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Role of Managers in Company 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. - PowerPoint PPT Presentation
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Role of Managers in Company Management
Karel Havlíček 2012
Ing. Karel Havlicek, PhD., MBA
DeanFaculty of Economic Studies
VSFS
www.vsfs.cz
DeanFaculty of Economic Studies
VSFS
www.vsfs.cz
PresidentAMSP
www.amsp.cz
PresidentAMSP
www.amsp.cz
General Manager SINDAT
www.sindat.cz
General Manager SINDAT
www.sindat.cz
Changes
New economicsuperpowers
New economicsuperpowers
NO politicalbarriers
NO politicalbarriers
Business tourismdevelopement
Business tourismdevelopement
IS/ITdevelopement
IS/ITdevelopement
Newchallenges
Newchallenges
NewthreatsNew
threats
Adaptation management activities
Adaptation management activities
InternalprocessesInternal
processesExternal
processesExternal
processes
EU - Environment
Strengths Stable environment Technological facilities Tradition of business conduct High level of education
Strengths Stable environment Technological facilities Tradition of business conduct High level of education
Weaknesses
EU=social and expensive state Different territories Low level of mobility of labour
Weaknesses
EU=social and expensive state Different territories Low level of mobility of labour
Opportunities New world-wide territories:
trade and investment Brand products and applications Open resources of workforce
Opportunities New world-wide territories:
trade and investment Brand products and applications Open resources of workforce
Threats
New competitors Steady rise of costs High level of bureaucracy
Threats
New competitors Steady rise of costs High level of bureaucracy
Internal & External Factors
PEOPLEHR managementPEOPLE
HR management
IDEASInnovation management
IDEASInnovation management
MARKETSMarketing managementMARKETS
Marketing management
AVAILABILITYInfrastructure
AVAILABILITYInfrastructure
MONEYFinancing
MONEYFinancing
PLAYGROUNDInstitutional environmentPLAYGROUND
Institutional environment
Role of management in hypercompetitive environment
knowledgeknowledge experienceexperience recognitionrecognition
Practicalmanagement
Practicalmanagement
KnowledgemanagementKnowledge
managementRelationshipsmanagementRelationshipsmanagement
Owners & Corporate & Management strategy
Objectives , goals of companyCorporate /business/ strategy
Objectives , goals of companyCorporate /business/ strategy
Objectives, goals of managementManagement strategy
Objectives, goals of managementManagement strategy
Objectives , goals of ownersOwners strategy
Objectives , goals of ownersOwners strategy
Strategic Plan
Strategic analysis
Strategic analysis
VisionMisionVisionMision
Strategic scenario
Strategic scenario
StrategiccontrollingStrategic
controlling
STEEPPORTERSWOT
STEEPPORTERSWOT
QuantitativeMethods
QuantitativeMethods
Summary of strategic objectives
-Noncommercial
ambitions
Summary of strategic objectives
-Noncommercial
ambitions
How to meet strategic
goals
How to meet strategic
goals
Strategic Changes in Sindat Group
19901990 20002000 20102010
Service
Consulting -Financial services-Engeneering
Service
Consulting -Financial services-Engeneering
Industrial acquisitionsand exports
Textiles -Finalized chemicals Industrial acquisitions
and exports
Textiles -Finalized chemicals
Basic research investments
NanotechnologiesBiomedicine - Cell therapy
Basic research investments
NanotechnologiesBiomedicine - Cell therapy
Turnover: averageAdded Value: highRisk: smallBarriers:no
Turnover: averageAdded Value: highRisk: smallBarriers:no
Turnover: bigAdded Value: smallRisk: greatBarriers: average
Turnover: bigAdded Value: smallRisk: greatBarriers: average
Turnover: smallAd. Value: extremly highRisk: smallBarriers:great
Turnover: smallAd. Value: extremly highRisk: smallBarriers:great
Stategie of Economic Growth of Czech Republic 2005-2013
20052005 20132013
HR DevelopmentHR Development
GDP:68% of EU
average
GDP:68% of EU
average
GDP:100 % of EU
average
GDP:100 % of EU
average
RD, InnovationsRD, Innovations InfrastructureInfrastructureSources of financing
Sources of financing
InstitutionalenvironmentInstitutionalenvironment
Ministry of Industry
Ministry of Industry
Ministry of Education
Ministry of Education
Ministry of Finance
Ministry of Finance
Ministry of ……..
Ministry of ……..
……….……….
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
PEOPLEHuman resources development
PEOPLEHuman resources development
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)
IDEASResearch, development
and innovations
IDEASResearch, development
and innovations
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
AVAILABILITYInfrastructure
AVAILABILITYInfrastructure
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
MONEYSources of financing
MONEYSources of financing
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.
PLAYGROUNDInstitutional environment
PLAYGROUNDInstitutional environment
Management – Controlling model(Planning – Controlling – Risk)
Strategicplanning
Operative planning
Strategiccontrolling
Operativecontrolling
Risk management
P C
Involved persons - Customers & stakeholders
StakeholdersStakeholders
CustomersCustomersGovernmentGovernment
SuppliersSuppliers BuyersBuyersShareholdersShareholders
CreditorsCreditors
Minority groups
Minority groups
EmployeesEmployees
Marketing management
Transaction marketing
Orientation towards single purchaseLimited direct customer contactFocus on product benefitsEmphasis on short-term performanceLimited level of customer serviceGoal of customer satisfactionQuality is the manufacturing resp
Relationship marketing
Orientation towards repeat salesClose, frequent customer contactFocus on value tu customerEmphasis on long-term performanceHigh level of customer serviceGoal of „delighting the custome“Q is the whole organization´s resp
Marketing mix 4Ps & 4Cs
MIX four Ps
ProductPricePlacePromotion
MIX four Cs
Customers needs&wants
Cost to the customersConvenienceCommunication
fourCs
fourCs
fourPs
fourPs
Summary : What is „CRM“ ?
Exchange of marketing mixfour Ps four Cs
Exchange of marketing mixfour Ps four Cs
Exchange of customers customers stakeholders
Exchange of customers customers stakeholders
Exchange of marketingtransaction relationship
Exchange of marketingtransaction relationship
Exchange of quality managementQMS TQM
Exchange of quality managementQMS TQM
Marketing management
Marketingresearch
Marketingresearch
Marketingplaning
Marketingplaning
Marketing research
FARenvironment
analysis
FARenvironment
analysis
sociologicaltechnological
economicenvironmental
political
sociologicaltechnological
economicenvironmental
political
NEARenvironment
analysis
NEARenvironment
analysis
competitorsbuyers
supplierssubstitute products
potential competition
competitorsbuyers
supplierssubstitute products
potential competition
micromicromacromacro
Marketing plan
SWOTanalysisSWOT
analysisObjectivesObjectives StrategiesStrategies ControllingControlling
StrengthsWeaknessesOpportunities
Threats
StrengthsWeaknessesOpportunities
Threats
SpecificMeasurableAchievable
RealisticTime
SpecificMeasurableAchievable
RealisticTime
Product s.Pricing s.
Distribution s.Communication s.
Product s.Pricing s.
Distribution s.Communication s.
Strategic c.Operative c.Strategic c.Operative c.
Marketing strategies
Product strategyProduct strategy
Communicationstrategy
Communicationstrategy
Distribution strategy
Distribution strategy
Pricingstrategy Pricing
strategy
fourCs
fourCs
Product strategy (customers needs & wants)
ProductstrategyProductstrategy
fourCs
fourCs
Life-cyclesmanagementLife-cycles
management
Product rangemanagement
Product rangemanagementBrand&Image
managementBrand&Imagemanagement
Pricing strategy (cost to the customers)
PricingstrategyPricing
strategy
fourCs
fourCs
Calculating aprice
Calculating aprice
PricingexistingProducts
Price cutting-leading-folowing
PricingexistingProducts
Price cutting-leading-folowing
Pricing new
PruductsPrice skimming,
penetrartion pricing
Pricing new
PruductsPrice skimming,
penetrartion pricing
Distribution strategy ( convenience )
Distributionstrategy
Distributionstrategy
fourCs
fourCs
Mix of distribution
channels
Mix of distribution
channels
Channels conflict
managemnet
Channels conflict
managemnet
Internal service
management
Internal service
management
Communication strategy ( communication )
Communicationstrategy
Communicationstrategy
fourCs
fourCs
Externalcommunicationmanagement
Externalcommunicationmanagement
Internalcommunicationmanagement
Internalcommunicationmanagement
Conditions for opening new markets
1. Conquering2. Orderliness3. Conviction4. Competitive advantages5. Patience6. Humility7. Personnel and financial sources
INDIA
Enterpreneurial tradition
Philosophy and mentality
English
High Tech
Enterpreneurial tradition
Philosophy and mentality
English
High Tech
++
Contrasts
Only city
Import barriers
CF -Off shore
Contrasts
Only city
Import barriers
CF -Off shore
--
CHINA
The rate of investment
Growing regions
Consumer hunger
Gradual liberalization
The rate of investment
Growing regions
Consumer hunger
Gradual liberalization
++
English
Patents, Designs
Business immaturity
Local competition
English
Patents, Designs
Business immaturity
Local competition
--
SOUTH KOREA
Jaebol system
Work ethic
Technological level
Level of education
Jaebol system
Work ethic
Technological level
Level of education
++
Jaebol system
Closed economy
High costs
Local competition
Jaebol system
Closed economy
High costs
Local competition
--
JAPAN
Entrepreneurial culture
Innovation and quality
Toughness
Purchasing power
Entrepreneurial culture
Innovation and quality
Toughness
Purchasing power
++
High Costs
Incredulity
Conservativeness
Inscrutability
High Costs
Incredulity
Conservativeness
Inscrutability
--
VIETNAM
Long-term relations
Hard work, humility
Investment development
Privatization
Long-term relations
Hard work, humility
Investment development
Privatization
++
Corruption
Non-system approach
Technological facilities
Local and Chinese
competition
Corruption
Non-system approach
Technological facilities
Local and Chinese
competition
--
RUSSIA
Close mentality
Traditional relations
Technical capacity
Potential financial
Close mentality
Traditional relations
Technical capacity
Potential financial
++
The Grey Zone
Details - management
Forecasts
The specifics of the purchase / sale
The Grey Zone
Details - management
Forecasts
The specifics of the purchase / sale
--
ISRAEL
Education
The migration effect
Army - The Strategy
Innovation
Education
The migration effect
Army - The Strategy
Innovation
++
War Zone
Muslim barrier
Business aggression
Intransigence
War Zone
Muslim barrier
Business aggression
Intransigence
--
EU
A stable environment
Technological level
Entrepreneurial tradition
Quality-brand-image
A stable environment
Technological level
Entrepreneurial tradition
Quality-brand-image
++
EU = Social and expensive
The difference (culture, language ..)
Competitive environment
Labor migration
EU = Social and expensive
The difference (culture, language ..)
Competitive environment
Labor migration
--
SOUTH AFRICA
EU-USA-INDIA impact
The rate of growth (Gauteng)
Resources
Climate
EU-USA-INDIA impact
The rate of growth (Gauteng)
Resources
Climate
++
Criminality
Zone area
Politics x Economy
Isolation
Criminality
Zone area
Politics x Economy
Isolation
--
BRASIL
Mix population
Cultural influences
Design, Image
Resources
Mix population
Cultural influences
Design, Image
Resources
++
Contrasts
Criminality
Leftist tendencies
Regional differences
Contrasts
Criminality
Leftist tendencies
Regional differences
--
MEXICO
U.S. influence
Locality
Education
Infrastructure
U.S. influence
Locality
Education
Infrastructure
++
U.S. influence
Criminality
Mañanismus
Corruption
U.S. influence
Criminality
Mañanismus
Corruption
--
USA
Stability and consistency
Openness
Technological equipment
Innovation
Stability and consistency
Openness
Technological equipment
Innovation
++
Competitive Environment
Extreme + / -
Distribution mrktg
A strong legal environment
Competitive Environment
Extreme + / -
Distribution mrktg
A 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 of opportun. uses advantages adapts to the envir. knows no failure
Sales management
Management of sales plans
Management of sales plans
Management of forecats
Management of forecats
Management of receivables
Management of receivables
Management of sales plans
Sales Plan
Sales Plan
ProductGroups
ProductGroups
CustomersegmentsCustomersegmentsTerriotoriesTerriotories
Basis:Products trend
Basis:Products trend
Basis:Demand and distributors
condition
Basis:Demand and distributors
conditionBasis:
Geografical researchBasis:
Geografical research
Management of forecasts
ForecastsForecastsPositive
deviationsPositive
deviations
NegativedeviationsNegative
deviations
Threats:Lack of sources
-Finance-People
-Material-Technology
Threats:Lack of sources
-Finance-People
-Material-Technology
Threats:Drop in Profit and CF
Immediate measures-Cost reduction
-Procurement resources-Involved persons
Threats:Drop in Profit and CF
Immediate measures-Cost reduction
-Procurement resources-Involved persons
Management of receivables
ReceivablesReceivablesClient
searchingClient
searching
Activedeals
ActivedealsPayment
ProblemsPaymentProblems
First client lookNegative sign
CREDIT – MATURITYGuarantees management
First client lookNegative sign
CREDIT – MATURITYGuarantees management
Observation and evaluation:
Changes, problems,other business activities
Observation and evaluation:
Changes, problems,other business activities
Classification overdueRecovery of overdue
Classification overdueRecovery of overdue
1ststage1st
stage
2ndstage2nd
stage
Sales motivation systems
planplan forecastsforecasts receivablesreceivables
ComparisonAVERAGE FORECAST
ComparisonAVERAGE FORECAST
ComparisonPLAN
REALITY
ComparisonPLAN
REALITY
ComparisonRECEIVABLESTURNOVER
ComparisonRECEIVABLESTURNOVER
BASIC SALARYBASIC SALARY
MOTIVATIONAL COMPONENTMOTIVATIONAL COMPONENT
Financial management
Financial Plan
Financial Plan
Profit & lossaccount
Profit & lossaccount
Casf flowstatementCasf flowstatementBalance SheetBalance Sheet
Revenues – costs view Revenues – costs view
Receipt/income
and outlay/expenditure view Receipt/income
and outlay/expenditure view Property - viewProperty - view
Financial management
Investment planningInvestment planning
Net Present Value MethodNet Present Value Method
Future CF or FCFFuture
CF or FCF WACCWACCPresentValue CFPresentValue CF
NPVNPVInvestment
costsInvestment
costs
Innovation management
InnovationInnovationProduct
innovationProduct
innovation
Operationalinnovation
OperationalinnovationManagement
innovationManagement
innovation
Innovation management
ChangesChanges
Innovation processInnovation process
Top managementTop management Innovation ComiteeInnovation Comitee Project teamProject team
IdeasBRSTG
Proposals
IdeasBRSTG
Proposals
Business planRealization
Business planRealization
DecisionControllingDecision
Controlling
Quality management
QualitymodelsQualitymodels
QMSQMS
TQMTQM
StandardsProcedures
Selected groups of employees
StandardsProcedures
Selected groups of employees
Strategy of permanent improvement
PhilosophyAll the employees
Strategy of permanent improvement
PhilosophyAll the employees
Objective:obtain certificat
Objective:obtain certificat
Objective:satisfaction of
customers
Objective:satisfaction of
customers
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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