TOPIC: Business Planning

Program planning, strategic planning, business planning. This Discussion asks you to consider the relationships and intersections between these essential forms of planning.

All programs should have a strategic plan, as well as a sound business plan to guide their endeavors. Although completing a robust business plan (or a strategic plan) is beyond the scope of this course, it is beneficial to understand how and why such a plan could be useful for your program. Give some thought to this as you engage in this Discussion with your colleagues.

To prepare:


Review the information in the Learning Resources, focusing on Chapter 4 of Assessment and Planning in Health Programs (for the logic model), as well as additional resources on business planning such as the U.S. Small Business Administration website.


Conduct additional research on your own regarding the relationship between strategic planning and business planning, and consider how these relate to program planning.

post a cohesive scholarly response that addresses the following:

1. What is the prospective impact of a business plan on the strategic planning of a program?

2. Support your response with references to the logic model and program theory models.

3. How does business planning relate to program planning?

4. Support your response with an example from the literature.

This regular assignment helps you to convey who the interested parties are in your business plans. It encourages you to think what financial information is most important to monitor business plans and where to find this information.

a) Using a table explain who the main financial stakeholders are in a business you are familiar with and what power and impact they have.

b) What kind of accounting and finance information do you need to monitor this business and where in the main financial statements will you find it? Why is cash and liquidity important?

c) With the aid of worked examples and sensitivity analysis show how both breakeven analysis and investment appraisal techniques can help business planning.

Your response should be in the form of a written report of between 1000 - 1500 words.

Guidance notes:

Models and concepts of use for this regular assignment include, Stakeholder analysis matrix, Profit and Loss account, Balance Sheet, Cash Flow Statement, Cash Budgets, Breakeven Analysis, Investment Appraisal techniques such as payback, net present value, internal rate of return.

Better answers will also critique the concepts and models used.

**Request Writer: philipj

Background:
In this case assignment, you are asked to discuss and analyze the factors for success and failure in business ventures.

To do this we will look at two different companies that started more or less at about the same time, Siebel and eBay. They both did extremely well initially, with Siebel revolutionizing CRM and eBay the auction business. However, both went very different ways. Siebel developed major problems and was acquired by Oracle, while eBay grew to where it is today?the leader in its marketspace.

Required Reading:
Refer to the required and optional readings on entrepreneurship, the theme for this module. These articles will give you an understanding of the factors that contribute to the success or failure of a start-up company. Pay careful attention to the important lessons from these two start-ups, eBay (very successful) and Siebel (not so successful). Note too the exit strategies that both companies use?eBay's exit strategy was via IPO (initial public offering - stock market), and Siebel was through acquisition. These will come into play in future assignments.

Assignment:
Write a paper which examines the following questions:
?What are the critical factors that determine the success or failure of a start-up company?
?Analyze why the two companies in this module, Siebel Systems and eBay, differ so much in their outlook.
?Identify some of the important lessons you derive from comparing companies that continue to do well with others that flounder after being successful start-ups. Among the lessons you identify, which one is the most important?
?Assess the key start-up factors that determine long-term sustainability of a company such as eBay or Siebel.

Keys to the Assignment:
The key aspects of this assignment that should be covered in your paper are:
?Detailing the various factors contributing to the success (or failure) of start-ups.
?Evaluating these factors in reference to eBay and Siebel, (i.e., what they did right, what they did wrong).
?Evaluating these two organizations in terms of the key startup factors that determine long-term sustainability.

Assignment Expectations:
Your paper will be evaluated on the following seven points:
?Precision - Does the paper address the question(s) or task(s)?
?Breadth - Is the full breadth of the subject, that is, all the keys to the assignment, addressed?
?Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources as references?
?Critical thinking ? Are the concepts of this module applied accurately, logically, and relevantly?
?Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers longer than two pages?
?Clarity - Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions, or are points conveyed through excessive use of quotations?
?Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation?


Required Reading:

*The following required reading will help you learn about the factors that make a new venture succeed or fail.

Anonymous (2008, Feb. 4), Entrepreneur Investment Opportunities: Will Your Start-Up Idea Fly? PR Newswire, New York, NY Retrieved from ProQuest.

Baron, R. A. (2006) Opportunity Recognition as Pattern Recognition: How Entrepreneurs "Connect the Dots" to Identify New Business Opportunities. The Academy of Management Perspectives, 20(1), 1331-1334. Retrieved from EBSCO.

Anonymous, (2012). CBS Television Network SWOT Analysis. Marketline.com, 1-8. Available 1/3/13 through EBSCO database.

*The following required reading gives examples of winners and losers in the new venture space.

Hof, R. D. (2003, August 25). The eBay Economy. The Company is not just a wildly successful startup. It has invented a whole new business world. Business Week, 3846. Retrieved from http://www.businessweek.com/magazine/content/03_34/b3846650.htm.

Kerstetter, J. (2003, June 2). Can Siebel stop its slide? Missteps?and tough rivals?undermine the software giant. Business Week 3835. Retrieved from http://www.businessweek.com/magazine/content/03_22/b3835081_mz063.htm.

Gaither, Chris, Alex Pham, (2005, Sep. 13), Oracle, eBay Snap Up Firms to Compete; The purchases of Siebel Systems and Skype Technologies signal a buy-or-be-bought tactic. Los Angeles Times (Home Edition). p. C1. Retrieved from ProQuest.

Optional Reading:

*The following optional articles will help you in developing your SLP business plan

The Nuts and Bolts of Business Plans. MIT Entrepreneurship Center. Retrieved from http://www.ipvisioninc.com/nutsandbolts/.

Tutorial on Business Plan. MyOwnBusiness. Retrieved from http://www.myownbusiness.org/s2/index.html.

Pages on Business Planning. Free Management Library. Retrieved from http://www.mapnp.org/library/plan_dec/bus_plan/bus_plan.htm.

Entrepreneur's Help Page. Retrieved from http://www.tannedfeet.com/.

Question 1
A) Suggest an idea that could turn into a business proposition using business competition chain. Word count: 400 words
B) Based on the idea produced in question 1 part A, explain the main difficulties/barriers? Word count: 400 words

Question 2
A) Reflect on the possibility to finance the new business. Note the case study ?Supporting new business start-ups? provides you with different ideas to be considered. Word count: 250 words
B) Illustrate on the types of risks when answering. (Refer to enterprise value-cycle.) Word count: 400 words

Question 3
List and clarify STEEP and seven P?s when introducing a business idea. Word count: 400 words

Question 4
Identify and explain what is meant by the market research cycle. Word count: 625 words


Guidance to Question 01
Keep in mind that this question is intended to test the ability of being innovative. Try to express your idea logically creatively using the business competitive chain. B) Each venture has its barriers; you should propose solutions to overcome these obstacles.
Guidance to Question 02
This questions aims to reflect various types of finance to start a business. B) Enterprise Value-cycle will help you identify those risks when applying the idea.
Guidance for Question 03
You should be able to connect STEEP and the 7P?s to the proposed ideas.
Guidance for Question 04
Enable the reader of your conscious of the seven stages of the market research cycle as to what each entails.

Case Study
Supporting new business start-ups
This case study looks at the challenges of setting up a new business. It looks at some of the decisions that must be made by a budding entrepreneur. It outlines some of the services and support that are offered to business start-ups by a financial institution like Barclays.
The business idea:
An obvious starting point is the business idea. Many people think that they might have spotted a business opportunity. Translating that thought into action is another matter. There are many ways of coming up with a bright idea.
Source of Ideas Examples of idea Example
Developing a hobby A gardening service
Using your skills A service creating and maintaining websites
A chance idea Producing a musical toothbrush
Combining two ideas Running an Internet caf?

Many people are inspired by existing businesses. Tim O?Neil runs T&T Vision, a business that sells spectacles through an online shop on eBay. Tim got the idea for his business in his first year at university. His father bought a pair of reading glasses online. This seemed a good idea for an e-commerce business.
Before setting up a new business, there are important questions to answer. This requires
market research to systematically gather, record and analyze data about the market for
the planned goods or services. This is an ongoing process as markets are always changing. However, some market research is essential before starting any new business.
Secondary (or desk-based) research will answer many of these questions. Secondary research involves scanning already published materials such as reports, patents and statistical data. This research will help a business to decide on its marketing mix. The marketing mix or/and the seven P?s
Types of business organization: If the initial market research suggests the idea is a good one, then the entrepreneur must consider the practicalities of setting up the business. There are three main types of business form:
1. A sole trader is simple to set up - there is no complicated paperwork. The owner of a
sole trader enterprise, such as plumbers, window cleaners and professional writers, has
complete control of the business. However, there is nothing to prevent a sole trader taking
on employees and many do. The sole trader takes all the profits (after tax) but is liable for
all debts the business incurs. This means that if the business makes a substantial loss, the
sole trader may be forced to sell personal assets such as their house to cover the business
debts. In worst cases, sole traders may face bankruptcy.
2. A partnership consists of between two and 20 partners. Partnerships are a common
form of business for many enterprises offering professional services, such as doctors?
surgeries, accountancy practices and design businesses. Partners can bring more capital
and a wider range of skills, work and ideas to the business. However, partners can and do
fall out. Like sole traders, most partnerships also have full liability for any business debts.
3. A limited company is a legal entity. This means, for example, that if a company owes
someone money, the creditor can take the company to court. Because of its legal status,
it is more complicated and more expensive to set up a limited company. Any new (or
small) business choosing this form of structure will become a private limited company. The entrepreneur setting up a new company is likely to retain a large shareholding but may offer shares to some investors in return for capital. However, unlike the public limited companies (PLCs) listed on the stock market, these shares cannot be sold to the general public.
A limited company is owned by its shareholders, who are entitled to a share of any profits and a say in the running of the business. The main advantage of this type of business ownership is that it offers shareholders limited liability. Shareholders are not responsible for the full amount of any debt incurred by the business. The liability of each shareholder is limited to the amount of capital they have invested in the business. This is why this form of business is attractive to many entrepreneurs.

Budgeting and business planning: Many businesses fail in their first year of trading. There are many reasons, but typical ones include: a) lack of understanding of the market ? a failure to carry out market research b) underestimating the strength of the competition c) failure to secure adequate finance d) inaccurate estimates in constructing budgets ? for example, revenue forecasts are too high and/or cost estimates too low.
A well-structured business plan, including budgets, can help a new business to avoid
such problems. A business plan provides a forecast of costs and revenues over the planning period. It sets out how sales will be achieved and how the business is to be financed. Banks expect to see a business plan before agreeing to any loan request. Many banks provide tools to help owners draw up business plans.
It is important for a new business to have clear budgets. A budget is based on the business objectives and identifies key factors, such as what money is needed, for what purpose and where it will come from.
A budget also considers the assumptions a business may need to make about variable
factors, such as interest rate changes or volume of sales. A detailed budget plan with clear
targets will help give a business control by: a) ensuring money is spent on the right activities b) drawing attention to waste or loss c) focusing on areas of the business that need review, for example, if revenue is not meeting target or if costs are rising.
A budget will also take into account expected cash flow so the business can assess if its
income will cover its expenditure. Difficulty with cash flow is common. It is unlikely that a new business will make a profit in its first few months of trading. It takes time to build up a business and win new customers. Many new businesses offer credit terms to customers so they must wait to be paid. The result is that the business is often short of cash.

Financing a new business
Some new businesses need little start-up capital. An online retail business like T&T Vision does not require substantial funds to buy premises or a large selection of stock for display. Other types of business require significant finance for premises, equipment and stock before they can start trading. The owners of any new business, whether sole trader, the partners in a partnership or the shareholders in a limited company will be expected to provide some capital. However, there are other sources of business finance available to meet day-to-day expenses or to buy more expensive capital items:
? An overdraft. This arrangement, agreed in advance with a bank, allows a business to
spend more than the funds available in its account up to an agreed limit. The business can
dip into this ?pot? as and when it needs to, for example, to pay a pressing bill. The
flexibility of an overdraft means the business can pay the bill immediately and the overdraft is automatically repaid once sufficient funds are deposited in the business? account. However, a business pays interest on the amount it owes. Interest rates on overdrafts can be higher than on other, less flexible, ways of borrowing.
? A business credit card enables a business to borrow flexible amounts quickly and for a
short period of time. Banks will usually place tight limits on the amount that a new
business can borrow on a credit card. If the amount borrowed is paid back in full at the
end of each month, the business does not pay any interest. However, interest is charged on any remaining balance until the amount is repaid. Like overdrafts, these interest rates can be higher than other ways of borrowing because of the flexibility of the arrangement.
? A bank loan. Most banks offer bank loans for business. They are useful for borrowing larger amounts, for example, to pay for set-up or expansion costs. For example, it may have to be located in an area of economic deprivation or the owner may have to be under a certain age. One avenue not usually open to business start-ups is venture capital. As the television program Dragons? Den shows, venture capitalists put money into an enterprise in exchange for a share of the business. They would always expect to see some evidence of business success before investing.
A new business is also likely to need financial advice. Banks recognize that a business has different needs to that of an employed person who has regular pay coming into a bank
account:
? A business needs a means of handling payments from its customers, of making payments to its suppliers and of managing its cash flow.
Conclusion
Starting up in business is an exciting challenge. However, it is necessary to have a good idea, a clear understanding of the market and financial knowledge and skills to support the business? development. A detailed business plan will help a business avoid failure by:
a) Researching the market b) Assessing the competition c) Predicting revenue and costs accurately d) Securing adequate finance.


Note:
? Please to use the Times New Roman Font Size 12
? Line spacing should be 1.5
? All pages should be numbered
? Keep wide margins
? Align text to the left. Don?t justify leaving spaces between words
* Harvard Style Referencing.

Assignment Instructions
INTRODUCTION/OVERVIEW:
The author of our course textbook developed his business model canvas approach to business planning through the instrument of his doctoral thesis. Note the two articles in the reading material (Lessons area) that relate some of the development of the Osterwalder and Pigneur business model canvas (along with other models). These articles, plus additional sources you can locate in the online library, will help to give you insight into the person behind the management approach that is the central focus of our comprehensive course project.
This first assignment is a 450-600 word research paper (using the two scholarly articles referenced above, plus two additional journal sources) that lends insight into the development and use of the business model canvas and the person(s) who developed it. NOTE: Four (minimum) scholarly journal sources are required for this paper.
DETAILS:
? Discuss the genesis of the Business Model Canvas
? What are the unique features of the approach of the Business Model Canvas?
? How does the Business Model Generation compare/contrast to other business model approaches?
? What are the benefits and/or limitations of using Osterwalder?s business model canvas in the context of your organization?
PROCESS:
Utilize the APA Helps as necessary in the Course Materials (in the Lessons area) to help you present your brief paper in APA format, which means that you need to write a Title Page and References Page separate from the body of the text of the paper (no abstract or author note are needed).
NOTE: Do not use macros or automatic referencing in your papers for this course. The auto features usually cause unforeseen problems in format. Plus, part of this course involves the student?s acquisition of the essentials of the APA style format
Upload your paper (.doc) in the assignment section for grading. Follow the Submissions Guidelines as listed in the Syllabus: The various assignments for this course should be submitted as Word.doc attachments in the Assignment section of our virtual classroom.
Each file OF YOUR WORK should be named in the following manner: Last name?truncated Week Number-Assignment name (abbreviated if necessary)
For example: Smith-Wk01-Finding Osterwalder
BEFORE YOU WRITE/SUBMIT YOUR PAPER . . . I highly suggest that you view the following YouTube video (if you have not already done so). It will show you how to get off on the right foot in APA formatting of your written assignments: http://www.youtube.com/watch?v=9pbUoNa5tyY&feature=related
Textbook/readings-Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers ?
? Osterwalder & Pigneur: pp. 1-51
? Lesson: Business Model Generation Canvas

Articles:
? Using the Business Model Generation Canvas
? Business Model Canvas with Explanations
? Leschke, J. (2013). Business model mapping: A new tool to encourage entrepreneurial activity and accelerate new venture creation. Journal of marketing Development and Competitiveness, 7(1), 18-26.
? Michelini, L., & Fiorentino, D. (2011). New business models for creating shared value. Social Responsibility Journal, 8(4), 561-577.
? Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurial Management Journal, 8, 449-465.

Write theories and concepts of how to do the business, for example, what is it? how to apply it?


CHAPTER 3 (How to do business)
3.1 Business planning methodology (0.5 pages)
3.1.1 The Analysis of Business Plan Component
- Marketing mix (1 page)
- Logistic strategy (1.5 pages)
- Human resources strategy (1.5 pages)
- Financial Projection (1.5 pages)
Assumption
Cash flow analysis table

Please Title Entrepreneurship SLP 5

Your exit strategy may or may not be included in your Business Plan. However, at this point, if you've done the research and kept up with your business planning as you progressed, you are in a position to put it all together and present a formal business plan.

No one expects perfection, but do the very best you can. This is where the "rubber meets the road." Put your complete business plan together in the most professional way that you can using the feedback provided for the prior sections to improve the entire document. And here's a hint: the more accurate financials you can include, the better!

No page limit this time!

Click here to go to the SLP Overview page.
SLP EXPECTATIONS

It is expected that you will explain your analyses. Also that you will use information from the background readings as well as any good quality sources you can find to deepen your understanding of the project and that you will cite all sources and provide a reference list at the end of the paper.

The following will be assessed in particular:

Your demonstrated understanding of the concepts and frameworks used to conduct analysis for the project. Generally formal definitions are not required as understanding can usually be demonstrated by the way you apply or interpret the concepts.
Your ability to conduct analysis appropriate to the project. The sections above require a combination of description, (e.g. what exit strategy you recommend) and analysis (explaining the analysis which led to that recommendation). Graders will place more weight on analysis than description alone.

The criteria used for assessment will be those explained on the MOD01 Home page, namely:

Focus.
Breadth.
Depth.
Critical thinking, including selection and application of relevant frameworks.
Effective and appropriate communication skills.

Use information from the modular background as well as any good quality resource you can find. Please,

cite all sources at the end of your paper.

The following will also be specifically assessed:

Your ability to clearly communicate your understanding of the concepts (i.e., clouding, etc.)
Your ability to link the concepts to the issues of privacy, transparency and reliability.

When your paper is done, proofread it (use speel & grammarch checks) send it in to CourseNet.

Length: no page limit, double spaced.

Prepare annotated bibliography for the following references, which is reflecting the following criteria:
Each annotated bibliography entry should contain the following three elements:
1. A bibliographic citation in APA format
2. A two to four sentence summary
3. A one or two sentence critical evaluation
Some references are more useful and you may rely on them in more detail than others. For these entries in your bibliography expand the annotation so that it contains the following items:
1. A summary of the main points and the author's thesis
2. A critique of the author, including the author's credentials
3. Comments on the usefulness of the article to your research such as the date of the publication; whether or not there have been subsequent revisions or editions of the work that would mean it is more authoritative; whether or not the work is from a scholarly, substantive, popular, or sensational source, etc.
4. Point of view from which the work was written
5. Relevant references in the work
These are the references:
References
Chen, C., & Hasan, N. (2008). How to succeed with supply chain planning. Supply Chain Management Review, 30-36.
Mellen, C., Allen, B., & Prokopets, L. (2010). Putting S&OP on the fast track. Supply Chain Management Review, 40-45.
Muzumdar, M., & Viswanathan, N. (2009). Integrated business planning: kicking S&OP up a notch. Supply Chain Managment Review, 34-41.
O'Marah, K. (2012, December 23). Amazon beats Apple in battle for supply chain leadership. Retrieved from Supply Chain Management Review: http://www.scmr.com/article/amazon_beats_apple_in_battle_for_supply_chain_leadership/
O'Marah, K. (2010). Winning Tactics: Lessons from the supply chain top 25. Supply Chain Management Review, 14(5), 14-16, 18-21.

Slone, R., Mentzer, J., & Dittmann, J. (2007). Are You the Weakest Link in Your Company's Supply Chain? Harvard Business Review, 116-127.
Bailey, J. P., & Rabinovich, E. (2006). The adoption of inventory postponement and speculation: An empirical assessment of oligopolistic internet retailers. Transportation Research.Part E, Logistics & Transportation Review, 42E (4), 258-271.

Balocco, R., Miragliotta, G., Perego, A., & Tumino, A. (2011). RFID adoption in the FMCG supply chain: An interpretative framework. Supply Chain Management, 16(5), 299-315.

Duke, M. (2010). "Next generation Wal-Mart". Vital Speeches of the Day, 76(9), 425.

Lee, H. L. (2002). Unleashing the power of intelligence. International Commerce Review: ECR Journal, 2(1), 61-73.

Lee, H. L., and Whang, S. (2004) e-business and supply chain integration. In T.Harrison, H. Lee, and J. Neale (Eds.), The practice of supply chain management: Where theory and application converge (pp. 123-138). New York, NY: Springer Science & Business Media

Amazon.com Investor Relations (2013). Investor Relations. Retrieved May 9, 2013, from Amazon.com Investor Relations and Filings with the SEC: http://phx.corporate-ir.net/phoenix.zhtml?p=irol-irhome&c=97664

Chopra, S., & Meindl, P. (2010). Supply chain management: Strategy, planning and operation (4th ed.).Upper Saddle River, NJ: Prentice Hall
Hugos, M. (2003). Essentials of supply chain management. Hoboken, NJ: John Wiley & Sons.
Lapide, L. (2013). A tribute to the ever-evolving warehouse. Supply Chain Management Review, 17(2), 4-5.
Master, N. (2012). Amazon?s inventory management secrets. The supply chain solutions
blog. Retrieved: http://www.rfgen.com/blog/bid/246924/Amazon-s-inventory-management-secrets
Salter, J. (2012). Behind the scenes at Amazon?s Christmas warehouse. The Telegraph.
Retrieved: http://www.telegraph.co.uk/topics/christmas/9664036/Behind-the-scenes-at-Amazons-Christmas-warehouse.html
Home Depot Corporate. (2006). Our Company Values. Retrieved from http://corporate.homedepot.com/wps/portal/
Mentzer, J. T., Dewitt, W., Keebler, J. S., Min, S., Nix, N. W., & Zacharia, Z. D. (2001). Defining supply chain management. Journal of Business Logistics, 22(2), 1-25.
Schoenfeldt, T. I. (2008). A practical application of supply chain management principles. Milwaukee, WI: Quality Press.

Develop a business plan for small fine dining restaurant in Melbourne, Australia.

The business plan should covered the plan outline below:

1.Executive Summary
1.1 Business overview
1.2 Mission statement
1.3 Service vision
1.4 Product differentiation
1.5 Target market
1.6 Financial management
1.7 Staff and operations

2. Product Profile
2.1 Product- goods and services
2.2 positioning
2.3 Price

3. Marketing plan
3.1 External business environment
3.2 market segmentation
3.3 Competitor analysis
3.4 position in market
3.5 SWOT analysis
3.6 sales forecast
3.7 Promotional strategy

4. Legal requirements
4.1 Legal structure
4.2 Licensing
4.3 Insurance
4.4 Business relationships and government bodies
4.5 Fair trading
4.6 Taxation
4.7 Industrial relations
4.8 Occupational health and safety
4.9 Record keeping

5. Human Resources Plan
5.1 Job analysis
5.2 Legislation and industrial relations
5.3 Organisation chart
5.4 recruitment and selection
5.5 Induction and training
5.6 Performance management

6. Operational Plan
6.1 Opening hours and trading
6.2 Pricing and cost control
6.3 policies and procedures
6.4 Technology
6.5 Control systems
6.6 Food hygiene

7. Financial Plan
7.1 Start- up cost
7.2 Sales forecasts
7.3 Break- even analysis
7.4 Cash flow analysis
7.5 Balance sheet

8. Future Prospect
8.1 Outlook
8.2 Innovations
8.3 Risk Analysis

Bibliography
Appendices


The business plan needs to cover all core aspects of business planning, including marketing, financial, human resource and operational planning. Legal and insurance issues should be reviewed and corresponding recommendations made for legal compliance, and the business plan should provide a forecast for the long- range direction of the business and its strategic success.

Is logistics planning more important than any other type of business planning? Explain and be sure to make a good argument for your position.



Week 1: Enter your original response to this question. Support your response with evidence from the readings or other resources. It is not necessary to provide formal citations, but you should give the sources of your information.

You'll remember that we're using a common basic format for the Project assignments in all Modules -- that is, the review of relevant professional development websites. You can review the rationale and purpose of these assignments here if you need to.

Specifically, for the Session Long Project for this Module, your assignment is to become familiar with the free strategic and business planning tools from Planware.com. In their own words, here's what they have available:

Business Plan Freeware
Channel Contents




Free Exl-Plan Free, high-level financial planner for Excel for creating projected income statements, cashflows and balance sheets for 2 years ahead. Includes a free comprehensive 150-page business plan guide and Word-based template.
Free Cashflow Plan Free, an Excel-based, business cash flow planner with roll-forward facility for short-term projections.
Free-Plan (Biz-Plan), a free Business Plan Template for Word (48 pages) and complementary Guide (supplied as a 90+ topic Help file and as a 100+ page PDF file for printing).
Free Online Strategy Planner for compiling a 2-3 page strategic business plan.
Free Online Business Plan Presentation & Outline Plan Compiler for developing a 12-slide presentation and linked 5-6 page outline plan.
Free Online Financial Planner for generating high-level, first-cut five-year projections of income statements, cashflows and balance sheets.
Free Business Plan eGuides, compilation of papers on business planning matters.
Free Online Advice Service for problems relating to the compilation of a business plan.





Check out as many of these free tools as you wish. Then prepare your review.




There are faxes for this order.

there are 2 questions that I need just a little research for it. between 7-8 sentence for each should be fine. please number each question that is answered

1. analyse the fundamental principles of resource planning funding
2. apply the principles of business planning in a photography context

DOING BUSINESS IN???. Russia


1. Description of the country in terms of geographical location, history, climate, topography, etc.
2. Description of the prevailing culture of the people and their poverty level (e.g. per capita income).
3. General literacy level of the people and the country?s educational structure and funding.
4. Natural resources of the country. What are the sources of the country?s foreign exchange earnings?
5. What are the common areas of the economy that can attract international businesses into the country? E.g. if you were to move into the country to run a business, what line of business will you choose?
6. How do you register your business as a foreigner in the country?
What are the constraints/hurdles for a foreign-owned business planning to operate in the country?

ANY OTHER MATTERS OF INTEREST ABOUT DOING BUSINESS IN THE COUNTRY, e.g. ethics, crime, type of government, work habits, religion, etc.

A business and location has already been chosen for me. The type of business will be an indoor baseball and softball training facility. If you go to cite www.extrainnings-margate.com that is the type of facility I have to use. The business also will have to be located in New York State in Suffolk County. I checked and got a little information. It is listed under the Fitness and Recreational Sports Center and its numeric code - NAICS is 713940.
The book we are using in called Successful Business Planning for Entrepreneurs by Jerry W. Moorman & James W. Halloran. A Thomson/Southwestern publication. (if you can't find this book I don't think its a big deal just follow any business planning procedure. They all seem basically the same)

This plan has to be done in two parts because they have to be handed in that way. I would appreciate if you could follow this procedure.

The Business Plan will be submitted in two parts. Part I is DUE mid-semester. Part II is DUE end of semester

A business plan serves as a manual to help the entrepreneur during the planning and start-up phases of the new business.

Each chapter in the text concludes with a "Build Your Business Plan" project. It would be prudent for you to keep up with these projects to prepare you for your final plan. Try this Wall Street Journal site to get ideas: http://online.wsj.com/small-business

At his page you can find links to many other helpful sites.

In the "Real World" a good business plan typically takes several weeks to complete. For the purpose of this course your report should be a minimum of 5 pages, (excluding Cover Sheet, Statement of Purpose, Table of Content and Appendices) SINGLE SPACED. If prepared properly, you should have invested approximately 15 hours (YES, ............I did say 15 hours!) to complete your plan.

The value of this activity lies in the process of researching and thinking about your business in a systematic way.

IMPORTANT *********

****** The Business Plan template you MUST follow can be downloaded from WWW.SCORE.ORG. Click Business Toolbox>click Templates>click Business Plan. This template contains more than 150 questions divided into several sections summarized below. Work through the sections in any order you like, except for the Executive Summary, which should be done last ( BECAUSE IT'S A SUMMARY OF THE WHOLE PLAN). Skip any questions that don't apply to your type of business. When you're finished writing the first draft, you'll have a collection of small essays on the various topics of your business plan. You should modify this generic model to suit your particular business.

All of the following are to be included in your final plan. I will use this as a checklist for grading your plan.

Cover Sheet
Statement of Purpose******** See below since this is not covered in the SCORE template
Table of Contents
Executive Summary (1 page, 350-500 words) Include topics covered in Part I
General Company Description: What business will you be in? In addition to the template include Type/Form of Ownership(chap.4) and state why you chose this form, a formal Mission Statement, Goals(targets)/Objectives, Business Philosophy, Strengths and Core Competencies,Concept History and Summary of Experience (p.29)
Products and Services: In depth description of products/services, competitive advantages or disadvantages, pricing structure of product
PART I of your Plan (all of the above) is due mid-semester. It is worth 35% of the Plan's grade. Submit Part I in this document.

PART II of your Plan (below) is due at the end of the semester. It is worth 65% of the Plan's'grade.

Marketing Plan: Research, Economics, Size, Demand, Industry Trends, Growth, Barriers to Entry, Competition, Your "Niche", Customer Profile/Demographics (age, gender, location, social class, education, etc.) and other components in the SCORE template. Give source of data in your plan ex. U.S. Census 2000.
Operational Plan: Production, Chapter 8 (Location, Access, Zoning, Space needed,) Legalities ( Insurance, Permits, Regulations, Licenses) Personnel (# of employees, skills, pay, training, responsibilities, job descriptions), Suppliers
Management and Organization: In addition to the template include an Organizational Chart
Start-up Expenses and Capitalization --Detail your expenses in narrative or list format with dollar amounts.There's no need to prepare financial statements. Just be sure you've thought through your start-up and ongoing expenses and indicate them in this section. If you have a resume, include it here.
Appendices: Pictures, Specs., Floor plans, Advertising Copy, Location Map, or anything else you believe will aid the reader in understanding the potential of your business proposal.


******STATEMENT OF PURPOSE******
This is a brief statement of the plan's objective. In other words, why have you prepared this plan?

--If it's going to be used as an operating guide, your statement might be "This plan will be an operating and policy guide of ABC Company."

--If you're going to need to borrow money to get the business started, then this would be a financing proposal (most of you will probably need to borrow funds) and the following questions should be addressed:

How much money is needed?
What will the money be used for?
How will the funds benefit the business?
Why does this loan or investment make business sense?
How will the funds be repaid?
PLEASE NOTE: The Marketing Plan is a very important component of the Business Plan. It's worth 30% of the plan's grade. It's in this section that you can "dazzle me" with your research!

Every industry has a name and a numeric code. The two codes that are used are: North American Industry Classification System (NAICS) and Standard Industrial Classification (SIC). Once you know your industry's code you can find a wealth of information about the industry your business is in.

The SCORE website, Trade Associations for your industry and government websites like www.census.gov/epcd/naics02 will also have numerous links for your industry and marketing research. Be sure to state the source of your research data when you write your plan.

www.bplans.com and www.PowerHomeBiz.com are other websites that will be helpful to you. At the bplans sit you can find 60 free sample plans sorted by type of business. The SCORE site gives you the required template(format) to use. www.bplans.com has actual plans which may give you a good idea of what a real plan looks like.

FORMAT: Your format (from SCORE) should be easy for the reader to follow. Since "time is money" in business, the reader (investor, banker etc.) should be able to get the gist of your plan from a well written Executive Summary and good formatting. For example, consider the section "General Company Description" - it has several sub-categories and should be formatted as follows:

General Company Description

The XYZ company will be engaged in the home improvement industry specializing kitchens and bathrooms. XXXXXXXXx

Mission Statement: xxxxxxxxxxxxxxxxxxxx

Company Goals and Objectives: xxxxxxxxxxxxxxxxxxx

Business Philosophy: xxxxxxxxxxxxxxxxx

Industry: xxxxxxxxxxxxxxxxxxx

Strengths and Core Competencies:xxxxxxxxxxxxxxxx

Form of Ownership: xxxxxxxxxxxxxxx

Using this type of format with major and sub-categories makes it easy for the reader to find the information he/she is particularly interested in.


Part II
MARKETING PLAN: Research what pertains to your business including: Economics, size, demand, industry trends, NAICS Code, Growth, Barriers to Entry, Competition, Your "Niche", Customer Profile/Demographics (age, gender, location, social class, education, etc.) and other components in the SCORE template. Give source of data in your plan. Ex. U.S. Census 2000.

OPERATIONAL PLAN: Production, Location, Access, Zoning, Space needed, legalities (insurance, permits, regulations, licenses) Personnel (# of employees, skills, pay, training, rsponsibilities, job descriptions), suppliers.

MANAGEMENT AND ORGANIZATION: In addition to the template include an Organizational Chart

START-UP EXPENSES ADN CAPITALIZATION - Detail your expenses in narrative or list format. There's no need to prepare financial statements. Just be sure you've thought through your start-up and ongoing expenses and indicate them in this section. If you have a resume, include it here.

APPENDICES: Pictures, Specs., Floor plans, Advertising Copy, Location Map, or anything else you believe will aid the reader in understanding the potential of your business proposal.

THIS BUSINESS PLAN WILL BE SUBMITTED IN TWO PARTS.

A business plan serves as a manual to help the entrepreneur during the planning and start-up phases of the new business.

This web page is a very good starting point for research: http://mesastate.edu/~jmoorman/. At this page you can find links to many other helpful sites.

The Business Plan template you MUST follow can be downloaded from WWW.SCORE.ORG. Click Business Toolbox>click Templates>click Business Plan. This template contains more than 150 questions divided into several sections summarized below. Work through the secions in any order you like, except for the Executive Summary, which sould be done last (BECAUSE ITS A SUMMARY OF THE WHOLE PLAN). Skip any questions that don't apply to your type of business. When you're finished you should modify this model to suit your particular business.

THE MARKETING PLAN IS A VERY IMPORTANT COMPONENT OF THE BUSINESS PLAN

Every industry has a name and a numeric code.. The two codes that are used are: North American Industry Classification System (NAICS) and Standard Industrial Classification (SIC). Once you know your industry's code you can find a wealth of information about the industry your business is in.

The SCORE website, Trade Associations for your industry and government websites like www.census.gov/epcd/naics02 will also have numerous links for your industry and marketing research. Be sure to state the source of your research data when you write your plan.

www.bplans.com and www.PowerHomeBiz.com are other websites that will be helpful to you. At the bplans site you can find 60 free sample plans sorted by type of business. The
SCORE site gives you (the required template format)to use. www.bplans.com has actual plans which may give you a good idea of what a real plan looks like.

SEE PART 1 ON HOW TO FORMAT EACH SECTION USING MAJOR AND SUB-CATEGORIES. GOOD FORMATTING MAKES IT EASY ON THE READER.

I've got a case study regarding to Strategic
Management, which requires the case in the text
book named "Strategic Management Concepts and Cases"
by

Text book

Thompson, AA & Strickland, AJ 2003, Strategic management, 13th edition, McGraw-Hill, New York, NY.

The assignment require the case study in this textbook
in the topic of "Case : ZAP and the Electric Vehicle Industry?

Length : the length is expected to be 16 pages.
Executive Summary = 1 page.
Body = 14-15 pages.
Appendices = 1-2 pages.

** I?ll do the table of contents by myself.


Course Objectives

This assessment item links the Course objectives 1-5 are as follows:

1. describe and discuss the theoretical concepts and principles of strategic management, including the formulation and implementation of strategy
2. apply the tools and techniques of strategic management to a variety of organisations in case studies and assignments
3. analyse strategic programs at the corporate, strategic business Unit (SBU), and functional department levels
4. bring together the other courses of your Bachelor?s degree into an integrated approach to business strategy.
5. to write an Executive Report on a company as if you were a professional Strategic Management Consultant.


You are required to read the Guide for Students and to follow the format of the Executive Report structure given. (Chapter 3). The heading and sub-heading of that structure will guide you in the right direction( can be viewed at this link below)

http://www.bus.cqu.edu.au/CStudent/Guide/default.htm

As you read the case, look out for:

1. important questions posed by people in the case or the case-writer; and
2. the main issues, problems and opportunities
and then include your answers to them within the Executive Report structure.

Similarly, if a case actually poses a number of questions, you should include the answers to those questions inside your Executive Report.

Also note that all cases have different emphases, so some sub-headings will require more attention and a few might not appear at all (as the case does not involve them at all).

For example, if a business does not have a portfolio of SBU?s (Strategic Business Units), divisions or products at all, or if they are not important to the case, then you would not include a Portfolio Analysis Section in your Executive Report.

In some cases the company is doing well and students then wonder what they are supposed to do. In such cases you need to focus on:

1. why they are doing well
2. what can they do about their weaknesses and
3. how can they do even better, including their possible opportunities in the future.

Assessment criteria and marking criteria

1. Report structure written presentation and referencing 5%
2. Investigative and research skills shown 20%

3. Knowledge of unit concepts, and analysis and synthesis shown 30%

4. Solution of the task set and strength of arguments 40%
5. Overall impression of quality and excellence 5%

TOTAL (100%) 100%


I will send the case study material, important structure guidelines, recommended references source and all information to you via this email address [email protected]


Please be careful regarding to SWOT analysis, as last time I used your service, and the lecturer recommended about the report that there was no analysis provided to turn weaknesses into strengths etc.

Also Porter?s Five Forces Model should have final analysis (see porter model.PNG).

SWOT analysis

? Turn Weakness to Strength.
? Turn Threat to Opportunity
? Strength and Opportunity have to match (each point have to match for both side)
? Don?t forget to analyse SWOT (what is that mean, recommendation, explain, how it?s work, etc.)

The lecturer also said ? should use the marking criteria as a guideline to do the assignment?, please see ?Assesment Criteria.PNG?

The report needs only references not bibliography (see additional resource.doc).


P.S. This is my second time to use your service. Last time I got the mark 19.50 out of 30. For this one the total mark is 40, I would expect to receive around 30 out of 40. Because if I got 30 score from this one, so my total mark could pass this course. However, please be aware of plagiarism (see additional resource.doc).
(My first work Order ID 37211 : Order Number: A1055544

My contact no. : +614-11825471

Please feel free to contact me, if you have any problem or are concerned on the report and send your work to all these email addresses:

Email Add. : [email protected]

[email protected]

[email protected]


Thank you very much.

Darin

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Additional resources
The Faculty has now adopted the Commonwealth of Australia 2002, Style manual for authors, editors and printers, 6th edn, rev. Snooks & Co. Study Guides and Resource Materials may have been printed prior to this Course Profile being prepared so those documents may still reflect the referencing style as set out in the 5th edition of the Style manual. Students should refer to the referencing style set out in the 6th edition and in Chapter 5 of the Faculty of Business and Law 2004, Guide for students, 5th edition.
Recommended references
Aaker, DA 2002, Developing business strategies, 5th edn, Wiley, New York.
David, FR 2003, Strategic management, 8th edn, Macmillan, New York.
Lewis, G, Morkel, A & Hubbard, G 2003, Australian strategic management: concepts, context and cases, 4th edn, Prentice Hall, Sydney.
Ohmae, K 1985, The mind of the strategist: business planning for competitive advantage, Penguin, New York.
Stacey, RD 2002, Strategic management and organisational dynamics, 2nd edn, Pitman, London.
Viljoen, J & Dann, S 2003, Strategic management: planning and implementing successful corporate strategies, 3rd edn, Longman Business and Professional, Melbourne.
Journal Articles
Some of the most useful journals are:
Australian Business
Business Review Weekly
Fortune International
Harvard Business Review
Journal of Marketing
Long Range Planning
Strategic Management Journal





Policies and procedures for assessment
Students must familiarise themselves with the following policies and procedures:
Assignment preparation and presentation Faculty of Business and Law Guide for students
http://www.bus.cqu.edu.au/CSTUDENT/Guide/default.htm

Referencing style Faculty of Business and Law Guide for students
http://www.bus.cqu.edu.au/CSTUDENT/Guide/default.htm
or the University site
http://www.cqu.edu.au/referencing/
Please note: the Faculty of Business and Law uses the Harvard (Author/date) style of referencing.
Assignment submission Faculty of Business and Law Guide for students
http://www.bus.cqu.edu.au/CSTUDENT/Guide/default.htm

Assignment Extension Policy Course website
http://www.bus.cqu.edu.au/CSTUDENT/admin/

Assignment grading Faculty of Business and Law Guide for students
http://www.bus.cqu.edu.au/CSTUDENT/Guide/default.htm

Plagiarism policy http://www.cqu.edu.au/ppmanual/academic/plagiarism.pdf

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hi, I am interviewing an Human Resource Manager from Washington Mutual...he also has lots of other interesting background and hear are the questions and ANS from the HRM that i had to ask...

1.What is your job title with Washington Mutual?

I am the Sr. Human Resources Business Partner for the Great Lakes Group.

2.Can you please describe the size and structure of the HR Department?

I have 13 peers nationally. We are split into two teams North (my team) and South. Each team reports to a Sr. Manager. The two Sr. Managers report to our First Vice President.

3.Did you have to get any special education for your job?

Not necessarily. My undergraduate degree is in Economics however my graduate degree is an MBA with a concentration on change management and leadership. I also have a Professional Human Resource accreditation from SHRM, the Society of Human Resource Management.

4.Years with organization?

1 year effective Oct. 13, 2003

5.Years of HR experience?

Approximately 12 to 13 years

6.Did you have any other work experience before joining with Washington Mutual?

Yes. I started my career in 1989 as a benefits analyst with the GATX Corporation and was with them for about 7yrs where I left the company as a Sr. Human Resources Rep finishing up a management training program. I then spent about six months in sales for Robert Half International/Office Team. I learned that I did not like sales at Robert Half. I then spent 3 years (1997 ? 2000) with Unilever Home and Personal Care as an HR Generalist. It was there I received my manufacturing/production experience. I took a chance and went to work for a .com company called Homegrocer.com as a HR Manager. The company struggled and eventually was bought out. I was severed and for the first time unemployed. That only lasted about 2 months and before the end of 2000 I went to work for AT&T Wireless as an HR Manager for the Chicago District for almost 3 years. I finally ended up at Washington Mutual as a Sr. HRBP Oct. 2003.

7.How would you Rate the HR activities?

I would classify the HR activities as predominantly qualitative. It is really hard to measure.

8.What is the role of HR Department in your organization?

The HR department is primarily responsible for performance management and workforce planning. We also are stewards of our company brand and are change agents.

9.To what extent is the HR staff/Department involved in strategic business planning? Please explain.

Good question. We are involved strategically from a workforce planning perspective. Whenever there is a hiring need, departmental change or a position that needs to be created it starts with us and we have to look at various factors internally and externally as well as being cognizant of our budget.

10.In your opinion, what are some of the most pressing human resource issues faced by organizations today? Why?

Technology, Some companies are better than others with keeping up but typically the back office HR functions payroll, compensation and benefits are all run on systems that need to be kept up. If your company doesn?t want to spend to keep current it could have damaging effects on a company. You could have slow systems, manual as opposed to automated systems creating a higher headcounts and low employee morale if the systems are causing medical benefit issues or pay period problems. Technology will also allow your company a more efficient way to keep records to track performance and to reward good performance.

11.What was the most difficult organizational problem faced by the HR Department in the last 5 years? How was it resolved? Why?

Specifically with Washington Mutual the most difficult problem in the last five years has got to be our growth. It takes a lot of resources to launch a market and for the last four to five years Washington Mutual has launched at least six markets with Chicago being one of them. We learned a great deal from the first couple of market launches with trying to build branches and hire personnel at the same time. Washington Mutual developed a new market team of some dedicated internal employees whose main responsibility was to travel to the new markets and utilize their expertise and experience with Washington Mutual get a jump start on the recruiting, staffing and training efforts. This staff of people would eventually hire their replacements and would either go back to their home market or move on to the next new market. This blue print has enabled Chicago to launch approximately 150 branches is about 18 months. This is unprecedented.


ALSO HEAR IS THE OUT LINE TO FOLLOW FOR THE ESSAY

- Organization Information
- Type of Business
- General description of company's product.
- Number of Employees
- size and structure of the HR Department
- Back ground of HR Manager
- Title
- Academic preparation
- Years with organization
- Years of HR experience
- Other work experience
- How would you Rate the HR activities
- Role of HR Department
- What is the role of HR Department in your
organization?
- To what extent is the HR staff/Department involved
in strategic business planning? please explain
- In your opinion, what are some of the most pressing
human resource issues faced by organizations today?
why?
- What was the most difficult organizational problem
faced by the HR Department in the last 5 years?
How was is resolved? Why?

WE WILL PAY MORE FOR THIS ONE!

SOURCES HAVE BEEN UPLOADED.

The term paper is to be a business plan for a hypothetical new venture. At the student's option, a real business may be described. However, proprietary information must not be submitted. Neither the instructional staff nor the University will agree to a non-disclosure or non-compete agreement, nor will the instructional staff or the University be liable for any disclosure, either intentional or unintentional.

The term paper is to be the original work of student him/herself and must not contain extensive "copy-and-paste" from other publications, including business planning software or online copies of business plans. References must be given appropriate, complete citations consistent with good scholarship and advanced standing in the program. Failure to cite quoted material will result in grade of F without the option of rework.

The plan should be 15 to 20 pages in length, single spaced, using a 12-point font. Margins must be 1-inch on all sides. Pages beyond page 20 will neither be read nor graded, however, useful appendices may be included there. In the case of appendices, the most salient information must be summarized in the plan's body.

The plan must have a cover page, table of contents, and a two-page Executive Summary. The cover, table of contents and Executive Summary are not counted toward maximum length.

The business plan must present all of the essential elements needed for a potential investor to make a decision. These elements include a succinct statement of the business opportunity, target market and penetration, competition, management team qualifications, marketing, operations, break even and payback, as well as projected return on investment using discounted cash flow analysis.

A pro forma cash budget should be used to develop financial projects. This cash budget should incorporate the elements of the sales forecast and the expected expenses. The detailed cash budget should be the first appendix. Its contents should be summarized in the body of the business plan.

Please download the Business Plan Scoring Rubric to help organize your paper. The rubric illustrates exactly how your score will be derived. A Sample Cash Budget also is provided for downloading. Finally, a simplified cash budget exhibit in Excel may be downloaded for study.Simplified Cash Budget 5/14/2007

This spreadsheet illustrates a simplified cash budget exhibit. It is offer AS IS and is not warranted for usability, accuracy, or anthing else.
The author is not liable for any errors or omissions. The exhibit is intended only to illustrate how someone MIGHT create a 36-month sale
budget and cash flow forecast, if said someone were interested in doing so.

Startup Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Sales Forecast
Units sold 0 8,000 8,000 10,000 10,000 10,000 10,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 14,000 14,000 16,000 16,000 16,000 20,000 20,000 20,000 25,000 25,000 25,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000 40,000 40,000 40,000 40,000 40,000
Average price per unit 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00 13.00
Total sales revenue = Units sold * Average price per unit 0 88,000 88,000 110,000 110,000 110,000 110,000 132,000 132,000 132,000 132,000 132,000 132,000 144,000 168,000 168,000 192,000 192,000 192,000 240,000 240,000 240,000 300,000 300,000 300,000 390,000 390,000 390,000 455,000 455,000 455,000 455,000 520,000 520,000 520,000 520,000 520,000
Total Cash Inflows (assumes no credit sales; no doubtful accts) 0 88,000 88,000 110,000 110,000 110,000 110,000 132,000 132,000 132,000 132,000 132,000 132,000 144,000 168,000 168,000 192,000 192,000 192,000 240,000 240,000 240,000 300,000 300,000 300,000 390,000 390,000 390,000 455,000 455,000 455,000 455,000 520,000 520,000 520,000 520,000 520,000

Cash Payments (Outflows)
Supplies and materials used in operations (production) 30% 0 26,400 26,400 33,000 33,000 33,000 33,000 39,600 39,600 39,600 39,600 39,600 39,600 43,200 50,400 50,400 57,600 57,600 57,600 72,000 72,000 72,000 90,000 90,000 90,000 117,000 117,000 117,000 136,500 136,500 136,500 136,500 156,000 156,000 156,000 156,000 156,000
Payroll (operations staff and management) 40% 0 35,200 35,200 44,000 44,000 44,000 44,000 52,800 52,800 52,800 52,800 52,800 52,800 57,600 67,200 67,200 76,800 76,800 76,800 96,000 96,000 96,000 120,000 120,000 120,000 156,000 156,000 156,000 182,000 182,000 182,000 182,000 208,000 208,000 208,000 208,000 208,000
Other Factory Expenses (including utilities and maintenance) 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500
Advertising & Promotion 1,000 500 500 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300
Selling Expenses (including sales staff; travel & entertainment) 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000
Administrative expense (including benefits & salary of owner) 0 0 0 0 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000
New plant and equipment; annual R&R 95,000 0 0 0 0 0 0 0 0 0 0 0 15,000 0 0 0 0 0 0 0 0 0 0 0 15,000 0 0 0 0 0 0 0 0 0 0 0 0
Other payments (e.g., taxes, loan payments, and interest) 15% 0 9,240 9,240 11,550 11,550 11,550 11,550 13,860 13,860 13,860 13,860 13,860 13,860 15,120 17,640 17,640 20,160 20,160 20,160 25,200 25,200 25,200 31,500 31,500 31,500 40,950 40,950 40,950 47,775 47,775 47,775 47,775 54,600 54,600 54,600 54,600 54,600
Total Cash Outflows 101,500 76,840 76,840 94,350 100,350 100,350 100,350 118,060 118,060 118,060 118,060 118,060 133,060 128,720 148,040 148,040 167,360 167,360 167,360 206,000 206,000 206,000 254,300 254,300 269,300 327,750 327,750 327,750 380,075 380,075 380,075 380,075 432,400 432,400 432,400 432,400 432,400

Cash Profit (Loss) (101,500) 11,160 11,160 15,650 9,650 9,650 9,650 13,940 13,940 13,940 13,940 13,940 (1,060) 15,280 19,960 19,960 24,640 24,640 24,640 34,000 34,000 34,000 45,700 45,700 30,700 62,250 62,250 62,250 74,925 74,925 74,925 74,925 87,600 87,600 87,600 87,600 87,600

Discounted Cash Flow Analysis
Hurdle Rate 20%



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Key aspects that should be covered in this case study include:

Understanding the strategic role of HR
Explaining the importance of HR in business operations to be successful
Discussing human capital planning / talent management and how it relates to a business / business planning
Discussing how HR and OD can partner to help an organization
Explaing how to justify (quantify) HR
Other areas which you feel are relevant to strategic HR
Your paper should demonstrate critical thinking and analysis of the relevant issues, drawing upon all of the required background readings and any relevant sources from prior courses or your own Internet research.


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A. Locate a human resource manager (executive) to interview. You may select either an HR specialist or generalist. The interview should last between 30 and 45 minutes. (You should gather some research information on the company prior to the interview if possible. This will help you ask more pertinent questions.)

B. Make up interview questions before the interview. Make sure you cover the following:
A. Organization Information
A. industry
B. general description of products
C. brief company history
D. number of employees:managerial,clerical, production, etc.
E. organization structure
F. size and structure of the HR department
B. HR Manager's Background
A. title
B. academic preparation
C. years with company
D. years in HR
E. other work experience
F. membership in professional organizations
C. HR Management Functions
A. List the ten (or less) most important HR activities this manager is responsible for in order of importance--beginning with the most important. (examples: implementation of HR policies & procedures, employee counseling, recruiting, employee selection, performance evaluations, compensation, fair employment practices, HR records, EEO policy, safety and health, employee discipline & grievance procedures, HR planning, training & development, collective bargaining, etc.)
D. Role of Human Resource Department
A. Ask the HR manager the following:
A. What is the role of the HR department in your organization?
B. To what extent is HR involved in strategic business planning? Explain.
C. What are some of the most pressing HR issues faced by companies today? Why?
D. What was the most difficult organizational problem faced by the HR department in the last five years? How was it resolved? Why?
E. In-depth Review of One HRM Function
A.Explore in depth one of the HRM functions with the HR manager. You should first review the material in the textbook on the function you choose and then prepare some questions for the manager relating to how that function is carried out in the organization. During the interview make sure to get enough information so you can describe this function in detail. Ask the executive to comment on the effectiveness of the function and his or her interaction with line managers in carrying out the activity. Try to obtain examples of forms and/or materials used in this function.
C. Prepare a 4 to 6 page report of the results of the interview which covers: (1) a description of the overall operations and role of the HR department; (2) a description of the HR function you explored in-depth; (3) the type of interaction between HR and line managers; and (4) the extent to which the organization's HRM practices conform to HR theory as learned in your textbook. If differences are found, discuss why they exist.

Please format the paper using either APA or MLA guidelines. No title page or folder are necessary.

Requesting a 2 Page Written Assignment

The dramatic population growth underway in China and India is currently dominated by the young. Trends toward western-style consumption are underway in both nations.
Given the emphasis on the youth market in the U.S. over the last 60 years (ever since the baby boom) what can you predict for marketers in these newly youth-oriented consumer economies, as they follow the same path?

Guided Response:
What products and services will interest these new youth markets?
Compare and contrast the micro and macro environmental forces that can influence the marketing strategies for these products and services.
Will marketers in these countries use similar marketing strategies to influence this group or will their strategies be different from Western-based consumption marketers? Explain your reasoning.
What opportunity for U.S. companies might you foresee? Support your reasoning.
This assignment is designed to assess your critical thinking, problem solving, and communication skills. Your paper will be graded for its clarity, relevance, coherence, logic and depth.

Your paper must be two to three pages in length (not including a cover page and reference page), and be formatted in APA style.

Your paper must demonstrate that you understand international influence, and micro-environmental and macro-environmental influences on marketing strategy.
You must use your text and at least two additional scholarly sources.

Required Text: Read the following chapters in Principles of Marketing: White, S. (2012). Principles of Marketing (1st ed.). San Diego, CA: Bridgepoint Education, Inc.
Chapter 1: Marketing Fundamentals
Chapter 2: The Marketing Process
Chapter 3: The Marketing Mix: Products
Article: Oliver Wight Americas, Inc. (2012). New White Paper- ?Marketing?s Role in the Integrated Business Planning Process: An Advanced Version of Sales and Operations Planning? [Press release]. Retrieved from : http://www.oliverwight-americas.com/news/marketing-role-integrated-business-planning.htm Multimedia: Brief History of Marketing (http://digital.films.com/play/HSE5NM)
Required Text Read the following chapters in Principles of Marketing:
Chapter 4: The Marketing Mix: Place
Chapter 5: The Marketing Mix: Price
Chapter 6: The Marketing Mix: Promotion
Multimedia: Video Education America (Producer). (2009). Pricing Strategies [Video Segment]. In the Four P's: Marketing Strategies. Available from Films on Demand database. Websites: Minimus.Biz (http://www.minimus.biz/default.aspx
Read the following chapters in Principles of Marketing:
Chapter 7: Target Markets
Chapter 8: Marketing Environment
Multimedia: Lindsay, T. (2008). What is Toms Shoes All About? [Video Segment]. In The Entrepreneurs, Part 2: Toms Shoes and Frontera Shoes. Available from Films on Demand.

Dear Sir
I need step by step planning process for a birthday /wedding party. see attached. This is my course on Business - Planning and controlling.

I need it tomorrow. No plagiarism.

request for writergirl!

i would like you to draft my addmission essay for a master program i am going to do. i am attaching a cv and a letter a recomondation an associate wrote for me


Mr Kevin Shari has recently been granted an Australian permanent residency visa and seeks to pursue studies in Australia towards a Masters Degree in Asia-Pacific Studies (, International Relations (), or). He then wishes to undertake a six month special course in diplomacy. He is applying now for entry at the Masters level.



He was born on 5 Dec 1979 in Hong Kong of Indian (Sindhi) parents and attended the Delia School of Canada in Hong Kong, later graduating from City College. His parents were resident in Hong Kong, and Kevin Shari holds a British passport. He studied as an external student of Iowa University, U.S.A. (1999-2002), while he continued to work part time, graduating as a Bachelor in Business Management in 2002.



His work has involved extensive travel within China, to Vietnam, Thailand, Indonesia, and India and, from 2005, to Australia. He claims fluency in three Asian languages (Sindhi, Hindi, and Cantonese (spoken). His English, both written and spoken, is fair. He is about to commence an immersion course in Mandarin. He is a Christian, while his parents adhere to their Hindu faith. His competency in languages and his cultural sensitivity across numerous countries, religions and customs, equips him for consideration for appropriate roles in Asia-Pacific.



Kevin Shari has extensive business experience at the international level involving market research, concept development and international strategic business planning. He has developed particular skills in logistics, market research, market intelligence, international negotiations and policy analysis. He has an extensive network of contacts throughout Asia and some areas of the Pacific. He has developed an interest in international diplomacy and trade, hence his intent to pursue the study mentioned..



Kevin Shari intends to become an Australian Citizen and I believe he could become a valued asset to Australia in the area of Foreign Relations, International Business Strategy, and Trade. I recommend him for your earnest consideration.



Yours sincerely,

file for order uploaded to fax/file board.

ASSIGNMENT 1: GLAXOSMITHKLINE (GSK) - SUCCESSFUL INTERNAL INNOVATION

Read the case study and answer the 4 questions below. Do not write a report.

1. Based on GSK?s past performance, what do you believe are the critical implementation issues for GSK with regards to internal innovation? Justify your answer. (3 marks)
2. With the 70 DPUs working on eight therapy areas for future growth of the company, how might this affect the implementation effort and would the firm need special programs to ensure that implementation was successful? (9 Marks)
3. What are the special evaluation needs for a company such as GSK, with regards to its internal innovation? What characteristics of GSK do you believe have the most influence on how well GSK evaluates progress toward stated innovation goals? (9 marks)
4. Identify and explain the kinds of control systems you suggest GSK employ to manage innovation? (9 marks)


GLAXOSMITHKLINE: SUCCESSFUL INTERNAL INNOVATION

A firm may pursue new technology in two principal ways: internaIIy, through research and development, or externally, by purchasing the tech?nology. Each activity has benefits and drawbacks, and each takes different skills. Therefore, although a firm like Cisco or GlaxoSmithKline may have both internal and external development efforts, the firm typically will de?velop greater skill in one area than the other. For example, Cisco's compet?itive advantage has come from obtaining technology from external activities, in particular, through a large number of acquisitions each year.

This part of the book focuses on obtaining technology through intern innovation. GlaxoSmithKline is an example of a firm that has excelled through the use of an internal innovation strategy. The firm was formed through multiple mergers and acquisitions during the merger boom in the pharmaceutical industry at the beginning of the 21st century. The firm seeks to excel in internal innovation through research in the three priority diseases that were identified by the World Health Organization?HIV/AIDS, tuberculosis, and malaria. Here is a brief overview of the company and its internal innovation effort.

GlaxoSmithKline: The Firm's History
GlaxoSmithKline is an interesting global corporation?it is headquartered in the United Kingdom but operations are based principally in the United States. With 7 percent of the world market in pharmaceuticals, it is a leader in the industry. GlaxoSmithKline's mission is "to improve the quality of human life by enabling people to do more, feel better and live longer." They do this by planning and implementing programs of research and development.

Founded in 1715 as Plough Court Pharmacy in London, GlaxoSmithKline has transformed itself into a global presence through a number of strategic actions over the years. In the 1830s, John K. Smith and his brother George formed what became the leading drug wholesaling company in the United States in Philadelphia. In 1842, Thomas Beecham launched the Beecham's Pills laxative business in England. The foundation of Glaxo emerged in New Zealand under the direction of Joseph Nathan. From these three very diverse beginnings, GlaxoSmithKline was formed when Glaxo Wellcome and SmithKline Beecham merged in 2000.

In part, the purpose of the merger was to improve R&D. To help ensure that the new firm accomplished this in 2001, GlaxoSmithKline (GSK) reorganized its research and development efforts into Centers of Excellence for Drug De?velopment (CEDD), small business units that emphasize flexibility, innova?tion, and therapeutic focus. Since the merger, GlaxoSmithKline has been a leader in innovation in pharmaceutical development and distribution. For ex?ample, GlaxoSmithKline has made a ground-breaking effort to provide HIV/ AIDS drugs in developing countries at significant price reductions. Since the initial merger, GlaxoSmithKline has developed leadership in pandemic flu readiness, and made other treatments available at reduced prices to people in the poorest countries of the world. Besides seeking to help with the treatment of the key diseases identified by the World Health Organiza?tion, GlaxoSmithKline concentrates on medicines that treat asthma, viruses, infections, mental health, diabetes, and digestive conditions. In addition, they explore treatments for various types of cancer. In 2005, GSK was rec?ognized by Bill Gates of the Bill & Melinda Gates Foundation for the company's commitment to R&D on malaria and other neglected diseases.

GlaxoSmithKline Today
GlaxoSmithKline implements its strategies by employing 99,000 people in over 100 countries. Over 15 percent of GlaxoSmithKline's employees work directly on research to discover new medicines. They screen approximately 65 million compounds annually in their search for new pharmaceuticals to cure the diseases focused on. GlaxoSmithKline's commitment to prevention is illustrated by the fact that they supply 25 percent of the world's vaccines.
The strategies they pursue or use to frame their business planning and implementation are summarized by three words?grow, deliver, simplify and are articulated as follows:
? Grow a diversified global business
? Deliver more products of value
? Simplify the operating model
Today, GSK performs the following tasks:
? Every second of every minute, they distribute more than 30 doses of vaccine throughout the world.
? Every minute of every hour, doctors write more that 1,000 prescrip?tions for a product of GSK.
? Every hour of every day, GSK spends over $500,000 in research for new medications.
In addition to its prescriptions drugs, GSK produces consumer brands such as Gaviscon, Panadol, Nicorette, Ribena, Horlicks, Turns, Aquafresh, and Sensodyne.

Building an Internal Innovation Foundation

The GlaxoSmithKline (GSK) internal research and development efforts formed the basis for this extensive set of products and this innovative pro?cess for distributing pharmaceuticals to the poorest countries. Consistent with this goal the firm spent over 10 percent of its revenues on research and development in 2008. In addition, GSK is changing its R&D structure to ensure that it can deliver new pharmaceuticals, vaccines, and healthcare pro?ducts in the future.

One of the major problems facing GSK and other compa?nies in this industry is patent expiration. Because GSK has 30 patented drugs that are in the late stages of patent protection, they are redefining the portfolio of drugs that they want to pursue?they are concentrating their R&D on developing a higher volume of mid-size products in particular patient populations. This will lower the risk of the portfolio of drugs because the rev?enues of the firm will not be dependent on one or two major successes.

GSK also wants to ensure that the firm focuses on the best science. In 2008, approximately 75 percent of new products in the pipeline were entirely new compounds/vaccines. Thus, to be successful in the future there is to?day a strong drive to be more innovative. To accomplish this, the R&D area of GSK has been reorganized to improve efficiency and focus after the merger. GSK focuses on eight therapy areas?biopharmaceuticals, immuno-inflammation, infectious diseases, metabolic pathways, neurosci?ence, oncology, ophthalmology, and respiratory. To address these areas the firm in 2008 created 70 Discovery Performance Units (DPUs). Most of these units are inside the firm, but some are also external to the firm. The sign of the success of this organization is that GSK completed or expanded 21 new drug discoveries in the 2008 fiscal year.
Building Return on Investment in Innovation

In addition to hiring the individuals to conduct the research and to develop new products, the firm has a culture and the processes that support innovation. The first part of these processes is building a structure for innova?tion. As noted above, GlaxoSmithKline has identified eight broad areas to focus its future growth on and in 2008 created DPUs within The Centers of Excellence for Drug Discovery (CEDD). More detail on the DPUs is that they are to be com?pact, fully empowered, focused and integrated teams, which have responsibili?ties for a small part of the pipeline associated with the production of a drug. These teams are to be cross-functional teams that include scientists, marketing specialists, and others from key domains in the business to work on innovations.

The firm encourages cross-fertilization of ideas through building alli?ances and meetings among its own scientists where different compounds and potential products are showcased. In these settings, R&D groups of in?dividuals gather, and learn about new products and processes. The firm also has policies that support innovation.

GSK generates far more ideas and products than it can pursue during any given time. The result is a need for a process to evaluate the different ideas and products so that judgments can be made on which innovations to initiate support for or to continue support of. The ability to justify the prod?uct at each step of the process is critical for the team promoting it. The evaluation system is designed to be flexible as well as to avoid the continu?ation of projects that are not meeting expectations.

GSK has a disciplined approach to how and where resources are allo?cated within R&D. More than 35 percent of discovery projects have been terminated following the reorganization in 2008. After the elimination of these projects, the DPUs were given three year funding guarantees. The certainty of funding helps the R&D group focus on providing the best sci?ence and the best product for consumers but also gives them hard time?lines to generate a marketable product.

The result of these innovation efforts is that in 2008 GSK received over 30 percent of its revenue from products that had been in existence fewer than three years. It is worth noting that GSK's extensive internal develop?ment efforts often lead to innovations that do not fit with the company's primary focus. However, the firm does not abandon those ideas; instead, it develops external discovery teams with other firms or universities or re?search labs. Thus, GlaxoSmithKline may yet gain a benefit from the innova?tion but is still able to maintain its focus on its own strategic goals and its eight primary areas of research for innovations.



SOURCES

GlaxoSmithKline annual report. 2009. http://www.gsk.com/investors/build-report.htm.
Whaler, J. 2009.

SUBDOMAIN 723.1 - LEADERSHIP FUNCTIONS & MANAGEMENT
SUBDOMAIN 723.2 - PLANNING

Competency 723.1.1: Strategic Working Relationships - The graduate integrates leadership and management roles and functions to meet current and anticipated demands.
Competency 723.2.1: Influence and Strategic Decision Making - The graduate develops and applies strategic plans for an organization.

Objective 723.1.1-03: Develop a plan for adapting specified management functions to meet given changes in nursing practice.
Objective 723.1.1-07: Apply the concepts of systems thinking in a given nursing situation.
Objective 723.2.1-05: Conduct a SWOT (strengths, weaknesses, opportunities, threats) or gap analysis for a given nursing management situation.



Introduction:

Changes in the nursing leadership structure are sometimes required to accommodate overall changes in the healthcare system. One such instance is the need for nurses to become more independent and take more responsibility for decision making on each clinical unit. Changing existing systems may be difficult but necessary in today?s healthcare environment. Systems thinking provides a framework in which components of a system are viewed in isolation in order to understand the whole. In a hospital setting, a SWOT analysis provides a subjective assessment of the information gained in systems thinking and then places it in a format that helps understanding, presentation, discussion, and decisionmaking about a larger problem. As a nurse leader, you can use these strategies to understand underlying issues that may present as a larger problem.

In a 300-bed suburban tertiary care hospital in Chicago, the new Chief Nursing Officer, Dr. M, notices that the transfer of Emergency Department (ED) patients to the clinical units often takes more than 15 hours and mostly occurs after 8:30 p.m. This time period occurs during the 12.5 hour PM flex shift, leaving most of the paperwork for that staff. The PM flex nurses seem to have to process all the admissions. As a result, the patients are lying on stretchers for long periods of time, and they are complaining about long ED waits.

This delay in transferring patients is not the only problem Dr. M noticed. The hospital?s patient satisfaction scores in overall care are declining. To make the situation worse, this negative information is being printed in local newspapers.

Another problem becoming more evident is that the staff nurses call the supervisors for answers to most unit problems and the personnel seem stagnant and non-productive.

In the hospital where Dr. M had previously worked, units were led by nurse managers who assumed 24-hour responsibility for patient care rather than head nurses and assistant head nurses who were unionized and functioned for their own 8-hour shifts.

Dr. M knows that nurse managers will require more money to move to a 24-hour schedule. For this to happen, the Board will have to be convinced to provide funding for the nurse managers? salaries and for the managers to raise their educational level to at least a master?s level or to hire new staff with these credentials. Dr. M will also have to persuade the head nurses and assistant head nurses to leave the union in order to become management or lose their positions of authority. Yet, Dr. M is convinced that the change to using nurse managers could improve overall functioning of the hospital by decreasing cost and waste while increasing productivity.

The hospital where Dr. M works has grown from a small community hospital of about 50 beds to its present size of 300 beds over a period of 100 years. It is a community icon but has just been purchased by a large university medical center that is quite progressive in its approach to patient care and staff development. The community hospital has been losing a lot of money recently and, in essence, is being rescued by the larger institution. It is suspected that part of the financial drain was the result of the ED being used for primary care by local residents who have no insurance, as well as the lack of productivity in the ED. The patient care units and the attending physicians have also played a part in the problem, as discharges are not completed until midafternoon, leaving the ED backed up and overcrowded because of the lack of available beds.

Most of the staff working at the community hospital have been there for decades and seem firmly entrenched in the old ways of running the institution. Three-fourths of the nurses have associate?s degrees, slightly under a quarter have BSNs, and the few who have master?s degrees are administrators or clinical specialists. Dr. M is the only nurse on staff who has a doctoral degree.

The physicians, many of whom are old friends with Board members and have been working at the institution for many years, still believe nurses should blindly follow orders. Recently, however, Dr. M and a new medical chief of staff from the university hospital have replaced the ?old guard? in top leadership positions. The current CEO is also about to retire.

Dr. M needs help performing a SWOT analysis before continuing with the plan. You are a nursing management consultant Dr. M has hired to help with this task.

Task:

Conduct a SWOT analysis for Dr. M regarding this situation. See the Web link ?SWOT Template? below for a sample template. Your SWOT template should include a section for each of the following: strengths, weaknesses, opportunities, and threats.

A. Identify at least five items for each of the following sections of the SWOT template:
1. Strengths
2. Weaknesses
3. Opportunities
4. Threats

B. Write a conclusion (suggested length of 1?2 pages) for Dr. M to ponder prior to making a final decision in which you do the following:
1. Discuss each section of the SWOT grid.
2. Make one recommendation for Dr. M to undertake to improve productivity.

C. When you use sources, include all in-text citations and references in APA format.


Note: For definitions of terms commonly used in the rubric, see the attached Rubric Terms.


Note: When using sources to support ideas and elements in a paper or project, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the paper or project.

Note: No more than a combined total of 30% of a submission can be directly quoted or closely paraphrased from sources, even if cited correctly. For tips on using APA style, please refer to the APA Handout web link included in the General Instructions section.

SWOT analysis template

Here is a larger illustration of SWOT analysis.

Note that this format is not presented or proposed as a 2x2 'internal/external' matrix; it's a more open demonstration of the sorts of issues and questions which can be addressed when using the SWOT format as part of business planning and decision-making.

Subject of SWOT analysis: (define the subject of the analysis here)

strengths

Advantages of proposition?
Capabilities?
Competitive advantages?
USP's (unique selling points)?
Resources, Assets, People?
Experience, knowledge, data?
Financial reserves, likely returns?
Marketing - reach, distribution, awareness?
Innovative aspects?
Location and geographical?
Price, value, quality?
Accreditations, qualifications, certifications?
Processes, systems, IT, communications?
Cultural, attitudinal, behavioural?
Management cover, succession?
weaknesses

Disadvantages of proposition?
Gaps in capabilities?
Lack of competitive strength?
Reputation, presence and reach?
Financials?
Own known vulnerabilities?
Timescales, deadlines and pressures?
Cashflow, start-up cash-drain?
Continuity, supply chain robustness?
Effects on core activities, distraction?
Reliability of data, plan predictability?
Morale, commitment, leadership?
Accreditations, etc?
Processes and systems, etc?
Management cover, succession?
opportunities

Market developments?
Competitors' vulnerabilities?
Industry or lifestyle trends?
Technology development and innovation?
Global influences?
New markets, vertical, horizontal?
Niche target markets?
Geographical, export, import?
Market need for new USP's?
Market response to tactics, e.g., surprise?
Major contracts, tenders?
Business and product development?
Information and research?
Partnerships, agencies, distribution?
Market volume demand trends?
Seasonal, weather, fashion influences?
threats

Political effects?
Legislative effects?
Environmental effects?
IT developments?
Competitor intentions - various?
Market demand?
New technologies, services, ideas?
Vital contracts and partners?
Obstacles faced?
Insurmountable weaknesses?
Employment market?
Financial and credit pressures?
Economy - home, abroad?
Seasonality, weather effects?

Business Proposal report

The context of the situation is that you are proposing a new business venture. This could be a small business start-up or a joint venture.

The report format and items to address are as follows:

-Business description. The basic category of product/service, mission/purpose of the business, general market area (local/regional/ national/global), and basic organizational design (form of ownership and basic structure, with supporting rationale).

-Competitive analysis: Analyze the industry for the type of product you select, analyze the nature of competition in the industry, the general life cycle stage of the product for the market area you want to operate in, and key success factors for operating in this industry.

-Marketing concept: Description of the product/service or product line. Description of the target market (use supporting demographics), the pricing concept, the promotional positioning, and the marketing channels. Provide rationale as to how the pricing, promotional, and marketing channel concepts fit the target market.

References: Support your competitor analysis and marketing concept with at least 5 references related to your product category or the market area/conditions for your product.