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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 enterprises(Planning – Controlling – Risk)

C

P

Strategic

planning

Strategic

controlling

Risk

management

Operative

planning

Operative

controlling


Involved persons customers stakeholders
Involved persons - Customers enterprises& stakeholders

Stakeholders

Employees

Minority

groups

Customers

Government

Creditors

Suppliers

Shareholders

Buyers


Marketing management

Transaction marketing enterprises

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 enterprises

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“ ? enterprises

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 enterprises

Marketing

research

Marketing

planing


Marketing research
Marketing research enterprises

macro

micro

FAR

environment

analysis

NEAR

environment

analysis

sociological

technological

economic

environmental

political

competitors

buyers

suppliers

substitute products

potential competition


Marketing plan
Marketing plan enterprises

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 enterprises

Product

strategy

Pricing

strategy

four

Cs

Distribution

strategy

Communication

strategy


Product strategy customers needs wants
Product strategy (customers needs enterprises&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) enterprises

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 ) enterprises

four

Cs

Mix

of distribution

channels

Distribution

strategy

Channels

conflict

managemnet

Internal

service

management


Communication strategy communication
Communication strategy ( communication ) enterprises

four

Cs

External

communication

management

Communication

strategy

Internal

communication

management


Conditions for opening new market s
Conditions for enterprisesopeningnew markets

1.Conquering

2. Orderliness

3. Conviction

4. Competitive advantages

5. Patience

6. Humility

7. Personnel and financial sources


India
INDIA enterprises

+

-

Enterpreneurial tradition

Philosophy and mentality

English

High Tech

Contrasts

Only city

Import barriers

CF -Off shore


China
CHINA enterprises

+

-

The rate of investmentGrowing regionsConsumer hungerGradual liberalization

EnglishPatents, DesignsBusiness immaturityLocal competition


South korea
SOUTH KOREA enterprises

+

-

Jaebol systemWork ethicTechnological levelLevel of education

Jaebol systemClosed economy

High costs

Local competition


Japan
JAPAN enterprises

+

-

Entrepreneurial cultureInnovation and qualityToughnessPurchasing power

High CostsIncredulityConservativenessInscrutability


Vietnam
VIETNAM enterprises

+

-

Long-term relationsHard work, humilityInvestment developmentPrivatization

CorruptionNon-system approach Technological facilitiesLocal and Chinesecompetition


Russia
RUSSIA enterprises

+

-

Close mentalityTraditional relationsTechnical capacityPotential financial

The Grey ZoneDetails - managementForecastsThe specifics of the purchase

/ sale


Israel
ISRAEL enterprises

+

-

EducationThe migration effectArmy - The StrategyInnovation

War ZoneMuslim barrierBusiness aggressionIntransigence


EU enterprises

+

-

A stable environmentTechnological levelEntrepreneurial traditionQuality-brand-image

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


South africa
SOUTH AFRICA enterprises

+

-

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

CriminalityZone area Politics x EconomyIsolation


Brasil
BRASIL enterprises

+

-

Mix populationCultural influencesDesign, ImageResources

ContrastsCriminalityLeftist tendenciesRegional differences


Mexico
MEXICO enterprises

+

-

U.S. influenceLocalityEducationInfrastructure

U.S. influenceCriminalityMañanismusCorruption


USA enterprises

+

-

Stability and consistencyOpennessTechnological equipmentInnovation

Competitive EnvironmentExtreme + / -Distribution mrktgA strong legal environment


Marketing who

is interested in the market enterprises

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 enterprises

Management of

sales plans

Management of

forecats

Management of

receivables


Management of sales plans
Management of sales plans enterprises

Product

Groups

Sales

Plan

Basis:

Products trend

Customer

segments

Terriotories

Basis:

Demand and distributors

condition

Basis:

Geografical research


Management of forecasts
Management of forecasts enterprises

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 enterprises

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 enterprises

BASIC SALARY

plan

forecasts

receivables

Comparison

AVERAGE

FORECAST

Comparison

RECEIVABLES

TURNOVER

Comparison

PLAN

REALITY

MOTIVATIONAL COMPONENT


Financial management
Financial management enterprises

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 enterprises

Investment planning

Net Present Value Method

Investment

costs

Future

CF or FCF

WACC

Present

Value CF

NPV


Innovation management
Innovation management enterprises

Product

innovation

Innovation

Operational

innovation

Management

innovation


Innovation management1
Innovation management enterprises

Changes

Innovation process

Top management

Innovation Comitee

Project team

Decision

Controlling

Ideas

BRSTG

Proposals

Business plan

Realization


Quality management
Quality management enterprises

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 enterprises

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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