Professional Documents
Culture Documents
BM Short Notes (PBP)
BM Short Notes (PBP)
BM Short Notes (PBP)
The Examinations of ICAP are a demanding test of students ability to master the wide
range of knowledge and skills required of the modern professionals. Subject of Business
Management is one of the efforts made by ICAP in this context for enhancing students
knowledge about detailed overview of effective management of businesses.
The best and recommended book for this subject is Study Text by PBP that covers each
and every area of syllabus in extraordinary detail. The basic problems faced by the
students in going through PBP are its size and the language used. Students who are new
to this subject have to spend most of their precious time in understanding the theme
conveyed in any chapter. Moreover students feel it very hard to revise the complete
course near or on the exam day.
For these reasons there arise needs to have some short and easy to revise notes for this
subject that covers the extent of PBP in a concise form. For this purpose we used short
notes of PBP prepared by Muhammad Asif (Ex A.M, AFF & Co Lahore) 3 years earlier.
After compiling the notes Faraz Ahmad reorganized the notes and updated it using the
PBP. Now those notes are finalized and presented to you in a booklet form. Hopefully it
will help you all.
I would suggest that first of all you should read BM from PBP and afterwards you may
consult these notes for revision purposes. An Annexure has been given at the end of this
booklet to help you deciding how you can use this booklet in combination with PBP.
May ALLAH bless you with success in every exam of both lives.
E-Mail id:
Talib e Doa atifnotes@gmail.com
Password:
Syed Atif Hassan Abidi a4atif
Faraz Ahmad
These notes are also
March 31, 2009 available at
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Chapter 1 : Objectives of Organisation
Introduction to Strategy
Strategy:
Course of actions, including specification of resources required, to achieve a specific objective
Government organizations:
External Financing Limit.
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To create Value for Money, funds must be applied Economically, Efficiently and Effectively.
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Chapter 2 & 4 : Strategy Formulation and
Choice
Strategy formulation/choice
Competitive position is the market share, costs, prices, quality and accumulated experiences of an organization/product
relative to competition.
Competitive strategy is taking offensive or defensive action to create a defendable position in an industry, and to cope
with competitive forces yielding superior ROI.
Competitive advantage is anything which gives one organization an edge over competitors.
There are following Competitive Strategies for companies to achieve Competitive Advantage.
Differentiation is creating value through uniqueness. It could be at following levels of product i.e.
1.Actual Product
a). Features.
b). Quality level.
c). Design.
d).Brand name
e). Packaging.
2. Augmented Product
i. Delivery and credit
ii. Warranty
iii. Installation
iv. After sale service
Focus involves a restriction of activities to only part of the market (a segment) through
Providing goods/services at lower cost (Cost focus)
Providing a differentiated product/service (Differentiation focus)
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Advantages/Comparison of Competitive Strategies:
Diversification Vertical
Related Backward
Growth Horizontal
Organic Growth
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Chapter # 3 : Planning and Control
Planning
Planning:
Planning involves making choices between alternatives and is primarily a decision making activity
2 approaches to planning:
Top-down approach means strategic management starts from top management and flows down the structure.
Bottom-up approach means information is accumulated at lower level and presented to top management along with
summary and options available.
Planning cycle
1. Identify objectives
2. Identify available strategies
3. Evaluate each strategy
4. Choose strategy (course of action)
5. Implement long-term plan in the form of annual budgets
Types of risks:
Physical
Economical
Political
Financial
Business
Product lifecycle
Quantification risk:
Rule of Thumb (best estimate of value within worst to best possible range)
Probability Theory (likelihood of occurrence of a forecast result)
Standard Deviation (calculate Standard Deviation of Expected Value, the higher it is the higher risk is)
Budgetary Control
Control:
Control is comparing actual results with planned performance and taking appropriate actions
Control Cycle
1. Actual results are recorded and analyzed for each responsibility center.
2. Feedback is reported to management.
3. Management compares actual results with plans or targets.
4. Do one of three things
i. Decide to do nothing
ii. Take control actions
iii. Alter the plan or target
Feedback:
The process of reporting back control information to management and the control information itself
It may be Single Loop or Double Loop.
It may be Positive or Negative.
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Control actions taken in advance.
Actual results are compared with Budgeted (i.e. adjusted by past results)
Budget Center:
Each section of the organization for which budget is prepared
Responsibility Accounting:
Each manager has a clearly defined area of responsibility and authority to make decisions within that area. No
uncertainty as to who is responsible for what (sometimes dual responsibility exists).
There are 3 different areas of responsibility.
Responsibility Center is a unit of organization headed by a manager who has a direct responsibility for its performance.
Controllable Cost is an item of expenditure which can be directly influences by a given manager within a given time
span.
Controllability of fixed cost:
Committed fixed cost (e.g. PPE-------non-controllable in short term)
Discretionary fixed cost ( e.g. R.&D. or Advertisement ---------- controllable in short term)
IT as changing industry:
With Porters 5 forces model.
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Chapter 4 & 5 : Strategic Management :
Traditional & other models
Strategic Management:
Strategic Management is the analysis, choice, implementation and control of agreed strategies
Strategy is a course of action including the specification of resources required to meet a specific objective.
Tactics is the deployment of resources to execute an agreed strategy.
Policy is a general statement providing guidelines for management of decision-making.
1. Corporate Strategy determines the overall purpose and scope of the organization. It is concerned with what types of
business the organization is in.
Defining aspects of corporate strategy:
Scope of activities (whole organization)
Faces environment (opportunities and threats)
Resources (how to obtain and allocate them)
Values (of people in power in organization affect it)
Time scale (long term)
Complexity (uncertainty of future)
2. Business Strategy is how an organization approaches a particular product market area (applied at SBU level).
3. Functional/Operational strategies deal with specialized area of activity within an SBU e.g. Production, Marketing,
HRM, Finance.
o Strategic analysis
Analyzing Vision, Mission and Objectives (Strategic Direction)
Corporate appraisal (where we are)
o Analyzing external environment
i. SLEPT analysis
ii. Porters 5 forces model
iii. Scenarios
o Analyzing internal environment (Situation analysis/Position audit)
i. Resources Audit
ii. BCG and GEBS matrices
iii. Value chain
iv. System structure
o SWOT Analysis
o Gap analysis
o Strategy formulation/Choice (how we can go)
o Strategy implementation
o Strategy evaluation and Control
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1. Organizations are incapable of having objectives because
i. Objectives may conflict with each other.
ii. Objectives will change from time to time
iii. Objectives are unlikely to be directly related to economic benefits of shareholders.
2. Senior management should not be only strategy- setter.
3. In reality formulation is not a simple step by step process.
4. Strategies that firms follow are not the same as ones they set in plans.
5. Over reliance on formalization.
6. Predetermination
7. Failure in practice (suitable for only stable environment)
8. Hinders innovation and radical change.
Intended Deliberate
Strategies Strategies
Realized
Unrealized Strategies
Strategies
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Strategy develops through the direction of an individual or group, but not necessarily through formal
planning.
Control of strategy direction is possessed by autocratic or charismatic leader.
Incrementalism: (Lindblom)
It involves small-scale extension of past practices.
Organizations change incrementally, during which time, strategies form gradually.
Disadvantages of Incrementalism:
1. Not suitable where radical new approaches are needed.
2. Some changes are dramatic not incremental.
3. Ignores influence of corporate culture.
4. Applicable to stable environment only.
Double loop learning is where purpose is also reviewed. (derived from control theory)
Future will change incrementally
Future Orientation: (Hamel and Prahalad)
Future will be radically different
Diagnostic:
Diagnostic statement Protect the past Create the future
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Senior management, view about future Reactive Distinctive
Senior management, spending most time on Re-engineering current practices Regenerating core strategies
Are managers Engineers of present Architect of future
Are employees.. Anxious Hopeful
The company is better at Operational efficiency Building new businesses
Within the industry, the company Follows the rules Makes the rules
Competitive advantage is pursued by Catching up with competitors Creating new sources of
competitive advantage
Agenda for change is set by Competitors Vision of future
Ecology Model:
Organisations environment changes radically, it will only survivor if it adopts its environment and evolves i.e finding
niche areas which provide both demands for output and resources to be used as input to the system.
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Competitive strategy is the taking of offensive or defensive actions to create a defendable position within an
industry------ and a superior return on investment.
Competitive strategy:
A strategy by which a firm can have significant ground on its competitors at an acceptable costs
Competitive Advantage:
- Re-adjust current resources i.e identify key success factors
- Relative superiority i.e exploiting competitors weakness
- Challenge assumptions
- Degree of freedom i.e segmenting
Realised Strategies
Flaws:
- Purely deliberate strategy prevents
learning from experience.
- A purely emergent strategy defies
control
Descriptive : what is actually happening in the organisations i.e paradigm, politics, pattern of decisions, incremental approach
Prescriptive : to prescribe something i.e rational model, strategic thinking, learning based environment, resource based
model
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Chapter # 6 : SWOT Analysis ad gap analysis
Corporate Appraisal
Corporate appraisal is assessment of SWOT in relation to internal (SW) and external (OT) factors affecting
organization to establish long term plans.
Legal factors:
o Health and safety legislation
o Employment laws
o Environmental legislation
o Information about performance.
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o Exchange rates
o Economic agreements
Exchange rate is the rate at which a national currency exchanges for other national currency.
Determinants are:
Demand and supply of currencies in foreign exchange market (Floating exchange rate)
Govt. (Fixed exchange rate)
Synthesis of above two (Managed exchange rate)
Types are:
Spot exchange rate (rate set for immediate delivery of a currency)
Forward exchange rate (rate set for future exchange of a currency)
Closing rate (Spot exchange rate at Balance Sheet date)
Political factors:
Type of Govt.
Stability of Govt.
Govt. attitude i.e. privatization or nationalization
Amount of bureaucracy
Pricing, dividend, tax, employment issues
Political risk is the risk that political factors will affect an organization e.g. war, corruption, nationalization, political
instability.
Technological factors:
o Change in production techniques
o Invention and innovation
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Few substitutes exist
Suppliers are not dependent on the buyer for a lot of their sales
Suppliers have differentiated their products
It is costly to switch suppliers
Economies of scale
Large capital requirements
Product differentiation
High switching cost
Limited access to distribution channels
Some government policies and regulations
Other advantages that are hard to duplicate such as patents, great locations, subsidies, partnerships, etc.
History of aggressive retaliation toward new entrants
v) Indirect Competitors/Substitutes
Close substitutes place a ceiling on the price that can be charged for a product or service
Close substitutes also set indirect performance comparisons
Main product is sensitive to price of substitute.
Strategic Intelligence:
Strategic Intelligence is the knowledge of business environment, which enables an organization to anticipate changes
and design appropriate strategies that will create business value for customers and profit for co.
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Marketing Finance/Accounting Operation R&D HRM MIS
Is market and share Sufficient working Production capacity Adequate R&D Efficient Or Is IS updated
increasing? capital? facilities? experience regularly?
manpower
Segmented Can we raise capital Economies of scale Outsourcing is Recruitment and Contribution by all
effectively? or borrowings? cost effective? Training functional
managers?
Channel of Return on investment Inventory control Are R&D Communication Effective
distribution reliable & Cost of capital policies and resources allocated passwords for
and cost-effective? procedures, effectively? entry?
effective?
Conduct market Effective budgeting Is machinery Communication Labor relations User friendly IS?
research? process? technically updated? between R&S and
other units?
Product priced Accounting ratios, Is equipment in good Are present Turnover and Training provided?
appropriately? strong or weak? condition? products absenteeism
technologically
competitive?
Effective Quality control Under or over Continuous
promotion? policies and staffing? improvement?
procedures,
effective?
Brand strength How much
expensive?
Products Stocks
Product quality and brand reputation Sources of supply
Age and life of products Turnover periods
Price elasticity of demand Storage capacity
Margin and contribution Obsolescence and deterioration
Market share and growth
Miscellaneous concepts:
Gap analysis (objects existing strategies = Gap) is a comparison between objectives and expected performance of
projects both planned and underway. E.g. Profit Gap (Target profit Forecast Profit)
Forecasting is the identification of factors and quantification of their effect on an entity as a basis for planning. It
includes judgment.
Projection an expected future trend pattern obtained by extrapolation. It includes quantitative factors.
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Chapter 7 : Performance Appraisal &
Analysis
Performance Appraisal
Measurement of Performance:
Types of Benchmarking:
Internal Benchmarking comparing one operating unit with another within same industry.
Functional Benchmarking internal functions compared with best external regardless of industry.
Competitive Benchmarking information about direct competitors is gathered through techniques e.g. reverse
engineering.
Strategic Benchmarking aimed at strategic action and organizational change.
Levels of Benchmarking:
1. Resources through resources audit
2. Competences in separate activities through analyzing activities
3. Competences in linked activities through analyzing overall performances.
Inflation:
- Effect of inflation on accounting system
- Effect of inflation on strategy in reference to operating in competitive market and exporting goods
overseas
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vi) Ratios for control ratios will be unaffected, as both side of balance
sheet will be inflated
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Chapter 8 : Mission Goals and Objectives
Hierarchy
Vision--------Mission----------Goals (objectives and aims) at 3 levels----------strategy at 3 levels
Vision:
Where the organization wants to be
Advantages of vision:
- gives general directions to organisation
- gives hope and motivation
- establishes scope and boundaries
- enables flexibility in choice
Strategic intent:
Vision with an emotional core to energize and stretch
- similar to vision
- stretch current competencies
- gives sense of direction
- gives coherence to plans
Mission Statement:
Mission statement includes Purpose, Competence, Strategic Scope, Product, Targeted customers, and Values of
various stakeholders.
It should be market oriented, specific, realistic, motivating and consistent with market environment.
e.g. To provide best satisfaction to customers and fair return on investment, keeping environment healthy and clean
and promising secure future to employees.
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Functions/Importance of mission
1. Employee motivation
2. Contributes to profitability
3. Focus for strategic decision making
4. Replaces national or divisional subculture with a corporate culture
5. Communicates nature of organization to insiders and outsiders
Goals:
Goals could be
Objectives (quantifiable)
Aims
A goal must be SMART.
Goals
S Specific
Operational goals Non-operational goals
M Measurable
A Attainable Measurable not measurable
R result-oriented
T time-bounded
Unit Objectives:
Commercial sector
Increase number of customer by 15% (sales department)
Decrease number of rejects by 50% (production department)
Public sector
To provide cheaper, subsidized bus traveling (local transport department)
Responding more quickly to calls (police, fire station, hospital)
Types of Goals:
1. System Goals [Derived from organizations existence]
2. Ideological Goals [Focus on organizations mission]
3. Formal Goals [Imposed goals; e.g. from Shareholders]
4. Shared Personal Goals [Consensus b/w individual and collective goals]
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Priority setting
Goal Congruence State of individuals to take actions which are in their own interest and also in
best interest of organization.
Trade off between objectives: [One at expense of other.]
Primary and secondary objectives: [Based on importance.]
Stakeholders
Stakeholders are Groups or Individuals whose interests are directly affected by activities of a firm or organization.
Stakeholder Objectives
Shareholders To maximize wealth
Increased by (dividend, capital gain of shares, EPS, ROCE)
Measured by (increase in Retained earnings, Market Value listed or non-listed)
Lenders Timely repayment of interest and principal
Trade creditors Timely payment
High prices
Continuing profitable relations
Employees High wages
Job security
Job satisfaction
Retailers and Continued supply
customers Quality products
Management Maximize own reward
Training and career development
Society SHE Issues
Level of employment
Govt. Taxes
Legislation compliance
2 approaches to stakeholders:
1. Strong view (To balance all stakeholders is important)
2. Weak view (Primary objective is profit, stakeholders are satisfied indirectly)
Organizations Culture
Culture/Organizations Culture:
Culture is sum total of belief, knowledge, attitudes, norms, customs, values and peculiarities that prevail in a society/
an organization.
Levels of Culture:
There are 3 levels of culture in an organization:
1. Basic, underlying assumptions (guide the behavior of individuals and groups in organization)
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2. Overt beliefs (expressed by organization and its members)
3. Visible artifacts (e.g. style of offices, display of trophies etc.)
Belief is what we feel to be the case on the basis of objective and subjective information.
Values are beliefs which are relatively general and widely accepted as culturally appropriate behavior.
Customs is culturally accepted behavior in response to given situation.
Artifacts are physical tools designed by human beings for their physical and psychological well being including works
of arts and technology.
Rituals are activities which take on symbolic meanings.
Ethics is a set of moral principles to guide behavior.
Theories on Culture
Harrison and Handys Work: (gods of management)
There are 4 types of culture in organizations:
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Miles and Snows Work: (models of strategic culture)
There are 4 approaches to strategy in organizational culture.
3. Analysers
Balance risk and profit
Using core stable products & markets e.g. managers
Follow the change, do not initiate change
4. Reactors
Do not have viable strategy
Denisions model:
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1. Autonomy and Entrepreneurship
2. Bias for action
3. Customer orientation
4. Stick to core activities
5. Simple organizational structure
6. Simultaneous loose-tight properties (competition between individuals and group within organization)
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Chapter 9 : Mergers and Acquisitions
Take Overs:
Purchase by a company of a controlling interest in the voting share capital of another company
Mergers:
Merger is a business combination that results in the creation of a new reporting entity formed from the combining
parties (Mutual sharing of risks and benefits)
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Payment Methods
- Cash Purchase
- Share exchange
- Use of convertible loan stock
- Earn out arrangements
Choice of Cash or Paper offer or Both for payment depends on view of parties:
Target Company:
If Cash is received, tax on capital gain will become payable immediately.
If other consideration is received, it is to be ensured that
o Existing income is at least maintained, and
o Shares retain their value.
If shareholders want to have stake in business, they will prefer shares.
Earn-out arrangement:
When consideration is payable upon the target company reaching certain performance targets.
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2. Over optimism about future market conditions
3. Poor integration management
4. Cultural differences
5. Little or no post acquisition planning
6. Lack of knowledge of target company or industry
7. Little or no experience of acquisition.
Joint Ventures
Advantages:
Joint contribution of
o Production technology
o Corporate expertise
o Market knowledge
Access to foreign markets
Eliminating competition
Cheaper than internal expansion
Spread risk
Suitable for smaller companies
Problems:
Conflict of interests
Where profits will go (in resident company or shareholders of foreign company)
Local partners may wish to export to other countries where foreigner is already supplying.
Transfer pricing issues (on transfer of expertise, technology and components)
Cultural differences e.g.
Equal employment opportunity
Commercial practices
Short term and long term planning
Lack of smooth coordination, control and decision making
Who will lead
Who is responsible
Confidentiality issues
Strategic Alliances
Strategic Alliance:
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When two or more firms agree to work together to exploit common advantages
e.g. alliance between national airlines to cross-book passengers.
Licenses
Licenses are very similar to Franchising in their financial aspects, however degree of central control and support is
usually less.
Franchising
This gives limited right to franchisee (e.g. in a geographical area) to exploit patent product or production process,
brands, manufacturing know how and/or technical advice and assistance. e.g. KFC, McDonald
Mechanism:
Franchiser grants permission.
Franchisee pays for permission and assistance.
Franchisee is responsible for day to day running of franchise.
Franchiser may impose Quality Control Measures to ensure that goodwill is not damaged.
Franchisee supplies capital, personal involvement and local market knowledge.
Benefits to Franchiser:
Rapid expansion (franchisee provides capital).
Local knowledge.
Economies of scale.
Problems to Franchiser:
Limited control over quality.
Conflicts of interest.
Franchisee may become competitor.
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Chapter 10 : Corporate Reorganisation
Defensive Strategies
Downsizing
Demerger is splitting up of a corporate body into two or more separate and independent bodies.
Sell off is a form of divestment involving the sale of a part of a company to third party usually another company.
Liquidation is extreme form of liquidation where the entire business is sold and funds are distributed to shareholders in
their proportion.
Management Buy Out. (MBO) management buyout is the purchase of all or part of a business from its owners by its
managers.
Management Buy Out.(MBI) where purchase of a business is made by group of managers from outside the business.
Spin Off : a new company is created whose shares are owned by the shareholders of the original company which is
making the distribution of assets.
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Management Buy Out:
Going Private
A public company goes Private when a small group of individuals buys all of the companys shares (possibly
including existing shareholders)
Advantages:
Cost saving (cost of meeting statutory requirements are saved)
Limited number of members
Similar objectives of shareholders
Shareholders are close to management
Protection against volatility in share price
Disadvantages:
No trading of shares on stock exchange
Loss of repute
Loss of some value of share
Disadvantages of De-Merger
Loosing economies of scale
Lower turnover
Higher overhead cost
Less ability to raise finance
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Chapter # 11 : Ethics and Social
Responsibility
Ethics
Ethics:
Ethics is a set of moral principles to guide behavior. It concerns with what is right and what is wrong.
Individual Organisation
Levels of
Practicing ethics Personal ethics professional ethics Org. culture Org. System
Compliance based approach aims to remain within letter of law by establishing system of audit and review so that
violations are prevented, detected and punished. It works from outside the system.
Integrity based approach combines a concern for the law with an emphasis on managerial responsibility. This approach
incorporates ethics in organizations culture in which managers will do the right thing e.g shared accountability, sound
behavior, defining values. It works from within the system
Whistle blowing:
It is the disclosure by an employee of illegal, immoral or illegitimate practices on part of the organization.
Social Responsibility
Objectives of a company:
Economic objectives
Social/Ethical objectives
Boundaries (Imposed rules; they restrict managements freedom of action)
Responsibilities (Voluntarily undertaken obligations e.g. charities)
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Good Public image (e.g good quality products)
Society well being (e.g regular order and timely payments to suppliers)
Pollution
Financial assistance (e.g. Charity, Sports)
(For other objectives see Stakeholders objectives)
AGAINST:
Organizations should concern wealth only because
Shareholders own assets.
Shareholders are part of society.
Taxes on revenues are given to build society.
Businesses exist for profit.
Boundary Management:
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Chapter 12 : Corporate Governance
Corporate Governance is the system by which companies are directed and controlled.
Range of shareholders:
Advantages:
Greater activity in firms shares
No individual controlling whole firm
Less effect on share price if anyone sells
No threat of takeover
Disadvantages:
Administrative cost is high.
Various objectives in holding shares.
Agency Theory:
Although individual members of the business team act in their own self-interest, the well being of each individual
depends on the well being of other team members and on performance of the team in competition with other teams
Assumptions of theory:
Behavioral
Individual welfare maximization.
Individual rationality.
Individuals are risk-averse.
Structural
Investments are not infinitely divisible.
Individuals vary in their access to funds and their entrepreneurial ability.
Agency Problem:
Arises from separation of ownership from management.
Non-executive directors are directors not running the day to day operations of the company.
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Chapter 13 : Human Resource Management
Human Resource Management-Introduction
Human Resources Management is concerned with people at work and their relationship as they arise in working
environment.
Roles/Scope of HR Manager:
Staffing:
Job Analysis
HR Planning
Recruitment
Selection
Retirement, Resignation, Redundancy
HR Development:
Performance Appraisal
Career Planning
Training
Development
Motivation/ (Individuals):
Job Analysis and Design
Pay and Promotion
Other Aspects:
Health and Safety
Workforce diversity (Equal Employment Opportunity)
Maternity
Compliance with legal and other standards
Personnel record and Information System
Objectives of HRM:
Cooperative Relationships
Development of motivated employees
Effective response to change
Fulfilling social and legal requirements
Advantages of HRM:
Decrease in Staff Turnover
Increase in Productivity
Increase in Group learning
Increase in initiative
Decrease Absenteeism
Lesser conflicts
Increase quality
Increased co-operation
Increased commitment
HRM Theories
Scientific management [Clearly defined principals]
Human Relation [Fulfillment of needs]
Rational [Division of authority]
Contingency theory [Change according to situation]
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4 Roles/Areas of HR Planning: (by Tyson as per new strategic viewpoint)
To represent organizations central value system
To maintain boundaries of organization
To provide stability and continuity
To adapt the organization to change
Views of HRM:
HR Planning
3. Forecasting of
a. Internal Demand and Supply
b. External Supply
4. Implementation
a. HR Plan
Job Analysis
The process of collecting, analyzing & setting out information about the contents of job in order to provide basis for job
description and data for recruitment, training, job evaluation & performance management.
Systematic way to gather and analyze information about the
Content
Context
Human requirements of the job.
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Job analysis results in:
Job description
Job specification
Employee specification
Job Description
A written statement of duties, responsibilities and tasks of job.
It should be written in outputs and performance levels.
Job Specification
Minimum acceptable qualification (i.e. knowledge, skills, abilities, experience and other characteristics needed to do a
particular job.)
Person Specification
Identifies the type of person needed to do a particular job.
Following characteristics are assessed: (Frasers 5 point to assess pattern of personality)
1. Impact on other
2. Motivation
3. Acquired knowledge or qualification
4. Innate ability (initiative, innovative)
5. Adjustment and emotional balance
Competencies
Capacity of a person that leads to behavior that meets the job demands.
Intellectual Competence (Strategic, judgment, planning)
Interpersonal Competence (managing staff)
Adaptability (flexibility with change)
Results
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Forecasting Demand and Supply of manpower:
A Position Survey compares demand and supply. (Grade, skills, location etc)
Closing the gap between Demand and Supply- HR Plan: (along with subsidiary plans of HR Plan)
Definition:
Recruitment is the process of generating a pool of qualified applicants for organizations job
Sources of Recruitment:
Internal Search:
1. Organizational database (HRIS) to sort employee data according to job requirement.
2. Employee referrals
3. Promotion and Transfers
Advantages:
Good employee relations
Encourages ambitious individuals
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Less costly
No adjustment or orientation time required, because already familiar
i. Individual with organization and policies
ii. Organization with individual
Disadvantages:
No new blood, no innovation and new perspectives
Political fight for promotion
Morale problems of those not promoted
Diversity lacking
Requires training
External Search:
Internet Search:
1. Employer website
2. Professional career websites
Advantages:
Cost saving
Time saving
Global in nature
Disadvantages:
Non-serious application
Difficult to process large number of application
Not accessible to all
The process of choosing individuals who have needed qualification to fill job in an organization
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Purpose of selection:
Filling a right person to the job ensuring
Person fits job (matching people with job characteristics)
Person fits organization (Objectives, culture, values etc. of organization)
Advantages of interview
Most valid to determine applicants
Organization fit
Level of motivation
Interpersonal skills
Limitations of Interviews
Unreliable assessment (wrong decision)
Fail to provide accurate prediction (error of judgment)
Halo and Horns Effect (based upon single attribute)
Stereotyping candidates on the basis of dress, hairstyle, accent etc.
Induction Training:
Identify area for later learning or training (e.g. detailed technical knowledge)
Explain nature of job and goal of each task
Explain working hours
Explain structure of organization hierarchy and his position
Introduce with people in office.
Plan and implement training program.
Appraise after 3,6 or 12 months.
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Chapter 14 : Motivation and Performance
Individuals
Situational variables
Characteristics of Organization
Physical environment
Motivational Theories
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Theory Y---Work is as natural as play and rest, they accept responsibility, they give way to consultation
and self growth.
McClellands needs:
Need for achievement, Need for power, Need for affiliation Top management Power
Entrepreneur
These needs could be taught from top to lower managers.
Achievement
Employees Affiliation
Herzbergs two factor theory:
There are 2 groups of work related factors.
Hygiene factors (remove dissatisfaction e.g. Salary, Job security, Working conditions, Interpersonal
relations)
Motivators (creates satisfaction e.g. Status, growth in job, power authority and responsibility)
Ability Understanding
Importance of Success/Failure
reward
Equity theory:
Reward of 1/Output of 2 = Reward of 2/ Output of 2
Satisfaction = (atleast fair reward, not maximum reward)
- people compare results and rewards
- people get upset if inequity in rewards
Goal theory:
Goals can motivate.
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Psychological contracts
Members will expend efforts and organization will reward them in exchange
Coercive contract (returns are inadequate compensation; involuntary contribution)
Calculative contract (returns are defined; voluntary contribution)
Cooperative contract (employees participate also in decision making)
Under Herzbergs theory, Pay is the most important of all hygiene factors.
Under Expectancy theory, Pay motivates if pay is linked with performance and is valued by individual.
Job Components:
Occupation------Jobs-----------Position----------Duties------------Tasks (Responsibilities)
Working arrangements:
attitude and values flexible working arrangement
high performance work systems multi-skilling
empowerment flexitime
compressed week job sharing
part-time work home-working (distant working)
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i) Numerical flexibility
ii) Financial flexibility
iii) Task flexibility
Employee Appraisal
Appraisal is a systematic review and assessment of an employees performance
Why:
Employee Development:
Specific Job performance feed back
Career opportunity information
Assessing employee potential
Purpose of appraisal:
Reward review for deserving employees
Performance review to confirm whether any training is required or not
Potential review to confirm whether any management career planning is required or not.
Objectives:
Achieving objectives
Performance levels
Training needs
Identifying lacking areas
Communication
Methods:
1. Check list appraisal (yes/no)
2. Forced choice appraisal (MCQs)
3. Essay appraisal/ Overall assessment (paragraph)
4. Grading, result oriented schemes, and self appraisals
An appraisal system:
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i) Identify criteria for assessment
ii) Preparation of appraisal report
iii) Appraisal interview
iv) Review assessment
v) Action/plan preparation
vi) Monitoring progress (follow-up)
Methods of appraisal:
i) Upward appraisal sub-ordinates upraise their seniors
ii) Customer appraisal internal & external
iii) 360 degree appraisal
Effective Appraisal:
Job related criteria
Standardization
Trained appraisers
Employee access
Purpose must be understood by both
It must be participative, problem solving activity
Regularly conducted.
Effort, integrity and ability of line managers.
Managing Careers:
Career management is a technique whereby the progress of individuals within an organization from job to job is
planned keeping organization needs and individual capacity in mind.
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Chapter 15 : Training Appraisal and Career
Management
Training and Development
HR Development:
The process of extending personal abilities and qualities through development activities e.g. training, appraisal, career
planning, job rotation etc.
Training:
The process of providing employees with specific skills to carry out work effectively or to correct deficiencies in their
performance
Development:
An effort to enhance a persons abilities that organization will need in future.
Development purpose:
Ensures firm meet current and future performance objectives by
Maximizing peoples potential
Continuous improvement
Development activities:
Training (on job and off the job)
Career planning
Job rotation
Appraisal
Other learning opportunities
For Organization
Training supports business strategy
Higher productivity
Management of SHE issues
Less need for detailed supervision
Multi skilled people
Succession planning
Increased commitment
For employees:
Enhanced skills
Psychological benefits (valuable)
Social benefits (e.g. contact)
Job management
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Learning organization:
An organization that facilitates the learning of all its members and continuously transforms itself.
A learning organization creates, exploits and shares knowledge.
Characteristics of learning organization:
Learning approach to strategy
Participation in decision making
Information is used as a resource
Formative accounting
Reward flexibility
Enabling structural responsiveness to external changes
All employees are environmental scanners
Intercompany learning
Learning climate
Training Process:
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Validation of training means observing results of training and measuring whether training objectives have been
achieved.
Evaluation of training means comparing costs incurred with benefits obtained to redesign/withdraw scheme.
Skill analysis:
Aim is to put interest into actual role.
Performance
High Low
Liking of skills High Likes and does well Likes but does not do well
(Motivated) (Requires training)
Low Dislikes but does well Dislikes and does not do well
Concrete
experience
Applying/testing
the implications Observation
of concepts in and
new situations reflection
Formation of
abstract concepts
and generalizations
Theorists
Understand underlying concepts
Preference for concepts or analysis
Take intellectual hand-off approach based on logical argument
Reflectors
Observe phenomena, think about them and then choose how to act
Find learning difficult if forced into hurried program.
Tend to be fairly slow, non participative and cautious.
Activists
Require training on hand-on
Excited by participation and pressure e.g. new projects
Flexible, optimistic, rush without preparation, take risks and get bored.
Pragmatists
Good at learning new techniques in OJT
Aim is to implement action plans and/or do the task better
May discard as impractical good ideas which require development.
Competence
Capacity that leads to behavior that meets job demands within organizational environment and brings desired results
Types of competence:
1. Personal/Behavioral (Personal characteristics and behavior required for successful performance).
2. Work based/Occupational competence: (expectation of work performance and outputs and standards that are
expected by people in specific roles)
3. Generic competence can apply to all people in an occupation.
Competence of managers:
Intellectual
i. Strategic Perspective
ii. Analytical Judgment
iii. Planning and Organizing
Interpersonal
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i. Managing staff
ii. Persuasiveness
iii. Assertiveness and Decisiveness
iv. Interpersonal sensitivity
v. Oral communication
Adaptability results
i. Initiative
ii. Motivated
iii. Business sense
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Chapter 16 : Management and Human
Resource
Leadership
Trait Theories:
Leaders have certain qualities (Inborn or Acquired) e.g. Helicopter factor i.e certain traits makes a person good leader.
Style theories:
A managers style is the way in which the manager handles his relationship with the task and with subordinates.
Leadership is an interpersonal process and is affected by behavior. To create an effective group, characteristics of
followers should match with characteristics of leader.
Dictatorial
Manager makes decisions and enforces them
Manager makes decisions and announces them
Autocratic
Manager sells his decisions
Manager suggests own ideas and asks comments
Democratic
Manager suggests his idea and amends as per comments
Manager presents problem, asks for ideas and makes a decision
Laissez-faire
Manager presents a problem and asks to solve it.
Manager allows his subordinates to act freely within prescribed limits.
Leadership:
- Definition
- Management vs Leadership
- Manager VS Leader
- Key leadership skills
- Developing managers as leaders
- Theories of leadership
i) Trait theory
ii) Style theory
iii) Contingency theory
Leadership skills:
- Entrepreneurship
- Interpersonal skills
- Decision making
- Time management
- Self development skills
- Competitive
- Goal oriented
- Team empowering
- motivated
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4. Participative style
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4 styles of leadership:
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Authority is right to do. (decision-making power)
Responsibility is obligation to do.
Influence is ability to change behavior of others.
Accountability managers are accountable for their action.
Delegation of authority sharing of decision making power.
Discipline
Discipline promotes good order and behavior in an organization by enforcing acceptable standards of conduct.
Disciplinary problems:
Absenteeism
Poor punctuality
Poor job performance
Poor attitudes
Breaches of safety regulations
Refusal to carry out legitimate instructions
Disciplinary actions:
Informal talk
Oral warning Warning
Written or official warning
Disciplinary lay-offs or suspension
Demotion Action
Discharge
Resignation:
Exit interview
Period of notice.
Discrimination could be
Direct
Indirect
Positive (law protected)
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Support from the top
Appoint equal opportunity managers
Encourage disadvantaged groups to apply
Monitoring of minority
Maternity leaves, Maternity Pay, Work place nurseries
Flexible hours
Career break
Accommodate wheelchair users
Employers Duties:
Work environment must be safe and healthy.
Plant and equipment must be maintained to standard.
Work practices must be safe.
Health and Safety Policy should be communicated to all employees.
Statement of principles
Detail of safety procedures
Detailed instruction of how to use equipment
Training requirement
Compliance with law
Risk assessment should be made.
Hazard and risk information should be shared.
Identify employees who are especially at risk.
Controls must be introduced to reduce risks.
There must be safety and health advisors.
Employees duties:
Take reasonable care of themselves and others.
Allow the employer to carry out his duties.
Inform the employer of any situation which may cause danger.
Use all equipment properly.
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Chapter 17 : Groups in Organisation
Groups:
A group is any collection of people who perceives themselves to be a group.
Sense of identity
Loyalty to group
Purpose & Leadership
Team:
A team is a small number of people with complementary skills who are committed to a common purpose,
performance goals for which they hold themselves accountable
The Given
Groups members
Groups task
Groups environment
Intervening factors
Motivation
Leadership
Process
Procedure
The Outcomes
Productivity
Effectivity
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Objective is met within time
Group satisfaction
Management can operate on both givens and intervening factors to affect the outcomes.
Effects of Conflicts within groups: (Sherif and Sherif) PTCL vs. Union
Within a group:
Group becomes more structured and organized.
Members eliminate their differences, get close and demand loyalty.
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Climate becomes task oriented.
Members individual needs are subordinated to achievement.
Leadership moves from democratic to autocratic with groups acceptance.
Winning group:
Cohesion
Relaxation
Return to group maintenance and concern for members needs.
Assertion for group self-concept with little reevaluation.
Losing group:
It may deny defeat or blames on others.
Loses cohesion.
Turn to regrouping.
Reevaluates perception of itself and other group.
Might become cohesive and effective unit if defeat is accepted.
Group subculture:
Subcultures are cultures which exist within cultures.
Characteristics:
Group share distinctive way of life, beliefs.
Learned from others in the group.
Way of life has somehow become traditional.
Political behavior:
Organizations are political systems because people within them have their own objectives and priorities.
Political behavior is concerned with competition, conflict, rivalry and power relationships in organization.
Political Game:
Mintzberg identifies various Political Games played in organization which can be useful or harmful.
Game resist authority
Game to counter this resistance
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Game to build power basis (control over resources and superiors, colleagues, subordinates etc.)
Game to defeat rivals (interdepartmental)
Game to change the organization
At senior level political activities occur in following cases
Allocation of resources.
Management Succession
Interdepartmental coordination
Structural change
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Chapter 18 : Strategies for Critical Periods
Large Vs. Small organizations
Organizations structure:
Sharing roles and responsibilities (who does what?)
How much specialization
How many levels of management
Delegation of authority (centralized or decentralized)
Planning and control:
Vague accountability
MIS should be in place
Coordination
Reward
Slow adoption to change
Motivation is down
No self-esteem
Slow decision-making
Solutions:
Decentralized and delegation of authority
Fair pay policies with bonus, awards and rewards
MIS
Delayering in hierarchy
Job design
Solutions:
Growth
Specialist servicing
Key persons insurance
Corporate decline
3 types of decline:
2. Vulnerability
SLEPT
Porters 5 forces
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Decrease in liquidity
Decrease in market share
Lack of planning
Increase in gearing
Top management fear
Change in senior executive
Financial engineering (change in accounting policies, auditors etc.)
Restriction on dividend policy
Causes Strategies
Poor management New management + restructuring
Poor financial controls Tighter controls + delegation of responsibilities
High cost structure Cost focus strategy + Ansoffs matrix
Poor marketing Redevelop marketing mix + motivate sales force
Competitive weakness Porters generic strategies
Big projects/acquisition Feasibility reports
Escalation of commitment of bad decisions
Turnaround of decline:
Visionary leader required.
Contraction and cost cutting.
Reinvestment in organizations capability.
Rebuilding with innovation.
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Chapter 19 & 20 : Change Management and
Changing Environment
Change
Types of change:
Approaches to change:
Resistance to change
i) Unfreeze Move /Shake Refreeze
Active resistance passive resistance
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ii) Adaptive change approach
iii) Coercive change approach
iv) Using Change agent
v) Integrative VS segmentalist
vi) Theory E & Theory O
Introducing change:
Changing culture:
Hamper Turner suggests 6 modes of intervention:
1. Find the dangers (locate black sheeps)
2. Brings conflicts in open.
3. Discuss culture with members (play out corporate drama)
4. Reinterpret the corporate myths.
5. Look at symbols, images, rituals.
6. Create a new learning system.
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2. Organization grows in size and scope.
3. Period of maturity
4. Organization begins to decline.
Such a lifecycle is not inevitable, if organization is able to adapt.
Phase 1: (Focus)
Evolution (Small organization focusing on operations, personnel issues and innovation)
Revolution (Need for leadership skills)
Phase 2: (Management/group)
Evolution (Management is professionalized, there are more employees but less enthusiasm)
Revolution (delegation is problem; lack of detailed control; no initiation)
Phase 3: (System)
Evolution (decentralized decision making)
Revolution (no coordination between departments, sub optimization occurs)
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Chapter 22 : The evolution of marketing
concept
the right product or service to the right customer, at the right price, at the right time and right place
Marketing Department: Functions (Research, Demand, Design, Selling)
Marketing Environment: PESTEL (Political, Economical, Social, Technological, Ecological, Legal)
Chapter 1- Introduction
Marketing, :
Managerial definition: Managing profitable customer relationships, by delivering superior value to customers.
Social definition: a social and managerial process by which individuals and groups obtain what they need and want
through creating and exchanging products and value with others.
Market:
A market is the set of actual and potential buyers of a product.
Marketing Offer:
Combination of good-service offered to market to satisfy need or want.
Elements of Marketing:
Company
Supplier Market Intermediaries End user
Competitors
ENVIORNMENT
Customers life time value:
Value of entire stream of purchases by customer over his lifetime.
Customer Equity:
Total lifetime value of all of companys customers.
Marketing Management:
Marketing management has four functions: Analysis, Planning, Implementation and control.
Demarketings aim is to reduce demand temporarily or permanently. It is done when product is not feasible from
supplier or customers point of view. i.e intentional and non-intentional reduction in demand.
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The societal marketing concept holds that the organization should determine the needs, wants, and interests of target
markets. It should then deliver the desired satisfactions more effectively and efficiently than competitors in a way that
maintains or improves the consumers and the societys well-being.
Despite adoption of market oriented approach; there is need for sales force:
To create awareness
To convince to buy from company, not from competitors
To reassess benefits to customers
To convince that average customers requirements are met
Service industry:
People
Processes
Physical evidence
Marketing Approaches
A model of consumer behavior helps managers answer questions about what, where, how and how much, when and
why they buy.
The stimulus-response model of buyer behavior shows that marketing (made up of the four Psproduct, price, place,
and promotion) and other environmental stimuli (Micro and Macro) center on the consumers black box and
produce certain responses.
Marketers must figure out what is in the consumers black box.
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Marketer can not control them but should learn them.
Cultural
o Culture
o Subculture
o Social class
Social
o Reference group
o Family
o Roles and status
Personal
o Age and lifecycle stage
o Occupation
o Economic situation
o Lifestyle
o Personality and self concept
Psychological
o Motivation
o Perception
o Learning
o Beliefs and attitudes
Culture is the set of basic values, perceptions, wants, and behaviors learned by a member of society from family and
other important institutions.
Subculture is a group of people with shared value systems based on common life experiences and situations.
Subcultures might be nationality groups, religious groups, racial groups, or geographic area groups.
Social classes are societys relatively permanent and ordered divisions whose members share similar values, interests
and behaviors.
Reference group has a direct (face to face) or indirect points of comparison or reference in forming a persons attitudes
or behavior.
Aspirational group is one to which an individual wishes to belong.
Opinion leader is a person within a reference group who, because of special skills, knowledge, personality or other
characteristics, exerts influence on others.
Personality is a persons unique psychological characteristics that lead to relatively consistent and lasting responses to
his or her own environment.
A motive (drive) is a need that is sufficiently pressing to direct the person to seek satisfaction.
Perception is the process by which people select, organize, and interpret information to form a meaningful picture of
the world.
Learning is changes in an individuals behavior arising from experience.
Belief is a descriptive thought that a person holds about something.
Attitude is a persons consistently favorable or unfavorable evaluations, feelings, and tendencies toward an object or
idea.
i) Problem Recognition:
Perceiving a need.
It can be stimulated by:
Consumers depleted assortment (e.g. empty paste) or
Marketing efforts
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At the end of this stage, customer arrives at a set of final brand choices.
v) Post-Purchase behavior:
Dissatisfied
Satisfied
Delighted
A policy by firms is to understate performance because customers are delighted with better-than-expected performance.
Decision process for new product i.e. stages in adoption process (from hearing to adoption):
1. Awareness:
2. Interests: seek information i.e. through external sources
3. Evaluation: whether to try or not
4. Trial: on small scale to improve estimate of value
5. Adoption: decides to make full and regular use
Mission Statement:
This is a statement of organizations purposes- What it wants to accomplish in the larger environment.
It should be market oriented, specific, realistic, motivating and consistent with market environment.
e.g. To provide best satisfaction to customers and fair return on investment, keeping environment healthy and clean
and promising secure future to employees
1. Portfolio Analysis:
A tool by which management identifies and evaluates SBUs to determine which business should receive more, less or
no investment.
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BCG growth-share matrix is used to evaluate a companys SBUs in terms of market growth rate and relative market
share.
SBU is a unit of company that has a separate mission and objectives and that can be planned independently from other
company businesses.
Downsizing:
When a firm reduces business portfolio by eliminating products or business that is not profitable or no longer fit its
overall strategy..
Marketing Process:
The marketing process is the process of
1. segmenting the market,
2. selecting target markets,
3. marketing positioning
4. developing the marketing mix, and
5. managing the marketing effort.
Marketing mix:
The marketing mix is the set of controllable factors that the firm blends to produce the response it wants in the target
market. i.e. Product, Price, Place, Promotion
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Value Chain is series of departments within the company carrying out value-adding activities e.g.
Designing
Producing
Marketing
Delivery
Supporting
Value delivery network is network of suppliers, company, intermediaries, and consumers who partner with each other
to improve performance of entire system.
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Chapter 23 : Strategic Marketing & Planning
1. Market Segmentation
Market segmentation is dividing a market into smaller group of distinct buyers who have different needs,
characteristics or behavior and might require different marketing mixes.
Market segment is a group of buyers who respond in a similar way to a given set of marketing mix.
Geographic segmentation calls for dividing the market into different geographical units such as states, regions,
counties, cities, or neighborhoods.
Demographic segmentation calls for dividing the market into groups based on variables like age, gender, family size,
family life cycle, income, occupation, education, religion, race, generation, and nationality.
Psychographic segmentation calls for dividing a market into different groups based on social class, lifestyle, or
personality characteristics.
Behavioral segmentation involves dividing a market into groups based on consumer knowledge, attitudes, uses, or
responses to a product. E.g.
Occasion segmentation: dividing market according into groups according to occasions when buyers get the
idea to buy, actually make their purchase, or use purchased item.
Benefit sought: Dividing market into groups according to different benefits that consumers seek from the
product. Consumers seek unique combination of benefits e.g. for a laundry detergent, from cleaning and
bleaching to economy, fresh smell, strength or mildness etc.
User status and user rate
Loyalty status
Demographic segmentation
Industry (which industry)
Company size (what size)
Location
Operating variables
Technology (what technology to focus)
User- nonuser status (heavy, medium or light user)
Customer capabilities (many services or few services)
Purchasing approaches
Purchasing function organization (centralized or decentralized)
Power structure
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Nature of existing relationship
General purchasing policies (leasing, service contracts, or sealed bidding)
Purchasing criteria (quality, service or price)
Situational factors
Urgency (quick delivery/service?)
Specific application
Size of order
Personal characteristics
Buyer-seller similarity of values
Attitude towards risk (risk taking or averse)
Loyalty (to companies who show high loyalty to suppliers)
2. Target Marketing
Target market is a set of buyers sharing common needs or characteristics that the company decides to serve.
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Evaluating Market Segments
Segment size and growth
Segment structural attractiveness
Level of competition
Substitute products
Power of buyers
Power of suppliers
Company objectives and resources
3. Product Positioning
Product positioning is imaging the product in the minds of consumers relative to competing products.
Positioning task (or choosing a positioning strategy) consists of following four steps:
1. Identifying possible competitive advantages
2. Choosing right competitive advantages
3. Selecting an overall positioning strategy
4. Developing a positioning statement
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Chapter 24 : Marketing Research
Marketing Research
Marketing Research:
It is the objective gathering, recording, and analyzing of all facts about problems relating to the transfer and sales of
goods and services from producer to consumer or user
Market research:
Study and analysis of
Characteristics of market
Market share
Market trends
Sales forecasting for all products
Market potential for existing products
Likely demand for new products
Product research:
Comparative study between competitive products
Studies into packaging and design
Forecasting new uses for existing products
Customer acceptance of proposed new products
Development of new product lines
Test marketing
Price research:
Analysis of elasticity of demand
Analysis of cost and profit margins
Effect of change in credit policy on demand
Customers perception of price and quality
Research procedure:
The marketing research process consists of following steps:
1. Defining the problem
2. Designing the research (basis of research objectives)
3. Collection of data
4. Analysis of data (Pre and Post testing etc)
5. Presentation of report
6. Management decision
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Defining the problem and designing the research
After the problem has been defined carefully, the manager and researcher must set the research objectives.
External sources:
Information about Competitors (annual reports, press releases, web pages, business publications,
advertisements etc.)
Analyzing competing products
Rival companies personnel (executives, engineers, sales force, purchasing agents)
Trade suppliers
Outside suppliers
Online databases
New patents or applications for patents
Research approaches,
Observational research
Survey research
Experimental research
Research methods
EPOS (Electronic Point of Sale system)
DSS (Decision Support system)
Data Warehousing
Internet
Contact methods,
Mail questionnaires
Telephone interviewing
Personal interviewing
Individual interviews
Group interviews (including focus-group interviews)
Online (Internet) marketing research
Mechanical instruments
i. People meters
ii. Supermarket scanners
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iii. A galvanometer measures strength of interest or emotions aroused by a subjects exposure
to different stimuli, such as an ad or picture.
iv. Eye cameras are used to study respondents eye movements to determine at what points
their eyes focus first and how long they linger on a given item.
Sampling plans
As surveying the whole population would be too expensive & time consuming, so a sample is selected.
Sample is a segment of population selected for marketing research to represent population as a whole.
Sample should be a true representative of population and should not be biased
Types of samples:
Random sampling:
Every member has a known and equal chance of selection)
Non-random sampling:
1. Systematic (Every nth item is selected)
2. Stratified (Population is divided into mutually exclusive groups e.g. age groups and selecting random samples
from each group.
3. Multistage (Process of subdividing population and selecting sample again and again till a suitable selection is
made)
4. Quota (Different categories of populations are made and a specific quota from each category is selected)
5. Cluster (Investigators are told to examine every item in a small population that fits the required definition)
MkIS:
Marketing Information System represent a systematic attempt to supply continuous, useful, usable marketing
information within an organization to decision makers often in the form of a database.
Audits:
Trade audits: count of stock at wholesalers and retailers
Retail audits: count of stock at retailers only
E.Business is the all electronic based information exchange within company or between companies and consumers
using following platforms:
Intranet
Extranet
Internet
Intranet is a network that connects people within a company to each other and to the company network.
Extranet connects a company with its suppliers, distributors, and other outside partners.
Internet is a vast public web of computer networks, which connects users of all types all around the world to each
other.
E.Commerce is more specific than E.Business. It is the ability to buy and sell goods and services electronically
primarily by internet.
E. Marketing is the marketing side of E.Commerce. Company efforts to communicate about, promote and sell
products and services over internet. It includes only Business and Consumers.
Advantages:
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Geographical reach
Speed
Information sharing of any kind e.g. text, audio, video, animation, graphics
Shopping at home (Consumer)
No physical barriers (Consumer)
Doing business 24 hours (Business)
Paperless business (Business)
Disadvantages:
Security concerns (consumer)
Whom to complaint (consumer)
What you see is sometimes not what you get (consumer)
Sometimes physical presence is necessary e.g. smelling a perfume or fitting clothes (consumers)
Logistic, shipping, distribution and delivery challenges (business)
Availability of secure and affordable communication network
E.Business Models:
Government Business Consumer Employee
B2C E.Commerce occurs when an average citizen interacts with a company (like Bata Pakistan or amazon.com)
through a website to buy shoes or books online or making inquiries.
B2B E.Commerce is companies doing business electronically with other businesses e.g. a business selling up, down or
across the supply chain involving business partners. Such as All Pakistan Textile Association Mills
B2E E.Commerce is use of intranet technology to handle activities that take place within a business. Using B2E
E.Commerce employees collaborate with each other, exchange data and information and access in-house database,
sales information, market news and competitive analysis.
Its need arises when branching out and spreading business across geographical areas. E.g. H/O receiving and
processing Timesheets, Expense Claims, and Absent forms.
C2C E.Commerce is consumers selling goods directly to consumers in an auction process. E.g.
EBay
Chat rooms for information and advertisement
Over personal websites
Advertisement on E.news papers
G2C E.Commerce is the use of E.Commerce technology by the government to handle activities electronically in
which govt. is involved with. E.g.
To publish and disseminate information by Govt.
Change in address, marital or family status
Submission of tax returns
To cast vote
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Chapter 25 : Product
Product
A product is anything that can be offered to a market for use, or consumption and that might satisfy a want or need
such as soap.
Product includes:
Goods
Services
Other entities e.g. People, idea, places, organizations
Services are a form of product that consist of activities, benefits offered for sale that are essentially intangible and do
not result in the ownership of anything. such as a doctors exam.
Classification of products:
1. Consumer Products
i. Convenience
ii. Shopping
iii. Specialty
iv. Unsought
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Key Decisions about product:
Individual product
o Standardized or adapted Market offers can be differentiated along the lines of:
Product
Service
Channels
People
Image
o Product attributes
Tangible
Quality
Features
Style and design
Brand name
Packaging
Intangible
Image
Perceived value
o Packaging & Labeling
o Product support service
Product Line Decisions
o Product line length
Product Mix/Assortment/Portfolio Decisions
o Width (No. of product lines of a company)
o Depth (No. of items per product line)
o Consistency (how closely related the various product lines are in end use, production requirements,
distribution channels, or in some other way.
A brand is a name, sign, symbol, or design, or a combination of those that identifies the maker or seller of a product or
service.
Packaging is the activity of designing and producing the container or wrapper for a product.
Labeling is also part of packaging and consists of printed information appearing on or with the package
Product support services are the services that augment actual products.
A product line is a group of products that are closely related because they function in a similar manner, are sold to the
same customer group, are marketed through the same types of outlets, or fall within given price ranges.
Product line length is the number of items in the product line. Long/short depends on increase of profit by
adding/deleting items.
An organization with several product lines has a product mix.
Product-Market Matrices:
It is a simple technique used to classify a Product/Business according to the features of the product and market to
determine the
Relative positions of Businesses/Products and
Strategies for resources allocation between them.
There are 2 commonly used techniques:
1. Boston Consulting Groups Growth-Share Matrix
2. General Electric Business Screen (GEBS)
1) BCG growth-share matrix is used to evaluate a companys SBUs/Product in terms of market growth rate and
relative market share.
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After determination of position of a SBU in BCG matrix, following strategies are available:
Build
Hold
Harvest
Divest
The BCG and other formal methods revolutionized strategic planning. Such approaches, however, have limitations:
1). They can be difficult.
2). They can be time consuming.
3). They can be costly to implement.
4). Management may find it difficult to define SBUs and measure market share
and growth.
5). The approaches focus on classifying current businesses but provide little
advice for future planning.
SBU is a unit of company that has a separate mission and objectives and that can be planned independently from other
company businesses.
Market attractiveness
Attractive Average Unattractive
Invest for growth Invest selectively for Develop for income
Strong growth
Business
Strength Average Invest selectively Develop selectively Harvest or Divest
and build for income
Weak Develop selectively; Harvest Divest
build on strength
Nature and
Characteristics of a Service
1). Service intangibility (cannot be touched)
2). Service inseparability (from provider)
3). Service variability (standard will vary each time)
4). Service perishability (cannot be stored)
5). Service ownership (not transferred to service taker)
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Product Development: (New Product)
Degree of newness:
Unquestionably new product
Partially new product
Major product change
Minor product change
1. Idea generation
which is the systematic search for new product ideas rather than haphazard?
a. Internal sources (R&D)
b. External sources (customers, competitors, distributors, suppliers)
2. Idea screening
Evaluation against criteria to spot good ideas and drop poor
3. Concept development and testing
Product concept is a detailed version of the new-product idea stated in meaningful consumer terms.
Concept testing involves testing the concepts with a group of target consumers to find out if the concepts have
strong consumer appeal.
4. Marketing strategy development
A marketing strategy statement should be produced. This is a statement of the planned strategy for a new product
that outlines the target market, positioning, market mix and market share, long term sales, profit goals and
marketing budget for the first few years.
5. Business analysis
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Review of the sales, costs, and profit projections for a new product to find out whether these factors satisfy the
companys objectives
6. Product development
Developing the product concept into a physical product in order to ensure that the product idea can be turned into
a workable product
7. Test marketing
The basic purpose is to test the product itself in real markets.
8. Commercialization
Introducing a new product into the market.
Product life cycle- Characteristics, objectives and strategies: [very nice table]
Assessment of PLC:
Regular review of existing products
Analysis of past trends
History of other products
Market research
Analysis of competitors
Estimate of future life and profitability should be discussed with experts
R&D Deptt. ----------------------Product life
Marketing staff-------------------Price and demand
Management accountant------- Cost
Decide to continue, stop or change strategy.
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Underlying stage of PLC is determined by marketing actions.
Stages can not be easily defined.
S shape does not always occur in PLC
Strategic decisions can change PLC
Packaging:
Functions of packaging:
Protection
Quality standard (e.g. expiry)
Distribution
Selling (Advertising, attractive, motivating,)
User convenience (value depicting)
Conforms to govt. regulations (e.g. ingredients, price, expiry etc.)
Usually goods are packaged in more than one layer.
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Chapter 26 : Price
Price Setting
Cost
Competition
Demand (Elastic / Inelastic)
1. Marketing objectives:
Survival
Current profit maximization
Market share leadership
Product quality leadership
Other objectives
To prevent competitors
To keep loyalty and support of reseller
To avoid govt. intervention
To create excitement or draw attention of new customers
To help the sale of other product in product line
3. Costs
Set the floor for the price that the company can charge. (price below this is not acceptable)
Companies want to charge a price that covers all its costs for producing, distributing, and selling the product, and
provides a fair rate of return for its effort and risk.
To price wisely, management needs to know how its costs vary with levels of production.
The experience curve (or the learning curve) indicates that average cost drops with accumulated production
experience
4. Organizational considerations.
Management must decide within the organization who should set prices.
Small companies: CEO or top management
Large companies: Divisional or product line managers
Some companies have pricing departments
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External Factors Affecting Pricing Decisions
1) Nature of market and demand
2) Competitors costs, prices, and offers
3) Other environmental elements
Approaches
Cost based pricing
Cost plus pricing
Break even or target profit pricing
Customer value based pricing (i.e. demand based )
Competitive based pricing
Going rate pricing
Sealed bid pricing
Market-Skimming Pricing
Setting a high price for a new product to skim maximum revenues layer by layer from segments
willing to pay the high price.
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Product image must support price
Competitors must not be able to enter the market
Prices are lowered when demand falls
Market-Penetration Pricing
Setting a low price for a new product to attract a large number of buyers and a large market
share.
High volume reduces cost
Spare resources are utilized
Eliminates competition
May promote related products.
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Chapter 27 : Place
Place / Distribution Channels / Delivery System
Place is selection of distribution channels to deliver goods to consumers.
Marketing Channel (distribution channel) is a set of interdependent organizations (intermediaries) involved in the
process of making a product or service available for use or consumption by consumer or business user. Each
organization performs a specialized and specified role.
Importance includes:
1. Channel decisions affect other marketing decisions
2. Competitive advantage could be gained.
3. Involves long term commitments to other firms
4. Channel members add value through
a. Their contacts, experience, specialization and scale (economies) of operation.
b. Matching supply and demand
c. Bridging Time, Place and Possession gap
Types of Distributors:
a) Franchisees:
Trade in name of parent in exchange of initial fee + share of sales volume
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b) Distributors/Dealers:
Buy and resell at profit
Dealing in narrow range of products;
Sometimes exclusive distribution or dealing only one manufacturer;
Also provide after sale services.
d) Wholesaling:
Selling goods to business buyers
e) Retailing:
Selling goods to consumer buyers
f) Multiple Stores:
Sell under the own label brand name
How do channel firms interact and organize to do the work of the channel:
Channel Conflict is disagreement among marketing channel members on goals, roles and rewards (who should do
what for what reward). It may be
Horizontal, conflict among firms at same level of channel e.g. dealers may complain that others are
pricing too low or selling beyond their territory.
Vertical, conflict among firms at different level of channel e.g. conflict with dealers when opening
online stores even though for hard to reach customers.
Marketing logistic (or physical distribution) involves planning, implementing and controlling the physical flows of
goods, services form points of origin to points of consumption.
Marketing logistic addresses whole Supply Chain Management i.e.
Outbound distribution (moving product form factory to reseller and ultimately to consumers)
Downstream
Inbound distribution (moving products from supplier to factory) Upstream
Revere distribution (moving broken, unwanted or excess products returned by consumers or
resellers)
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o Websites
o Email
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Chapter 28 : Promotion
Two basic strategies of Promotion:
Push strategy using sales force to push the product through the channels, the producer promotes the product to
wholesalers, the wholesalers promote to the retailers, and the retailers promote to the final consumers.
Pull strategy spending a lot on advertising and consumer promotion to build up consumer demand; if successful,
consumers will ask their retailers for the product, the retailers will ask the wholesalers, and the wholesalers will ask the
producers.
Communication media
1. Personal communication channels, through which people communicate directly with each other.
i. Face to face
ii. Person to audience
iii. Over telephone
iv. Through mail
v. Through internet chat
2. Nonpersonal communication channels, media that carry messages without personal contact or feedback.
i. Print media (newspapers, magazines)
ii. Broadcast media (radio, television)
iii. Display media (signs, posters)
iv. Online media (online services, Websites)
A) Advertising:
Any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor
Advertising media
Above the line (Press, Radio, TV, Cinema)
Below the line (Direct mail, Exhibition, Package design, Merchandizing)
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Not so persuasive
C) Sales Promotion:
Marketing activities other than personal, selling & advertising that stimulates customer purchasing
Short-term incentives to encourage the purchase or sale of a product or service.
Major tools are:
1. Samples
2. Coupons
3. Rebates
4. Premiums (buy 2 get 1 free)
5. Contests, sweepstakes, and games
6. Free gifts
e) Public relations:
Building good relations with the companys various publics by obtaining favorable publicity, and building up a good
corporate image
Publicity is non-paid, non-personal communication dealing mass audience.
Branding:
Expenditures on promotion gives rise to brands.
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A Brand is a name, term, sign, symbol or design intended to identify the product of a seller to differentiate it from
those of competitors.
Brand strategies:
Brand extension
Multi branding (different names for similar nature goods serving similar consumer habits)
Product----------------Names----------------Brands in each name
Family branding
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Part F : International Business
Theories on International Trade
Scarce resource is a resource for which the quantity demanded at a nil price would exceed the available supply.
4 scarce resources are Land, Labor, Capital and Enterprise.
Scarcity is the excess of human wants over what can be produced.
Production Possibility Curve illustrates limits of possible production of two products within given resources.
Opportunity Cost is the cost of sacrificed alternative.
Mercantilism:
Export > Import
Zero-sum game (benefit at the expense of other)
Absolute advantage:
Absolute advantage is producing goods more efficiently than any other country.
Country should produce goods for which they have an absolute advantage and then trade these goods for
other goods produced by other countries.
Comparative advantage:
One step further than absolute theory introducing concept of opportunity cost.
Country should specialize in the production of those goods in which it has lowest opportunity cost.
Ethnocentrism:
Company focuses on domestic market and export is secondary.
No local research, marketing mix is standardized.
Same products with same market programs.
Polycentrism:
Each country is unique and requires customization.
Product and market programs must match with local environment.
Company establishes independent local subsidiaries and decentralizes marketing management.
Geocentrism:
Synthesis of two approaches.
Think globally, act locally.
Integrated approach to create a global strategy that is fully responsive to local market.
Regiocentrism:
It is Geocentricism but that it recognizes regional differences.
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Evolution and Reasons of Global Business (by Ohmae)
Evolution:
Ethnocentrism
1. Export (extension of home sales)
2. Overseas branches (when turnover is large, greater investment)
3. Overseas production (exploits cheap labor and reduces exporting cost)
Polycentrism
4. Insiderisation (full functional organization having production and distribution system is set-up overseas,
company is multinational)
Geocentrism
5. The Global Company
Reasons:
5 Cs
1. Customer (market convergence)
2. Company (economies of scale)
3. Competition (Keeping up)
4. Currency (exchange rate risk)
5. Country (Absolute and comparative advantage, local orientation)
Other reasons:
Exchange rate:
Purchasing Power Parity theory calculates exchange rate based on relative cost of purchasing same basket of goods in
two countries.
A currencys exchange rate is also determined by Demand and Supply. They in turn are determined by Inflation,
Speculation, Interest rates, Govt. policies and Balance of Payment.
Exchange rate risk is the risk that foreign currency will exchange in smaller amount of domestic currency in future.
Types:
This can arise under any of three Exchange Rate Systems i.e.
1. Fixed (Central bank interferes to fix the rate)
2. Managed (Like fixed but allowed to vary between preset limits)
3. Floating (depends on supply and demand)
Low requirement for local adaptation High requirement for local adaptation and
and responsiveness responsiveness
High pressure to Global environment Transitional environment
Globalize Geocentric orientation Polycentric orientation
Global product divisions Integrated system and structure
Chemicals, Construction Pharmaceutical, motor vehicles
(focus of organization is heteroarchy)
Low Pressure to International Environment Multinational environment
Globalize Ethnocentric orientation Polycentric orientation
International division National or regional divisions
Paper, textile Fast food, tobacco
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Planning to enter Foreign Market
Phase 1: Preliminary analysis and screening:
Evaluation of available markets (to exclude obvious unfit)
Applying screening criteria to evaluate remaining markets (criteria might include Profit, Market Share,
Quality)
Analysis of environment conditions in each country
Porters 5 forces analysis
Choosing country (i.e. Target Market)
Objectives:
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Availability and quality of information is enhanced for planning.
Change in customers needs and preferences is timely observed.
Competitors plan and strategy
Finding of new markets
Opportunities and Threats
Trends of market
SLEPT analysis
Technology Quality of information
IMR Process:
Monitoring
Passive information gathering (Market not yet targeted)
Identification of market for which information needs to be gathered.
Investigation (accurate assessment of market opportunities)
Existing demand; where customers needs are already being served.
Latent demand; where potential customers are currently recognized but are not being
served.
Incipient demand; where there is foreseeable, but not a present, market for products.
Research
Define scope of project
Define projects, information needs
Evaluate available sources for required information
Undertake desk research
Undertake field research
Problems in IMR:
Secondary data problems
Lack of data
Not timely, out of date information gathered on unpredictable schedules
Not comparable, different data definitions in different countries
Lack of reliability
Response problems (Peoples unwillingness to provide info)
Tax evasion and avoidance of responsibilities
Wish to preserve secrecy
Cultural taboos and norms
General problems (developed vs. undeveloped)
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No suitable list (sampling frame)
Inadequate communication infrastructure
Low level of literacy
Problems of language and comprehension
Foreign Direct Investment is direct investment in business operations in a foreign country. It may be:
1. Horizontal FDI (investment in same industry abroad)
2. Vertical FDI (investment in an industry abroad which provides input to firms domestic operations.
i. Backward Integration (to acquire raw material)
ii. Forward Integration (to establish final product)
Selection criteria for entry mode: (Factors to be considered)
Mode varies among firms, according to markets and over time.
Firms marketing objectives (in relation to volume, time scale and coverage)
Low ----------export
High----------produce locally
Firms size
Small--------export
Mode availability
Govt. may restrict modes
Mode quality
Qualified, trained staff is necessary for export of high technology goods.
Human Resource Requirement
If staff is suitable---------Direct export
If staff is not suitable----Indirect export (agent based)
Market information feedback
Is received in case of Direct export.
Learning curve requirement
Heavy investment calls for learning curve i.e. close observation through direct export before
investment.
Political risks
Control needs
FDI vs. Export vs. License:
FDI(Foreign Direct Investment) Export License
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Advantages
Lower production cost Concentration on Avoids costs and hassle of
Better understanding of production setting up overseas.
Market and Customers. Economies of scale Rapid penetration
Lower transportation cost. Consistency of product No investment
Overcomes tariff and non- quality No Political risk, No
tariff barriers. International experiment on Protectionism
small scale
Easiest, cheapest, most
common
Political risks are avoided.
Key Issues
Dumping is selling goods in foreign market below cost or market value to:
Unload excessive production
Capture market.
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a. Rationing supply of foreign exchange
b. Blocking funds of foreign parent (counter ways)
Dividend
Selling goods/services (volume and transfer pricing)
Royalty
Loan and high interest rates
Management charges
4. Nationalization
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3. Deregulation (national barriers)
4. Disintermediation (directly from investor)
5. Increased foreign exchange and interest rate volatility
Euro Currency:
Following types of currency is available in Euro Markets:
1. Euro equity
2. Euro bond
3. Euro currency
4. Euro Currency loan
5. Euro credits
6. Commercial papers
7. Syndicated credits
8. MOFs
Euro bond:
Currency differs country of issue (underwritten by international syndicate of banks and sold internationally)
Euro bonds are suitable when:
Large organization with excellent credit rating
Requires long term loan for capital expansion
Requires borrowing not subject to national exchange control
Interest rates are fixed or floating with minimum.
Euro currency:
Eurocurrency is any currency banked outside of its country of origin e.g. Eurodollars are dollars banked outside United
States.
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Commercial papers:
An example of Securitization.
Short term financial instruments
Issued in the form of unsecured promissory notes with a fixed maturity date.
Issued in bearer form
Issued on discount basis
Companies with net capital of 25 million can issue it.
MOFs:
Multiple Options Facilities (MOF) comprise variety of instruments through which company can raise funds and
include:
Note Issuance Facilities (NIF)
Revolving Underwriting Facilities (RUF)
Counter Trade
Counter trade is a trade of goods and services for other goods and services.
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Reducing bad debts risk:
1. Export factoring
2. Forfeiting
3. Documentary Credit (L/C)
4. International Credit Unions
5. Export Credit Guarantee Schemes
Export factoring:
Factoring company provides administration of:
Client invoicing
Sales accounting
Debt collection
Credit protection
Export Credit Guarantee Scheme: (where L/C is not acceptable by strong importer)
Preshipment Facility:
Guarantee is issued to banks to indemnify them against losses on finance given to exporters to manufacture
and process goods for export.
Risks covered are:
o Insolvency of exporter
o Inability to repay or deliver on due date
Postshipment Facility:
Exporter submits application with required particulars to ECGS.
ECGS will issue a guarantee specifying maximum amount covered and rate of premium.
Risks covered are:
o Insolvency of buyer
o Political and Economic risks
o Risks of refusal to take delivery
o Risk of any loss (beyond control of buyer or exporter)
Reducing large investment in Receivables and Stocks:
Advance against collection
Documentary credit
Negotiation of bills or cheques
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International product policies:
Standardized/Undifferentiated marketing (same product, price, marketing program for all markets)
Adapted/Differentiated marketing
Concentrated marketing
Standardization Vs. Adaptation: whether to adopt or not is linked with promotional issues.
Product Standardization Product Adapted
Occasional exporters Single product meets the same
Communication Also major companies need in all markets but need to be
Standardization seeking economies of adapted.
scale
Communication Adaptation Same product for Costly
different uses in Required to exploit market fully
different countries
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4. Masculinity in such culture, roles of sexes are clearly differentiated.
Cash Management:
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Treasury bills (IOUs by govt. issued weekly for 91 days to finance govt. projects)
Eligible bank bills (IOUs by those top rated banks whose bill Bank of England
agrees to buy)
Bills of exchange
Local authority bonds
Commercial papers
Certificate of Deposits, Treasury bills and Eligible bank bills are Negotiable and Resalable.
Transfer pricing:
Basis include
Standard Cost
Marginal Cost/ Full Cost/ Opportunity Cost
Market Price
Market Price discount
Negotiated Price (any other basis)
Advantages of having Market Price as Transfer Price Disadvantages of having Market Price as Transfer Price
1. For buying department 1. Market prices may be temporary.
i. Better quality of services 2. Disincentive to use spare resources as
ii. Greater flexibility compared to incremental cost approach.
iii. Dependability of supply 3. Buying department may enforce discount.
2. For both departments 4. Many products dont have equivalent market
i. Lower cost of administration, selling prices.
and transportation
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Changes in World marketplace: (by Jerry Wind)
Globalization of businesses
Science and Technology development
Strategic alliances
Changing customer value and behavior
Increased scrutiny of business decisions by govt. and public.
Increased deregulation
Changing business practices (e.g. outsourcing,, downsizing, reengineering)
Changing social and business relationship between companies, employees, customers and other
stakeholders.
Porters national competitive advantage:
There are 4 determinants of national competitive advantage.
Factor conditions
These are a countrys endowment of inputs to production e.g. Human Resources, Physical resources, Capital,
Knowledge and infrastructure.
These factors could be
Basic (inherited and creation involves less investment e.g. natural resources) or
Advanced (include modern digital communications, highly educated people and research laboratories
etc.)
Demand conditions
The home market determines how firms perceive, interpret and respond to buyer needs.
Related and supported industries
Competitive success in one industry in liked to success in related industries.
Firm strategy, structure and rivalry
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Annexure A