsibility is to control any medical care that must be performed when incident personnel are injured or harmed in their duties. The finance/administration department is responsible for controlling costs and also for the administration of the different departments during an incident response.

Disaster Response and Continuity Plan

In the event of an incident or disaster and the possible impact to employees and the public’s health and safety, external agencies may be required to assist in lessening the effect of injuries or death. Using the National Incident Management System and the Incident Command System to successfully integrate external organizations into the plan or process is paramount depending on the incidents severity. Event integration of the incident command system begins at notification and, once outside agencies are notified, getting the authority that has jurisdiction to a specific location is the first requirement.

This requires providing clear specific information about the event and then developing the incident command structure with clearly defined roles and responsibilities for each responding agency whether local, state, or federal. Depending on the incident and the possible impact to employees and the public, the organization needs to integrate the National Incident Management System into their disaster response plans in a systematic and proactive approach.

NIMS provides organizations with assistance agreements and mutual aid agreement templates when incidents occur as well to assist in recovery. Following NIMS guidelines before an incident occurs also assists in preparing and organizing for vulnerabilities the organization may face. The main aspect of any business continuity plan is to effectively allow the organization to survive and mitigate any losses and should be the number one priority. The second should be the collection and security of all business related data and materials.

This can be achieved through preparing hard copies of the data, having data stored on offsite devices, and storing data on devices protected from outside environments. Materials and orders also need to be tracked effectively so that in the event of an incident, the organization does not suffer further loss. It is also advisable to have secondary locations to use in the event of an incident or natural disaster. This would allow the organization to maintain operations or to regain operations quicker with lower loss of income.

References
Fisher R. & Green G (2004). Introduction to Security. Butterworth- Heinemann Publisher Homeland security. (2004, March 1). National incident management system [PDF ]. Retrieved from
http://www.au.af.mil/au/awc/awcgate/dhs/nims.pdf International Foundation for Protection Officers (2003). Protection Officer Training Manual. USA, Butterworth Publishers

Kirkwood S. (2011). NIMs and ICS: From Compliance to Competence. Retrieved from http://www.emsworld.com/print/EMS-World/NIMS-and-ICS–From-Compliance-to- Competence/1$7052
Spencer, J.R. (2013). OSHA inspection prep: Have a plan ready when inspectors come knocking. New York, NY: Headline News.
MEMORANDUM OF UNDERSTANDING BETWEEN THE U.S. DEPARTMENT OF
LABOR OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION
AND THE U.S. ENVIRONMENTAL PROTECTION AGENCY OFFICE OF
ENFORCEMENT (02/13/1991, EPA/OSHA) Section III Article A Paragraph 2 https://www.osha.gov/pls/oshaweb/owadisp.show_document?p_id=238&p_table=mou

Marketing Plan Phase III

Marketing Plan Phase III
MKT 421

Marketing Plan Phase III
In-N-Out Burgers basic values and philosophy is simple: make the highest quality product, prepare the product in a clean environment, and serve the product in a warm and friendly manner. Introducing a new product to In-N-Out Burgers traditional menu will challenge the products success with both existing customers as well as new customers. The introduction of the salad with a desirable zest to In-N-Out Burgers menu will bring a healthier choice to improve the menu and escalate customer satisfaction. The new product will be entering the market during the very competitive and less profitable maturity stage of the product life cycle. The target market for the new product will be families that want a choice in the fast food restaurant industry. The new salads with their flavorful attributes will give In-N-Out Burgers a competitive advantage because of their positioning and differentiation strategies at the right price. Product Attributes

Maintaining the tradition of quality, In-N-Out will only use quality salad dressings on their salads. In-N-Out’s competition uses Newman’s popular brand name salad dressing that has an established fan base, and another competitor uses Ken’s salad dressing that are ranked the most popular salad dressing brands. They tend to be higher in calorie count so In-N-Out will be challenging the competition to provide a healthier salad option by using Annie’s Organic Salad dressings. Cost will be low because only three dressings will be needed to launch the salads; Caesar, ranch, and vinaigrette. This will allow for the growth of the salad line in the future. Mixed greens in the salads will allow for aesthetics’ as well as added nutrition, especially with an array of dark green leafy lettuce such as romaine. Cherry tomatoes will be added for color and fresh shredded carrots for variety. A colorful description of the salads has been added to demonstrate the quality of each. Side Salad. In N Out’s side salad is a fresh garden salad with a blend of premium lettuces.

The generous salad serving is accented with blended cheeses, shredded carrots, and cherry tomatoes fresh from local farmers. This salad comes with three choices of dressings; organic ranch or vinaigrette and In-N-Out’s signature special sauce. Caesar Salad. In addition to the variety of greens and cherry tomatoes the Caesar salad is topped with parmesan cheese. The salad is then tossed in a light, flavorful Caesar dressing. Avocado Chicken Salad. In- N- Out’s Avocado salad appeals to the Californian in us all. This salad is a hearty salad meant to satisfy. The mixed greens are combined with cherry tomatoes, blended cheese, red onion, ripe avocado, and grilled chicken. This salad will also come with the choice of ranch, vinaigrette, or special sauce. Product Life Cycle

In-N-Out will be entering the salad foray behind the eight-ball in terms of the fast food salad product life cycle. Other fast food restaurants have had salads as an option on their menus for years prior to In-N-Out; they may already have a hold on much of the salad eating market. In-N-Out is entering the salad fast food market during its maturity stage. This means that In-N-Out may not be able to enjoy the large profit margins that early salad pioneers experienced, however, In-N-Out is confident that those smaller margins will be helped by regular increases in salad sales volume in addition to increased sales of the core menu items. In order to maximize salad sales volume, In-N-Out must recognize the maturity of the salad market and promote accordingly. Doing this will require In-N-Out to differentiate its salad offering from the competition and reposition its standing in the minds of consumers who do not feel that In-N-Out has an adequate assortment of food options.

Customers who seek out salad offerings no doubt are interested in health benefits, freshness, availability, and price. In-N-Out is already known for their freshness and taste; their competition, on the other hand, many times, is not. In-N-Out must emphasize through their marketing mix that the same crisp freshness that customers expect from ingredients on their burgers is the same crisp freshness they can expect in their salads. The simple, low calorie nature of In-N-Out salads should be made clear because competitor salads often are not very in calories or sodium content. The simple and fresh nature of In-N-Out products will be an advantage of health conscious consumers. In-N-Out has an opportunity to win with quality but also due to the nature of competitor pricing, In-N-Out has an opportunity to match or beat their competitors in that arena as well.

In-N-Out would do well to indicate the price advantage of their fresh options compared to the competitions heavier and pricier salad menus. Finally, In-N-Out must make it a priority to reposition its lack of choice perception in the fast food market. They must make it clear to customers that they now have an option beyond burgers and fries at In-N-Out. Couples and groups of people can eat at our restaurants even if one or more of the individuals is vegetarian or seeking a healthier options. Positioning and Differentiation Strategies

Product differentiation strategy is part of the marketing strategy of a company that will establish a strong identity within a specific target market for that product. The goal is to have the intended consumer perceive the product desirable and different. With the introduction of salads to the In-N-Out Burgers menu, the company will need to establish a product differentiation strategy as other competitors also have salads on their menu. The difference that In-N-Out Burgers brings with their salads is the quality of the food. No pre-packaged, frozen or over processed vegetables will be used. Product positioning strategy is also part of the marketing strategy of a company, but the goal is focused on the consumer instead of the product and where that product fits in relationship to their competitors. ‘Positioning refers to how customers think about proposed or present brands in a market.

Without a realistic view of how customers think about offerings in the market, it is hard for the marketing manager to differentiate.’ (Perreault, Cannon, McCarthy, 2011) In-N-Out Burgers has already positioned itself in the market regarding their burgers and has established a loyal base on customers. In-N-Out Burgers has ‘a famously devoted customer base that inspires envy throughout the industry—and brand recognition well beyond its geographic reach.’(Pearman, 2009) The product positioning strategy currently used for their burgers should be extended to their new salad products. Pricing Strategy

The price strategy that In-n-Out will be using for their new salads is to target those price-conscious customers looking for healthy options along with the current menu options being offered. As a company In-N-Out is aware that there is a need in consumers who want to keep a healthy lifestyle while still being able to have selections with reasonable pricing. In addition to appealing to those consumers wanting a healthier choice when ordering, In-N-Out is conscious that the competition will have similar selections with similar pricing as well.

In this instance because the company doesn’t use intermediaries to promote or sell products, they will add to the marketing strategies by increasing the advertising on radio and TV commercials with the new salad options that have been added to the traditional menu that has been around since the company began. The advertising efforts will also add to the value that In-N-Out has had from day one, and that is freshness of their products. In-N-Out is confident that by using previous marketing strategies to offer the menu to consumers and offering the salads to the traditional menu with similar pricing will not only continue to keep existing customers but will also bring in new customers. Conclusion

The new salad with its flavorful attributes will give In-N-Out Burgers a competitive advantage because of their positioning and differentiation strategies at the right price. The attributes of the three new salads being introduced to the menu are healthier, colorful, great tasting choices. The product is entering the market in the maturity stage of the product life cycle but In-N-Out Burgers can maintain this stage with its commitment to quality, and freshness, which gives it a competitive advantage. The success of the product will come from the firms positioning and differentiation strategies of quality while focusing on customer interests. In-N-Out Burgers price strategy will be competitive in the industry so as to draw new customers as well as satisfy the needs of the existing customers. In-N-Out Burgers is about quality, competitiveness, customer satisfaction, and a healthy diet.

References
Pearman, S. (2009). In-N-Out Burger’s Marketing Magic. Retrieved from http://www.businessweek.com/smallbiz/content/apr2009/sb20090424_877655.htm Perreault, W., Cannon, J., & McCarthy, E. (2011). Basic Marketing: A Marketing Strategy Planning Approach (8th ed.). New York, NY: McGraw Hill/Irwin.

Community Teaching Plan

Nursing Diagnosis:

Readiness for Learning: Identify the factors that would indicate the readiness to learn for the target aggregate. Include emotional and experiential readiness to learn. Readiness to learn would include active engagement, excitement about learning new ways to manage diabetic regimen, asking questions about diabetes and treatment. Educator needs to define best way for patient to learn, and provide accomodations to that style.

Learning Theory to Be Utilized: Explain how the theory will be applied.

Goal: Healthy People 2020 (HP2020) objective(s) utilized as the goal for the teaching. Include the appropriate objective number and rationale for using the selected HP2020 objective (use at least one objective from one of the 24 focus areas). If an HP2020 objective does not support your teaching, explain how your teaching applies to one of the two overarching HP2020 goals.

How Does This HP2020 Objective Relate to Alma Ata’s Health for All Global Initiatives (See page 116 in the textbook)?

Develop Behavioral Objectives (Including Domains), Content, and Strategies/Methods: Behavioral Objective
and Domain
Example – Third-grade students will name one healthy food choice in each of the five food groups by the end of the presentation. (Cognitive Domain) Content
(be specific)
Example – The Food Pyramid has five food groups which are…. Healthy foods from each group are….
Unhealthy foods containing a lot of sugar or fat are….
Strategies/Methods
(label and describe)

Example – Interactive poster presentation of the Food Pyramid. After an explanation of the poster and each food category, allow students to place pictures of foods on the correct spot on the pyramid. Also, have the class analyze what a child had for lunch by putting names of foods on the poster and discussing what food group still needs to be eaten throughout day.

Creativity: How was creativity applied in the teaching methods/stategies?

Planned Evaluation of Objectives (Outcome Evaluation): Describe what you will measure for each objective and how. 1)

Planned Evaluation of Goal: Describe how and when you could evaluate the overall effectiveness of your teaching plan.

Planned Evaluation of Lesson and Teacher (Process Evaluation):

Barriers: What are potential barriers that may arise during teaching and how will those be handled?

Communication: How will you begin your presentation (hook them in)? How will you end your presentation (go out with a bang)? What nonverbal communication techniques will you employ?

Virgin Australia Marketing Plan

How formalized is the organization? Provide examples of formal rules and procedures, and indicate whether they are always followed. In an organization, formalization refers to the extent to which employee behavior is steered by rules and regulations that govern the organization and the degree to which these rules and regulations are standardized within the organization. It is usually an essential part of large organizations in order to ensure that their complex structures are working effectively and significant risks are minimized.

In the case of Qantas, the organization is highly formalized which implies the presence of strict regulations, compliance and minimal discretion over what has to be done. First of all being an Australian airline operating globally, it has to comply with numerous laws and regulations within and outside Australia. Examples of such regulations include the Qantas Constitution, Qantas Sales Act, Qantas Corporate Governance Statement, Best Business Practices and etcetera. It is also imperative for the company to comply with Competition laws in Australia and globally. There are formally recorded rules and regulations for Qantas that need to followed for best business practices. A document named ‘An overview of Qantas Group Business Practices’ provides an overview of the principles, values and practices of the Qantas Group (Qantas Official Website).

It also depicts the standards set by the organization that should be upheld by all of its employees. The company encourages people to go through the document in order to better understand their responsibility as an individual and as a group. Some of the principles and formal rules laid out in the document are code of conduct and ethics, legal policy, safety and health policy, contracts review and execution and etcetera. Historically Qantas has been pretty efficient with regards to health and safety standards of its employees and passengers. It immediately grounded its A380 fleet after a famous mid-air incident, keeping in mind the safety of its employees and customers. However there have been occasions where employees or the company itself has failed to comply with certain rules and standards and have been in the public eye for such actions.

One of such incidents took place in 2008, when an Australian Competition and Consumer Commission court ordered Qantas to pay a hefty fine of $20 Million for involvement in price fixing and thus breaching a price fixing clause of the Trade Practices Act 1974 (ACCC, 2008). The fact that compliance with competition laws and standards is also mentioned in the ‘Qantas Group Business Practices’, proved out to be an embarrassing situation for the company. Qantas tried to compensate for the breach by extending full cooperation to the commission in providing evidence and conducting an internal inquiry into this matter as well. One of the most recent incidents is the resignation of a Qantas director earlier this year in response to the allegations of her involvement in an Italian bank scandal (Global Post, 2013). Italian prosecutors had launched legal proceedings against the director over bid rigging and fraud during her tenure as Chief Executive of a Luxemburg based transport equity fund. This incident raised concerns over Qantas’ policy of recruitment the right people for the right job.

It created further resentment amongst different people when it was revealed that Qantas board was aware of this particular practice while they were considering appointing Ms. Corinne Namblard as a director with the company. Experts argue that it is extremely hard to believe that a board as respected and trusted as Qantas, was unaware of her involvement in such a big scandal which predates to her appointment as a director (Sandilands, 2013). Apart from these major incidents, there have been numerous small incidents involving Qantas staff misusing their travelling benefits and free ticket perks (Crikey, 2004). Although this is a small issue, but there are formal rules and regulations that govern the use of staff benefits in a rational way. Qantas did act swiftly to such incidents and reminded its staff to abide by the rules and regulations in order to avoid any bad name for the company in the future.

Clearly describe the formal organisational structure. Provide a visual representation of the structure (use organisational charts).

Qantas was under government ownership until 1995 and therefore was following the classical/scientific management structure following a strict and tall hierarchical structure with clear lines of communication and responsibility. There were strict rules and procedures with an autocratic leadership style derived from traditional Taylor’s approach of putting the right person on the right job. Since 1995, when Qantas was privatized, the structure transformed more into Weber’s model and started evolving from a traditional top-down communication style to a flatter and more efficient one. However the current structure that is followed at Qantas comes after the new CEO, Alan Joyce, flattened the management structure to become more competitive, efficient and profitable (Qantas website)

The new structure has fewer levels of management and a wider span of control with increased flexibility and communication. The new structure also aims to create a better work friendly environment with eradication of inefficient work practices and a more democratic style of management where employees have a greater say in the decisions made by the company and also depicts greater amount of decentralization in the organization structure. Under the new structure, Qantas Group is now divided into four separate and independent business units namely Qantas Domestic, Qantas International, Jetstar and Qantas Frequent Flyer. All four units have separate CEO and its own operational and commercial functions. All CEOs will be reporting to Alan Joyce, who is the group CEO for Qantas. The new structure will help Qantas revive its flagging international operations and also result in more accountability within the group (Bratholomeusez, 2012).

Describe the level of horizontal differentiation and vertical differentiation, and the extent to which decision-making is centralized.

Horizontal differentiation is a part of complexity and refers to the number of job titles or departments across an organization (Morgan, 2006). It involves division of work and activities into departments or units. There are two ways to group these activities; Functional Structure is one way which means grouping carried out in accordance to the main functions of the organization which include Human Resource, Marketing, Finance and other functions. The other way is ‘Divisional Structure’ which implies that activities are grouped according to different departments that may depict needs of separate products, customers or markets.

In Qantas, Horizontal differentiation is in the form of a divisional structure. As depicted by the organizational chart, Qantas is divided into four main divisions of Qantas Domestic, Qantas International, Jetstar and Frequent Flyer and each division represents separate products for the Group. Each division has independent commercial and operational departments working exclusively under and for that division. With this level of horizontal differentiation in place, Qantas can retain specialization within each division due to the support of functional experts.

It is likely to help Qantas in analyzing and increasing the effectiveness of each division and help identify the exact issue and its core roots. Such structures are also known to be extremely responsive and are appropriate in large organizations like Qantas that has diversity in products and markets (Daft, 1998). However there are certain disadvantages associated with such kind of horizontal arrangement as well. It may lead to an increase in costs for the group as a whole to actually replicate the whole structure for all independent divisions. It may also cause problems of effective coordination in case of vast geographical areas or markets.

Vertical Differentiation refers to the amount of depth in any organizational structure. It indicates how tall or flat an organization is. Number of people working under a particular subordinate, also referred to as ‘span of control’, is one of the key dimension to determine the level of vertical differentiation in an organization (Morgan, 2006). A narrow span of control, mostly in the case of tall organizations represents higher levels of vertical integration whereas a wider span of control depicts lower level of vertical differentiation and is a typical feature of a flat organization.

Qantas, after privatization and the recent structural changes has made a shift from a tall to a flatter organizational structure and thus has lower levels of vertical integration within the company. The critics may argue that a flatter structure leads does not lead to closer or effective supervision in the company however flat structures indicate shorter and simpler communication between different levels for Qantas. It has also lead to an increase in the level of decentralization in the organization consequently leading to a greater level of participation for employees and general workforce in the management decisions. The decentralization has also enabled Qantas to initiate new communication systems and training programs in the organization in order to make each individual employee responsible and aware of the company’s goals and policies.

Weber’s ideal bureaucracy focuses on the characteristics of specialization of labor, presence of formal rules and procedures that apply uniformly to everyone in the organization, well-defined hierarchy and employee selection and promotion based on pure merit and performance (McGraw Hill, 2008). It is also referred to as one of the most rational and a stable form of organization where everyone knows what is expected of them as a member of a team. Qantas resembles a Weberian-style bureaucracy to an extent that it has the presence of formal rules and regulations, legal system, rational behavior and etcetera. However, the recent structural changes at Qantas, is the first step towards a shift to a non-bureaucratic structure.

It has implemented a divisional or a product structure, as depicted before, that aims to categorize four different products into different units. Divisional structure at Qantas also possesses characteristic of a contemporary organizational structure and thus can also be categorized as the first step towards a post-bureaucratic structure, as mentioned by (Hecksher, 1994), that keeps certain key characteristics of bureaucracy; however decisions are made more in collaboration rather than command and authority and organizations work more as a network to tackle challenges and achieve goals.

A pure non-bureaucratic organization structure for Qantas can be seen in the Engineering and project management departments. It follows the matrix management concept where all engineers belong to one department however have multiple reporting lines. Typically, engineering and procurement departments follow a matrix structure at all organizations. Even though it has moved towards a new structural change, looking ahead to a more flexible and non-bureaucratic structure to compete with strong competition in Australian and regional market, Qantas is facing problems in the application of the structure. This is primarily due to the hangover of bureaucracy within the organization which comes as a result of previous culture, compliance with Australia’s industrial agreements and the new industrial relations agreement that gives more right to the unions in the organization (Phillips, 2011).

Introduction

Qantas is the largest and oldest airline of Australia. It was founded in 1920 in Queensland and was initially known as Queensland and Northern Territory Aerial Services Limited. It is also referred to as the pride of Australia and the Australians traditionally have a lot of emotional and national attachment to it. It currently operates a fleet of more than 145 aircrafts and operates to all major cities and airports in Australia and around the world. It was owned and operated by the government until its privatization in the year 1995.

Since then it has made significant changes to the structure and culture of the organization and also setup a low cost carrier with the name of Jetstar in order to compete in the local domestic market. It has stake in various regional airlines and aviation operators like Fiji Airways and multiple codeshare agreements on different routes around the world. Presently, Qantas group is divided into four major divisions of Qantas Domestic, Qantas International, JetStar and Qantas Frequent Flyer. It aims to boost its international operation by targeting Asian region and as a result it has concluded a recent deal with Emirates that aim to increase the presence of Qantas in the Asian market. It faces challenges in the form of increasing fuel prices, imposition of carbon tax, ongoing industrial disputes and increased competition in the form Virgin Australia and its recent partnership with Etihad Airways.

Executive Summary

The report aims to use the four perspectives of bureaucracy, contingency, political and cultural to analyze Qantas as an organization. Qantas is identified as a complex organization with an open orientation towards the external environment. It uncovers the organizational structure and its change from a traditional tall to a modern, flat and modern structure. It identifies the set of formal rules and procedures followed by the organization and depict a wider span of control with a low level of vertical integration. It classifies the organization inside the Engineering quadrant according to Charles Perrow’s classification of technology model.

Qantas has recently faced a lot of problems with unions and staff members leading to the formation of obvious coalitions within the organization hence indication of how pluralistic the organization is. The report also identified key measures taken by the new management to evolve the culture of the company and make sure that there are no subcultures operating within the organization. The organization faces great challenges in the future that relate to an increase in competition, carbon tax problems in Australia, implementation of a flexible and more work-friendly structure and revitalize its international brand in terms of profitability and quality.

Conclusion
According to the analysis conducted, presently Qantas faces key challenges with respect to both internal and external competencies. Its recent amendments to the structure of the organization are a move by the company to streamline its operation and make it easier to quantify and specifically point out problems in particular areas. However it is still struggling to cope up with the structural changes due to traditional industrial relations with the employees and the presence of an old culture from which it is unable to escape. The company has problems with sub-cultures developed across different companies like Jetstar which has the potential to spoil the brand image in the future.

There has been a lot of criticism over the power of management and it was seen in the recent lockout of employees which led to grounding of all Qantas operations. The issue had to be solved with the help of government intervention but there is no guarantee that anything similar cannot come up again. The recent repositioning of Virgin Australia has set it up as a direct competitor with Qantas in the business market. Virgin’s agreement with Etihad has also led to panic within Qantas as it looks to establish itself in the Middle Eastern market for better access to Europe and parts of North America which has led to its alliance with Emirates Airlines. Qantas also faces challenges in the form of increasing fuel prices and carbon tax which has led to a decline in its overall profitability in the last two years.

Personal Development Plan

Section 1: So far, I have learned that the course I have taking to complete my education, is the right path me. I have also learned that I am a hard worker, and I have attainable goals to which if I remain dedicated I will attain. My hopes in doing this development plan is to list out a clear plan for myself to maintain the momentum in my educational goals. I know that a lot of what I like to accomplish within the next 5 years relies on how well I am able to accomplish this goal. I want to be realistic in this plan. I want to be able to put together attainable goals. In this plan it has to carry a certain expectations that will guide me to see where I am and any giving point in time.

Because I want succeed in step towards completing my education, this plan is important to me. My Jungian Typology is INTJ “INTJs are idea people. Anything is possible; everything is negotiable. Whatever the outer circumstances, INTJs are ever perceiving inner pattern-forms and using real-world materials to operationalize them.” –Joe Butt I am very productive, whatever I set out to do in a day it will be done in a day. I am not easily distracted. I tend to be only curious in things that I need to understand. I am a mild external locus control, the variables in life affects our plans in ways that may not be easily to understand. Because of such possibilities, I believe our very best is required for whatever task we engage in so we can maximize our ability to succeed.

So far I am not experiencing burnout, this is also a good reason to have a plan in place when you are pursuing goals. Even in work, we have to develop a plan to handle the challenges that we may face. I believe this is why I scored 16 on the stress test. If you have an idea how you intend to be in a giving situation, you tend to Lessing the stress level that comes with it.

Section 2: OL 125: Personal Development Plan – SWOT Analysis (Milestone Two)
Strengths (What do I do well?)
Weaknesses (Where can I make improvements?)
I am a creative person.
I have an open mind, I listen to what people say.
I am slow to anger, I tend to give people room to learn from their mistakes. I am brave, not because I am not afraid, I believe that what must be done has to be done. I can be overly accommodating which can compromise my wellbeing. I can be not forthcoming at times which can affect how decisions are made. I can be enabler at times also which can give the impression that I am not interested in a particular circumstances. I tend to procrastinate on things that are easy for me to do, because I know it will not take much effort. Opportunities (What kinds of things could I be doing based on my strengths?) Threats (Where could I be using my strengths and talents more productively?)

I can be a writer. (novels, self-help books)
I can be a teacher.
I can be a motivational speaker
I can be a director (corporate, business)
The obstacles that I see that could prevent me from productive as I can be is the use of my time. I can also see that if I don’t continue to improve in my skill set through education I will not reach my professional goals. I have work on my procrastination over the little task.

I have to trust in the process of my plans and focus on attaining the level of education that I want to have

Reflection: The most interesting thing about the SWOT analysis is how simple it is to comprehend. We live out lives in parts, sometimes we never fully see how the other parts of our life affects all of our choices and action. Through SWOT analysis, we can begin to see how the parts fit. We can come up with a practical strategy to deal with our weakness and take advantage of our strength. SWOT analysis reveals that you need a plan to work right. SWOT analysis is a good strategic tool to use evaluate how we work. Quast, L (2013) Section 3: OL 125: Personal Development Plan – PEST Analysis (Milestone Three)

Factor

Opportunity
Threat

Political

1. Taxes- I am concern about how the taxation system will affect my income. 2. Civil liberties- as governments fall all over the world and the threat of terrorist attack a growing reality in our days, I fear that my civil liberties will be affected 3. Healthcare- want to see harmonization of healthcare across America. The reluctance of the populace of the United States of America to accept the healthcare law, while there is nothing else in place to replace it, may make it difficult to harmonize healthcare across America. The increased pressure on the uninsured to get a healthcare insurance may lead to civil unrest.

Economic

1. Domestic economic growth is slow and difficult to predict. 2. International economic growth is unstable and it affects our domestic economy. 3. Interest rate- the fluctuation interest rate makes it difficult to invest with confidence. Federal and State rules on taxation can improve the economy environment. If the economy growth does not improve, more people will be out of jobs and those out jobs will find it difficult to find new jobs.

Socio-Cultural

1. Education-Society and culture has to continue to stress on the importance of education. 2. Terrorism- the international committee growing together to combat terrorism. 3. Lifestyle and attitude towards social culture changes

I see more educated and skilled engineers on various projects that I work on. The need for tolerance in the work place is needed now more than ever without a social-cultural emphasis on education ignorance will cause many problems in the work place.

Technological

1. Emerging technology- the Impact of emerging technology on daily business activities is increasing. 2. Outsourcing- globalization labor cost is catching up to domestic labor cost. 3. Economic Variable- The growth of technology is affecting the predictable pattern of global economic growth. Emerging technology is the foundation of the next technological boom. The pattern of sustainable growth in the technology sector may stall because of lack of skill labor force to guide its growth.

Reflection: I see that by making effective use of PEST Analysis, one can ensure that whatever they are doing will be aligned positively with the agents of change that affect the global community. By paying attention and taking advantage of the observed changes, one can maximize the possibilities of being successful than if your activities oppose it.

Section 4:
Fill out the chart below with the three practical goals you have developed during this course: Goals
Action Steps
Potential Obstacles
Plan to Overcome
Try to attend class consistently.

Create days and time to accomplish reading assignments then post on the discussion board early enough to get some feedbacks.

Work schedule and obligation may interfere.

Set a day to finish reading assignment and post in the discussion board. Work on one weak area from the assessment test.

Pay attention to the areas in my leadership that may need a conscious effort to develop. Not every scenario from work allows me to implement the things I have learned. Be patient and wait for the opportunity to put in practice the improvement that I have learned. Apply myself to becoming a better manager.

As an IT manager, there are so many crisis that sometimes you develop a routine of jumping in to help instead of letting the team leads to do their job. Some issue may be kept from me until it is too late to do something about it. Trust in those who are put in place to lead, and allow them to do their job.

Final Reflection: This plan will work because it is part of the basic principles that makes one a good student or a manager. It will show in my leadership, and those who are affected by my decisions will see me in a better light. It would also prove to me that making a decision to continue my education despite the success I now enjoy from professional career, has not been a waste of time.

Professional Action Plan

I am a firm believer that in order to best choose what to do with your life, you must first know who you are in life. Self-awareness can help create a happy, balanced, and fulfilled existence on a personal and professional level. This can equate to success on both sides of the spectrum. HCS/449, Health Care Capstone has helped me understand this statistic more clearly and it will be etched in my psyche for years to come. I will aim to expand on this knowledge of self and how I may effectively convey it to the world around me; specifically the world of health care on a management level. I am a: hard worker, high performer, fast past learner, self-starter, team player, and work well under pressure.

I am a motivator by choice and possess keen communication skills. I was lastly employed in the health care industry in 2010, to pursuit a BSHA and will return to the industry as a more valuable asset. My extreme passion is sometimes misread as aggression and I am strategically learning to control my passion to fit my environment. The objective of this essay is to answer: what my professional goals are, what job I plan to have in the health care sector, what skills I currently have for this job, which skills I need to change or alter, my plan for ultimately achieving my professional goals, what professional organizations can help me achieve these goals, and what benefit does the career action plan outline? Professional Goals

The health care industry is one of the world’s largest and fastest-growing industries. I am eager to return back to it, for it is one that I love.” Employment of medical and health services managers is expected to grow by 22 percent from 2010 to 2020, faster than the average for all occupations.”(Bureau of Labor Statistics, 2012) At a minimum I seek to obtain a career in health care administration on a management level and ultimately work my way towards executive leadership. My sights are set high because I would like to make a difference in the industry and I feel that I am highly capable of being a good steward in the capacity that I seek to serve. Job Interests

There are so many jobs that interest me in the health care industry on a management level. Medical and health services managers also called healthcare executives or healthcare administrators, plan, direct, and coordinate medical and health services. They might manage an entire facility or specialize in managing a specific clinical area or department, or manage a medical practice for a group of physicians. As healthcare changes, medical and health services managers must be able to adapt to changes in laws, regulations, and technology.

Upon conducting an assessment of self, I realized that I enjoy making a positive difference in the life of others , being a voice of reason, and an advocate for identified much needed change. That result has led me to the decision of wanting to be a source of knowledge and advocate within the health care industry, taking on a managerial role in any aspect to make a difference. I would like to take on an active role of accountability and assist in bringing about positive change for the consumers and stakeholders alike.

Accountability is defined as “the act of accepting ownership for the results or the lack thereof” (Sullivan & Decker, 2005, p. 144). ” Accountability in health care encompasses the procedures and processes by which health care leadership justifies and takes responsibility for its activities such as achieving various organizational goals. Health care providers and officials are constantly striving to improve quality and efficiency in health care by using performance management systems and quality improvement initiatives. Creating and maintaining a culture of accountability in health care is important because accountability is the reason for measuring and improving performance towards the aim of rendering quality, efficient health care.” (O’Hagan & Persaud, 2009) Skills

I have a broad range of health care services skills afforded to me by the United States Air Force with a job occupation of 4A071, Health Services
Management Craftsman. “The occupation description from service file for 4A071: Manages health services activities. Plans, develops, manages, and performs health services activities. General Duties and Responsibilities: Performs resource management functions.” (Verification of Military Experience and Training, 2010) I have been trained to perform duties in support of patient services activities to include: admission and disposition procedures, outpatient and inpatient records functions, medical terminology, inpatient unit administration, appointment booking systems, managed care programs, third party liability, medical air evacuation of patients, and information management skills to name a few. In addition I have management and supervisory experience in each capacity. All of my previous skills go hand in hand with the information being afforded to me in the University of Phoenix, BSHA program. Needed Skills

Medical and health services managers typically need at least a bachelor’s degree to enter the occupation. Prospective medical and health services managers have a bachelor’s degree in health administration. These programs prepare students for higher level management jobs than programs that graduate students with other degrees. In addition to education other needed qualities consist of: analytical skills, communication skills, interpersonal skills, problem-solving skills, technical skills, and be detail oriented. I truly feel that I possess these much needed skills and excel at them although there is always room for improvement on every level. The only credential I seem to lack is a BSHA in hand. However, I am well on my way to achieving this personal and professional goal that I have chosen and set for myself. My expected time of graduation is May 2013. Ultimate Plan

My plan for ultimately achieving my professional goal is to complete the BSHA program at University of Phoenix and be able to meet the minimum education requirements of qualifying to become a health care manager. I will continue on with my education and pursue a MHA to bring about more opportunities and expand my health care knowledge because I feel that it is necessary to advance.

I would like to remain current with policies, procedures, and health care laws to bring my best into any organization that affords me the opportunity to be a part of their establishment. I will also
seek out professional organizations that can help me achieve my professional goals by way of networking and mentorship. Partnerships are vital in succeeding in the health care industry and I understand that now. I am now curious about joining the American Council for Health Care Executives (ACHE). I think this organization could definitely help me in achieving my professional goals. I think I would also be a valuable asset to their professional organization as well. Action Plan Outline

Initially, I was perturbed by the idea of having to complete a career action plan outline, but in all honest it helped. It served as a writing guide and helped shape what I wanted to say. It also served as some sort of SWOT analysis. It highlighted my strengths, weaknesses, opportunities, and threats to selecting a career that I identified as seeming right for me. Conclusion

This assignment was highly effective. My career goals have been set and my career action plan is complete. I know what I have done, what I can do, what I want to do, and what I need to do. I have been equipped with the necessary tools and knowledge of making my dreams a reality. I have some immediate goals, and some long term goals. They are all a work in progress but well within reach. Achievement starts with me.

References

Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2012-13 Edition, Medical and Health Services Managers, on the Internet at http://www.bls.gov/ooh/management/medical-and-health-services-managers.htm (visited August 13, 2013).

DD Form 2586 (2010) Verification of Military Experience and Training

O’Hagan J. & Persaud D. (2009) Creating a Culture of Accountability in Health Care Retrieved from http://www.nursingcenter.com/lnc/static?pageid=935642

Sullivan, E. & Decker, P. (2005). Effective leadership and management in nursing (6th ed.). Upper Saddle River, NJ: Pearson.

KFC Marketing plan

Executive summary:

Kentucky Fried Chicken (KFC) continues to be recognized as an earliest franchising company around the world(Teampaperwarehouse.com,2014,2014). Approximately half of KFC’s worldwide restaurant businesses are owned and operated by independent businessmen and women, KFC franchisees(George L,Paugh III,studymode.com,2011). Today KFC is the leading fast food chain and has been successful in creating a renowned international reputation. Since 1960 KFC has targeted many foreign markets and is able to expand in multiple continents in which they have initiated a new challenge in conquering Asia. It has served in more than 80 countries and 25 percent of its restaurants are operated and run by the Company. The report is based on information from range of data sources, including newspapers, magazines, company reports, books and academic journals.

Introduction

Swot Analysis helps to know a firm where they are lacking behind and what Internal and External factors they are or can face in future.By taking the time to conduct this analysis you will gain a fresh prespective on what KFC offers, what obstacles KFC face, what competitive challenges it have to overcome, and what barriers to growth exist now or might exist going forward. KFC has been an established business but it can also face some problems which SWOT Analysis helps firms to recover. KFC operates in 74 countries and territories throughout the world. It was by Colonel Harland in Corbin, Kentucky. The business was then sold to two Louisville businessmen. In 1966 KFC was listed in New York Stock Exchange.Heublein Inc. acquired KFC in 1971 but soon after conflicts arose between Colonel and Heublein over quality control and cleanliness issues. In 1986, Pepsi Co acquired KFC, by that time KFC had expanded to 55 countries with over 6600 units.

Due to strategic reasons, in 1997 PepsiCo spun off its restaurant businesses (Pizza Hut, Taco Bell and KFC) into a new company called Tricon Global Restaurants, Inc. Today KFC is an iconic brand that is recognized in nearly every country around the world. The competitors of KFC have taken over a large market share. According to findings McDonalds about 35 percent of the share in Sandwich Segment while the Burger King owns about 16 percent of the market share in fast-food industry. The local restaurants in different countries where KFC has presence pose a threat to the company. KFC outsanding brand recognition, experienced management, high quality food, advanced operational systems and unique global infrastructure position help them to capitalize on global opportunities (Panda123,2013,Business and Economics).

References:
http://www.termpaperwarehouse.com/essay-on/Kentucky-Fried-Chicken-Kfc/38247 viewed on 25th April 2014 Functions of Management by Gpaugh [online] Available at http://www.studymode.com/essays/Functions-Of-Management-620143.html viewd on 25th April 2014 Antiessays.com.(2014).Strategic Management of Kfc – Essays by Panda123.[online] Available at http://www.antiessays.com/free-essays/strategic managment-ofokfc-193565.html viewed on 26th April 2014 Marketing mix Available at www.entreprenuer.com/artcle/70824[online] viewed on 26th April 2014 Postioning.(2014) Available at www.strategicmanagmentinsight.com viewed on 28th April 2014 The Economic Times.(2005).KFC target women customer.[online]Available at http://articles.economictimes.indiatimes.com/2003-07-16/27531245_1_kfc-soul-food-chicken viewed on 27th April 2014 Tracy, B.(2014).Marketing.business-The 7 Ps of Marketing.[onlione] Entreprenuer.Available at http://www.entreprenuer.com/articles/70824

Sample Marketing Plan

The following pages contain an annotated sample marketing plan for Blue Sky Clothing. At some point in your career, you will likely be involved in writing—or at least contributing to –a marketing plan. And you’ll certainly read many marketing plans throughout your business career. Keep in mind that the plan for Blue Sky is a single example; no one format is used by all companies. Also, the Blue Sky plan has been somewhat condensed to make it easier to annotate and illustrate the most vital features. The important point to remember is that the marketing plan is a document designed to present concise, cohesive information about a company’s marketing objectives to managers, lending institutions, and others who are involved in creating and carrying out the firm’s overall business strategy.

Five-Year Marketing Plan Blue Sky Clothing, Inc.
TABLE OF CONTENTS
EXECUTIVE SUMMARY

This five-year marketing plan for Blue Sky Clothing has been created by its two founders to secure additional funding for growth and to inform employees of the company’s current status and direction. Although Blue Sky was launched only three years ago, the firm has experienced greater-than-anticipated demand for its products, and research as shown that the target market of sport-minded consumers and sports retailers would like to buy more casual clothing than Blue Sky currently offers. They are also interested in extending their product line as well as adding new product lines. In addition, Blue Sky plans to explore opportunities for online sales. The marketing environment has been very receptive to the firm’s high-quality goods—casual clothing in trendy colors with logos and slogans that reflect the interests of outdoor enthusiasts around the country. Over the next five year, Blue Sky can increase its distribution, offer new products, and win new customers. COMPANY DESCRIPTION

Blue Sky Clothing was founded three years ago by entrepreneurs Lucy Neuman and Nick Russell, Neuman has an undergraduate degree in marketing and worked for several years in the retail clothing industry. Russell operated an
adventure business called Go West!, which arranges group trips to locations in Wyoming, Montana, and Idaho, before selling the enterprise to a partner. Neuman and Russell, who have been friends since college, decided to develop and market a line of clothing with a unique—yet universal—appeal to outdoor enthusiasts.

Blue Sky Clothing reflects Neuman’s and Russell’s passion for the outdoors. The company’s original cotton T-shirts, baseball caps, and fleece jackets and vests bear logos of different sports—such as kayaking, mountain climbing, bicycling, skating, surfing, and horseback riding. But every item shows off the company’s slogan: “Go Play Outside.” Blue Sky sells clothing for both men and women, in the hottest colors with the coolest names—such as sunrise pink, sunset red, twilight purple, desert rose, cactus green, ocean blue, mountaintop white, and river rock gray.

Blue Sky attire is currently carried by small retail stores that specialize in outdoor clothing and gear. Most of these stores are concentrated in northern New England, California, the Northwest, and a few states in the South. The high quality, trendy colors, and unique message of the clothing have gained Blue Sky a following among consumers between the ages of 25 and 45. Sales have tripled in the last year alone, and Blue Sky is currently working to expand its manufacturing capabilities.

Blue Sky is also committed to giving back to the community by contributing to local conservation programs. Ultimately, the company would like to develop and fund its own environmental programs. This plan will outline how Blue Sky intends to introduce new products, expand its distribution, enter new markets, and give back to the community. BLUE SKY’S MISSION AND GOALS

Blue Sky’s mission is to be the leading producer and marketer of personalized, casual clothing for consumers who love the outdoors. Blue Sky wants to inspire people to get outdoors more often and enjoy family and friends while doing so. In addition, Blue Sky strives to design programs for preserving the natural environment.

During the next five years, Blue Sky seeks to achieve the following financial and nonfinancial goals:

Financial Goals

1. Obtain financing to expand manufacturing capabilities, increase distribution, and introduce two new product lines. 2. Increase revenues by at least 50 percent each year.
3. Donate at least $25,000 a year to conservation organizations.

Nonfinancial goals

4. Introduce two new product lines—customized logo clothing and lightweight luggage. 5. Enter new geographic markets, including southwestern and Mid-Atlantic States. 6. Develop a successful Internet site, while maintaining strong relationships with retailers. 7. Develop its own conservation program aimed at helping communities raise money to purchase open space. CORE COMPETENCIES

Blue Sky seeks to use its core competencies to achieve a sustainable competitive advantage, in which competitors cannot provide the same value to consumers that Blue Sky does. Already, Blue Sky has developed core competencies in (1) offering a high-quality, branded product whose image is recognizable among consumers; (2) creating a sense of community among consumers who purchase the products; and (3) developing a reputation among retailers as a reliable manufacturer, delivering the requested number of products on schedule. The firm intends to build on these competencies through marketing efforts that increase the number of products offered as well as distribution outlets.

By forming strong relationships with consumers, retailers, and suppliers of fabric and other goods and services, Blue Sky believes it can create a sustainable competitive advantage over its rivals. No other clothing company can say to its customers with as much conviction “Go Play Outside”! SITUATION ANALYSIS

The marketing environment for Blue Sky represents overwhelming opportunities. It also contains some challenges that the firm believes it can meet successfully. Table A illustrates a SWOT analysis of the company conducted by marketers to highlight Blue Sky’s strengths, weaknesses, opportunities, and threats.

The SWOT analysis presents a thumbnail sketch of the company’s position in the marketplace. In just three years, Blue Sky has built some impressive strengths while looking forward to new opportunities. Its dedicated founders, the growing number of brand-loyal customers, and sound financial management place the company in a good position to grow. However, as Blue Sky considers expansion of its product line and entrance into new markets, the firm will have to guard against marketing myopia (the failure to recognize the scope of its business) and quality slippages. As the company finalizes plans for new products and expanded Internet sales, its management will also have to guard against competitors who attempt to

duplicate to products. However, building strong relationships with consumers, retailers, and suppliers should help thwart competitors. COMPETITORS IN THE OUTDOOR CLOTHING MARKET
The outdoor retail sales industry sells about $5 billion worth of goods annually, ranging from clothing to equipment. The outdoor apparel market has many entries. L.L. Bean, REI, Timberland, Bass Pro Shops, Cabello’s, and Patagonia are among the most recognizable companies that offer these products. Smaller competitors such as Title IX, which offers athletic clothing for women, and Ragged Mountain, which sells fleece clothing for skiers and hikers, also grab some of the market. The outlook for the industry in general—and Blue Sky in particular—is positive for several reasons. First, consumers are participating in and i8nvesting in recreational activities that are near their homes. Second, consumers are looking for ways to enjoy their leisure time with friends and family without overspending. Third, consumers are gaining more confidence in the economy and are willing and able to spend more.

While all of the companies listed earlier can be considered competitors, none offers the kind of trendy, yet practical products provided by Blue Sky—and none carries the customized logos and slogans that Blue Sky pans to offer in the near future. In addition, most of these competitors sell performance apparel in high-tech manufactured fabrics. With the exception of the fleece vests and jackets, Blue Sky’s clothing is made of strictly the highest quality cotton, so it may be worn both on the hiking trail and around town. Finally, Blue Sky products are offered at moderate prices, making them affordable in multiple quantities. For instance, a Blue Sky T-shirt sells for $15.99, compared with a competing high-performance T-shirt that sells for $29.99. Consumers can easily replace a set of shirts from one season to the next, picking up the newest colors, without having to think about the purchase.

A survey conducted by Blue Sky revealed that 67 percent of responding consumers prefer to replace their casual and active war more often that other clothing, so they are attracted by the moderate pricing of Blue Sky products. In addition, as the trend toward health-conscious activities and concerns about the natural environment continue, consumers increasingly relate to the Blue Sky philosophy as well as the firm’s contributions to socially responsible programs. THE TARGET MARKET

The target market for Blue Sky products is active consumers between the ages of 25 and 45—people who like to hike, rock climb, bicycle, surf, figure skate, in-line skate, ride horses, snowboard or ski, kayak, and other such activities. In short, they like to “Go Play Outside.” They might not be experts at the sports they engage in, but they enjoy themselves outdoors.

These active consumers represent a demographic group of well-educated and successful individuals; they are single or married and raising families. Household incomes generally range between $60.000 and $120,000 annually. Despite their comfortable incomes, these consumers are price conscious and consistently seek value in their purchases. Regardless of their age (whether they fall at the upper or lower end of the target range), they lead active lifestyles. They are somewhat status oriented but not overly so.
They like to be associated with high-quality products but are not willing to pay a premium price for a certain brand. Current Blue Sky customers tend to live in northern New England, the South, California, and the Northwest. However, one future goal is to target consumers in the Mid-Atlantic states and Southwest as well. THE MARKETING MIX

The following discussion outlines some of the details of the proposed marketing mix for Blue Sky products.

PRODUCT STRATEGY. Blue Sky currently offers a line of high-quality outdoor apparel items including cotton T-shirts, baseball caps, and fleece vests and jackets. All bear the company log and slogan, “Go Play Outside.” The firm has researched the most popular colors for its items and given them names that consumers enjoy—sunset red, sunrise pink, cactus green, desert rise, and river rock gray, among others. Over the next five years, Blue Sky plans to expand the product line to include customized clothing items. Customers may select a logo that represents their sport—say rock climbing. Then they can add a slogan to match the logo, such as “Get over It.” A baseball cap with a bicyclist might bear the slogan, “Take a Spin.” At the beginning, there would be ten new logos and five new slogans; more would be added later. Eventually, some slogans and logos would be retired, and new ones introduced. This strategy will keep the concept fresh and prevent it from becoming diluted with too many variations.

The second way in which Blue Sky plans to expand its product line is to offer items of lightweight luggage—two sizes of duffel bags, two sizes of tote bags, and a daypack. These items would also come in trendy an basic colors, with a choice of logos and slogans. In addition, every product would bear the Blue Sky logo.

DISTRIBUTION STRATEGY. Currently, Blue Sky is marketed through regional and local specialty shops scattered along the California coast, into the Northwest, across the South, and in northern New England. So far, Blue Sky has not been distributed through national sporting goods and apparel chains. Climate and season tend to dictate the sales at specialty shops, which sell
more T-shirts and baseball caps during warm weather and more fleece vests and jackets during colder months. Blue Sky obtains much of its information about overall industry trends in different geographic areas and at different types of retail outlets from its trade organization, Outdoor Industry Association.

Over the next three years, Blue Sky seeks to expand distribution to retail specialty shops throughout the nation, focusing next on the Southwest and Mid-Atlantic regions. The firm has not yet determined whether it would be beneficial to sell through a major national chain such as REI or Bass Pro Shops, as these outlets could be considered competitors.

In addition, Blue Sky plans to expand online sales by offering the customized product line via Internet only, thus distinguishing between Internet offerings and specialty ship offerings. Eventually we may be able to place internet kiosks at some of the more profitable store outlets so consumers could order customized products form the stores. Regardless of its expansion plans, Blue Sky fully intends to monitor and maintain strong relationships with distribution channel members.

PROMOTIONAL STRATEGY. Blue Sky communicates with consumers and retailers about its products in a variety of ways. Information about Blue Sky—the company as well as its products—is available via the Internet, direct mailings, and in person. The firms’ promotional efforts also seek to differentiate its products from those of its competitors.

The company relies on personal contact with retailers to establish the products in their stores. This contact, whether in-person or by phone, helps convey the Blue Sky message, demonstrate the products’ unique qualities, and build relationships. Blue Sky sales representatives visit each store two or three times a year and offer in-store training on the features of the products for new retailers or for those who want a refresher. As distribution expands, Blue Sky will adjust o meet greater demand by increasing sales staff to make sure it stores are visited more frequently.

Sales promotions and public relations currently make up the bulk of Blue Sky’s promotional strategy. Blue Sky staff works with retailers to offer short-term sales promotions tied to event and contests. In addition, Nick Russell is currently working with several trip outfitters to offer Blue Sky items on a promotional basis. Because Blue Sky also engages in cause marketing through its contribution to environmental programs, good public relations have followed.

Nontraditional marketing methods that require little cash and a lot of creativity also lend themselves perfectly to Blue Sky. Because Blue Sky is a small, flexible organization, the firm can easily implement ideas such as distributing free water, skiers, and discount coupons at outdoor sporting events. During the next year, the company plans to engage in the following marketing efforts:

Create a Blue Sky Tour, in which several employees take turns driving around the country to campgrounds to distribute promotional items such as Blue Sky stickers and discount coupons

Attend canoe and kayak races, bicycling events, and rock climbing competitions with our Blue Sky truck to distribute free water, stickers, and discount coupons for Blue Sky shirts or hats.

Organize Blue Sky hikes departing from participating retailers.

Hold a Blue Sky design contest, selecting a winning slogan and logo to be added to the customized line.

PRICING STRATEGY. As discussed earlier in this plan, Blue Sky products are priced with the competition in mind. The firm is not concerned with setting high prices to signal luxury or prestige, nor is ti attempting to achieve the goals of offsetting low prices by selling high quantities of products. Instead value pricing is practiced so that customers feel comfortable purchasing new clothing to replace the old, even if it is just because they
like the new colors. The pricing strategy also makes Blue Sky products good gifts—for birthdays, graduations, or “just because.” The customized clothing will sell for $2 to $4 more than the regular Blue Sky logo clothing. The luggage ill be priced competitively, offering a good value against it competition. BUDGET, SCHEDULE, AND MONITORING

Though its history is short, Blue Sky has enjoyed a steady increase in sales since its introduction three years ago. Figure A shows these three years, plus projected sales for the nest three years, including the introduction of the two new product lines. Additional financial data are included in the overall business plan for the company.

The timeline for expansion of outlets and introduction of the two new product lines is shown in Figure B. The implementation of each of these tasks will be monitored closely and evaluated for its performance.

Blue Sky anticipates continuing operations into the foreseeable future, with no plans to exit this market. Instead, as discussed throughout this plan, the firm plans to increase its presence in the market. At present, there are no plans to merge with another company or to make a public stock offering.

Professional Development Plan

Professional development is the skill and knowledge that we gain to optimize our personal development. Planning is the tool to enhance our ability to achieve a particular goal in a set amount of time. College degrees and coursework, attending conferences, training sessions are all different types of learning opportunities for our professional development. First we have to have a desire for career endurance and personal growth. In this process we have goals which we want to achieve some are short term goals and some are long term. As a teacher I am dedicated to learning and have made a lifelong commitment to education and want to bring a positive social change which will enhance the beauty of educational system on the early childhood level. As a teacher we create an individualized professional development plan based on the age of students in our classroom. As a Montessori teacher I have a belief that I can plan a better curriculum for early ages by merging Montessori philosophy and traditional styles of teaching according to the state content standards.

This is my long-term goal to be a academic director on state level for early childhood. But to achieve this long-term goal I have to focus my own professional development which I can gain by updating my skills, and get to know the new material and to get the knowledge which reflects changes in educational theory. My short term goal is to gain more and more knowledge not only about education but about the environment, social changes, cultural differences which affect the educational system. I can achieve all this by doing my PH.D in educational psychology. Because it is the study of how humans learn in educational settings, the effectiveness of educational interventions, the psychology of teaching, and the social psychology of schools as organizations. Educational psychology is concerned with how students learn and develop, often focusing on subgroups such as gifted children and those subject to specific disabilities.

This will also help me to enhance the healthy development of learning or mental health of children, adolescents and adults. This degree will also help in my long term goal to prepare myself as a facilitating learner, faces emotional, and behavioral difficulties in more professional manner. Furthermore, degree emphasis on theory, research and evidence-based practices subscribes to the scientist-practitioner model in the practice of psychology, which is reflected in the academic requirements. It includes the study of human development from diverse lenses such as biological, cognitive behavioral, socio-cultural, ecological, and educational perspectives. Another emphasis of this degree is an in depth knowledge of the scientific literature and its applications in the areas of psychology, especially different aspects of human development, motivation, learning processes, therapeutic approaches, and human diversity. With all this knowledge and information I will be a better writer and a researcher because my main focus of my research is early childhood and its issues.

References:
http://topics.wisegeek.com/topics.htm?education-professional-development# http://en.wikipedia.org/wiki/Educational_psychology
http://coe.wayne.edu/tbf/edp/phd-school/index.php

Final Marketing Plan Presentation

The Allstate Corporation is the largest publicly held personal lines property and casualty insurer in America. Allstate provides insurance products to approximately 16 million households. Allstate was founded in 1931 and became a publicly traded company in 1993. Listed on the New York Stock Exchange under the trading symbol ALL and widely known through the “You’re In Good Hands With Allstate®” slogan. (Suite 101, 2013). Being such a large provider of consumer protection takes hard work and dedication from every individual in the company to provide consumers with the highest level of customer service. While Allstate was trying unsuccessfully to diversify, rivals were revolutionizing the auto insurance business, which Allstate still counts on for most of its sales. Auto premiums generated 55% of its $31.4 billion in revenue last year.Geico and Progressive Corp. found a new formula for growth in the relatively mature business.

They crafted a lower-cost model combining direct sales over the Internet and telephone with heavy television advertising. Offering lower prices and more convenience, they grew rapidly at the expense of Allstate and other insurers that sell mostly through agents.Allstate’s second-place share of the auto insurance market fell to 10.4% from 11.3% over the past five years, while Chevy Chase, Md.-based Geico jumped two points to 8.7% and Progressive climbed to 7.9 %( Suite 101, 2013). State Farm Insurance the largest car and home insurer in the U.S. and a mutual company owned by its policyholders consistently rated better for claims handling and service than Allstate. The claims department of Allstate has some of the most critical interaction with the consumers because it is during a time of need. Consumers contact the claims department when they have suffered a loss to establish a claim.

The claims adjuster has the responsibility of obtaining claim pertinent information from the consumer to effectively evaluate the loss. At Allstate Insurance claims departments are separated according to customer needs. Large claims offices known as Market Claim Offices, MCO, are strategically located to provide adequate coverage across the nation. A Market Claim Office presides over a few states or an individual state depending on claim volume and consumer coverage. Allstate has specialized offices that handle claims for the entire nation but only if they meet certain criteria. The Hudson Express Office out of Hudson, Ohio is an office with a focus on handling claims with a reduced cycle time or the time from claim submission to claim settlement. A starting to examine the external factors impacting customer expectations, which may or may not be off-kilter with necessary protocols and the terms of coverage insurance in general, is the media’s unflattering portrayal of the industry; especially in light of post Katrina claim controversies and litigation.

Aside from merely being a nuisance, the media also contribute to customer apprehension, which invariably affects the entire claim experience, starting with the initial exchange. Customer leeriness combated, comfort level enhanced easily by treating the customer and the claim with care and speed. To meet this reduced cycle time the Hudson Express Office only handles smaller claims with a total loss under $10,000. Everything within the Hudson Express Office is completely in house with no need for outside adjusters. A challenge area that arises because there are no outside adjusters is to efficiently write an estimate for structure damages and example of this comes from a customer’s review: (Five Weeks and Still Waiting, Jan 18 2013)”.

I was broadsided by a driver who didn’t stop at a stop sign at a 4 way intersection. My car was left un-drivable. She didn’t have her insurance card with her. After a lot of investigating I found out who her insurance company was and called them myself. They told me an adjuster would be out to look at my car. No one showed up. I have called every day since. I have been told that as soon as they receive the police report and accept liability, they will put me in a rental car. It has been almost 5 weeks!” Description of the new product of service

Allstate aims to compete more effectively with Geico and Progressive on their turf. After a successful four state pilot of the new Claim Satisfaction Guarantee for auto insurance across the country. Will Shorten claim cycle time ultimately results in higher customer satisfaction because the consumer can resume life as usual sooner rather than later. Allstate Insurance has implemented a new web-based customer service center to in able consumers to provide claim pertinent information via their computer through the use of the customer website. Consumers are able to enter file notes into the claim as well as submit a list of stolen or damaged items through the customer website that can be instantly attached to the claim. An opportunity area for decreased cycle time is with regard to property estimates. An in house estimating system is utilized by inside adjusters to create a preliminary damage estimate.

For smaller less complicated damage areas a web based estimating system would allow consumers to generate their own estimates. A simple web page can include multiple selections for damage areas including fences, doors, and windows. Once a damage area has been selected, multiple choice questions would allow consumers to describe the damaged area as well as the style and material the damaged area. If a consumer does not know the material or style, a default or average style and material would allow an initial estimate to be completed. Once the consumer receives an estimate or invoice from a contractor to complete the work, the claims department can review it for validity and issue any supplemental damages incurred. On simple claims, a consumer could file and settle a claim online without waiting for a call from a claims department representative significantly decreasing claim cycle time. SWOT Analysis

The idea of developing a page on an insurance claim and being able to submit your complaint and receiving an instant response sounds great; Allstate needs to ensure that claims are being handled in a way in which will not create the webpage to become overloaded, it has to be user friendly and appropriate for any age group .Other considerations include the cost effectives of this type of service and how it will benefit the consumer and profitably for the brand.New automation also lists the opportunity in cost saving measures such as employee down sizing. Other key item to consider when marketing this type of service can be Advertisement on social media, newspapers,word of mouth, Blogs etc… which are all great ways of promoting the new product and it also provides an opportunity to identify other forms of the same productoffered by the competitor. Target market including geographic

Target market is middle market emerging affluent and mass affluent consumers with retirement and family financial protection needs. Priority status at the network repair shops and with our Service Centers. saving time and effort by having Allstate manage the entire repair process. Using the online system with real time updates to electronically monitor your vehicle at the repair shop. Progression updates are given on repairs so you can spend time doing other things. working to minimize the repair time, which means a quicker reunion with your car. Quality factors including the quality of repairs, Guaranteeing repairs for as long as you own or lease the vehicle is one market point. If a policyholder has a burning question about a claim at 2 a.m., they are able log in to the online service site at any time to check the status of the claim. Porter’s five competitive forces model

Allstate’s Consumer Segmentation Strategy
When purchasing insurance or any other product or service, consumers have more choices than ever before and they know it. But decision making power is not in the customer’s hands alone. A company can build tremendous customer loyalty over time by making it a top priority to understand and meet its customers’ needs. As a result, Allstate will continue to refine its product offerings, marketing outreach and customer service based on careful research. Allstate serves four different consumer segments with distinct interaction preferences (advice and assistance versus self-directed) and brand preferences (brand-neutral versus brand-sensitive).

Marketing research is an approach conducted to evaluate particular strategies.As well as the tactics used toward the web-based estimating system. The marketing research will help to connect with the consumers to analyze what is needed to research opportunities and evaluate marketing actions. This will also help to prevent uncertainties for the new service provided. The market research will allow the chance to determine how well the system is working. The competitive intelligence will help to identify what competitors are doing and how Allstate can differentiate service to gain customer loyalty. Marketing research will aid in developing a strategy that will increase the satisfaction of our new product of service. Allstate is working to provide quality service and conveniences.

Therefore, the quantitative research will touch base on many incentives needed to process the claims. Other approaches will involve the act of identifying any other areas of concern. In which could relate to technical issues and a collection of data needed to estimate totals. The marketing research approach described will enhance the quality and promotion for Allstate’s new web-based system. The overall marketing plan should ensure the quality of each area of the product and should provide the opportunity for clients to get on the site with hassle free problems and get the service that each individual needs. The mission should be to provide the best customer services and to ensure that the client gets what is needed in the end. Positioning statement

Our Shared Vision provides the “why, how and what” behind everything we do at Allstate. It provides the road map for our continued success. Through this vision, we will truly put the customer at the center of everything we do (Allstate, 2013). We will become an even more valuable company to our customers, associates, investors, our communities and society a company with strong earnings potential and financial performance that sets the benchmark for our industry.

We are the Good Hands: We help customers realize their hopes and dreams by providing the best products and services to protect them from life’s uncertainties and prepare them for the future. Deliver substantially more value than the competition by reinventing protection and retirement to improve customers’ lives. Put the customer at the center of all our actions. Utilize consumer insights, data and technology to serve customers and generate growth and attractive economic returns. Take an enterprise view of our people and processes and work as a single team to advance Allstate rather than our individual interests.

Strategy and Position

Description

An automated online estimating system needs to be easy to understand and easy to use. The first element to the estimating tool is it needs to be easy to understand as well as aesthetically pleasing. When a customer logs on to his or her internet profile the option to choose an action needs to include selecting an existing claim on the insurance policy. Once the claim has been chosen, there will be a selection for estimating system. When the estimating system is chosen, the customer will be prompted regarding the damages he or she has sustained. For example, a customer was a victim of a recent theft loss where the front door was kicked in. The customer will select the damage option for entry door which will lead to a chain of questions regarding the door. Options for the door will include material in which the door is made such as wood, metal, or fiberglass and whether or not the door is painted.

Next, the customer will indicate the size of the door, if the customer does not know how to measure a door there will be a help icon that will advise the proper ways to measure a door. Style is another important factor in the cost of entry doors, options such as flush, panel, French, or security are the most common doors available. The next area of focus will include the damage sustained, whether the door, frame, or both are damaged will determine the proper repairs. The last area of concern for an initial estimate is whether the hardware is damaged and what type of hardware the customer currently has.

When all of the information has been entered the estimating system will automatically construct an estimate for the removal and replacement of damaged property as well as the disposal of any debris. When the estimate is finished a disclaimer will be needed to inform the customer that the estimate is only a preliminary estimate and if any discrepancies arise when a contractor has seen the damage to inform the claims department for a review of the estimate.

Since claims are being filed online, the movement on this is a little quicker. First of all, it reaches the company faster. The need to have the customer come in and get the information then in-putting it into the computer and have it looked at by the investigating agent, then processed, prepared for payment (if need be). Instead, you are cutting out the getting information process, and the inputting it into the computer by the agent. Instead you call or go online and put the information yourself and then let it get processed and then get paid. The affect it has on the movement is that it gets through quicker, you get faster response time from the company, and you get as accurate information as possible. The life cycle in a sense lasts shorter. Instead of taking a few weeks (possibly), it could take up to a week or less. So the life cycle in this case is a shorter one, which is good much better for the company overall.

The only downside to this is that even though you get pretty accurate information, you then need to process it into insurance terminology so to speak, in which case you have an agent process the information. It’s also a good thing, because the agent is proof reading it so to speak to make sure that the information posted or given is correct, and is process correctly, and is given to the proper division within the company. It’s sort of a backup plan and a much needed help for the customer who really has little to no knowledge on how insurance claims work. So overall, it is a faster and easier process which is set up to help the customer, and speed up the process to get claims paid quicker. Over time, while it does become easier, eventually other companies will begin to do this as well, and people will switch to whoever is cheaper. Service Packaging

Packaging is not needed for our products or services. Instead we are offering our customers an easier way to file insurance claims. Normally a client would have to call in to the hot line number in order to file a claim. Once the operator answers then the client is expected to listen to numerous options and select which one applies to their personal needs at that moment. This process can be time consuming and aggravating depending on how many clients the customer service representatives the operators are assisting. The next step would be to explain the situation to the operator and wait for them to file the claim for the person. The on line website will be a fast working, easy to navigate website. There is nothing more aggravating then trying to complete information on a website that is slow and takes a long time to accept information.

With technological advances, being able to file on line may be more convenient for those who do not have time to call the hot line and file claims. Clients will be able to access the website from laptops, cell phones, iPad, or any other media devices that allow access to the internet. Add value because it will be less time consuming for customers, if a follow-up is needed then the information may be easier to retrieve due to the pre-online registration. With every question there will be a detailed explanation of what information is required for that particular question. The question and additional information will be explained thoroughly to customers without them having to wait on hold in the phone for long periods of time just to speak with a live operator. This will add value to the customers in three ways. The online website will save time. Allow customers to have a more hands-on experience with the editing of claim information. Product Life Cycle

Over the lifecycle of a product, a company’s differentiation and positioning strategy would need to change as the market, competitors, and product change. “When we say that a product has a life cycle we assert four things; Products have a limited life, Product sales pass through district stages, each posing different challenges, opportunities and problems to the seller, Profits rise and fall at different stages of the product lifecycle, and Products require different marketing, financial, manufacturing, purchasing, and human resource strategies in each life cycle stages” (Product Life Cycle | Stages and Limitations of Product Life Cycle (PLC), 2014, p. 1). “Product life cycle (PLC) deals with the life of the product in the market with respect to business or commercial cost and sales measures” (Product Life Cycle | Stages and Limitations of Product Life Cycle (PLC), 2014, p. 1). There are “five stages of each product lifecycle: product development, introduction, growth, maturity, and decline” (Product Life Cycle | Stages and Limitations of Product Life Cycle (PLC), 2014, p. 1).

During the introduction stage, Allstate will be launched into the market. Sales grow slowly in this time, and informative advertising is done (Dinesh Bakshi, n.d.). Many firms do not earn profits in this stage. There wouldn’t be much price skimming because our product is not a new invention and does have competitors. Due to the amount of competitors in the insurance market, competitive pricing is used. Sales rapidly grow during the growth stage, so we use persuasive advertising to gain customers. Competition is stiff at times prices may be reduced to stay a top competitor. Even though competition may be stiff, firms start to earn more profits in this stage.

Our sales increase slowly and the highest figures are reached during the maturity stage of the product cycle. Since competition is at its max level, it would be in Allstate’s best interest to implement promotional pricing. Our profits are also at their highest level. We use competitive advertising to attract and retain our customers (Market Force, 2005-2014). Next we enter the decline stage where sales and profits decrease. During this stage, we must determine if the decline is temporary or permanent by conducting marketing research. Production may be stopped if the decline is considered to be permanent. If the decline is temporary, extension strategies are implemented. The extension stage comes into play to come back from the decline. Original products may be reintroduced in other variations by changing the design, starting a new advertising campaign, and more (Dinesh Bakshi, n.d.). Pricing

The price strategy of the web based system. The primary goal is to assure that this meets the needs of our loyal customers and anticipated customers. Moreover the pricing of our new web based system is an essential part of the marketing piece. Indeed this product of service can be very successful through proper indications of the pros and cons. Other price strategies could relate to what new services are provided by our competitor’s. However, researching the value, quality and conveniences of the product of service is essential. Pricing strategies with our new service can work to help gain satisfaction from the customers. Consequently, if the market research is not implemented correctly; this can work against the organizations overall plan. Contingency plans will also help the guide the new product in the process of service. Most of all pricing factors outline important steps of the web based system. In which will differentiate us from other insurance organizations such as State farm.

Furthermore one of all states insurance pricing strategies would involve a small fee. This fee will be deducted from the insurance holders policy every month or every six monthly. The web based system will be done as a package deal. Therefore customers will have the option to participate or not. The new product of service will also be explained to every customer .As well as step by step instructions to give a better understanding of how to use the system. Ultimately the use of the system operates to have claims estimates completed in a timely manner. Customers immediately have an opportunity of seeing the breakdown of damages and cost online.

Overall the web based systems pricing is a concern that customer will have a choice to speed the process of with their claim .Although there are some people who may prefer to wait to speak with a claims adjuster. Most of all the new product of service will eliminate many problems with the process of claims. Customers will have an opportunity to view their own claims, and get a compete estimate without waiting for a call back from a claims adjuster. Although this is a preliminary estimate of the claim, this is a positioning factor that gives Allstate’s customers satisfaction. Pricing figures are major factors towards marketing as well as the competitors. Promotional Strategy

Allstate has several online competitors (Progressive, eSurance and Geico) that equate themselves as easy and fast. One of Progressives main thing is “price match”, which allows consumers to compare rates without providing too much personal information. Many people are reluctant to participate in many online services such as this because they think they will bombarded with spam and other marketing tactics. Generally, customer just a roundabout amount of what they would have to pay for car insurance based on their specific coverage needs. Allstate has identified this problem and created an innovative solution.

First and foremost, Allstate designed a new way for customers to shop for quotes and have them delivered. According to “Marketing Edge” (2014), quotes would be delivered “anonymously (no personal information required), fast and easy, helpful (accurate), contemporary, and intuitive” (para. 4). Allstate needed to spread the word on this innovation, and the best way was to implement a campaign. This campaign included banner ads online and other tools designed to focus on online shoppers.

Allstate needed to market themselves differently than their competition in order to stand out, excite consumers, and provoke attention. According to “Marketing Edge” (2014), “The new anonymous quote tool was the centerpiece of the program. Once it went live on the www.allstate.com site, DRTV, paid search, and online advertising campaigns were implemented in order to drive traffic to it. The DRTV campaign used a unique URL, “getallstate.com” for tracking purposes. Online banner ads linked directly to the site so visitors could be tracked through initiation and completion of a quote. The Program Objective: Develop and market a category-unique online shopping/quoting tool and introduce it to consumers in a way that cost-effectively invites greater shopping/quoting in the direct channel” (para. 7).

This creative strategy had continued to allow online shoppers the freedom and convenience to stay anonymous. Customers do not even have to provide their name to receive a quote (estimate). There is no application to feel out and no surveys to take. All of the other necessary information is gather by simply inputting your zip code. There are helpful tools strategically placed to assist customers, and the web site design is contemporary but not too flashy. According to “Marketing Edge” (2014), Based on their information, shoppers are presented with an array of estimates in a matrix that allows them to compare different features and levels of coverage that meet their unique needs. And it provides a price for each option. The tool demonstrates throughout the ease with which consumers can obtain the customized price and coverage information they want” (para. 10).

Professional Selling Effort
In order to market the new automated system for making claims, Allstate needs to express to the customers exactly how beneficial it will be to them. The best approach would be to build the value to the customer. They would have to show the customer exactly how it would benefit them to manage their claims online rather than deal with a claims adjuster right from the get go. Several people will find it convenient to be able to fill out the accident forms right from their mobile device, like their smart phone or tablet, while others will not be so prone to using technology as they are not technologically advanced. We will show the customers not to be afraid of the new systems, and that they are a benefit, not a burden. Initial Budget

The budget is a financial plan for Allstate that quantifies the resource allocation plan for the years to come. To start, Allstate would have to create a specific amount, generated from how many people are going to be monitoring the online claims, and how many hours those individuals are going to be putting in. A sum of $208,000 will needed for ten individuals needed for the new system, all set at 40 hours per week and being paid $10 per hour. Allstate will have to create a budget for the person or company putting together the mainframe for putting together the portal for online claims, and setting up the website. Allstate will have to keep in mind that it is going to be a process to put this together and a lot of storage is going to be needed for their clientele. Generally, websites and web design are going to cost Allstate anywhere from $1,000 t $2,500. Allstate will create jobs for this new system, and they will have to advertise or promote within in order to fill those jobs, but this will be very minimal cost to Allstate.

The company expects to have a gross profit in the first year of $250,000-$500,000 due to the amount of claims that are not going to need claims adjuster to visit sites to assess the damage personally. The targeted output rate is 1,000,000, and with the average of 86% of all applicants that start the claim online actually finish it, that leaves 860,000 people that use the online claims and pricing. Allstate does not expect any losses with the new market plan.

Success Plan Measurement
There are several ways to measure the success of Allstate’s marketing plan. For Allstate to accurately measure their success plan they must “start with the end in mind” (Dyke, 2014). One of the first things to do is ask why the project began and what the goals are. Companies cannot lose sight of why they started something. Once that drive is lost the campaign goes under and the company is next. Numbers do not lie, so if the marketing plan is working it will show in revenue. Dyke (2014), “Measure success on your marketing program’s ability to meet the needs or desired outcomes of an objective. Remember your business planning here – start with setting your goals, list objectives that meet these goals and then identify tactics that will achieve your objectives. The best objectives are SMART (specific, measurable, achievable, realistic and tangible)” (para. 13).

To start tracking progress and success, Allstate must determine who their audience is. having a newsletter can be the turning point for a business. You can see which articles have the most readers and track statistics. Dyke 2014, ” Begin to gather intelligence around the reader’s interest in the topic, taking the newsletter from a passive strategy to an interactive strategy, and one that can be measured. At the bottom of each online article, give readers several options. They can comment or ask questions, request that a lawyer call them, request a white paper or a helpful form or checklist you’ve developed, or they can register for topical events. Remember, your responsiveness to requests is critical in developing relationships” (para. 20).

Next, reducing that amount spent on proposals and pitches will help to increase rates in other areas. get to know clients rather than just what they think they want. Allstate must stay one step ahead of the competition to succeed. Many say the “perception is reality”, so it is imperative to know exactly what Allstate’s clients think about them. This can be done by implementing satisfaction surveys for the clients to ensure all their needs are met. All threats or problems acknowledged or revealed by the client must be handled swiftly. Allstate must “market for the sake of revenue, not for the sake of marketing – and take the momentum of your success and apply throughout all your marketing initiatives” (Media coverage: grabbing the bull horn). Ethical Issues

Reference
Dinesh Bakshi. (n.d.). Retrieved from http://www.dineshbakshi.com/igcse-business-studies/marketing/revision-notes/814-product-life-cycle Dyke, S.V. (2014). CBA Practice Link. Retrieved from http://www.cba.org/cba/practicelink/mt/measureefforts.aspx http://www allstate.com/claims/report-

Insure Me. (1993-2014). Retrieved from http://www.insureme.com/insurance-agent/marketing-tips Market Force. (2005-2014). Retrieved from http://uk.marketforce.com/price-checking/ Marketing Edge. (2014). Retrieved from http://www.marketingedge.org/marketing-programs/collegiate-echo/challenge-history/dma-international-echo-showcase/winner-allstate Perreault, W. D., Cannon, J. P., & McCarthy, E. J. (2009). Basic Marketing. A marketing Product Life Cycle | Stages and Limitations of Product Life Cycle (PLC) . (2014, Summer). Textile Learner, (1), 1. Retrieved from http://textilelearner.blogspot.com/2013/12/product-life-cycle-stages-and.html Strategy Planning Approach. (17th ed.). New York, NY: McGraw-Hill Company