Free Essay

Manager

In: Business and Management

Submitted By chenjylc89
Words 3190
Pages 13
AGENDA

BUSINESS PLANNING

1. PLANNING FOR A MEETING, TRADE SHOW, EVENT

2. 1 PAGE BIZ SUMMARY-challenging exercise to narrow the scope of the business idea and summarize

3. SNAPSHOT OF A BUSINESS PLAN-details of the sections of a table of contents sections

4. Outline Table of Contents

5. 11-1 TO 11-11 SUM helps research and develop information to complete in chart formats the key information for your written business plan; some charts may be used in your full plan and in your presentation

6. WEB SITE RESOURCES help with information and samples on business plans

|EVENT/TRADE SHOW/ MEETING PLAN |
| |
|DATE: |
|NAME: |
|LOCATION: |
|SOCIAL MEDIA: |

| |
|PREPARATION: |
|Research purpose, participants, customers, prospects, partners who will attend. |
|Determine type of participation-in a booth, walking around, workshop/presentation |
|Determine materials needed-biz cards, flyer, brochure, portfolio, samples |
|Identify objectives and set a numerical target. Record numerical achievement |
|# |OBJECTIVE |# |# |ACHIEVEMENT/FOLLOW-UP |
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|SUMMARY/SUGGESTIONS: |
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BIZ PLAN SUM

[pic] Vision

[pic] Mission

[pic] Objectives

[pic] Strategies

[pic] Plans
LEAN CANVAS
|Problem |Solution |Unique Value Proposition |Unfair Advantage |Customer Segments |
| | | | | |
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| |Key Metrics | |Channels | |
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|Cost Structure | |Revenue Streams |
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For additional information check out resources section.

SNAPSHOT OF A BUSINESS PLAN

Cover Page - Complete Business name, tagline, address, phone, fax, email, web address

Table of Contents - Sequential listing and page numbers of the sections of the plan.

Executive Summary - A 1-2 page synopsis of your plan which summarizes the most important parts of your plan. It is written LAST.

Company Overview - This section provides basic information on the business, its legal structure, location. It’s an “in a nutshell” overview of the business and is often called the General Company Description.

Vision/Mission/Objectives

The Vision is the “possible’ dream, the achievable, reality-based place you want to get to in 3-5 years. The Mission is a statement that concisely describes your strategy for making the vision happen. The Objectives state the measurable accomplishments that need to happen to move the company in a direction of the vision,

Management & Advisors - The background, responsibilities, skills and qualifications of the key personnel (can include resumes in the appendix). Also includes your advisors-paid (legal, accounting/bookkeeping, graphic design, bank, insurance, suppliers) and unpaid (volunteer advisory boards-virtual and meeting-who and area of expertise)

Product/Service Description - Description of your product (s)/services(s), package(s)and pricing, and what makes it unique and competitive. What is your competitive advantage? What’s your “unique selling proposition, or what is it that sets you apart from your competitors and convinces people to buy from YOU?

Market Analysis - This section defines your market – the environment, regulatory issues etc.; your industry, your market(s): the profile demographics, geographic and behaviouristic characteristics of your target customers including a chart showing needs, wants & expectations; your competitors (possible chart format to include at least three names, products/services, pricing, strengths, weaknesses and your response).

Marketing Plan - This is your promotion, advertising, public relations and sales strategies. The marketing plan is a result of knowing your customer EXACTLY and how to reach them (distribution and promotion). Set out a Sales Plan separate from other activities. Consider a chart with column headings-what, where, when, results and cost for promotional activities. Determine the positioning of your company products and/or services versus your competition (price, quality etc. etc.).

Operational Plan – where will the business be conducted, bookkeeping, telephone system for inquiry, support, floor plan, operations, production/assembly, policies, procedures, processes etc.

Risk Analysis – what are the risk areas, probabilities, are they high in terms of potential impact, medium or low and how would you manage. (possible chart format)

Financial Plan - Includes your start-up expenses and sources of funding; your sales projections by month and by product/service showing # and $; your income statement projections by month for two years; your cash flow projections for year one by month for two years; quarterly year one and year two year-end balance sheet statements, break-even and ratio analysis. You need to provide the financial assumptions upon which the figures are based and, as difficult as it may seem, you best-educated estimate/guesstimate.

Implementation Plan – what do you have to complete and when (possible chart format), before business starts and after business starts.

Appendices - This section includes material, financial statements, documents, resumes, research sources, product literature, contacts and key information that supports the plan.
Outline Table of Contents
1) Executive summary
2) Company Description Vision Mission Objectives
3) Product(s), Service(s), Package(s) and Pricing
4) Management & Advisors Management Paid Advisors Unpaid Advisors
5) Market Analysis The Marketing Environment Industry Target Market(s) Competition
6) Marketing Plan Communications & Promotion Sales Plan
7) Operations (& Manufacturing) Plan
8) Risk Analysis
9) Financial Plan Start-up expenses and funding Opening Balance Sheet Sales Projections-monthly units and dollars year one and year two Income Statement Projections-monthly year one and year two Cash Flow projections-monthly year one and year two Balance Sheets-end of months year one and year two Break-even and ratio analysis
10) Implementation Plan
11) Appendices

Table of Contents – helps the reader navigate your plan. Include page #’s.
1) Executive Summary – Although written last, the Executive Summary is placed at the beginning of your plan. Its purpose is to engage readers
• a paragraph about the nature of your business, location, owners
• business loans(term loan or line of credit or both) or investment sought, if appropriate
• your target market and projections of demand
• your company’s advantage over the competition
• the business profit potential-sales and profit year 1 and year 2

2) Company Description– Capture the reader’s interest by describing your company and how it fits into the existing landscape in the industry.
• legal form of the business (partnership or corporation) and location
• vision statement-where the company will be in 3-5 years
. mission statement
. objectives

3) Product(s), Service(s), Package(s) and Pricing Describe the pricing and products, services and packaging revenue streams & uniqueness (patent or trademark support)

4) Management and Advisors – Describe the management team and their skills; the paid advisors such as lawyer, accountant, bookkeeper, insurance agent, banker and sub contractors; and the unpaid volunteer advisors such as the virtual and meeting business advisory board members

5) Market Analysis – Describe the marketing environment and its volatility (demographics/social, political and legal, economic, scientific and technological, social responsibility; industry, its trends and direction; the target market(s) in terms of location, demographics, numbers; the competition and their strengths and weaknesses

6) Marketing Plan –
• outline pricing strategies, distribution plans
• discuss your promotion & sales plans - promotional mix, timing, specific media, costs, tactics (include plans for the opening promotional campaign) include a chart showing what, where, when, objective, who, costs

6) Operations (& Manufacturing/Assembly) Plan – Depending on the nature of your company, you may offer a retail/service or a manufacturing production plan. Both types must include:
• purchasing plans
• inventory system and suppliers
• space requirements (including renovations and potential for expansion), layout
• equipment required
• daily office operations, order processing
• billing and accounts receivable, accounts payable
• credit policies
• accounting systems
• Human Resources: Hiring procedures and employee agreements, training employees, payroll process and benefit plans
• the labour pool in your city

8) Risk analysis - Thinking around corners, anticipating problems and developing solutions shows you are prepared. This will help your potential investors feel more confident. You can discuss:
• how you will handle declining sales, staffing and supplier problems
• what your competitors’ reaction could be to your business and how you will handle these possible reactions
• liability issues - loss/damage to property, business interruption, life insurance
Include a chart showing risk area, risk probability of occurrence, ranking of risk as high, medium or low and describe how you would manage the risk

9) Financial Plan – The numbers are important. Include:
A written summary including funding sources and reference to statements and key numbers and refer to forecasts as appendices.
• list of start-up costs and financial sourcing (include notes on assumptions)
. sales forecast – Outline your unit and dollar assumptions for the first two years.
• projected monthly income statements for two years-monthly
• balance sheets – opening, monthly for first and second year-quarterly
• projected cash flow statement for 2 years (budget of cash inflow and outflow on a monthly basis)
• annual written summaries of the above
• explanation of assumptions for each financial statement of the key items
• selected financial ratios for your business (best 4 ratios for your business)
• comparison of those ratios to industry ratios (from Dun & Bradstreet, Strategis)
• proper headings on each sheet (which month is startup, dates, business name)

10) Implementation Plan – Key tasks before start-up and after start-up for balance of year-provide a gaant chart.

11) Appendices such as: financial statements, résumés, product drawings (if appropriate), industry material, photographs, samples, market research, reports, advertisements

THE 11-1 TO 11-11 PLANNING CHARTS

After Completion of the one page business plan you can use the snapshot of a business plan to complete the 11-1 to 11-11 charts in point form and numbers.

|11 |CHART |
|11 - 1 |EXECUTIVE SUMMARY |
|11 – 2 |BUSINESS OVERVIEW VISION, MISSION, GOALS |
|11 – 3 |PRODUCT/SERVICE/PACKAGE/REVENUE STREAM |
|11 – 4A |MARKET ANALYSIS-ENVIRONMENT |
|11 – 4B |MARKET ANALYSIS-INDUSTRY |
|11 – 4C |MARKET ANALYSIS-TARGET MARKETS |
|11 - 4D |MARKET ANALYSIS-COMPETITION |
|11 – 5 |MANAGEMENT & ADVISORS, SUB CONTRACTORS AND SUPPLIERS |
|11 – 6 |MARKETING PLAN |
|11 – 7 |OPERATIONS/PRODUCTION/ASSEMBLY PLAN |
|11 – 8 |RISK ANALYSIS |
|11 – 9A |FINANCE-START-UP EXPENSES |
|11 – 9B |FINANCE-SALES PROJECTIONS |
|11 – 9C |FINANCE-INCOME STATEMENT |
|11 – 9D |FINANCE-CASH FLOW |
|11 – 9E |FINANCE-BALANCE SHEET |
|11 - 9F |BREAK-EVEN AND RATIO ANALYSIS |
|11 - 10 |IMPLEMENTATION PLAN |
|11 – 11 |APPENDICES |

Finally you are ready to do the final step - develop and complete your full business plan document.

| |EXECUTIVE SUMMARY (11 – 1) |
| |(Complete this chart LAST as it is a summary of the key points in the plan.) |
| | |
|Purpose | |
| | |
|Company | |
|Description | |
| | |
|Products/services | |
| | |
|Target markets | |
| | |
|Marketing methods | |
| | |
|Top financials | |
| |BUSINESS OVERVIEW (11 – 2) |
|Legal form | |
|Location | |
| | |
|Vision | |
| | |
|Mission | |
| |* |
|Objectives for 2 years |* |
|(measurable) |* |
| |* |
| |* |
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| | |

PRODUCT/SERVICE/PACKAGE/REVENUE STREAM (11-3)

(identify the products, services, packages that you will sell)

|# |NAME |BRIEF DESCRIPTION |TARGET MARKET |PRICING |
|1 |Advertisements Space |Allow small businesses put their advertisements in |Small business, entrepreneurs, |$20/month for each one |
| | |the homepage. The advertisements will highlight in |self-employees | |
| | |the homepage, as long as the users visit the website | | |
| | |they will see it directly. | | |
|2 |Main Intermediary Service |Allow users to post their projects that seek help |Individuals/Entrepreneurs |10% of the deal |
| | |from the public. Help-me-out helps them find the | | |
| | |solutions. | | |
| | | | | |
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|3 | | | | |
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|4 | | | | |
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MARKET ANALYIS – ENVIRONMENT (11 A) (SWOT & PEST)
Identify the key environmental factors that will impact your business.
ENVIRONMENTAL SCAN – political, legal, economic, sociocultural, technology etc.
(include a review of the environment in which the business will be operating)

|ENVIRONMENTAL FACTOR |IMPACT |
| |Improve the business reputation by protecting customers’ names, addresses, social|
|Legislation and regulations: Protecting users’ privacy, security, and copyright. |security numbers, credit card numbers, other account numbers and any commercial |
| |emails. Apply for business license |
| | |
| | |
|Economic factors: Income, inflation, recession, interest rate, exchange rate etc.|During economic recession, people’s income decrease but it increases their desire|
| |to seek for economic way to save money. Help-me-out is a new way to solve |
| |customer’s problem also save their money. |
| | |
|Political factor: Activities related to government policies and its |Before start the business, Help-Me-Out need to apply for a business license. |
|administrative practices. | |
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| | |
|Sociocultural factors: Multiple cultures which include people’s customs, |People from different cultures will show different demands on goods and services,|
|lifestyles and values, etc. |they may post overwhelmed information in the free website forum and it increase |
| |the management challenges. |
| | |
| | |
|Technology Factors: Understanding Web Terminology, Technology legislation, |Customers may require quick reaction to process the orders. Better technology |
|Internet/broadband – consumer & business markets, Secure Systems |improves the server’s security. |
| | |
| | |
| | |
|SWOT analysis |
| |
|Strengths |
|Strong customer relationship management |
|Experienced Intermediary |
|Excellent networking skills |
|Low cost |
|Intellectual property |
|Innovative and Creative team |
| |
| |
|Weakness |
|Low advertising revenues |
|Technological development |
|Customer services |
| |
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|Opportunities |
|Further expansion from Great Toronto Area to North America market |
|Branch out into other online services, like online store |
|Huge amount of potential demand |
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| |
|Threats |
|Competition from other e-commerce sites, like Kijiji, Craigslist, EBay. |
|Online security, Customers’ privacy. |
|Internet Virus, Scammers and phishers, Hackers’ attack. |
|Payment system security. |
|Help-Me-Out PEST |
|Political |
|Help-me-out is an e-commerce company which is not much affected by political development. However, government policy like North America Free Trade Agreement does |
|affect the business, mainly in tax and products’ price. |
|Regulations for E-commerce may increase the cost for online shopping system to ensure a certain level of security to protect consumers’ right. |
|Economic |
|Economic situations have a direct impact on help-me-out’s business. As individuals’ income increase, more money will be invested into the market. Also, taxation, |
|exchange rate, interest rate, inflation rate are affecting the business. High tax rate affects price and customers’ demand. Floating exchange rate affects the |
|profit margin of the orders from other countries. Interest rate and inflation rate affect the domestic market demand. |
|Social |
|Further integration of the Internet in the daily life creates a great opportunity for Help-Me-Out and will affect it positively. More e-commerce opportunity will |
|be discovered. Online shopping and shipping will increase in the future. More people will seek for help from website instead of newspaper or TV advertising. |
|Technological |
MARKET ANALYSIS-INDUSTRY (11 – 4B)
(Research the industry that you will be a part of)

|Industry |E-commerce service |
|SIZE | Retail e-commerce market is $15.3 billion by 2010 in Canada |
|TRENDS |Internet users who have placed electronic orders increase from 8,404,500 to 10,612,700 in the year of 2007-2009 at Canada.|
|OTHER |Total number of orders: 113.8 million (2010) |
| |Average number per person is 10.2 |
| |Total value of orders: $15.3 billions |
| |Average value per person is $1,362 |

MARKET ANALYSIS-TARGET MARKETS(11-4C)

(May vary based on product/service/package and may include consumer, business and government sectors; be specific in terms of a profile of the consumer and the business)

|# |SEGMENT DESCRIPTION |LOCATION |NUMBER |PRODUCT/SERVICE |
| | | | |PACKAGE |
|1 |Geographic Segmentation and Lifestyle Segmentation: |North America |273,785,413 online users |Free web-based forum |
| |Online users from all ages | | | |
| | | | | |
| | | | | |
|2 |Canada’s small business companies, Entrepreneurs, and |Canada |1,087,803 small business |Advertisement space in website home |
| |self-employed | |companies. |page |
| | | | | |
| | | | | |
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|3 |Individuals who seek personal training, lawyers, |Canada |273,785,413 online users |Intermediary Service |
| |private doctor, computer repair, cable installation, | | | |
| |etc. | | | |
| | | | | |
| |Families which need home moving, house decoration, | | | |
| |etc. | | | |
| | | | | |
| |Small business companies which seek accountants, | | | |
| |lawyers. | | | |
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MARKET ANALYSIS-COMPETITION (11-4D)

(may include both direct and indirect competition)

|NAME |PRODUCT/SERVICE/PACKAGE |PRICING |STRENGTH |WEAKNESS |
|Kijiji |Online customer to customer service, |Value-based pricing |Good reputation, more customers, |Pages take a longer time to load |
| |Advertisements | |Attractive and colorful site design, |Too many listings and posts |
| | | |Slick and easy to use advertisement | |
| | | |form | |
| | | |Ads stay active for up to 90 days | |
|Craigslist |Online customer to customer service, |Value-based pricing |Faster page loading |Fake listings |
| |Advertisements | |Worldwide recognition |Short term active ads |
| | | | | |
| |Free web-based forum, Advertisements |Psychological pricing | |No further growth strategy |
|EBay | | |World’s largest internet marketplace | |
| | | |Business model | |
| | | |Larger economies of scale | |
| | | |Localization | |
| | | |Better payment system | |
| | | |Brand reputation | |
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Competitive advantage of our products/services/packages:
Lower cost and price

Positioning versus competition:
MANAGEMENT, ADVISORS, SUB CONTRACTORS & SUPPLIERS(11-5)
(The team that will develop the business)
|MANAGEMENT: |NAME, TITLE, COMPANY, |SKILL AREAS |
| | | |
| | | |
|PAID ADVISORS: | | |
|Legal | | |
|Accounting | | |
|Banker | | |
|Insurance | | |
|Graphic design | | |
|Web design | | |
|Other | | |
|UNPAID: Meeting & Virtual Board of | | |
|Advisors | | |
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|Sub Contractors | | |
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MARKETING PLAN(11-6)including social media and collateral
(methods used to reach your prospects, suspects and customers; a sales plan would also be part of the marketing plan) (you may need different plans for products, services, packages, target markets)

|WHAT(method) |WHERE |WHEN (frequency) |COST |
|Poster and flyer |GTA |Monthly |$100 |
| | | | |
|Magazine advertising |GTA |Monthly |$3000 |
| | | | |
|Website Server |Online |One time |$5000 |
|Rent an office |GTA |Monthly |$1000 |
| | | | |
|Facebook, Twitter, YouTube Video |Online | |0 |
|advertising | | | |
| | | | |
|Computer Maintenance Service |GTA |Everyday |0 |
| | | | |
|Intermediary |GTA |Everyday |0 |
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NOTE: Costs from this chart should be shown in the income statement and cash flow statements.

Sales Plan:
How will sales be made?
OPERATIONS PLAN/PRODUCTION/ASSEMBLY PLAN (11 – 7)
This might include assembly, production, import, drop ship, packaging, shipping or other activity to be able to get the product ready for delivery to customers

|FLOOR PLAN | |
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|PROCESS | |
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|BOOKKEEPING | |
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|WAREHOUSING | |
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ASSUMPTIONS:

RISK ANALYSIS (11-8)
(identification of areas that could negatively impact the business and how they will be managed)

|RISK AREA |PROBABILITY |RISK LEVEL OF IMPACT -H=HIGH, M=MEDIUM, |RISK MANAGEMENT |
| |% |L=LOW | |
|Advertising fee | | | |
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|Customer privacy | | | |
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FINANCIAL-START-UP EXPENSES (11-9A)

|EXPENSE ITEM DESCRIPTION |$ |
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|TOTAL | |

SOURCES OF FUNDING START-UP EXPENSES: 1. 2. 3.

ASSUMPTIONS: 1.

NOTES: These items must be used in the income statement, cash flow and balance sheet. FINANCIAL-SALES FORECAST(11-9B)(24 months)

| |JUNE |JULY | | |
|CURRENT ASSETS | | | | |
|Cash in bank | | | | |
|Inventory | | | | |
|Accounts Receivable | | | | |
|Total Current | | | | |
|FIXED ASSETS | | | | |
|Equipment less dep. | | | | |
|Furniture less dep. | | | | |
|Total Fixed | | | | |
|TOTAL ASSETS | | | | |
|CURRENT LIABILITIES | | | | |
|Accounts payable | | | | |
|Bank loan | | | | |
|Total Current | | | | |
|LONG-TERM LIABILITIES | | | | |
|Bank loan | | | | |
|Taxes payable | | | | |
|Total Long Term | | | | |
|SHAREHOLDERS’ EQUITY & RETAINED | | | | |
|EARNINGS | | | | |
|Capital | | | | |
|Retained Earnings | | | | |
|Total Equity & Earnings | | | | |
|Total Liabilities & Equity & Earnings | | | | |

ASSUMPTIONS:

1.

NOTE:
The balance sheet is for a day only and records what the company owns(assets), what it owes (liabilities) and what its worth (equity & retained earnings)
FINANCIAL – BREAK-EVEN AND RATIO ANALYSIS (11-9F)

Break-even analysis shows how many unit sales are required to cover both fixed and variable expenses.

Ratio analysis compares company ratios against industry ratios and competitor ratios to identify strenths and weaknesses.
IMPLEMENTATION(11-10)

BEFORE START:
|# |TASK |TIME |START |END |$ |
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AFTER START:
|# |TASK |TIME |START |END |$ |
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ASSUMPTIONS:

1

NOTE: The purpose of this section is to show that you understand the key tasks that need to completed before start-up and then for the balance of the year and that you have a clear schedule to complete them.
You may want to develop a gaant chart to show the areas of activity in marketing and operational areas.
APPENDICES (11-11)
In this section you provide a list of your appendices.
|MARKET RESEARCH DATA | |
|MARKETING MATERIAL | |
|FOUNDERS RESUMES | |
|FINANCIAL STATEMENT PROJECTIONS | |
| | |
| | | BUSINESS PLAN & LEAN CANVAS SITES

https://www.bdc.ca/EN/advice_centre/tools/business_plan/Pages/default.aspx

http://www.rbcroyalbank.com/sme/create-plan/business-plans.html

http://www.cybf.ca/cybf_resources/starting-my-business-plan/business-plan-writer/

http://www.canadabusiness.ca/eng/page/2865/

http://www.bplans.com/

http://leanstack.com/

http://en.wikipedia.org/wiki/Business_Model_Canvas

http://www.alexandercowan.com/business-model-canvas-templates/

http://www.sba.gov/content/online-business-law
-----------------------

What are we building? (5 yrs.)

Why does this business/department/activity exist? (“Timeless”)

What are the specific measures?

How are we going to build this company/department/activity over time?


What is the work to be done?

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...A business manager is a person who drives the work of others in order to run a major business efficiently and make a large profit. He or she should have working knowledge of the following areas, and may be a specialist in one or more: sales, marketing, and public relations; research, operations analysis, data processing, mathematics, statistics, and economics; production; finance; accounting, auditing, tax, and budgeting; purchasing; and personnel.[citation needed] Other technical areas in which a business manager may have expertise are law, science, and computer programming.[citation needed] In many businesses, the role of business manager may grow out of a small business-owner's desire to shed some of the multiple roles mentioned above to focus on specific aspects of company expansion or market penetration. The business manager for a time may share duties with the owner, as the owner gains trust in the business manager. Ideally, the business manager and the owner work synergistically to ensure that the business of running a successful business is attended to. This can often be a process of the owner relinquishing the functions for which there is a comparative disadvantage for his or her continued involvement. In the context of the music industry, a business manager is a representative of musicians and/or recording artists, whose main job is to supervise their business affairs, and the proper handling of their financial matters. The role as it is understood today was......

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...A Good Manager A successful manager usually means a successful company, or store, or business. He or she must posses certain qualities in order to be successful. Some might consider the six most important qualities to be strong communication skills, flexibility, imagination, high level of energy, problem solving skills, and of course the desire to be a great manager. After we look at these must have qualities, we ask, does a great manager have to be born for the job. Clearly, some levels of natural or inherited factors are more or less apparent from one person to another, but there are also many qualities one learns or improves through education and experience. The first of the six elements for being a successful manager are strong communication/interpersonal skills. Strong communication skills are mostly acquired through life, social experience, school, sports teams, and so are mostly learned. Flexibility is also a learned trait, but it helps if a person is this way naturally - it is learned faster. Someone's imagination is an inherited trait, but it is fueled through life experiences. However an unimaginative person will usually stay that way more or less. High level of energy is also an inherited trait, but a manager can learn to be more energetic when needed. However, if he or she is not this way naturally, it may be stressful to pretend, which in turn may cause difficulty at the workplace. Problem solving skills are mostly a learned skill, and the higher the level of...

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...There is the age old question of what is the difference between a manager and a leader? Most people will say that you can’t be a manager without being a leader. In this paper, I will discuss in detail, what is it that leaders and managers do, can leaders and managers be one in the same, as well as, explain the difference between managers and leaders. Most successful businesses usually consisted of a team of successful managers. Note that in order to be a manager it does not require a person to be a leader. Managers often ask your "how" and "who" questions in an organization. Managers are about appealing to the head through planning, organization, controlling, and directing. Managers generally have a formal title in an organization and they thus have formal organizational power. (Tanner, 2009) There are some people out there with the title of manager who do not have anyone who work for him or her. They simple manage things like accounts, property, or supplies. They are totally successful at doing their job without showing any signs of leadership. Also, a manager can obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. According to the text, there are several different examples of managers. For instance, managers are concern with how to get things done and try to get people to perform better. Another example, managers value stability, order, and efficiency, and they are impersonal, risk adverse and focus...

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...Governance 23 Legal and Regulatory Requirements: 23 Compensation Plans: 24 Board of Directors: 24 Monitoring: 25 Takeovers: 25 Shareholder Pressure: 25 OECD Definition of Corporate Governance: "OECD defines corporate governance as follows: “Procedures and processes according to which an organisation is directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among the different participants in the organisation – such as the board, managers, shareholders and other stakeholders – and lays down the rules and procedures for decision-making."  Financial Times Definition of Corporate Governance: "How a company is managed in terms of the institutional systems and protocols meant to ensure accountability and sound ethics. The concept encompasses a variety of issues, including the disclosure of information to shareholders and board members, the remuneration of senior executives, potential conflicts of interest among managers and directors, supervisory structures, etc." Cadbury Report Definition of Corporate Governance: "Corporate governance is the system by which companies are directed and controlled. The boards of directors are responsible for the governance of their companies. The shareholder’s role in governance is to appoint the directors and the auditors to satisfy themselves that an appropriate governance structure is in place. The responsibilities of the board include setting the company’s strategic......

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...planning, organizing, leading, and controlling. Managers are required in all the activities of organizations: budgeting, designing, selling, creating, financing, accounting, and artistic presentation; the larger the organization, the more managers are needed. Everyone employed in an organization is affected by management principles, processes, policies, and practices as they are either a manager or a subordinate to a manager, and usually they are both. 1. The art of getting things done through the efforts of other people. 2. The means by which you actually manage, that is, get things done through others. Chapter 1 Introduction to Principles of Management Managers do not spend all their time managing. When choreographers are dancing a part, they are not managing, nor are office managers managing when they personally check out a customer’s credit. Some employees perform only part of the functions described as managerial—and to that extent, they are mostly managers in limited areas. For example, those who are assigned the preparation of plans in an advisory capacity to a manager, to that extent, are making management decisions by deciding which of several alternatives to present to the management. However, they have no participation in the functions of organizing, staffing, and supervising and no control over the implementation of the plan selected from those recommended. Even independent consultants are managers, since they get most things done......

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...the one minute manager: getting good results without taking much time, being efficient behave like one: set goals, give praise and reprimand behaviors, encourage people, speak the truth, laugh, work, enjoy one minute is a symbolic term, key elements could take longer autocratic manager: interested in results democratic manager: interested in people productivity: both quality and quantity, best results through people 3 SECRETS: one minute goals: - when you feel good produce good results manager spends time with employee at the beginning of new task or responsibility agree on your goals see what good behavior looks like in observable and measurable terms write out each of your goals on a single sheet using less than 250 words read and re read each goal which requires only an min or so each time take a min every once in a while out of day to look at your performance see whether or not your behavior matches your goal one minute praising: - motto: help people reach full potential, catch them doing something right - tell people upfront you are going to let them know how they are doing praise immediately makes brief contact, touch or shake in way to show clear support tell exactly what they did right shares with them how good you feel about what you did and how helps responds to where they are not just to where you is at the time encourage them to do more of the same one minute reprimands working long time and know how to do it well and......

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...CIN: 4677 Manager Management in organization plays a key role in the success of that organization. An effective and proactive management will implement the most effective and proactive management techniques so as to bring about high employee morale which will further lead to higher productivity and profitability for the company. A good management will adopt new approaches to Human Resources Development by way of training and performance development and a suitable rewards program. The best talent will be selected, right outcomes will be established, and, while motivating employees, focus will be made on their strengths to bring about the best allocation of work. The right management will find the right job fit for its people. The ability to properly allocate resources, communicate goals and guide organization members to successful outcomes are skills that a good manager will demonstrate. In order to successfully execute these goals, good managers must have superior communication skills, and a skilled analytical mind. The importance of communication in management cannot be overstated. In most organizational settings, the two key methods of communication are verbal and written. Managers must first decide which for the communication should take. The use of verbal communication, while generally easier and more immediate, has the disadvantage of being impermanent and subject to misinterpretation. Using memoranda, e-mail and other written forms of communication solves both...

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...What is the difference between manager and leader? To same people the word manager and leader may appear to mean the same thing, but they don’t. A manager is someone who manages and is responsible foe the important aspects of job, project or team. A leader is someone who is an influential, take charge and is an example for others. Manager and leader usually obtain their title in a work, educational, or team environment through a demonstration of their management and leadership skills. In an ideal situation, a manger should possess leadership qualities and similarly a leader should possess managerial qualities. Managers have different responsibilities based on what they do and who they are managing. They have the ability to delegate and implement plans for a business or team. Managers are necessary to keep a consistent understanding of who is in charge in a group. A leader is a person who takes the lead in a group and chooses to perform to the best of his ability and helps others do the same. In a team, school, or professional setting, a successful manager should have both managerial and leadership qualities. 1. The manager imitates; the leader originates The leader is original, insofar as they are typically the ones in an organization who are responsible for coming up with the overall business strategy that then filters throughout the rest of the organization. As it filters through, it reaches the managers, who then pass it on and replicate it to their own team members...

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...have an “Individual Development Plan (IDP)” developed. For an example see Figure 1. The IDP will be tailored to help the supervisor/manager identify and asses the training needs of each employee. Supervisors and managers will use this information to request training, ensure training attendance, and evaluate training effectiveness. Our proposed training plan and IDP will help us improve customer service, help our employees meet their job requirements, retain our competent and trained employees, improve productivity, and improve employee performance. The management decision of putting time up front for training will lead to greater results in the end. Therefore, training is an investment for the continued success of our company. Our training and education program will help transitioning personnel and new hires better understand the company mission and goals. For new employees, the training program will be part of the new hire orientation process. At the end of each training class the employee’s supervisor/ manager will provide a written acknowledgement that the employee successfully completed the training. The written acknowledgement will be kept in the employee’s personnel file. Each manager is required to maintain a file of all the training the employee attends and completes. In an effort to help foster company training objectives a manager could provide the following training as shown in Table 1 to all assigned personnel. The suggested training will provide a broad......

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...Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Competitive Imperative of Learning 10 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications This document is authorized for use only by Suzi Tack (ST@STRATHSPEYCROWN.COM). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. Reprint R0807E The Competitive Imperative of Learning The Idea in Brief Most managers believe that relentless execution—the efficient, timely production and delivery of offerings—is vital to corporate performance. Execution-as-efficiency is important. But focusing too narrowly on it can prevent your company from adapting effectively to change. Consider General Motors: Managers’ confidence in GM’s famously efficient control systems blinded them to big shifts in the market, including customers’ preferences for fuel-efficient cars. GM posted a $38.7 billion loss in 2007. Edmondson recommends widening your lens to include execution-as-learning. Companies that use this approach focus not just on carrying out key processes more efficiently than rivals—but also on learning faster. To foster execution-as-learning, make it safe for employees to ask questions and fail. Then: • Provide process guidelines, using the best available knowledge. COPYRIGHT © 2008 HARVARD......

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...SEAN PATRICK O’BRIEN 30 Schaefer St • Huntington Station, NY 11746 seanobrien26@gmail.com (H) 631-683-4617 • (C) 631-455-1522 Over twelve years experience in the food service industry as brokerage salesperson, warehouse manager, event manager, trade show manager, and restaurant manager for front- and back-of-the-house EMPLOYMENT Event Manager 2011- 2013 Club Demonstration Services Westbury, NY • Responsible for all product demonstrations for one of the five highest grossing Costco locations nationwide • Manage up to 20 different events on a daily basis • Plan, organize, coordinate, promote, and facilitate onsite road shows and special events • schedule and maintain communication with vendors and participants • coordinate and monitor event timelines • act as prime source for promotion of activities and special events • Aggressively gather information on each project to achieve quality event productions • Propose new ideas to improve the event planning and implementation process • recruit for and oversee hiring process and review and analyze staff evaluations • Successfully manage more than 50 staff members • assisted in the coordination of recent grand opening of new Costco location Food Service Sales......

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...Expert Reference Series of White Papers Tips and Techniques to ® Pass the PMP Exam 1-800-COURSESwww.globalknowledge.com Tips and Techniques to Pass the PMP® Exam Dan Stober, PMP Introduction Passing the Project Management Professional (PMP)® certification exam can seem like a daunting task when project managers first decide to take the leap. Just like a project management plan, if you carefully map out your study plan, you will be successful. You must understand several key concepts, be intimately familiar with the five process groups and ten knowledge areas, understand project management terminology, and learn to think like PMI. It is also important to set study goals, create a schedule for success, and commit fully to passing the exam in order to obtain your PMP® credential. Following the best practices outlined here can put you on the road to certification and will have you prepared for your PMP® Boot Camp. Everything that you need to understand prior to Boot Camp is listed here. Terminology There is a large volume of terminology associated with project management, but there are some key terms that you must be aware of as you are preparing for your exam. Learning these terms before your PMP® Boot Camp will have you ahead of the game and not playing catch-up (these definitions are not taken word for word from the PMBOK Guide®, 5th Edition): Analogous Estimating: Estimating based on a previous, similar activity or project. Think of it as......

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...Definition of Management & Management Theory Management is ‘The art of getting things done through people’. (Follett et al., 1973) ‘Managers give direction, provide leadership & decide how to use resources to accomplish goals’. (Drucker, 1954) ‘Management is the attainment of organizational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources’. (Daft and Marcic, 2009) There are many definitions of management. Classical theorists such as Fayol and Taylor believed in applying universal principles to achieve ‘one best way’ of management. Henri Fayol emphasised ‘command and control’ and taught the five functions of management as; planning, organising, commanding, co-ordinating and controlling. Taylor in the Principles of Scientific Management (Taylor, 1911) taught that there was ‘one best method’ of management based on the scientific study of each task. Taylor would not have approved of the focus on the individual, as later developed by Elton Mayo using the Hawthorne experiments which highlighted the importance of social interaction (Mayo, 1949). The work of Mayo was a radical concept in its timeframe. In a review of approaches to management Crainer states that Mayo’s studies ‘were important because they showed that views of how managers behaved were a vital aspect of motivation and improved performance’ (Crainer, 1998). Given Taylor’s obsession with control and self-discipline, it is unlikely that he would......

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