...Course Project Project Risk Management Contents Introduction 4 Statement of work 5 Statement of Work—Project Description and 6 WBS 8 Risk Analysis and Probability Matrix – Qualitative Analysis 10 Risk Register 11 Decision Tree 11 Decision Tree Analysis 11 Fault Analysis Tree 12 Fault Tree Analysis Summary 12 Conclusions 13 Works Cited 13 Introduction Sherdon and Anissa Webb have been working parents for over 18 years. Both individuals understand the hardship of starting out and making yourself marketable in the corporate world. Now that their eldest son is in college, and they have seen how hard it was for him to get summer jobs and student work studies, they want to make the path a bit easier for their younger children. Their hope is to start a small business that will eventually become a family affair. This business will help the community as well as allow their children to have summer work growing up and instill in them the entrepreneurial spirit. As part of working class America, Sherdon and Anissa do not have a lot of income at their disposal. They will be investing all of their savings into this business, therefore, proper planning is a must. The business that they have decided to open is an employment agency. After researching the industry, both feel as though there is a market for this service and that the time it will take to open the business is reasonable...
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...2006 - 2008 Strategic Plan Capital Increase Road Show May 2006 Disclaimer These materials are not intended for potential investors and do not constitute or form part of any offer to sell or issue, or invitation to purchase or subscribe for, or any solicitation or any offer to purchase or subscribe for any Ducati Securities, nor shall they form the basis of, or be relied on in connection with any contract or commitment to purchase Ducati Securities. Any recipient of this document considering a purchase of Ducati Securities in a rights issue following publication of an Italian prospectus in connection therewith is hereby reminded that any such purchase should be made solely on the basis of the information contained in such Italian prospectus. The information in these materials includes forward-looking statements, concerning in particular economic and financial trends, which have been made by the management and are based on current expectations and projections about future events. These forward-looking statements are subject to risks, uncertainties and assumptions. In light of this, the events described in the forward-looking statements may not occur. These materials are not being issued in the United States of America and should not be distributed to United States persons or publications with a general circulation in the United States. These materials are not an offer to sell or issue Ducati Securities in the United States. No public offering of Ducati Securities will be made...
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...4 WBS |Outline Number |Task Name |Duration |Predecessors |Start |Finish |Resource Names | |1 |1 |Huntsville Plant- Project |10 wks | |Fri 4/17/09 |Thu 6/25/09 | | |1.1 |1.1 | PLANNING PHASE |10 wks | |Fri 4/17/09 |Thu 6/25/09 | | |1.1.1 |1.1.1 | Select Architect |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Facility Specalist[60%],Project Manager[10%] | |1.1.2 |1.1.2 | Recruit & Train Managers |6 wks | |Fri 4/17/09 |Thu 5/28/09 |Project Manager[15%],Corp. Personnel[80%] | |1.1.3 |1.1.3 | Select Real Estate Consultant |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Project Manager[10%],Facility Specalist[50%] | |1.1.4 |1.1.4 | Pre-Production Plan |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Production Specialist[80%],Manufacturing Engineer[85%],Project Manager[20%] | |1.1.5 |1.1.5 | Create Production Plan |4 wks |6 |Fri 5/1/09 |Thu 5/28/09 |Production Specialist[60%],Manufacturing Engineer[80%],Marketing Specialist[20%] | |1.1.6 |1.1.6 | Building Concept |2 wks |6,3 |Fri 5/1/09 |Thu 5/14/09 |Facility Specalist[40%],Architect[70%] | |1.1.7 |1.1.7 | Building Design |6 wks |8 |Fri 5/15/09 |Thu 6/25/09 |Facility Specalist[20%],Architect[10%] | |1.1.8 |1.1.8 | Site Procurement |3 wks |5,8 |Fri 5/15/09 |Thu 6/4/09 |Real Estate Consultant[70%],Marketing Specialist[20%],Facility Specalist[30%] | |1.1.9 |1.1.9 | Select General Contractor |2 wks |8 |Fri 5/15/09 |Thu 5/28/09 |Project Manager[10%],Facility Specalist[30%],Production Specialist[10%],Architect[15%] |...
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...applied. In a bid to for 3GM to reverse continuous drops in market share, a new marketing campaign plan has been drawn up which is to be implemented using project management principles and techniques. Possible reasons for market penetration drops are identified; market research tools are analysed, effective research method is adopted and used to strategize future forecasts. Approaches to assessment of offered features by 3GM are recommended according to customer perception of the features. All approaches to be taken stand to reverse alarming depreciating 3GM market share and secure an appreciable market share for the future. Table of Contents 1. Introduction …………………………………………….……..………………... 4 2. Marketing Campaign and Planning...…………………….….……..……………... 5 2.1. Strategy Development ……………………………….…….………..…………... 5 2.1.1. Market Review .…..…………………………………….………..…………. 5 2.1.2. Technology Review …..…….………………………….…………..……….. 6 2.1.3. Strategy Analysis …..…………………………………….…………..……... 7 2.2. Program Development …………………………………………………….……. 8 2.2.1. Requirements …………………………………..………………………….... 8 2.2.2. Timelines ……………………………………..…………………………..... 8 2.2.3. Recommendations …………………………..……………………………... 8 2.2.4. Program Summary …………………………..…………………………...… 8 2.3. Implementation ……………………………………………………………….… 9 2.3.1. Analysis Phase ………………………………………………………..…....... 9...
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...Neil GodfreyImplementation PlanMember: Jenna Julien ID NUMBER: 13028960Programme Delivered by:CTS College of Business and Computer Science Ltd.Submission Date: 07/01/2013Final Word Count:1302(Excluding, Table of Contents, Tables & References) | Table of Contents Section 1.0 1 OVERVIEW OF INVESTMENT AND IMPACT ON FINANCIAL DEPARTMENT: 1 Section 2.0 2 LINKAGES WITH OTHER DEPARTMENTS: 2 Section 3.0 3 MILESTONES AND TIME PLAN FOR FINANCIAL ACTIVITIES: 3 Section 4.0 4 RISK MANAGEMENT PLAN: 4 TABLE 1: Showing Risk Plan for Implementation Plan 5 TABLE 2: Showing Risk Assessment for Implementation Plan 5 Section 5.0 6 FINANCIAL OVERVIEW OF INVESTMENT: 6 COST-PLAN 6 TABLE 3: SHOWING DETAILED EXPENSE ACCOUNT 7 TABLE 4: SHOWING TOTAL PROJECTED YEARLY INCOME 8 TABLE 5: SHOWING PROJECTED COST-INCOME RATIO 8 TABLE 6: SHOWING TOTAL FORECASTED PROFITS 8 TABLE 7: SHOWING PROJECTED PROFIT-INCOME RATIO 9 TABLE 8: SHOWING PROJECTED BREAK-EVEN PERIOD FOR 9 Section 6.0 10 RESOURCE REQUIREMENTS BY THE FINANCE DEPARTMENT: 10 Section 7.0 11 KEY PERFORMANCE INDICATORS 11 Section 8.0 12 REFERENCES 12 Section 1.0 OVERVIEW OF INVESTMENT AND IMPACT ON FINANCIAL DEPARTMENT: The 3 star new build in Rio de Jainero, Brazil was chosen as the best investment idea by our syndicate group to pursue for Eagles Nest Inc. new business venture. Outfitted with 200 rooms, pool, restaurant and bar, conference...
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...of this Project Charter by the owners of Carlington Aquatic Parks is required within 30 calendar days from the date of this report. The management philosophy for the project is as follows: KLSJ Consulting will manage the design, development, and construction of the park. KLSJ will hand over operations to the operations management team before the official opening. Carlington Aquatic Parks will retain approval authority for all critical design, marketing, and financial decisions throughout the project. Project team resources include the Project Manager, Project Leader (Design and Construction), Team Leader (Legal), and Team Leader (Financial) as well as a Risk Manager. The design and construction team also includes three junior members for the construction period. A contracted firm overseen by the Project Manager will carry out marketing. The Work Breakdown Structure (WBS) shown in Appendix A describes the high-level activities and schedule for the project, with the top two levels showing phases and then functions within each phase. Subsequent planning activities will breakdown these categories further into tasks. In some cases project tasks may still be rather lengthy; therefore, a subordinate WBS with increased granularity will be developed for those areas. The schedule also identifies the critical path of activities...
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...[pic] MKT 4100 Strategic Marketing Management Module Handbook Academic Year 2012/2013 Dubai Coordinator: Dr. Doug Young School of Business |Student Name: | | | OR |Student Number: | | | |Seminar Class Details: | |Name of Seminar Tutor: | |Day: | |Time: | |Room: | Lectures: Tuesday from 6:30 - 9:30 PM in KV Block 17, Room 009 ...
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...Marketing Research Tactical Plan ID 1.0 1.1 1.1.1 1.1.2 1.1.3 1.2 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.3.7 1.3.8 1.3.9 1.3.10 1.3.11 1.3.12 1.3.13 1.3.14 1.3.15 Project Name Owner R. Ihrig R. Ihrig R. Ihrig S. Abbas R. Ihrig R. Ihrig R. Ihrig S. Abbas, T. Wang S. Abbas R. Ihrig, S. Abbas R. Ihrig Y. Li Y. Li Y. Li Y. Li, S. Abbas Y. Li Y. Li Y. Li Y. Li Y. Li Y. Li Y. Li, S. Abbas, T. Wang Y. Li, S. Abbas, D. Hall Y. Li, S. Abbas, D. Hall Y. Li, S. Abbas, D. Hall Y. Li, S. Abbas, D. Hall, R. Ihrig Y. Li, S. Abbas, D. Hall Days 70 10 3 7 2 19 3 2 4 4 1 47 2 2 1 2 1 1 1 1 1 1 2 10 5 3 2 Start 9-Jul 9-Jul 9-Jul 10-Jul 15-Jul 19-Jul 19-Jul 22-Jul 26-Jul 2-Aug 6-Aug 9-Aug 9-Aug 11-Aug 13-Aug 16-Aug 18-Aug 19-Aug 20-Aug 23-Aug 24-Aug 25-Aug 26-Aug 30-Aug 13-Sep 20-Sep 23-Sep End 17-Sep 19-Jul 12-Jul 17-Jul 17-Jul 7-Aug 22-Jul 24-Jul 30-Jul 6-Aug 7-Aug 25-Sep 11-Aug 13-Aug 14-Aug 18-Aug 19-Aug 20-Aug 21-Aug 24-Aug 25-Aug 26-Aug 28-Aug 9-Sep 18-Sep 23-Sep 25-Sep 9-Jul 16-Jul 23-Jul 30-Jul 6-Aug 13-Aug 20-Aug 27-Aug 3-Sep 10-Sep 17-Sep 24-Sep Tactical Plan Scope Definition Phase Define research objectives Define research requirements Determine in-house resource or hire vendor Vendor Selection Phase Define vendor selection criteria Develop vendor selection questionnaire Develop Statement of Work Evaluate proposal Select vendor Research Phase Develop market research information needs questionnaire Interview marketing group for market research needs...
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...Marketing Term Paper — Document Transcript * MARKETING PLAN FOR DIVA INTERNATIONAL LIMITEDhttp://www.studymode.com/essays/International-Marketing-993538.html * Marketing Plan 2 Presented to: Mr. Sonu Dua * ACKNOWLEDGEMENT We are grateful to our teacher Mr. Sonu Dua for teaching us curriculum of marketing. His versatile knowledge in marketing field and unique teaching style has developed our knowledge and cleared many marketing concepts. We are all the most grateful to him for assigning this project, which has further helped us in evaluating many interrelated dimensions of marketing. Finally we bestow our thanks to all who has directly or indirectly supported us with their assistance and guidance to compose this report and accomplish broader vision to visualize things in marketing concepts. Durgesh Kumar Singh Diva International Ltd * Marketing Plan 3 Diva International Ltd TABLE OF CONTENTS Preface Introduction • Executive Summary • Mission statemen t • Objectives The Business • Business Background • Product/Service Description • Distribution network Macro environmental Analysis Diva International Ltd * Marketing Plan 5 • Economic Analysis • Social-Cultural Analysis Market Analysis • Market Definition • Market Segmentation • Competitors SWOT analysis • Strengths • Weaknesses • Opportunities • Threats General Marketing Strategy • Target Market Diva International Ltd * Marketing Plan 6 Specific Marketing Strategy • Pricing Strategy...
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...Ethnic Food Restaurant Business Plan 1.0 Executive Summary Our initial statement to Investors and Financial Lenders is a candid disclosure of the Zara Restaurant & Lounge business proposal - our intent is to set realistic business expectations, and eliminate any questions about the profitability of this business venture. Entrepreneurs have a tendency to paint the business plan with a very optimistic brush, highlighting strengths and camouflaging the risks. We, as business owners, have a vested stake and financial commitment in the success of this restaurant. Our intent is to have a definitive business, financial, and marketing plan that not only serves our need for capital financing, but is utilized as our daily business roadmap. We have taken all precautions to validate our business and financial models, focusing on realistic projections. We have accomplished this as follows: Our financial model is rooted in industry facts, not optimism. We have based costs on our vast industry and practical experience with similar ventures, validation against National Restaurant industry cost averages, and analysis against local Atlanta market averages. We have taken a collective look at all figures to make solid business estimates. Our business concept was derived from detailed Market Analyses. Instead of building a business around a preconceived concept, we analysed the market findings and built a concept around our consumers. In other words, our business is built to service an...
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...[pic] MARKETING 201: PRINCIPLES OF MARKETING Instructor: Derick Davis, PhD Kosar/Epstein Faculty Office Wing, Office: KE-515 Phone Office: 305.284.6145 E-mail: ddavis@bus.miami.edu Section O: Tuesday and Thursday 9:30-10:45 Stubblefield Classroom 502 Section Q: Tuesday and Thursday 12:30-1:45 Dooley Memorial Classroom 200 Section R: Tuesday and Thursday 2:00-3:15 Dooley Memorial Classroom 200 Office hours: Tuesday and Thursday 3:30-5:00 Friday 9:00 – 11:00, or by appointment Please feel free to ask questions anytime. Email is the quickest way to communicate with me. However, it is unlikely I’ll respond after 8:00 P.M. REQUIRED MATERIAL A text will be used in class. The text is Marketing, by Grewal and Levy, 4th Edition, McGraw-Hill, 2013 is available in the bookstore (ISBN 978-0-07-802900-4) at a price of $154.00 for a new book. It is highly recommended that you read the assigned reading before the class in which it will be discussed. Additionally, chapter slides and/or outlines are available on the course website. It is recommended you review and print these, bringing them to class to help you with note-taking. We will be discussing three HBR cases. You have to download them from https://cb.hbsp.harvard.edu/cbmp/access/28012946 They will be used for individual assignments and also discussed in class. The cost is around $12.00. We may also use several articles throughout this course (available on Blackboard) under Course Reserves...
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...Business Plan Interim report Business Case Auto Ancillary - Manufacturing & Selling Team : Section : B Course : Business Plan Program : e PGP3 Group Members : Anil Kumar. K. J. (ePGP-03-098). Ashwin Shankar (ePGP-03-107) Habeebu Rahman.T.S. (ePGP-03-118) Makesh.A. (ePGP-03-128) Platform Slide No:3 About the Industry The Indian auto component industry has been navigating through a period of rapid changes with great élan. Driven by global competition and the recent shift in focus of global automobile manufacturers, business rules are changing and liberalization has had sweeping ramifications for the industry. The global auto components industry is estimated at US$1.2 trillion. The Indian auto component sector has been growing at 20% per annum since 2000 and is projected to maintain the high-growth phase of 15-20% till 2015. Slide No:4 Product / Service In addition to meeting the transportation needs, the safety is also prime importance in the automotive. Analysis of the market indicated that there are very few players in the product category which is safety critical in nature. Hence it is decided to venture in to steering products, which is one of the safety critical part. The plan is to create the full infrastructure (such as building etc.) facilities, but create the capacity in phased manner, based on growth of the business volume. Slide No:5 The Market : The Indian auto component market...
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...2012 Zara Strategic Marketing Plan MBA-USQ 11: MKT5000 University of Applied Sciences Zurich (HWZ) Switzerland Supervised by: Prof. Richard Beswick Anja Anastasja Keller - U1028905 Word count: 1’905 26.10.2012 MKT5000 Zara Strategic Marketing Plan Anja Anastasja Keller U1028905 Summary of Zara current market situation Zara is a publicly listed company and belongs to the Inditex Group, founded by Amancio Ortega in 1975 in Spain. Zara always continues to bring excitement to fashion and fulfils customer demands. Currently Zara has 1,600 stores in 77 countries and continues to force its logistics system to complete stock rotation every 15 days. Zara needs 14 days to develop a new product and deliver it to stores and launches around 10’000 new designs each year. Zara is moving forward with its successful entry into the digital world and continues to expand and manage its online presence: over a million daily web site visits and more than 14 million Facebook fans. The online expanding strategy in international key markets as the U.S. and China is one of the hot topics. Zara’s online shops feature all major functions, although does not correspond with Zara’s local presentation (prestige image), even more a bit disappointing, especially compared with H&M’s creative way to convey fashion online with the dress room function, moreover, by...
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...a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion of which projects will be allocated additional resources, and at expense of which other projects this will be”. The Pharmaceutical Industry The lion share of the pharmaceutical market is captured by approximately hundred manufacturers, which account for more than 90% of global sales. Exhibit 1 contains the top twenty pharmaceutical companies ranked by sales. Since the mid-1980s, the...
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...monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion of which projects will be allocated additional resources, and at expense of which other projects this will be”. The Pharmaceutical Industry The lion share of the pharmaceutical market is captured by approximately hundred manufacturers, which account for more than 90% of global sales. Exhibit 1 contains the top twenty pharmaceutical companies ranked by sales. Since...
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