Over the past year, how have you kept on top of the multiple activities going on within your area of responsibility?
632Post New Business Management AllOther Questions
How successful were you and how do you know that?
What Do you Mean by Wall Management?
what is know about bcpl
A. Describe how outsourcing works. Why would a firm want to outsource? B. What is role of safety stock in an MRP system?
please give information about Aviation Management course
How did you decide on particular levels of service?
A. Distinguish between the individual and the group decision - making, explaining the advantages and disadvantages of group decision-making. B. Distinguish between individual change and organizational change.
Tell me about a situation where it was important that you established credibility with someone.
explain different types of business memo
why MBA after Bsc(IT) ?
what unique qualities you can add to this role
In order to attract deposits, banks offer various types of products with distinguishing features. As a student of banking law do you observe any challenge/threat from money laundering for banks in this struggle? Discuss
What did you learn?
reqyured sale tax pattern
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?
