The idea for the Post-Graduate Certificate in Career Management Strategy (CCMS) initially came from the Academy of Business Strategy’s human resource related commercial client programmes. These were performance-related programmes that implemented processes which enabled client organizations to be more proactive about the way in which they planned, developed, implemented and managed human resource strategy with a view towards improving the return on human resource capital employed. The way in which these human resource processes achieved their goals was to enable key employees to see their own personal career development objectives as being synonymous with their employer’s corporate objectives. The result was improved performance for the client organization and improved promotion prospects for the employee. But there was another benefit which we did not anticipate. The employees in question became more proactive about the way in which they managed their own careers within the organization that they worked for. Consequently the client benefited because they tended to retain key staff for longer periods of time, more senior appointment opportunities were presented to those employees who were involved and the employees themselves were able to exceed their own career expectations. The critical success factor here was the fact that we were effectively empowering employees to obtain more control over the development and management of their own careers and many of the employees involved felt that this should subsequently constitute a separate post-graduate programme in its own right because the consequential benefit was so life-changing. So it was that the Post-Graduate Certificate and the corresponding Diploma in Career Management Strategy were born. The Certificate focuses upon career planning and development, the corresponding Diploma focuses upon career implementation and management. Only students who have graduated with the Certificate are eligible to apply to enrol upon the Diploma. As we started to focus upon the new core objective of enabling employees to be more proactive about the way in which they planned, developed, implemented and managed their own careers, without really considering the potential benefits this would have within the organizations that these employees worked for, the power of this particular programme started to emerge. The perceived disadvantage with many client programmes is that it is the organization that purchases the programme and the consequential training and processes that are implemented can be perceived as being inflicted upon the unsuspecting employees who see themselves as having no say in the matter and an already busy workload. This all changes of course once they begin to realize the personal benefits of being involved. However, the benefit of targeting the (CCMS) and (DCMS) at individuals rather than the organizations they work for, is that the individual decides for themselves to enrol upon the programme for personal career development reasons and thus the ownership and commitment from individuals is increased substantially because all of the service benefits are personal to them, regardless of the organization they work for and whether they decide to change employers during the programme. After undertaking our own research it surprised s just how few people actually had a personal career strategy plan and of those that had one very few were proactive or consistent in the way they were implementing it. The potential competitive advantage that (CCMS) and (DCMS) graduates would clearly have over their peers and work colleagues would subsequently be huge. The (CCMS) programme was established by the Academy of Business Strategy 14 years ago and it has a long established history of success. The programme itself has an 86 per cent graduation success rate and this has been sustained since the programme was first established. Interestingly enough the more income students were earning before they enrolled upon the programme, the higher their increase in annual income was after graduation. The theory behind this is the fact that those on lower salaries tend to need to allow more time to implement their new career development plans which is a reasonable assumption.
A manufacturer has to spend a substantial amount in transporting goods from one place to another. And it is difficult to transport heavy goods. So manufacturers follow different geographical pricing policies. These are four different strategies for geographical pricing:
(1)Free-on-Board Factory Pricing (F.O.B): In this strategy, seller bears the cost of goods till they are loaded in the carrier as referred by the buyer. After that, buyer has to bear the freight charges. Seller charges the from the buyer.
E.g. If the selling Price is Rs. 200 and is Rs. 50, seller will charge Rs. 250 from the buyer.
Advantage: Equitable allocation of freight charges.
Disadvantage: For a distant customer will rise the price and they can switch to competitor located nearby.
(2)Uniform Delivery Pricing: This method is also known as postage stamp method. In this method all the customers are charged same price irrespective of the location. Average of total and sale price is used to determine the uniform price.
The selling price is Rs. 200
CASE I: is 25
CASE II: is 50
CASE III: is 75.
Selling price will be uniform in all the three cases.
Easy to understand and calculate.
Serve all customers equally.
Maintain a uniform price.
Local customers may prefer F.O.B. Pricing method.
(3)Zone Pricing: In this method, a boundary is drawn in concentric circles keeping the warehouse in the centre. Market is divided into different number of areas/zones and each zone has certain set price. Boundaries can be drawn in any shape. The entire customer falling less than one zone are charged same price. Average is used to determine the zone price.
Easy to calculate
Fair method of charging
Maintain advertised price for every zone
Border customer may suffer
Distant customers can switch to competitors
(4)Freight Absorption Pricing: In this method, seller bears the freight charges and charges only the sale price from the customer. is not added in the sale price. Seller does this to attract more buyers and grab a competitive advantage by penetration. Seller often charges high fixed selling prices that compensate him the . So he can use this strategy in three cases:
1.When he fixes high selling prices that can earn him profit even after bearing
2.He wants a competitive advantage.
3. He wants to dominate the market.
Differentiate between market skimming pricing strategy and penetration pricing strategy.
Skimming Policy: Product is introduced at high price and reduced later gradually.
Inelastic demand of product.
Less competition in the market.
Penetration Policy: Product is introduced at low prices.
Charging low price leads to consumer surplus.
It is used when R and D and marketing costs are low.
I just finished the videos series on Goal Setting by Bill Bartmann (Billionair Entrepreneur). I have just two words INSPIRATIONAL and AMAZING!!! Mr. Bartmann presented a straightforward 10-Step Process to Set Goals that I wanted to share with you. Goals are essential for any area in your life, whether you have personal goals, health goals, economic goals, career goals, company goals, and more. If you have not yet identified your targets or goals, you need to do so. If you dont, how do you know what you are trying to achieve AND more importantly, how do you measure your results???
So, here it is COPY THIS and more importantly, USE IT!
Step #1 Be sure it is YOUR own goal.
This is the most important phase. What is it that YOU want to achieve? This is about YOU!!
Step #2 Do not call it a goal; call it a PROMISE.
When you have set goals in the past, have you achieved them? Let’s not get caught up in the word “goal”… time for a change!. Think about this how often do you keep your PROMISES? According to a study by Harvard, people keep their PROMISES 98% of the time!!! (versus attaining goals goals are not achieve 70% of the time!!!).
Step #3 Clearly name your PROMISE.
What are you specifically trying to accomplish and achieve? How triumphant do you want to be? How can this be measured? BE SPECIFIC. For example, I will be making $20,000 a week by December 31, 2010.. This is precise and calculable.
Step #4 Use the tools around you.
There are both positive and negative motivators around you. Use them!
Positive motivators are the people that you love and care for. Attain your PROMISE for them (and you)!
Negative motivators are those telling you that you CANT succeed in your business or you are crazy for trying to do so. Mr. Bartmann suggests writing the names of these people down on a 3×5 card and keep these cards in front of you, at your desk, in your purse, etc. This can be a daily motivational tool for your success.
Step #5 Develop a PROMISE PLAN.
By creating a BLUEPRINT, you will be well on your way to success. This is your business strategy and there are 6 critical pieces that will create this plan:
– WHAT are you going to do?
– WHEN will you achieve this?
– WHERE would you be when this is achieved? On a magazine cover??
– WHY do you want to do this? Is this for YOU? Or is this to show someone you can do it??
– WHO do you need in your life? Who will help?
– HOW can I execute the plan?
The HOW question is the most important but is the most difficult, as well. You cant know HOW right now. Things are going to change and the HOW may change. Keep a focus on WHAT and WHY and the HOW will evolve.
Step #6 Evaluate your PLAN and your PROMISE daily.
Bill Bartmann states to assess your PLAN and PROMISE 20 minutes per day. 20 minutes daily????? (are you serious) Honestly think about this.. Instead of watching TV for 20 minutes, review your PLAN and PROMISE. By evaluating your PLAN and your PROMISE repeatedly and consistently, you will realize how significant this is AND this will help to create original and creative ideas.
Step #7 Tell yourself you will succeed.
Your success is a derivative of your belief. Start listening to yourself; this is the only voice you should be listening to. Stop sending negative affirmations.
Step #8 Communicate your PROMISE to everyone.
There is nothing like being held liable Announce your PROMISE and let the positive and negative motivators to move you to accomplish your PROMISE. Make your PROMISE known. How is this for motivation?
Step #9 Imagine your outcome.
You have to see your success. You have to imagine your success. Quite often, we think of Bill Bartmann shared a story about Michael Jordan visualizing a free throw before he even shot the ball. To prove his point during a game, Michael Jordan shot a free throw with his eyes closed! He envisioned making the basket before it was even shot.
Step #10 START!!!
Guess what? This is the MOST IMPORTANT STEP! If you never start, you will never succeed and why even complete the previous 9 steps? You will make mistakes thats okay. Understand your mistakes and move on!
Here is to all your success!
June, 10, 2014 : Company Profiles and Conferences presents a Company Report on “Moxa Inc. – Strategic SWOT Analysis Review”, whoprovides a comprehensive insight into the companys history, corporate strategy, business structure and operations.
Moxa Inc. – Strategic SWOT Analysis Review provides a comprehensive insight into the companys history, corporate strategy, business structure and operations. The report contains a detailed SWOT analysis, information on the companys key employees, key competitors and major products and services.
This up-to-the-minute company report will help you to formulate strategies to drive your business by enabling you to understand your partners, customers and competitors better.
– Business description A detailed description of the companys operations and business divisions.
– Corporate strategy GlobalDatas summarization of the companys business strategy.
– SWOT analysis A detailed analysis of the companys strengths, weakness, opportunities and threats.
– Company history Progression of key events associated with the company.
– Major products and services A list of major products, services and brands of the company.
– Key competitors A list of key competitors to the company.
– Key employees A list of the key executives of the company.
– Executive biographies A brief summary of the executives employment history.
– Key operational heads A list of personnel heading key departments/functions.
– Important locations and subsidiaries A list of key locations and subsidiaries of the company, including contact details.
Moxa Inc. (Moxa) is a provider of industrial networking products. The company designs, manufactures, and provides device networking products to system integrators and value-added resellers worldwide. Products and solution offered by the company include industrial ethernet solutions, industrial computing, serial connectivity, IP surveillance, and remote automation. The company’s products find application in railway, intelligent transportation system, smart grid, oil and gas, maritime, utilities, medical and healthcare, process automation, monitoring and control systems and others. It is an ISO 9001:2000 and ISO 14001 certified company.
Reasons to Buy
– Gain key insights into the company for academic or business research purposes. Key elements such as SWOT analysis and corporate strategy are incorporated in the profile to assist your academic or business research needs.
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In order to write an effective business plan, you will need to start by covering the basics. State clearly on a cover sheet the name of your business, the address of the business and the principles that govern the business. These elements, however, are only part of what you need to include in your business plan. There are a few more essential elements to include in your business plan.
The executive summary is the abstract of your business plan. It is summarises all the information you give in the body of the plan and serves to introduce potential investors to your company. Mention your company background, mission statement, goals, management overview, capital requirements, market opportunity and competitors in no more than three or four pages. Make sure your executive summary is persuasive enough to convince investors about the viability and potential of the business.
The business overview provides more details about your business and why the business was formed. It expounds on your business mission, strategy, model and existing strategic relationships. Clearly explain how your business was formed, the costs associated with running the business, legal structures of the business and any intellectual property you may own. You may also cover issues relating to administration, management, accounting and security in this section of your plan.
The business offering section details why you are in business and what you are selling. State whether you are selling products or services. If you are selling products, shed more light on whether you are the manufacturer, retailer or distributor. Talk about your manufacturing process, inventory processes and availability of materials, if you are the product manufacture. If your business offers services, describe those services in detail. Also, provide information on product or service lines you expect to venture into in future.
Implementation and Strategy
This section provides details of your business strategies. It highlights your sales forecast, products or services launch dates and expected customer or web visitors statistics. Investors will be keen to read through this section to learn about your dates and deadlines. Lay out these details in a table called Milestones for easier information consumption.
Marketing Plan and Analysis
Detail your marketing plans in this section. Provide information about your market analysis, customer service, sales and public relations. Showcase your business vision and highlight the key points that will make your business successful. Validate your points with market research and customer and or industry trends. If you are a smaller entrepreneurial company and lack capacity to conduct in depth market research, validate your points with testimonials from existing customers.
Explain the backgrounds of the managers and executives in your business in this section. This is important because investors will be interested in evaluating the risks associated with your business before they invest. Generally, the experience of management teams significantly affects business risks. The more experienced the management team, the lower the risk involved.
Finally, provide a clear quantitative interpretation and projection of all the information you included in the different sections of your plan. This information should ideally come after all the other sections. Include your cash flow statement for the coming two to three years, balance sheet and projected profit and loss statements in your financial projections.
Remember, a good business plan is never completely finished. Review, revise and build upon your plan from time to time to keep it accurate and up to date.