in your organization in what way(phases) s/w is developed and in what way testing will be conducted?

959

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1. Has modern looking equipment

860

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sap fico masters explain

993

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Types of compatabilities and explain them ?

1212

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It is possible to test 2 query subjects at a time in CRN1.1 & C8 FWM?

1106

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After primary herpetic gingivostomatitis,where will be the herpes virus may remain dormant ?

827

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hi all i have doe cheical engg, but i have to go for iob po interview so can anybody suggest me abt the kind of qns that can be asked.

812

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what do u mean by comparative budget?

657

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how to store the thunder power?

2361

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When Start Service Tax Deducted? How Many Percent is deduct? Service Tax deposited Date in Current 2011.

906

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Give some examples of old LIS and new equivalent LO?

759

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how to handle the senior medical representative?

218

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6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

1539

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the condition type DIFF is not triggered in sales order.in the sales order if 2 line items are there from two different plants.for one material it is showing error but for the other it is working fine.what could be the reason?

1230

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Is it possible to Manipulate data through flexgrid? Explain.

1304

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