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Business Management

Business Management. Karel Havlíček 2012. Ing. Karel Havlicek , PhD., MBA. Dean Faculty of Economic Studies VSFS www.vsfs.cz. General Manager SINDAT www.sindat.cz. President AMSP www.amsp.cz. Changes. New economic superpowers. NO political barriers. Business tourism

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Business Management

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  1. Business Management Karel Havlíček 2012

  2. Ing. Karel Havlicek, PhD., MBA Dean Faculty of Economic Studies VSFS www.vsfs.cz General Manager SINDAT www.sindat.cz President AMSP www.amsp.cz

  3. Changes New economic superpowers NO political barriers Business tourism developement IS/IT developement New challenges New threats Internal processes External processes Adaptation management activities

  4. EU - Environment Strengths • Stable environment • Technological facilities • Tradition of business conduct • High level of education Opportunities • New world-wide territories: trade and investment • Brand products and applications • Open resources of workforce Weaknesses • EU=social and expensive state • Different territories • Low level of mobility of labour Threats • New competitors • Steady rise of costs • High level of bureaucracy

  5. Internal & External Factors PEOPLE HR management IDEAS Innovation management MARKETS Marketing management PLAYGROUND Institutional environment AVAILABILITY Infrastructure MONEY Financing

  6. Role of management in hypercompetitiveenvironment knowledge experience recognition Knowledge management Practical management Relationships management

  7. Owners & Corporate & Management strategy Objectives , goals of owners Owners strategy Objectives , goals of company Corporate /business/ strategy Objectives, goals of management Management strategy

  8. Strategic Plan Strategic analysis Vision Mision Strategic scenario Strategic controlling How to meet strategic goals Quantitative Methods STEEP PORTER SWOT Summary of strategic objectives - Noncommercial ambitions

  9. Strategic Changes in Sindat Group Turnover: average Added Value: high Risk: small Barriers:no Turnover: big Added Value: small Risk: great Barriers: average Turnover: small Ad. Value: extremly high Risk: small Barriers:great 1990 2000 2010 Service Consulting -Financial services- Engeneering Industrial acquisitionsand exports Textiles -Finalized chemicals Basic research investments NanotechnologiesBiomedicine - Cell therapy

  10. Stategie of Economic Growth of Czech Republic 2005-2013 2005 2013 GDP: 68% of EU average GDP: 100 % of EU average HR Development RD, Innovations Infrastructure Sources of financing Institutional environment Ministry of Industry Ministry of Education Ministry of Finance Ministry of …….. ……….

  11. Factors of economic growth of the small and medium enterprises "People are competitive advantage, neither price nor product" It is necessary to: provide, manage, and educate human resources PEOPLE Human resources development

  12. Factors of economic growth of the small and medium enterprises "Change is a way out of the hyper-competitive environment" Change of products, processes, communication, and relations (from 4P to 4C) IDEAS Research, development and innovations

  13. Factors of economic growth of the small and medium enterprises "Flexibility is a starting point of reduction of product life cycle" Flexibility of decision-making, labour, adaptation, and territorial change AVAILABILITY Infrastructure

  14. Factors of economic growth of the small and medium enterprises "Accurate and timely information is a basis of managing financial resources" Information on bank, private, public, and European funding resources MONEY Sources of financing

  15. Factors of economic growth of the small and medium enterprises "Partnership and respect between State and entrepreneur is the only way towards mutual prosperity" The State has to understand that the company is its customer. The entrepreneur has to respect that the State is its stakeholder. PLAYGROUND Institutional environment

  16. Management – Controlling model(Planning – Controlling – Risk) C P Strategic planning Strategic controlling Risk management Operative planning Operative controlling

  17. Involved persons - Customers & stakeholders Stakeholders Employees Minority groups Customers Government Creditors Suppliers Shareholders Buyers

  18. Transaction marketing Orientation towards single purchase Limited direct customer contact Focus on product benefits Emphasis on short-term performance Limited level of customer service Goal of customer satisfaction Quality is the manufacturing resp Relationship marketing Orientation towards repeat sales Close, frequent customer contact Focus on value tu customer Emphasis on long-term performance High level of customer service Goal of „delighting the custome“ Q is the whole organization´s resp Marketing management

  19. MIX four Ps Product Price Place Promotion MIX four Cs Customers needs&wants Cost to the customers Convenience Communication Marketing mix 4Ps & 4Cs four Ps four Cs

  20. Summary : What is „CRM“ ? Exchange of marketing mix four Ps four Cs Exchange of customers customers stakeholders Exchange of marketing transaction relationship Exchange of quality management QMS TQM

  21. Marketing management Marketing research Marketing planing

  22. Marketing research macro micro FAR environment analysis NEAR environment analysis sociological technological economic environmental political competitors buyers suppliers substitute products potential competition

  23. Marketing plan SWOT analysis Objectives Strategies Controlling Strengths Weaknesses Opportunities Threats Specific Measurable Achievable Realistic Time Product s. Pricing s. Distribution s. Communication s. Strategic c. Operative c.

  24. Marketing strategies Product strategy Pricing strategy four Cs Distribution strategy Communication strategy

  25. Product strategy (customers needs &wants) four Cs Life-cycles management Product strategy Product range management Brand&Image management

  26. Pricing strategy (cost to the customers) four Cs Calculating a price Pricing strategy Pricing existing Products Price cutting-leading- folowing Pricing new Pruducts Price skimming, penetrartion pricing

  27. Distribution strategy ( convenience ) four Cs Mix of distribution channels Distribution strategy Channels conflict managemnet Internal service management

  28. Communication strategy ( communication ) four Cs External communication management Communication strategy Internal communication management

  29. Conditions for openingnew markets 1.Conquering 2. Orderliness 3. Conviction 4. Competitive advantages 5. Patience 6. Humility 7. Personnel and financial sources

  30. INDIA + - Enterpreneurial tradition Philosophy and mentality English High Tech Contrasts Only city Import barriers CF -Off shore

  31. CHINA + - The rate of investmentGrowing regionsConsumer hungerGradual liberalization EnglishPatents, DesignsBusiness immaturityLocal competition

  32. SOUTH KOREA + - Jaebol systemWork ethicTechnological levelLevel of education Jaebol systemClosed economy High costs Local competition

  33. JAPAN + - Entrepreneurial cultureInnovation and qualityToughnessPurchasing power High CostsIncredulityConservativenessInscrutability

  34. VIETNAM + - Long-term relationsHard work, humilityInvestment developmentPrivatization CorruptionNon-system approach Technological facilitiesLocal and Chinesecompetition

  35. RUSSIA + - Close mentalityTraditional relationsTechnical capacityPotential financial The Grey ZoneDetails - managementForecastsThe specifics of the purchase / sale

  36. ISRAEL + - EducationThe migration effectArmy - The StrategyInnovation War ZoneMuslim barrierBusiness aggressionIntransigence

  37. EU + - A stable environmentTechnological levelEntrepreneurial traditionQuality-brand-image EU = Social and expensiveThe difference (culture, language ..)Competitive environmentLabor migration

  38. SOUTH AFRICA + - EU-USA-INDIA impactThe rate of growth (Gauteng)ResourcesClimate CriminalityZone area Politics x EconomyIsolation

  39. BRASIL + - Mix populationCultural influencesDesign, ImageResources ContrastsCriminalityLeftist tendenciesRegional differences

  40. MEXICO + - U.S. influenceLocalityEducationInfrastructure U.S. influenceCriminalityMañanismusCorruption

  41. USA + - Stability and consistencyOpennessTechnological equipmentInnovation Competitive EnvironmentExtreme + / -Distribution mrktgA strong legal environment

  42. is interested in the market is not afraid professional overview is capable of problem solving understand foreign lang seeks opportunities will not be deceived is diplomatic is competitive has the urge to conquer the market is confident general overview looks forward to problems is not afraid to speak makes use ofopportun. uses advantages adapts to the envir. knows no failure Marketing - WHO ?

  43. Sales management Management of sales plans Management of forecats Management of receivables

  44. Management of sales plans Product Groups Sales Plan Basis: Products trend Customer segments Terriotories Basis: Demand and distributors condition Basis: Geografical research

  45. Management of forecasts Positive deviations Forecasts • Threats: • Lack of sources • Finance • People • Material • Technology Negative deviations • Threats: • Drop in Profit and CF • Immediate measures • Cost reduction • Procurement resources • -Involved persons

  46. Management of receivables 1st stage Client searching Receivables First client look Negative sign CREDIT – MATURITY Guarantees management 2nd stage Active deals Payment Problems Observation and evaluation: Changes, problems, other business activities Classification overdue Recovery of overdue

  47. Sales motivation systems BASIC SALARY plan forecasts receivables Comparison AVERAGE FORECAST Comparison RECEIVABLES TURNOVER Comparison PLAN REALITY MOTIVATIONAL COMPONENT

  48. Financial management Revenues – costs view Profit & loss account Financial Plan Receipt/income and outlay/expenditure view Property - view Casf flow statement Balance Sheet

  49. Financial management Investment planning Net Present Value Method Investment costs Future CF or FCF WACC Present Value CF NPV

  50. Innovation management Product innovation Innovation Operational innovation Management innovation

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