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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

Business Management

Karel Havlíček

2012


Ing karel havlicek phd mba

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

Changes

New economic

superpowers

NO political

barriers

Business tourism

developement

IS/IT

developement

New

challenges

New

threats

Internal

processes

External

processes

Adaptation

management activities


Eu environment

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


Internal external factors

Internal & External Factors

PEOPLE

HR management

IDEAS

Innovation management

MARKETS

Marketing management

PLAYGROUND

Institutional environment

AVAILABILITY

Infrastructure

MONEY

Financing


Role of management in hypercompetitive environment

Role of management in hypercompetitiveenvironment

knowledge

experience

recognition

Knowledge

management

Practical

management

Relationships

management


Owners corporate m anagement s trategy

Owners & Corporate & Management strategy

Objectives , goals of owners

Owners strategy

Objectives , goals of company

Corporate /business/ strategy

Objectives, goals of management

Management strategy


Strategic plan

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


Strategic changes in sindat group

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


Stategie of economic growth of czech republic 2005 2013

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

……..

……….


Factors of economic growth of the small and medium enterprises

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


Factors of economic growth of the small and medium enterprises1

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


Factors of economic growth of the small and medium enterprises2

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


Factors of economic growth of the small and medium enterprises3

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


Factors of economic growth of the small and medium enterprises4

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


Management controlling model planning controlling risk

Management – Controlling model(Planning – Controlling – Risk)

C

P

Strategic

planning

Strategic

controlling

Risk

management

Operative

planning

Operative

controlling


Involved persons customers stakeholders

Involved persons - Customers & stakeholders

Stakeholders

Employees

Minority

groups

Customers

Government

Creditors

Suppliers

Shareholders

Buyers


Marketing management

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


Marketing mix 4ps 4 c s

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


Summary what is crm

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


Marketing management1

Marketing management

Marketing

research

Marketing

planing


Marketing research

Marketing research

macro

micro

FAR

environment

analysis

NEAR

environment

analysis

sociological

technological

economic

environmental

political

competitors

buyers

suppliers

substitute products

potential competition


Marketing plan

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.


Marketing strategies

Marketing strategies

Product

strategy

Pricing

strategy

four

Cs

Distribution

strategy

Communication

strategy


Product strategy customers needs wants

Product strategy (customers needs &wants)

four

Cs

Life-cycles

management

Product

strategy

Product range

management

Brand&Image

management


Pricing strategy cost to the customers

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


Distribution strategy convenience

Distribution strategy ( convenience )

four

Cs

Mix

of distribution

channels

Distribution

strategy

Channels

conflict

managemnet

Internal

service

management


Communication strategy communication

Communication strategy ( communication )

four

Cs

External

communication

management

Communication

strategy

Internal

communication

management


Conditions for opening new market s

Conditions for openingnew markets

1.Conquering

2. Orderliness

3. Conviction

4. Competitive advantages

5. Patience

6. Humility

7. Personnel and financial sources


India

INDIA

+

-

Enterpreneurial tradition

Philosophy and mentality

English

High Tech

Contrasts

Only city

Import barriers

CF -Off shore


China

CHINA

+

-

The rate of investmentGrowing regionsConsumer hungerGradual liberalization

EnglishPatents, DesignsBusiness immaturityLocal competition


South korea

SOUTH KOREA

+

-

Jaebol systemWork ethicTechnological levelLevel of education

Jaebol systemClosed economy

High costs

Local competition


Japan

JAPAN

+

-

Entrepreneurial cultureInnovation and qualityToughnessPurchasing power

High CostsIncredulityConservativenessInscrutability


Vietnam

VIETNAM

+

-

Long-term relationsHard work, humilityInvestment developmentPrivatization

CorruptionNon-system approach Technological facilitiesLocal and Chinesecompetition


Russia

RUSSIA

+

-

Close mentalityTraditional relationsTechnical capacityPotential financial

The Grey ZoneDetails - managementForecastsThe specifics of the purchase

/ sale


Israel

ISRAEL

+

-

EducationThe migration effectArmy - The StrategyInnovation

War ZoneMuslim barrierBusiness aggressionIntransigence


Business management

EU

+

-

A stable environmentTechnological levelEntrepreneurial traditionQuality-brand-image

EU = Social and expensiveThe difference (culture, language ..)Competitive environmentLabor migration


South africa

SOUTH AFRICA

+

-

EU-USA-INDIA impactThe rate of growth (Gauteng)ResourcesClimate

CriminalityZone area Politics x EconomyIsolation


Brasil

BRASIL

+

-

Mix populationCultural influencesDesign, ImageResources

ContrastsCriminalityLeftist tendenciesRegional differences


Mexico

MEXICO

+

-

U.S. influenceLocalityEducationInfrastructure

U.S. influenceCriminalityMañanismusCorruption


Business management

USA

+

-

Stability and consistencyOpennessTechnological equipmentInnovation

Competitive EnvironmentExtreme + / -Distribution mrktgA strong legal environment


Marketing who

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 ?


Sales management

Sales management

Management of

sales plans

Management of

forecats

Management of

receivables


Management of sales plans

Management of sales plans

Product

Groups

Sales

Plan

Basis:

Products trend

Customer

segments

Terriotories

Basis:

Demand and distributors

condition

Basis:

Geografical research


Management of forecasts

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


Management of receivables

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


Sales motivation systems

Sales motivation systems

BASIC SALARY

plan

forecasts

receivables

Comparison

AVERAGE

FORECAST

Comparison

RECEIVABLES

TURNOVER

Comparison

PLAN

REALITY

MOTIVATIONAL COMPONENT


Financial management

Financial management

Revenues – costs view

Profit & loss

account

Financial

Plan

Receipt/income

and outlay/expenditure view

Property - view

Casf flow

statement

Balance Sheet


Financial management1

Financial management

Investment planning

Net Present Value Method

Investment

costs

Future

CF or FCF

WACC

Present

Value CF

NPV


Innovation management

Innovation management

Product

innovation

Innovation

Operational

innovation

Management

innovation


Innovation management1

Innovation management

Changes

Innovation process

Top management

Innovation Comitee

Project team

Decision

Controlling

Ideas

BRSTG

Proposals

Business plan

Realization


Quality management

Quality management

QMS

Quality

models

Standards

Procedures

Selected groups of

employees

Objective:

obtain certificat

TQM

Strategy of permanent

improvement

Philosophy

All the employees

Objective:

satisfaction of

customers


Examination

Examination

Oral examination: two questions (according to methodological papers)

Terms: May, June, September

Literature:Management - Role of Managers in Company Management (Karel Havlicek, ISu) + Powerpoint presentations (lectures, ISu)


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