PLANNING

AS A FUNCTION OF MANAGEMENT
PLANNING
It is the first and the most critical functin
Planning is a activity of management.
fundamental
the managerial functions because
to many planning is the mnost basic of all
of manager. According
staffing and controlling Planning makes an
a .

all other functions, including leading, organising, need of an organisation. It aims towards
future by assessing the current
organisations ready for the
the goal.
various strategies required towards achieving
for all sorts of things that may or will occur
The managers spend much of their time planning
will create a plan that is aimed at accomplishing some
in the organisation. Typically, a manager
sales or improving customer service. However, it is important
organisational goal such as increasing
to note that planning is an ongoing step
that can be highly specialised based on an organisation's
and team goals. It is upto the manager to recognise what
goals, division goals, departmental goals
individual area.
goals need to be planned within their
For example, let's say Erin the enrollment manager has noticed a steady
decline in the amount
enrollments in that
of students enrolling in the business program, so she creates a goal to increase
area. Erin must irst spend time mapping out the necessary steps she and her team of enrollment
advisors need to take to increase the enrollment numbers of undergraduate business students. These
steps might include things like increasing online advertisements on business-related sites, creating
a new advertisement for television or radio, asking current business students to talk to their friends
and family about enrolling in the program or going out to local high schools or community colleges
to speak directly with students who may be enrolling at the university in the next semester. The
sieps are then organised into a logical pattern so that Erin and her team can follow it.
Here are some of the
why it is a good idea for managers to plan:
reasons

Managers canexamine critical issues facing the organisation instead of waiting for them
to blow up in their face. Allowing uncertainty, high risk and doubt to rule in an organis*
1s never a good idea. Planning allows a manager to determine nd
define a means of organisational goals a
achieving them.

38
 PLANNING 39

A manager can set

explicit guidelines for decision-making
when done in advance. Ths
allows the manager to be both small
picture- and big picture-minded when making decisiOns.
A manager is able to be more
take away your
proactive than reactive in decisions. Failing to plan will
ability to look into the future and potentially
predict an inevitable event
before it becomes an issue.
Planning increases the likelihood of long-term survival ot an
organisation.
A manager can focus attention on organisational goals and results.
A maager is able to create ownership of the plan and
develop a team that buys into and
accepts accountability for their role in the plan.
A manager can provide a sense of direction, vision, rationale and purpose for the plan,
which can be easily communicated to other members of the organisation, showing them
how serious a manager is about
reaching organisational goals.
A manager create a
can
competitive advantage by taking the time
to plan- a process
that allows an organisation to examine who they are in relation to their competition and
thus provide a good deal of insight
into how to be better than that competition.
Now that we know why it's a good idea for managers to plan, let's dive a bit deeper into the
planning function of management.
Planning means looking ahead and chalking out future courses of action to be followed. It is
preparatory step. It is a systematic activity which determines when, how and who is going to
perform a specific job. Planning is a detailed programme regarding future courses of action.
It is rightly said "Well plan is half done". Therefore, planning takes into consideration
available & prospective human and physical resources of the organisation so as to get effective co-
ordination, contribution & perfect adjustment. It is the basic management function which includes
formulation of one or more detailed plans to achieve optimum balance of needs or demands with
the available resources.
According to Urwick, "Planning is a mental predisposition to do things in orderly way, to
think before acting and to act in the light of facts rather than guesses". Planning is deciding best
alternative among others to perform different managerial functions in order to achieve predetermined
goals.
According to Koontz & O'Donell, "Planning is deciding in advance what to do, how to do
and who is to do it. Planning bridges the gap between where we are to, where we want to go. It
makes possible things to occur which would not otherwise occur"

STEPS IN PLANNING FUNCTION

Planning function of management involves following steps:
1. Establishment of objectives
(a) Planning requires a systematic approach.
(b) Planning starts with the setting of goals and objectives to be achieved.
(c) Objectives provide a rationale for undertaking various activities as well as indicate
direction of efforts.
 40 PERSPECTIVE MANAGEMENT

(d) Moreover objectives focus the attention ofmanagers on the end results to be achiev
() As a matter of fact, objectives provide nucleus to the planning process. Therefor
hieved.
objectives should be stated in a clear, precise and unambiguous language. Other
the activities undertaken are bound to be ineffective. wiSe

A s far as possible, objectives should be stated inquantitative terms. For example

Number of men working, wages given, units produced, etc. But such an obicet
cannot be stated in quantitative terms like performance of quality control mana
ger,
effectiveness of personnel manager
Such goals should be specified in qualitative terms.
(g)
(h) Hence, objectives should be practical, acceptable, workable and achievable.
2. Establishment of Planning Premises
(a) Planning premises are the assumptions about the lively shape of events in future
(b) They serve as a basis of planning.
(c) Establishment of planning premises is concerned with determining where one tends
to deviate from the actual plans and causes of such deviations.
(d) It is to find out what obstacles are there in the way of business during the course of
operations.
(e) Establishment of planning premises is concerned to take such steps that avoids these
obstacles to a great extent.
(1) Planning premises may be internal or external. Internal includes capital investment
policy, management labour relations, philosophy of mnanagement, etc. whereas external
includes socio-cconomic, political and economical changes.
(g) Internal premises are controllable whereas external are non- controllable.
3. Choice of alternative course of action
(a) When forecast available and premises
are
course of actions have to be considered.
are
established, a number of alternative

(b) For this purpose, each and

every alternative will be
and cons in the light of resources available evaluated by weighing its pros
and requirements of the
(c)The merits, demerits as well as the organisation.
before the choice is being made. consequences of each alternative must be examined
(d) After objective and scientific
evaluation, the best alternative is chosen.
(e) The planners should take help
of an alternative. of various quantitative techniques to
judge the stabily
Formulation of derivative plans
a) Derivative plans are the sub plans or
of main plan. secondary plans which help in the achievenoent
) Secondary plans will flow from the basic
expedite the achievement of plan. These are meant to support
and
basic plans.
 41
PLANNING
(C) These detail plans include policies, procedures, rules, programmes, budgets, scheduies,
etc. For example, if profit maximisation is the main aim of the enterprise, derivaive
minimisation.
plans will include sales maximisation, production maximisation, and cost
various tasks.
(d) Derivative plans indicate time schedule and sequence of accomplishing
5. Securing Co-operation
to take subordinates
(a) Ater the plans have been determined, it is necessary rather advisable
or those who have to implement these plans into confidence.
(b) The purposes behind taking them into confidence are
() Subordinates may feel motivated since they are involved in decision making
process.
in
(11) The organisation may be able to get valuable suggestions and improvement
formulation as well as implementation of plans.
(11i) Also the employees will be more interested in the execution of these plans.

6. Follow up/Appraisal of plans

(a) After choosing a particular course of action, it is put into action.

its effectiveness.
(b) After the selected plan is implemented, it is important to appraise
or
(c) This is done on the basis of feedback or information received from departments
persons concerned.

(d) This enables the management to correct deviations modify the plan.
or

function.
(e) This step establishes a link between planning and controlling
so that in the light
(1) The follow up must go side by side the implementation of plans
of observations made, future plans can be made more realistic.

CHARACTERISTICS OF PLANNING

1. Planning is goal-oriented.
made to achieve desired objective of business.
(a) Planning is
otherwise individual efforts & energies
(b) The goals established should general acceptance
will go misguided and misdirected.
identifies the action that would lead to desired goals quickly economically.
&
(c) Planning
to various activities. E.g., Maruti Udhyog is trying to
(d) It provides sense of direction
Car Market by launching diesel models.
capture once again Indian
2. Planning is looking ahead.
future.
(a) Planning is done for
it and predicting it.
(6) It requires peeping in future, analysing
(c) Thus, planning is based on forecasting.
(d) A plan is a synthesis of forecast.
in future.
(e) It is a mental predisposition for things happen
to
42
PERSPECTIVE MANAGEMENT
weinra

3. Planning is an intellectual process.

(a) Planning is a mental exercise involving creative thinking, sound judgement ana
and
imagination.
(b) It is not a mere guesswork but a rotational thinking.
(C) A manager can prepare sound plans only if he has sound judgement, foresight and
imagination.
estimates.
(d) Planning is always based on goals, facts and considered
4. Planning involves choice & decision making.
(a) Planning essentially involves choice among various alternatives.
(6) Therefore, if there is only one possible course of action, there is no need plannino

because there is no choice.

(c) Thus, decision making is an integral part of planning.
(d) A manager is surrounded by number of alternatives. He has to pick the best dependino

upon requirements and resources of the enterprises.

5. Planning is the primary function of management/primacy of planning.
(a) Planning lays foundation for other functions of management.
(b) It serves as a guide for organising, staffing, directing and controlling.
(c) All the functions of management are performed within the framework of plans laid
out.
(d) Therefore planning is the basic or fundamental function of management.
6. Planning is a continuous process.
(a) Planning is a never ending function due to the dynamic business environment.
(b) Plans are also prepared for specific period of time and at the end of that period
plans are subjected to revaluation and review in the light of new requirements and
changing conditions.
(c) Planning never comes into end till the enterprise exists issues, problems may keep
cropping up and they have to be tackled by planning effectively.
7. Planning is all pervasive.
(a) It is required at all levels of management and in all departments of enterprise.
(b) Of course, the scope of planning may differ from one level to another.
(c) The top level may be more concerned about planning the organisation as a whole
whereas the middle level may be more specific in departmental plans and the lowe
level plans implementation of the same.
8. Planning is designed for efficiency.
(a) Planning leads to accomplishment of objectives at the minimum possible cOst.
(b) It avoids wastage of resources and ensures adequate and optimum utilisation
resources.
 43
PLANNINNG
the cost incurred on it.
if it does not value
(c) A plan is worthless or useless
of time, effort and money.
(d) Therefore, planning must lead to saving
materials, methods and machines.
of
(e) Planning leads to proper utilisation men, money,
9 Planning is Flexible.

(a) Planning is done for the future. the

room to cope with
Since future is unpredictable, planning must provide enough
(b) etc.
changes in customer's demand, competition, government policies
action must be revised and updated
(c) Under changed circumstances, the original plan of
to male it more practical.

PLANS FOR ACHIEVING GOALS

foundation
the map which lays the
Planning is a critical activity, as it is required for designing to be done
is used to specify what is to be done,
for the other functions of management. The plan
to the largest
and how. All businesses- from the smallest restaurant
by whom, where, when, success. But before an organisation
multinational corporation- need to develop plans for achieving the end
can plan a course of action, it
must first determine what it wants to achieve. Objectives,
the organisation's mission statement.
The
results desired by the organisation, are derived from
mission statement explains what the organisation stands
for and why it exists. A strong mission
external audiences, such as investors, customers, and suppliers.
statement symbolises legitimacy to
to identify with the overall purpose of the
Likewise, a strong mission statement allows employees
organisation and commit to preserving it.
outlined throughout the organisation.
The mission statement is the basis for all goals and plans
to ensure that internal
Therefore, managers must use effective planning and goal setting techniques with the mission of
policies, roles, performances,structures, products, and expenditures are in line
the organisation.

CRITERLA FOR EFFECTIVE GOALS h

To make sure that goal setting benefits the organisation, managers must adopt certain characteristics
and guidelines. The following describes these criteria:
Goals must be specific and measurable: When possible, use quantitative terms, such
as increasing profits by two per cent or decreasing student enrollment by one per cent, to

express goals.
.Goals should cover key result areas: Because goals cannot be set for every aspect of
employee or organisational performance, managers should identify a few key result areas.
These key areas are those activities that contribute most to company performance- for
example, customer relations or sales.
Goals should be challenging but not to0 difficult: When goals are unrealistic, they set
employees up for failure and lead to low employee morale. However, if goals are too
casy, employees may not feel motivated. Managers must be sure that goals are determined
based on existing resources and are not beyond the team's time, equipment, and financial
resources.
 PERSPECTIVE MANAGEMENT

Goals should specify the time period over whlch they wll be achieved: Deadlites
toward and help ensure continued progress AL
give team members something to work
the same time, managers should set short term dendlines along the way so that thei
subordinates are not overwhelmed by one big, seemingly unaccomplishable gosl It woul
be more appropriate to provide a short term goal such as, "Establish a customer datatase

by June 30."
Goals should be linked to rewards: People who attain goals should be rewarded with
and related to the goal. will employecs feel that their
Not only
something meaningful
efforts are valued, but they will also have something tangible to motivate them in the

future.
All the different levels of management should have plans that work together to acconplish
the organisation's purpose. The plans of the top, middle, and first level managers of an organisation
should work together to achieve the main goal
All managers plan basically the same way, but the kinds of plans they develop and the amount
of time they spend on planning vary. Here are some examples:
Top level managers are concerned with longer time periods and with plans for larger
organisational units. Their planning includes developing the mission for the organisational
units, the organisational objective, and major policy areas. These goals are called strategic
goals
or objectives.
Middle level managers' planning responsibilities center on translating broad objectives
of top level management into more
specifie goals for work units. These goals are
called factical goals or objectives.
First level managers are involved in
day to day plans, such as scheduling work hours,
deciding what work will be done and by whom, and
developing structures to reach these
goals. These goals are called operational goals
or
objectives.
Ifa first level manager develops a set of
plans that contradicts that of a middle level manager,
conflicts will result. Therefore, all
managers must work together when
and the activities of others. planning their activities
TYPES OF PLANS
Plans commit individuals,
actions for the future. departments, organisations, and the resources of cach to
Effectively specificC
achievement of goals at low levelsdesigned organisational goals fit into a hierarchy s0 that the
called a means ends chain because low permits the attainment of high level
level goals lead to goals. This process is
Three major types of accomplishment of high level goal
plans can help managers achieve their
tactical, and operational. Operational
lead to the attainment plans lead to the achievement organisation's goals:strategic
of tactical plans, which in
also develop a
of strategic plans. In addition to these three turn
types of plans, managers
contingency plan case their original plans fail.
in
shou
 PLANNING 45

Operational Plans

The specific results expected from departments, work groups, and individuals are the operational
goals.These goals are preciseand measurable. "Process 150 sales applications each week" or

"Publish20 books this quarter"

are
examples of operational goals.
An operational plan is one that a manager uses to accomplish his or her job responsibilities.
Supervisors. team leaders, and facilitators develop operational plans to support tactical plans (see
next section). Operational plans can be a single use
plan or an ongoing plan.
Single use plans apply to activities that do not recur or repeat. A one time occurrence,
Such as
a special sales
program, is a use because it deals with the who,
single plan what,
where, how, and how
much of an A activity. budget
is also a single use plan because it
predicts sources and amounts of income and how much they are used for a specific project.
Continuing or ongoing plans are usually made once and retain their value overa period
of years while undergoing periodic revisions and updates. The following are examples of
ongoing plans:
O A policy provides a broad guideline for managers to follow when dealing with important
areas of decision making. Policies are general statements that explain how a manager
should attempt to handle routine management responsibilities. Typical human resources
policies, for example, address such matters as employee hiring, terminations, performance
appraisals, pay increases, and discipline.
O A procedure is a set of step by step directions that explains how activities or tasks
e to be carried out. Most organisations have procedures for purchasing supplies
and equipment, for example. This procedure usually begins with a supervisor completing
a purchasing requisition. The requisition is then sent to the next level of management
for approval. The approved requisition is forwarded to the purchasing department.
Depending on the amount of the request, the purchasing department may place an
order, or they may need to secure quotations and/or bids for several vendors before
placing the order. By defining the steps to be taken and the order in which they are
to be done, procedures provide a standardised way of responding to a repetitive
problem.
o A rule is an explicit statement that tells an employee what he or she can and cannot
do. Rules are "do's" and "don't" statements put into place to promote the safety of
employees and the uniform treatment and behaviour of employees. For example,
rules about tardiness and absenteeism permit supervisors to make discipline decisions
rapidly and with a high degree of fairness.
Tactical Plans
A tacticalplan is concerned with what the lower level units within each division must do,
how they must do it, and who is in charge at each level. Tactics are the means needed to activate a
strategy and make it work.
Tactical plans are concerned with shorter time trames and
narrower scopes
plans. These plans
than are strategic
usually span one year or less because
they are considered short term goals.
Long term goals, on the other hand, can take several years or more
to accomplish. Normally, it is
46 PERSPECTIVE MANAGEMENT

the middie manager's reuponsibility to take the broad strategie plan and identify specific tacto
actions.
ctical

Strategical Plans
A strategie plan is an outline of steps designed with the goals of the entire organisation as,
as a
whole in mind, rather than with the goals of specific divisions or departments. strategic planniny
begins with an organisation's mission.
Strategic plans look ahead over the next two, three, five, or even more years to move
the
organisation from where it currently is, to where it wants to be. Requiring muitilevel involvement
thexe plans demand harmony among all levels of management within the organisalion. Top levei
management develops the directional objectives for the entire organisatiOn, while lower levels of
managcment develop compatible objectives and plans to achieve them. Top management's strategic
plan for the entire organisation becomes the framework and sets dimensions for the lower leyel
planning.
Contingency Plans
Intelligent and successful management depends upon a constant pursuit of adaptation, flexibility,
and mastery of changing conditions. Strong
management requires a "keeping all options open"
approach at all timesthat's where contingency planning comes in.
Contingency planning involves identifying alternative courses of action that can be implemented
if and when the original
plan proves inadequate because of changing circumstances.
Kecp in mind that events beyond a manager's control may cause even the most
prepared alternative future scenarios to go awry. Unexpected carefully
When they do, managers may need to problems and events frequently occur
change their plans. Anticipating change during the planning
process is best in case things don't go as
the existing plan and ready them for use whenexpected. Management can then develop alternatives to
and if circumstances make these
alternatives appropriate
BARRIERS TO PLANNING
Various barriers can inhibit successful
yicld the desired results, managers must planning. In order for plans to be effective and to
them. The common barriers that identify any potential barriers and work to
inhibit successful overcome
planning are as follows:
Inability to plan or inadequate planning:
plan. Some managers are not successful Managers are not born with the
and/or ability. Others planners because they lack the ability
may have never been
taught how to plan. When background, education.
managers take the time to plan, these two types o
they may not know how to
Lack of commitment to the conduct planning
it is much easier planning process: The development a
as a
proces
for a of plan is hard wo
manager to claim that he or she
through the required planning
process than to actually
doesn't have the time to wo
plan. (The latter, of devote
reason for lack of course, would save them more time in the
the time to
commitment can be fear of
developing
to do little or long run!) Another P sible
nothing to hclp in the failure. As a result,
planning process. managers may
 PLANNING 47

.Inferior information: Facts that are out of date, of poor quality, or of insufficient quantity
can be major barriers to planning. No matter how well managers plan, if they are basing
their planning on inferior information, their plans will probably fail.

Focusing of on the present at the expense of the future: Failure to consider the long term
effects a plan because of emphasis on short term problems may lead to trouble in
the future.
preparing formind Managers should try to keep the big picture- their long term
goals-in when developing their plans.
.Too much reliance on the organisation's planning department: Many companies nav
a planning department or a planning and development team. These departments conduct
studies,do research, build models, and project probable results, but they do not implement
plans. Planning department results are aids in planning and should be used only as such.
Formulating the plan is still the manager's responsibility.
Concentrating on controllable variables: Managers can find themselves concentrating
on the things and events that they can control, such as new product development, but
then fail to consider outside factors, such as a poor economy. One reason may be that
managers demonstrate a decided pre ference for the known and an aversion to the unknown.
The good news about these barriers is that they can all be overcome. To plan successfully,
managers need to use effective communication, acquire quality information, and solicit the involvement
of others.
An effective management goes a long way in extracting the best out of employees and make
them work as a single unit towards a common goal.

MANAGEMENT BY OBJECTIVE (MB0) k

The term Management by Objectives was coined by Peter Drucker in 1954.
The process of setting objectives in the organisation to give a sense of direction to the employees
is called as Management by Objectives.
It refers to the process of setting goals for the employees so that they know what they are
Supposed to do at the workplace.
Management by Objectives defines roles and responsibilities for the employees and help
them chalk out their future course of action in the organisation.
Management by objectives guides the employees to deliver their level best and achieve the
targets within the stipulated time frame.
Need for Management by Objectives (MBO)
The Management by Objectives process helps the employees to understand their duties
at the workplace.
KRAs are designed for each employee as per their interest, specialisation and educational
qualification.
The employees are clear as to what is expected out of them.
Management by Objectives process leads to satisfied employees. It avoids job mismatch
and unnecessary confusions later on.
48 PERSPECTIVE MANAGEMENT

Employees in their own way contribute to the achievement of the goals and objectiva
the organisation. Every eployee has his own role at the workplace. Each one feels indisnen
for the organisation and eventually develops a feeling of loyalty towards the organiele
They tend to stick to the organisation for a longer span of time and contribute effectivo

They enjoy at he workplace and do not treat work as a burden. ely.

Management by Objectives ensures effective communication amongst the employees, I
t
leads to a positive ambience at the workplace.
Management by Objectives leads to well defined hierarchies at the workplace. It ensues
res
transparency at all levels. A supervisor of any organisation would never directly interaos
with the Managing Director in case of queries. He would first meet his reporting bose
Ss
who would then pass on the message to his senior and so on. Everyone is clear about hi
position in the organisation.
The MBO Process leads to
highly motivated and committed employees.
The MB0 Process sets a benchmark for
every employee. The superiors set targets for
cach of the team members. Each is employee
a list of giventasks. specific
Limitations ofManagement by Objectives Process
It sometimes
ignores the prevailing culture and working conditions of the organisation.
More emphasis is being laid on
targets and objectives. It just expects the employees to
achieve their targets and meet the
objectives of the organisation without bothering much
about the existing circumstances at the
and meet the deadlines. The MBO workplace. Employees are just expected to perform
Process sometimes do treat individuals as mere machines.
The MBO process increases
tend to depend on
comparisons between individuals at the workplace.
nasty politics and other Employees
workers. Employees do only what their unproductive tasks to outshine their fellow
creativity and sometimes also becomes superiors ask them to do. Their work lacks innovation,
monotonous.
SELF-ASSESSMENT QUESTIONS
. Planning is a fundamental activity of
of a
manager. Do you agree? Justify management. It is the first and the most critical function
2. your statement.
Why managers need to plan? Discuss
the various
3.
Explain briefly the various advantages of planning.
planning function
planning helps in achieving the of management.
4. How can
5. To ensure
that the goals? Explain briefly.
objectives
or the
must follow and determined goals
of the
organisation benefits an
light of the above
statement,
adopt few organisation,
mandatory guidelines the
matn
gers

6. What are the explain

the criteria for and
effective goals. characterist
various types of
7. How tactical plans? Explain.
plans are
different from
contingency plans?
 PLANNING 49

8.
"Barriers can be a deterrent to successful planning. In order to make the plans
effective and
generate the desired and expected results, managers must recognise any potential barriers and
to
must have plans to overcome them." Do you agrec? Justify your answer.
9. Define MBO. Also highlight the characteristics of MBO.

CASESTUDY S
GLOBAL TECH LED: GOOGLE ANALYTICS INSTANT ACTIVATION OF REMARKETING
Headquartered in Bonita Springs, Florida, Global Tech LED is a LED lighting design and
supplier to U.S. and international markets, specialising in LED retrofit kits and fixtures for commerca
spaces.

How Google Analytics is being used:

O Google Analytics' Smart Lists were used to automatically identify Global Tech LED prospects
who were "most likely to engage", and to then remarket to those users with more targeted
product pages.
Google's Conversion Optimiser was usedto automatically adjust potential customer bids
for increased conversions

Value Proposition:
O Remarketing campaigns triggered by Smart Lists drove 5 times more clicks than all other
display campaigns.
O The click-through rate of Global Tech LED's remarketing campaigns was more than two
times the remarketing average of other campaigns.
O Traffic to the company's website grew by more than 100%, and was able to re-engage
users in markets in which it was trying to make a dent, including South Asia, Latin America,
and Western Europe.
O Use of the Conversion Optimiser allowed Global Tech LED to better allocate marketing
costs based on bid potential.

COCA-COLA AMATIL: TRAX RETAIL EXECUTION

Coca-Cola Amatil is the largest bottler and distributor of non-alcoholic, bottled beverages in
the Asia Pacific, and one of the largest bottlers of Coca-Cola products in the region.

for Retail is being used

How Trax Image Recognition
Coca-Cola Amatil was relying on limited and
Prior to using Trax's imaging technology,
manual measurements of products in store, as well as delayed data sourced from phone

conversations.
O Coca-Cola Amatil sales reps used Trax
Retail Execution image-based technology to take
with their mobile devices, these images were sent to the Trax
pictures of stores shelves
50 PERSPECTIVE MANAGEMENT
www.ww.

Cloud and analysed, returning actionable reports within minutes to sales representatives
providing more detailed online assessments to management,
Value Proposition
Real-time images of stock allowed sales representatives to quickly identify performatc
gaps and apply corrective actions in store. Reports on shelf share and competitive insight
also allowed representatives to strategise on opportunities in store and over the phone

with store managers.

O Coca-Cola Amatil gained 1.3% market share in the Asia Pacific region within five months
Source: htps://emeri.com/ai-sector-overviews/5-business-intelligence-analytics-case-studics-across-indasttyi pubkishe
by Daniel Faggella. Daniel Faggella is the founder and CEO at Emerj. Called upon by the United Natisns
World Bank INTERPOL, and many global enterprises, Daniel is a sought-after expert on the competitve
strategy implications of Al for business and government leaders.