...------------------------------------------------------- BUSINESS PLAN VISION INC. Sylhet, Bangladesh. 3100 Tel. No: +884204201-9 Fax: 8829882948-51 E-Mail: Vision@yahoo.com; Vision@gmail.com;Vision@hotmail.com Web: www.vision.com. Contact Surajit datta Nirupom chakrabarty BBA, MBA, PHD in Marketing BBA, MBA; PHD in EEE Cambridge University. Harbart University. Founder and CEO of (VI) co-founder and CEO of VI 11-Lamabazar, Sylhet, Bangladesh 36-Medical, Sylhet 3100. Bangladesh 3100 Tel. No:01711012577 Tel. No: E-Mail:Shuvradatta@hotmail.com E-Mail: Fax: 8829882950 Fax: 8829882951 TABLE OF CONTENTS: 1. Executive Summary 03 2. Background & Purpose 05 2.1. History 05 2.2. Current Situation 06 2.3. The resource based concept 06 3. Objectives 07 4. Market analysis 07 4.1. Overall Market 07 4.2. Specific Market 07 4.3. Competitive factors 08 4.4. Micro environmental Influence 08 5. Development and Production 09 5.1. Production Processes 09 5.2. Resource requirements 10 5.3. Quality assurance 10 6. Marketing 10 6.1 Overall Concept and Orientation 10 6.2. Marketing Strategy 11 6.2.1 Key element of the strategy 11 6.3. Sales Forecast 12 7. Financial Plan 13 7.1. Financial statements...
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...Problem Statement In order for Hertz to expand into the hourly rental market segment and gain market share they will need to find a new way to appeal to a new customer segment. Analysis Plan / Data Used / Key Assumptions I will be using the SFAS Matrix, figure 1, to evaluate Hertz’s strengths, weaknesses, opportunities and threats when entering the short term rental car market to compete with Zipcar. In addition, I will be using the TOW’s matrix, figure 2, to hypothesize business strategies for Hertz to use to overcome their threats and weaknesses by leveraging their strengths and opportunities. The TOW’s matrix helps brainstorm business strategies Hertz can use to compete in the new market segment without having to copy Zipcar’s current business model. The areas I focused research on were on market size and target markets. Data Analysis and Tool Use In 2012, the rental car market industry was broken down into 4 segments, Car sharing, leisure car rental, business car rental and car leasing. Car sharing only accounted for 6% of the rental car industry; however, IBIS world estimates that car sharing is expected to grow over the upcoming years as consumers become more aware of their existence. Hertz’s current revenue stems from business and leisure customers; 43% of Hertz’s yearly revenue comes from the business segment and the remaining 57% comes from leisure customers. Whereas, Zipcar’s short term car rental strategy is targeting an “urbanite” which is a city dweller, environmentally...
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...Infrastructure and Systems Implementation Plan Sabrenna Anderson Kaplan University Primary Contact | Name | Rosanne Moran | | Phone | 732-930-3800 | | Email | rmoran@wint.net | Backup Contact | Name | Sabrenna Anderson | | Phone | 732-656-3575 | | Email | sanderson@wint.net | Proposal Type | Idea To Be Explored Potentially Identified Solution | Project Type | New Project Enhancement to Existing or Former Project | Working Title of Project | Infrastructure and Systems Implementation Plan | Project Sponsors | WInt IT department, Rosanne Moran, IT Director. | ------------------------------------------------- ------------------------------------------------- Introduction Widgets International, Inc. currently consists of Widgets USA, LLC and Widgets-R-Us, LTD. Combined Widgets International, Inc. has 50 years of experience in providing function critical assembly and machinery solutions. WUSA has cornered the Business to Business market while WRU has grown in leaps and bounds in the retail market. Together as Widgets International, Inc., they stand to increase their market share substantially by creating and offering innovative and cost effective assembly solutions globally. (Anderson, Unit1, 2014) ------------------------------------------------- ------------------------------------------------- Purpose and Justification This proposal will explore the requirements for the application and implementation of an easily manageable information...
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...Training and Development Program Talent management is defined by business dictionary as an attempt to recruit, keep and train the most gifted and highest quality staff members that the company can find, afford and hire. Talent management gives business managers an important role to play in recruiting, developing, and retaining desirable staff members (2015). Our mission here at the Operations of Intelligence (OOI) is to provide combatant commanders and warfighters all-source intelligence products in order to defend our Nation. OOI is going to focus on the training function within talent management as it relates to intelligence officers and their job recruitment and retention. Once OOI employees are selected, they must be prepared to do their jobs, which is when orientation and training come in. “Beginning with the orientation of new employees, talent management and development includes different types of training” (Mathis, Jackson & Valentine, 2014). Orientation will provide new employees with basic information about the company. Training programs will ensure that new employees have the basic knowledge required to perform the job satisfactorily. “Orientation and training programs are important components in the processes of developing a committed and flexible high‐potential workforce and socializing new employees” (Bacal & Associates, n.d.). Additionally, these programs can save employers’ money, providing big returns to OOI because the company’s investment to train...
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...committed to Bernoulli to boost the ailing performance of other parts of the firm. Bernoulli device: · a complete new and innovative interface for the WCI PDA. · Handheld device – with integrated applications for recording appointments, addresses and contacts information, freeform text notes. · Ability to write new software for the machines. · Accessing internet news services and email servers. Competitors’ advantages; · Had developed improved PDAs · Device which could be connected to a variety of different computing platforms. · Lower production costs – from manufacturers outside US · Support from major software developers. CEO: The board granted him an incentive plan that awarded stock options according to the growth of the company’s stock price. - He would outsource the company’s production. - The firm would take different direction – stressed on leadership in innovation and product design. - He had describe the Bernoulli device was “behind the times” & “a drain on the rest of the corporation” , “black hole of creativity and internal funds” - The fund which was currently given for Bernoulli could be put to use rebuilding the company’s market share in desktop and laptop computers. o To gain the firm’s stock price o...
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...Balanced Scorecard 101 A Brief Overview of the BSC Methodology Steve Logan Department of Energy 202 287-1383 Steve.Logan@hq.doe.gov Presentation to the BSIG October 2004 2 “One accurate measurement is worth more than a thousand expert opinions.” - Admiral Grace Hopper, USN 3 What is a Balanced Scorecard? Definition of BSC as a strategic management system Steps in a strategic management system: 1. Clarify and translate vision and strategy 2. Communicate and link strategic objectives and measures 3. Plan, set targets, and align strategic initiatives 4. Enhance strategic feedback and learning 4 Where Did the BSC Come From? A long time ago in a far away galaxy… Then (pre 1970s) Now (post 1970s) Industrial Revolution Financial Measures Tangible Assets Lagging Indicators (aka: outcome measures, historic measures) Information Age Financial plus non-financial Measures Non-tangible assets (invisible assets) Leading Indicators (aka: performance drivers, predictive measures) 5 The Balanced Scorecard Framework 6 The BSC reflects the balance between: Short and long term objectives Financial and non-financial measures Lagging and leading indicators (i.e., outcome measures vs performance drivers) External and internal performance perspectives 7 Some Generic BSC Measures Perspective Financial Customer Internal Business Learning and Growth Measure Return on investment and economic value-added Satisfaction, retention...
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...INTRODUCTION Human Resource Management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce using an integrated array of cultural, structural and personnel techniques (Storey, 2001). Beer et al, (1984) defined HRM as a strategic approach to the management of human resources that involves all management decisions and actions that affect the relationship between the organisation and employees. John Storey (1987) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of HRM: 1. a particular constellation of beliefs and assumptions; 2. a strategic thrust informing decisions about people management; 3. the central involvement of line managers; 4. Reliance upon a set of ‘levers’ to shape the employment relationship. In today's litigious workplace environment, being on top of legal issues that directly affect individual employees and organization is critical to the success of the HR profession. In this study, we will critically analyze and evaluate legal issues as it affects the functions of HRM in Nigeria and...
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...approaches company objectives and current gaps were analyzed and link with their respective or tentative approaches. For each approach three KM objectives were presented using the SMART approach to ensure that our KM strategy meets the needs and requirements of the organization. A business case was also made using the information gained from knowledge maps, the letter from the CEO, and the agency maturity assessments. Keywords: SMART objectives, KM approaches, Case Study, Communities of Practice, Lessons Learned. Supporting the Flow of Critical Knowledge by Designing KM Approaches Now we are ready to select and design KM approaches after having a call to action and a gap analysis in place. Previously, we have analyzed Vivint’s strategic knowledge needs, and its gaps and opportunities. This study will help us focus our KM approaches in the right direction, stablishing the most appropriate KM core group and addressing the correct issues. Therefore, the goal of this paper is to address the immediate problems through KM approaches that will build long-term capabilities for the company. Most KM approaches fall into one or more of four categories as seen in figure 1: self-service, lessons learned communities of practice and transfer of best practices. The categories of approaches vary by how much they focus on...
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...MARKET SHARE OF “HEALTH DRINKS” SUBMITTED TO PUNE UNIVERSITY BY CHIRAG G PATEL AS PART FULFILLMENT OF B.B.A. (3RD YEAR) APRIL, 2010 SINHGAD COLLEGE OF COMMERCE, PUNE - 411048 C O N T E N T S |Chapter No. |Title |Page No. | | |Declaration |3 | | |Guide Certificate |4 | | |Acknowledgement |5 | | | | | | | | | | | | | | | | | |I |Executive Summary |6-7 | | | ...
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...approach, combining economic growth, ethics, social and environmental responsibility; 1. In 1909, young chemist and natural entrepreneur Eugene Schueller sets up the company that will later become L’Oreal. Everything begins with one of the first hair dyes, which he designs, produces and sells to hairdressers in Paris. The move forges the first link in the chain that is to become L’Oreal “DNA”: using research and innovation to enhance beauty. 2. These are the formative years of “Le Grand L’Oreal”. At the instigation of Chairman François Dalle, the Group starts to expand internationally. Acquisitions of strategic brands mark the beginning of a period of spectacular growth for the company. Emblematic products come into being. The company motto is “Savoir saisir ce qui commence” (seize new opportunities). 3. These twelve years are marked by a great period of growth for L’Oreal, mainly driven by the significant investments made by the group in the field of research. Alongside these efforts are strategic product launches that not only make history, but also succeed in strengthening the Group’s brand image. Under his management, the Group would...
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...MARKET SHARE OF “HEALTH DRINKS” SUBMITTED CHIRAG G PATEL AS PART FULFILLMENT OF B.B.A. (3RD YEAR) APRIL, 2010 C O N T E N T S |Chapter No. |Title |Page No. | | |Declaration |3 | | |Guide Certificate |4 | | |Acknowledgement |5 | | | | | | | | | | | | | | | | | |I |Executive Summary |6-7 | | | | | | ...
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...Available ONLINE www.visualsoftindia.com/journal.html VSRD-IJBMR, Vol. 1 (6), 2011, 348-361 RESEARCH ARTICLE RESEARCH ARTICLE A Study of Buying Behavior and Brand Perception of Consumers in Shopping Malls 1 M. Yaseen Khan* and 2SM Tariq Zafar ABSTRACT In India Shopping Malls industry is upcoming industry worth Rs 17000 Cr. In NCR (National Capital Region) Gurgaon is the most favorite place for the shopping malls. M.G. (Meharuli – Gurgaon) Road is the place for all famous shopping malls in Gurgaon. In NCR DLF, MGF, JMD, SAHARA, all big players are in the region. On M.G. Road Gurgaon MGF Group has two shopping malls in operation MGF Metropolitan Mall, MGF Plaza, Sahara Group has its Sahara Mall and DLF Group has its City Centre. The project involved the study of comparative analysis consumer buying behavior and brand perception of consumers regarding shopping malls on M.G. Road and Metropolitan Mall as a base. Consumer purchasing power is the main factor, which determines their buying behavior and brand of shopping malls. Shopping Malls are the places for the fun & entertainment, family outing, shopping and eating’s. In shopping Malls age factor is the most dominant factor in daily footfalls. In different shopping malls different age group consumers come and they impact on the buying behavior. Keywords: Shopping Malls, Consumer Behaviour, Brand Perception, Purchasing Power, Fun & Entertainment, Age Factors etc. 1. INTRODUCTION In 2009, India's nominal GDP stood...
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...CAPITAL BUDGETING: ADVANTAGES AND LIMITATIONS. SEPTEMBER 2012 CHAPTER ONE INTRODUCTION 1.0 Background Study Capital budgeting is the process by which firms determine how to invest their capital. Included in this process are the decisions to invest in new projects, reassess the amount of capital already invested in existing projects, allocate and ration capital across divisions, and acquire other firms. In essence, the capital budgeting process defines the set and size of a firm’s real assets, which in turn generate the cash flows that ultimately determine its profitability, value and viability. In principle, a firm’s decision to invest in a new project should be made according to whether the project increases the wealth of the firm’s shareholders. For example, the Net Present Value (NPV) rule specifies an objective process by which firms can assess the value that new capital investments are expected to create. As Graham and Harvey (2001) document this rule has steadily gained in popularity since Dean (1951) formally introduced it, but its widespread use has not eliminated the human element in capital budgeting. Because the estimation of a project’s future cash flows and the rate at which they should be discounted is still a relatively subjective process, the behavioural traits of managers still affect this process. Capital budgeting is a process...
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...University of Dhaka An assignment on ‘Plan of an Organization’ Course- EM 502 Submitted to: Dr. Md. Serajul Islam Professor Department of Management Studies University of Dhaka Submitted by: Md. Farid Uddin Batch: 25th ID: 03-13-25-069 Date of Submission: 20.12.2013 Introduction A plan is typically any diagram or list of steps with timing and resources, used to achieve an objective. A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals. The business or organizational plan include location of organization , describe the area in which it works. In the plan introduce an organizational structure of organization. Name of the organization Our company name is ‘Sohag Furniture Ltd’. Nature of business We form our business as a “partnership” business. The types of our business are Manufacturing Furniture’s, Distributor/ Wholesaler. There will be 7 partners in their respective posts. Size of Business This business will produce & provide consumer product and organize medium size business. Initially we will cover the 1 division of the country but our prospect will be whole of the country. Business Description COMPANY PROFILE COMPANY PROFILE Sohag furniture will launch on year of 2014. Sohag Furniture manufactures basic, durable home and office furnishings...
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...Sl. No. 1 2 3 4 Subject Methodology/Work plan Terms of Reference (TOR) of the Group Leader Executive Summary Vision Document 2030 and beyond: Livestock Research in Bangladesh Background Review of the past Plans Targets: Achievable goals of livestock sub-sector under Vision 2021; Bangladesh for Resolution of Crisis and a Prosperous Future” Problems/Constraints Research Areas Commodity wise Research Priority Large Ruminants (Cattle and Buffalo) Small Ruminants (Goat and Sheep) Poultry Common to livestock health and production Hill Research Conclusion References Page No. 2 2 3 5 5 6 7 5 11 13 8 9 10 11 12 13 14 15 16 17 13 15 18 19 24 27 30 31 33 33 1 Research Priority in Agriculture and Vision Document-2030 and beyond Methodology/Work plan Twelve Experts Team have been formed in BARC in connection with the preparation of Vision Document–2030 and beyond vide letter No.ARC/P&E/103/2008/1540, dt. 29-10-09. Livestock Sub-sector group composed of Professor Dr. A.M.M. Tareque, as Group Leader and Dr. Shah Md. Ziqrul Haq Chowdhury, CSO (Livestock), BARC, as Member-Secretary. The work started with the convening of a day long workshop on SPGR priority setting on the 25th October, 2009. Terms of Reference (TOR) of the Group Leaders are as follows. 1. Consultation and review of the documents related to agriculture and rural development. These are, but not limited to the followings. To accomplish the task the team may need to visit the concerned institutes. 2. Through...
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