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CASE STUDY FINAL

REQUIREMENT
KARPOV B. ABLANG
MASTER IN BUSINESS ADMINISTRATION 2ND TERM
INTRODUCTION
THE FOOD EMPIRE
THE FOOD EMPIRE is how I will call my own business in the near future as
I dream of becoming a provider of food products and services and a lawyer
at the same time. I have conceptualized of this concept many years ago.
Since I still have no enough resources yet as of this moment, I am taking
advantage of this subject, Business Policy, to enhance my business plans.
Hopefully, I will be able to establish my own company in the near future.
The Food Empire will focus on selling and retailing food ingredients from
Asia which includes Chili Sauce manufactured in India, Dark Soy Sauce from
Taiwan, Oyster and Ginger Sauce from Vietnam, Hoisin Sauce from China
and Sticky Rice from Japan.
I will be the leading provider of the products mentioned above across the
Philippines and the neighboring oriental countries.
To be the LEADING Food Company in Asia which refreshes every kitchen
with the best and freshest ingredients by the Year 2025.

To STIMULATE moments of cheerfulness and satisfaction in every kitchen.

To FORM value and make variance and metamorphosis in the Asian


Kitchen.
Ethics with People: Be the best place for our employees and have our
people be motivated and work hard to be the best that they can be.
Business Portfolio: Bring to countries in Asia and all over the world a
diversity of quality Asian ingredients that will define, address and
anticipate the peoples needs.
Relationship with Investors: Define a winning paradigm of investors,
partners, clients and customers so we can create a reciprocated and long-
term value.
The World and Planet Earth: Be a company which aims to help building
sustainable planet and developing communities all over the archipelago.
Productivity: Be an organization which is highly effective and excellently
efficient.
Product Profile

The Food Empire is retailing and manufacturing products, which are Asian
Ingredients, using the most ORGANIC materials from different sources. We
will be partnering with the best producers in Asia, and all around the globe.
We will make sure that each product that we deliver will meet and exceed
Food Standards set by authorities here in the Philippines and abroad.
We partner with the end-farmers all around Asia, and determine how they
plant, cultivate and harvest the produce.
We help farmers market they products through partnership with us. This is
helping them grow while helping us to be profitable as a business as well.
GOALS OF THE FOOD EMPIRE

STRATEGY ACTION PERSONS YEAR COMPLETION EVALUATION


Quite simply, goals are broad statements of overall intent.
Profitability - Monitor Sales - Area Sales Goal is Yearly basis BOD will conduct
Increase Reports Managers to evaluation of Sales
Annual Sales Quarterly - Sales increase Reports submitted
by 12% - Incentive Representati sales by by the Sales
Schemes ves 12% per Department
should be - In annum
developed. house/Store once Sales Heads shall
- Area sales the make an itemized
expansion Personnel busines reports on how
- Internet - Internet s is each agent has
Selling Sales Reps establis performed.
- Inbound and hed.
Outbound In-store
Selling performance
evaluation by
managers.
STRATEGY ACTION PERSONS YEAR COMPLETIO EVALUATION
N
Growth Feasibility Business 2 years upon 2-3 years The Business
Expansion of Study must Development establishmen upon Development
Branches in be conducted Head t of The Food initiation of Department
key cities by the Empire. the project must assure
within Marketing Sales Heads that after the
Metropolitan and Sales (Note: The Feasibility
Manila and Departments Board of Food Empire Study has
Mindanao . This should Directors is an been
include imaginary submitted
strategic Top company as and studied,
location, Management of this it must
costing and moment) submit
projected proposal to
revenue. the BOD for
approval.
MAJOR GOALS EXPLAINED

RESOURCES MUST BE INCLUDED IN THE TABLE AS THEY DEFINE HOW THE MAJOR
GOALS WILL BE FUNDED.
For the two major goals that I have mentioned, the concerned departments must:
1. Submit Proposal to the Board of Directors for funding of additional incentives
for sales persons meeting or exceeding required quotas. This is to motivate
them to sell efficiently and effectively. Also, since we are on aggressive selling,
we must make sure that we have sufficient funds to pay for additional
inventories.
2. For Expansion, it will be a multi-million project. Hence, The Food Empire may
consider getting loans from Financial Companies. The Board of Directors must
prepare a resolution for such. The Finance Head must process all necessary
requirements to have the Loans approved.
SWOT ANALYSIS
THE FOOD EMPIRE
INTERNAL STRENGTHS EXTERNAL STRENGTHS
Marketing: Focused and very aggressive Relationship with Partners and Suppliers:
marketing plan with vivid goals and strategies The Food Empire has established an
outstanding business relationship with its
stakeholders, business partners and suppliers.
We have a good credit standing with our
partners and our partners have been receiving
profits since our company was launched.

Management: The people in each Political, Environmental and Economic


department have a wide array of knowledge in Factors: Since the shift of government to the
product and product development, sales, new administration, the stock market has
people management, and other capital been bullish. Hence, more investors are being
strategies. We have well-trained individuals attracted. The Food business is also booming
because of our continuous training system nowadays. It is a good signal that needs and
and career plan. desire for new food options are emerging.
INTERNAL OPPORTUNITIES EXTERNAL OPPORTUNITIES
Image and Packaging: Asian Ingredients a Booming
Consumers nowadays are more Business: A number of other
inclined to buying products with businesses are planning to sell
attractive, colorful and handy products same as what The Food
packaging. Therefore, it is an Empire is offering to the consuming
internal opportunity to tap our public.
creative department to meet this
demand in the market.

Internet as a Marketing Tool Desire of customers for one


place or one-stop shopping for
their food needs.
INTERNAL THREATS EXTERNAL THREATS
Competitions: Since the Stronger brand names of
competition in the Market is tough, competitors like Asian Food
The Food Empire resolves Ingredients and Wai Yee Hong
competition by making expensive Chinese Supermarket: Both are the
promotional and advertisement leading supermarkets which have
campaigns. also their online stores to cater the
needs of the world in terms of Asian
ingredients.

Confidentiality of Business Price Fluctuation: Fluctuation of


Practices: For whatever reason, prices in the market due to emerging
measures must be put in place to demand and penetration of similar
ensure that the data remains forms or businesses.
confidential.
INTERNAL WEAKNESSES EXTERNAL WEAKNESSES
Inability to give High Commission Ongoing development of
Rates for our Sales Persons: We relationship with retailers: As a
are still a growing company. Hence, new company, it is challenging to
we prioritize revenue first as of this close contracts with several retailers
moment. Our inability to match other since we have yet to prove our
companies in terms of their capacity to supply the volume of
commission rates may affect their demands.
retention of our workforce.

Limited Human Resources: Customer Problems and


Limited human resources can Complaints: Since our systems are
include having a small staff, which just new, and that we have a limited
makes it difficult to tackle every item Human Resources, The Food Empire
on the company's to-do list. faces a dilemma on handling external
complaints as of this moment.
VALUE CHAIN ANALYSIS
Enterprise Resource Planning

What is it?
A software that unites all of a companys major business activities, from order processing to
production, within a single family of software modules.

ERP solutions can be categorized in a number of different waysby the size of the solution or
the market share of the supplier; by the specific vertical industry that the system is designed
to support; or according to the technology platform it runs on.

Probably the most significant technology differentiator is database system but here again
many products will work with a choice of databases, most often Oracle or SQLServer
(Microsoft). Many ERP buyers prefer to limit the number of technology suppliers they want to
deal with, simplifying the support and maintenance tasks.
What ERP system shall The Food
Empire adopt?
TECHNOLOGY AND FOOD EMPIRE

POS POINT OF SALE SYSTEM


This is for inventory management, integrated rewards program and invoicing
options.
Google App and IOS App The Food Empire Ordering System
Customer Relationship Management Software - allows to trackcustomers,
identify market segments and then easily communicate with them via email,
telephone, direct mail and more.
Bar Code Scanning
Retail Accounting Software
Payroll Software
Website and other forms of mobility using social media and other
applications
THE FOOD EMPIRE
Enterprise Risk Management
Risk Management

Risk
Tracking
The Food Empire
Organizational Risk Structure
Risk Management Pattern

Corporate
Managem
ent Group
Monthly
Meetings
The Food Empire Risk Management
STRATEGIC INCENTIVE
MANAGEMENT

Planning Implementation
1. Program Research and Analysis 1. Develop Integrated Programs
2. Survey Employees and Managers 2. Product Selection
3. Review Company Performance Objectives 3. Product Quality Control
4. Review Past and Current Programs 4. Communications Materials

The Food
Empire
Control Performance
1. Program Analysis 1. Achieve Business Objectives
2. Program Monitoring and Reporting 2. High Return on Investment
3. Employee Evaluation
GOALS DISPLACEMENT

What is it?
The substitution by an organization, of thegoal or goalswhich it was
established to serve, for other goals. The latter frequently serve the
interests of employees.
Goal displacement is the act of unintentional goal in the original goal into
a new goal. Such displacement diverts organizational resources away
from the organizational goal. When served goal become the primary goal
in an organization goal displacement takes place.
Reasons for Goal Displacement

1. Goal conflict :When organizational goal conflict with individual goals and personal goal
displacement takes place. It basically occurs when there is absence of consensus in an organization.

2. Means-End Inversion :
End Goal
Means process, way
End is what is to be achieved and means is how it is to be achieved. When an management developed
strict rule regulation, policies and procedures to perform organizational functions then employee
proper attention to follow these rules and discipline not to the accomplishment of task due to which
goal displacement takes place.
3. Abstract Goal :If original goal are abstract, uncertain and unclear displacement takes place. If
the goals are not made clear then members of the organization can not achieved it with limited
resources. So, goal must be specific and achievable that can be translated into operational goal,
otherwise it is displaced.
BUSINESS POLICIES THAT LINK TO
THE FOOD EMPIRES MAJOR GOALS
GOALS
PROFITABILITY GROWTH AND EXPANSION
1. Managing Costs (Evaluation: 1. Defining the Target Markets
Quarterly) (Annually)
Areas to consider: -. Same target group; new geographic area
-. Suppliers -. New target group; same geographic area
-. Finance -. New target group; new geographic area
-. Premises -. Who are our customers? What are their
-. Production needs?
-. Uncovering Real Costs -. Market Analysis

2. Reviewing Offers (Evaluation: 2. Extensive Market Research


Quarterly) (Annually)
Areas to consider: - Interest in our products
- Pricing Considerations - Current population trends
- Finding Best Customers (upselling, cross- - Delivery of products and/or services
selling, diversifying) - Number and strength of competitors
3. Buy More Effectively (Quarterly) 3. Developing New Products and Services
- Getting the Best Deal from Suppliers (As needed)
- Cut waste throughout business (cut power - Skills and expertise in-house
costs, are we paying for unpaid utility - Commitment to resources available
subscriptions? - Minimizing risks
- Teaming up to reduce risks
- Moving into new market areas
4. Concentrating Sales Efforts (Monthly) 4. Turning the Plan into Metrics (Monthly)
-Working with the best customers - Do employees have the skills to support the
-Finding the new best customers growth strategy?
-High sales and high profit philosophy - Can existing operations handle a sudden
boost in demand?
- Calculating the profitability of the product
5. Boost Productivity (Annually) 5. Refinancing the Business (2-3 years
- Measurement of operational efficiency interval or as needed)
- Commitment to managing productivity -Increase income? Improve assets? Reduce
- Streamlining processes liabilities?
- Deciding on areas we want to improve upon - Understanding core competencies
- Planning the growth
- Building the team and creating an enviable
The Food Empire
General Business Policies
Corporate Statement:
THE FOOD EMPIRE is dedicated to operate its undertakings in peace with all pertinent, significant
and important laws, as well as high honorable and principled principles. This standard is the
groundwork upon which the Company has built its reputation of providing quality products,
superior service and integrity in all facets of its operations. All personnel must become
acquainted with these ideologies and must conform to this Policy, at all times, without omission.

Policy:
It is the The Food Empires policy to conduct its industry in stringent obedience with both the
letter and spirit of all laws in which we do business, and it is also the Company's dogma to forbid
any action which is unlawful, dishonorable or which may generally have an opposing
consequence on the Company's products, personnel or business.
The Food Empire
General Business Policies
EMPLOYEE HEALTH, SAFETY AND THE ENVIRONMENT
All employees must comply with applicable environmental, health and
safety laws and regulations. As part of the Companys commitment to
protect the environment and preserve our natural resources, the Company
and its employees will take appropriate measures to protect those resources
within our control.
RELATIONSHIPS WITH COMPETITORS/ANTITRUST
In keeping with antitrust laws, the Company's employees are prohibited (a)
from entering into any agreement, expressed or implied, formal or informal,
with any competitor with regard to prices, terms or conditions of sale, or
allocation of territories or customers, or (b) from engaging in any conduct
that violates any international, federal, state or local competition laws.
The Food Empire
General Business Policies
PROCUREMENT INTEGRITY
All business dealings with suppliers will be addressed fairly and ethically on a nondiscriminatory basis, without reference to
personal relationships, and consistent with applicable laws and regulations.

ACCOUNTING
The Company's accounting policy objectives are to standardize financial reporting to provide adequate internal controls that
insure the preparation of records and reports in accordance with current generally accepted accounting principles and all
applicable laws. Employees are prohibited from making any false, misleading, or incomplete statements or providing
incomplete or incorrect information to the Company's accountants and auditors in their preparation, examination or audit of
the Company's financial statements.

PERSONAL RESPONSIBILITY
You have a personal obligation to observe both the letter and spirit of every provision of this Policy and you should encourage
the compliance with this Policy by your fellow employees.
Any activities that might lead to violations of this Policy, or which might give the appearance of violating this Policy, must be
brought to the attention of management, in particular, the President and CEO; Vice President, Human Resources; or the
General Counsel. The Company recognizes that there may be occasions, when concerns are so sensitive, one may not feel at
ease going directly to management and it would be more comfortable to raise concerns confidentially.
Evaluation and Control Process

NO

YE
S
STO
P
EVALUATION AND CONTROL PROCESS
Determine what to Establish the Measure the Does performance Taking corrective action
measure predetermined performance match standards
standards 1. Coaching of staff on
1. Organization Programs 1. Organization Programs 1. Adherence to mission- 1. Yes? pertinent issues not met
2. Processes must be coherent with vision statement. -. Motivate further by immediate
3. Systems the mission-vision 2. Quality Control, -. Seek innovation and supervisors.
4. Products and Services statement of the Licensing, Government improvement to 2. Revisiting business
company. Regulations, Internal generate a better policies; are they still up
2. State of the art Audit, External Audit business branding to date? Do they need
processes and systems 3. Sales, Revenue and -. Social Corporate to be revised to meet
duly approved by ISO Profit Performance Responsibility policies the present situation.
Certification Evaluation must still be enhanced. 3. Team buildings,
3. FDA, DOH and other 4. Issuance of Financial employee performance
industry regulations Statements by year 2. No Take Corrective evaluations, KPIs,
for products and end; presentation to the Actions metrics.
service Board. 4. Rewards and
5. Innovation of Marketing, recognitions.
Sales and Promotional 5. Outside business
Activities. consultant services;
6. Customer, Client and employee retraining;
Supplier Surveys upgrade of facilities
6. Setting Performance
Improvement Plans;
Span of PIP; re-evaluate
7. Retain, Extend or Hire
other employees.
8. Retain or upgrade
policies and procedures
9. Hiring and Termination
process.
Evaluation and Implemented Strategy
Process
STRATEGIC PLAN BOARD ORGANIZATIONAL FIVE YEAR CAPITAL ANNUAL BUDGET EVALUATION
LEGISLATIVE STRUCTURE IMPROVEMENT
ACTION
1. General Plan 1. Board Resolutions Create an The Food Empire 5-Year The Annual Budget is 1. Strategic Plan
a. Profitability, 2. Government organizational Capital Improvement Plan the primary financial Evaluation
Revenue Regulations; How structure to achieve is a multi-year guide to the mechanism for 2. Goals and
Generation to comply with the goals of the construction and achieving the Objectives
b. Marketing requirements/stan strategic plan and maintenance of a strong business vision Evaluation
Strategy dards implement its market base for the trough achieving the 3. Action Plan
c. Supply Chain 3. Directives from policies within each company such as goals of the Strategic evaluation
Management the Top of the strategy promotional activities, Plan and 4. Five-Year Capital
d. Promotion and Management areas. This might product innovation Implementing its Plan
Advertisement 4. Market and include the creation programs, staff Policies and Improvement
e. Customer Competition of: 1. Specific development and training, executing action 5. Budgeting,
Service Standards Marketing facility improvement and plans. The budget Financing and
f. Market 5. Development Committee 2. other capital factors document is an: 1. Resource
Expansion Standards Changing job needed to deliver the right operation guide 2. Evaluation
6. Sales/Marketing/ descriptions and/or products to the right target financial plan 3. 6. Employee
2. Utility/Facility Product Innovation lateral promotions market. It is through this communications Performance
g. Location 7. Financial 3. Making specific process that long-range device Evaluation
h. Building facility Standards assignments for plans for the orderly 7. Top Management
i. Equipments 8. Leadership specific programs maintenance and 1. Summary of Evaluation
j. IT Infrastructure 9. Contracts and projects improvement of The Food accounting,
k. Fixed Assets Empires assets and investment, fixed
productivity. This document assets, financial
3. Specific Plans is intended as a planning and capital
*See major goals tool and is structured to improvements.
l. Hiring present a meaningful 2. Description of
m. Expansion perspective the businesses accounting,
n. Profitability long-range capital marketing and
improvement goals. financial system
3. Goals and
objectives of each
department
4. Performance
measures, line
item budgets and
SAMPLE INTERNAL ASSESSMENT TABLE (The Food Empire)
PROGRAM PROGRAM PROGRAM
COMPONENT STRENGTHS WEAKNESSES
Program Management Fully Staffed Team; Limited promotional
and Staffing Highly Trained Team development for staff;
Members; Team Work,
Cooperation, Efficient
Supervision

Program Planning and Newly revamped IT and Lack of staff skills in


Monitoring Financial System; collecting research
Product and Technical information on market,
Assistance; Efficient product, consumers and
Marketing Strategies competitions

Partnerships Expanded Capital, Diversified and Complex


Market Diversification, Planning; Complicated
Strategy in 4Ps of Staffing and Decision
Marketing Making
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT SCALE OF OUTCOME
TOOL (3 = High)
Accessibility to decision-making 1. Timing and focus of 1. Number of opportunities for 1. No engagement; decision imposed
process engagement stakeholders to engage in without stakeholder input
2. Influence on early planning, to include 2. 2. Alternatives identified and
decisions/processes issue presented for stakeholder feedback
3. Access to decision maker 2. Number of jointly identified 3. 3. Issues and alternatives jointly
alternatives/solutions identified, discussed, debated;
discussed and adopted mutually beneficial solution adopted

Clear understanding of stakeholder 1.Comprehensive stakeholder 1. Key stakeholders identified and 1. No stakeholder assessment done; no
interests and concerns assessment completed interviewed involvement/engagement with
2. Assessment results analyzed 2. Analysis completed to identify stakeholders
and categorized and categorize interests and 2. Minimum requirements met; limited
3. Strategic stakeholder concerns interviews; standard methods and
involvement plan developed and 3. Methods and approaches in approaches; plan not tailored to
implemented strategic stakeholder specific stakeholder interests and
4.Changing/emerging interests involvement plan reflect needs; little flexibility to modify for
and concerns identified and plan stakeholder needs, as emerging/changing situations
modified, as needed identified in interviews 3. Maximum number of interviews to
4. Plan contains methods for ensure identification of all interests;
continually assessing methods and approaches reflect
stakeholder interests and specific needs identified; plan is
flexibility for changes, as flexible to incorporate changes, as
needed needed
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OUTCOME (3=High)

Diversity of views represented 1. Diversity of views represented 1. Number and types of 1. Participants represent less than
2. Engagement opportunities are participants 50% of interests; public
convenient for all participants 2. Types and locations of meeting/hearing formats only;
meetings/discussions meetings are inaccessible
and/or conducted at
inconvenient times
2. Participants represent 50-75%
of interests; meeting formats
foster discussion, are
accessible, and held at
convenient times
3. Participants represent 100% of
interests; meeting formats are
open, flexible, and based on
participant needs; discussions
are open and provide
opportunities for civil debate
and joint problem-solving
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Integration of interests and 1. Participant interests identified 1. Number and types of interests 1. Interests neither sought nor
concerns and integrated into issue included in issue definition identified; issue defined
identification; common 2. Number and types of without input; no adjustments
interests identified alternatives reflecting common or reprioritizations based on
2. Participant interests integrated interests participant interests/concerns
into alternative solutions 3. Number and types of changed 2. Interests of some participants
3. Participant interests result in actions, adjustments, and/or identified and integrated into
changed actions, reprioritizations, based on issue definition; alternatives
reprioritization, adjustments participant interests, reflect some, but not all
throughout the project throughout the project and interests; few or only
integrated into final decisions established process
adjustments
3. All participant interests
identified and integrated into
issue definition; alternatives
reflect common interests of all
participants; process
continually assessed and
adjustments made throughout
the project
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Information exchange 1. Documents from all 1. Routine evaluations to gather 1. Written materials are highly
participants are readily feedback from participants on technical and available to only
available, clearly written, availability, clarity, and a minority of participants; only
understood, and translated understandability of written large, required public meetings
when necessary materials are conducted
2. Meetings are conducted in a 2. Routine evaluations to gather 2. Somewhat filtered information
manner and format conducive feedback from participants on is provided at regular, but
to open dialogue and free openness of meetings and infrequent intervals and only at
exchange of ideas and ability to enter into discussion key points in the process;
viewpoints on various ideas and public meetings and limited
3. Innovative approaches are viewpoints participation workgroups are
utilized to share ideas and 3. Types of approaches used; convened
reach mutually acceptable types of issues discussed; 3. Written materials are clear,
solutions to complex issues solutions identified; routine readily available, with flexible
evaluation to gather feedback formats to meet needs of all
from participants on participants; multiple
effectiveness of approach and opportunities open to all for
satisfaction with identified information exchange, to
solutions include meetings, workshops,
issue-specific workgroups,
presentations, and additional
innovative approaches
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Project efficiency 1. Engagement and partnering 1. Ratio of actual to projected 1. Public controversy and/or
are realistically integrated into costs of overall project litigation results in extended
overall project planning and 2. Percentage of deadlines met time and/or additional cost to
budgeting 3. Number of decisions complete
2. Projects are completed on time readdressed due to lack of 2. Project implemented on
and on budget, with support schedule, on budget
engagement and partnering 3. Project implemented in less
integral to the decision making than anticipated time and/or at
process less cost due to leveraging
3. Partnerships leverage resources with partners
resources and result in general resulting in general
support for outcomes acceptance of solutions
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Decision acceptability 1. Engagement and partnering 1. Number of project delays due 1. Negative participant response;
relationships are established at to public protest/controversy decision is rejected due to
the issue-identification stage 2. Documentation of regulatory public controversy
and routinely utilized approval 2. Responses mixed; project given
throughout the project 3. Documentation that jointly low priority due to public
2. Alternatives are jointly identified implementation goals controversy
identified, discussed, and are met; funding provided 3. Response from majority of
debated participants is positive;
3. Decisions reflect the goals and decisions are routinely
interests of all participants implemented with general
support
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Mutual learning/respect 1. Participants can clearly 1. Number and types of 1. Participants defend individual
articulate other participants concessions/compromises positions; not willing to
positions made throughout the project compromise, remain polarized;
2. Participants with diverse 2. Documentation of routine participants dont talk to each
viewpoints engage in civil contact among participants other and/or routinely make
dialogue and debate on issues 3. Meeting/engagement negative/derogatory remarks
3. Participants are willing to summaries indicating civil and 2. Participants understand others
engage in joint problem- productive dialogue among positions, but do not fully
solving, compromising to reach participants embrace the process;
mutually acceptable solutions compromise is limited or one-
sided; participants are civil to
one another, with occasional
flare-ups
3. Participants are willing to
engage in joint problem solving
to reach solutions beneficial to
all; free flow of communication
among participants, with
positive and constructive
exchange; improvements to
process due to enhanced
understanding and acceptance
of opinions and interests among
participants
STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
Cost avoidance, direct and indirect 1. Engagement and partnering are 1. Number of times inadequately 1. Ratio of actual to anticipated
adequately integrated into planned engagement and cost/process time greater than
project partnering activities result in 10; participants regret
2. SMEs have realistic workloads to project delays; documented participating
ensure facilitation of quality feedback from participants on 2. Ratio of actual to anticipated
engagement and partnering value of participation cost/process time greater than 2;
3. Informational material 2. Number of projects in SME participants ambivalent about
production time and cost workloads participating
requirements are understood and 3. Amount of cost/time overruns 3. Ratio of actual to anticipated
planned for due to unrealistic expectations of cost/process time = 1;
informational material production participants enthusiastic and see
requirements value in participating
Recommendations:
ASPECT OF FOCUS Strategy to be implemented
1. Develop payment agreements with your To minimize collection costs and uncollectible accounts. It
customers (PROFITABILITY) doesn't matter how much you sell if you don't collect. The goal is
to have a proactive agreement so that payment terms are very
clear and you collect the money owed to you in a timely manner.

2. Expand Distribution Channels Perform a careful study of the effects of using online selling,
(EXPANSION) direct mail, wholesalers, retailers, distributors and outside sales
reps to project how each method can affect your sales volumes,
profit margins and total profits.

3. IT System Infrastructure and Real time data collection, large scale analytics, speed market,
Development (TECHNOLOGY) employees productivity
4. Labor/People Empowerment (HUMAN Internally supplied management training; employee skills
RESOURCES) enhancement; recruitment and selection; compensation and
benefits; hiring and firing policies

5. Competition/Market Saturation (MARKET Diversify products; follow rules and regulations; market research
PRESENCE) identifying competition; knowing clients; relationship with
suppliers; adjusting business strategies