#The role of the 5 Ps in creating a sustainable future

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Unlocking Sustainable Development: The 5 Ps of SDGs for a Better Future

In an era of rapid globalization, the concept of sustainable development has gained significant importance. As our world becomes increasingly interconnected, it is crucial to address the pressing challenges facing our planet, such as poverty, inequality, climate change, and environmental degradation. The United Nations' Sustainable Development Goals (SDGs) offer a comprehensive framework that outlines the actions needed to tackle these complex issues and create a sustainable future for all.

The SDGs comprise 17 interconnected goals, each addressing a specific aspect of sustainable development. These goals encompass a wide range of social, economic, and environmental issues, including poverty eradication, quality education, gender equality, clean energy, responsible consumption, climate action, and sustainable cities, among others. To effectively achieve these goals, it is essential to embrace and implement the 5 Ps of SDGs: People, Planet, Prosperity, Peace, and Partnerships.

The 5 Ps of SDGs - People, Planet, Prosperity, Peace, and Partnerships - serve as a holistic approach to sustainable development. To create a brighter future for all, we must understand the interconnections between these elements and take concerted action. Achieving the SDGs requires the collective effort of governments, businesses, civil society, and individuals worldwide. Each person has a role to play in promoting sustainable practices, advocating for change, and holding decision-makers accountable. By embracing the 5 Ps of SDGs, we can pave the way for a sustainable future where humanity and the planet thrive in harmony.

People: Placing Humanity at the Center

The first P of SDGs is People. It emphasizes the importance of eradicating poverty, promoting education, ensuring gender equality, and improving healthcare and well-being. By investing in people, we can empower communities, reduce inequalities, and create a foundation for sustainable development. Education plays a pivotal role in this regard, as it equips individuals with the necessary skills to thrive in a rapidly changing world. Moreover, promoting gender equality and empowering women not only enhances social justice but also leads to economic growth and environmental sustainability.

Planet: Preserving Our Natural Resources

The second P of SDGs is Planet, highlighting the urgent need to protect and restore our environment. Climate change, deforestation, pollution, and resource depletion pose significant threats to our planet's well-being. To achieve sustainability, we must adopt sustainable practices and reduce our ecological footprint. Transitioning to renewable energy sources, conserving water, promoting sustainable agriculture, and protecting biodiversity are essential steps towards mitigating the impacts of climate change and safeguarding the planet for future generations.

Prosperity: Ensuring Inclusive Economic Growth

The third P of SDGs is Prosperity, which focuses on fostering inclusive economic growth and decent work for all. Sustainable economic development is crucial for poverty eradication and reducing inequality. Creating job opportunities, promoting entrepreneurship, and fostering innovation are key drivers of prosperity. By ensuring fair trade, investing in infrastructure, and promoting sustainable industrialization, we can achieve economic growth that benefits all segments of society, leaving no one behind.

Peace: Cultivating a Culture of Peace and Justice

The fourth P of SDGs is Peace. Sustainable development cannot be achieved without peace, justice, and strong institutions. Conflicts, corruption, and weak governance systems hinder progress and undermine social cohesion. It is imperative to promote peaceful and inclusive societies, provide access to justice, and strengthen institutions at all levels. Investing in conflict prevention, promoting the rule of law, and safeguarding human rights are integral to building a sustainable future where everyone can thrive.

Partnerships: Collaborating for Collective Impact

The fifth and final P of SDGs is Partnerships. Achieving the SDGs requires collaboration among governments, businesses, civil society organizations, and individuals. Partnerships facilitate knowledge sharing, resource mobilization, and collective action. Through effective partnerships, we can leverage the strengths and expertise of different stakeholders to address complex challenges. Public-private partnerships, cross-sector collaborations, and international cooperation are vital for driving transformative change and achieving sustainable development goals.

Conclusion

Achieving the SDGs requires the collective effort of governments, businesses, civil society, and individuals worldwide. Each person has a role to play in promoting sustainable practices, advocating for change, and holding decision-makers accountable. Individuals can contribute by making conscious choices in their daily lives, such as adopting sustainable consumption patterns, reducing waste, and supporting businesses that prioritize sustainability. Civil society organizations can drive awareness, mobilize communities, and hold governments and businesses accountable for their actions. Businesses can integrate sustainability into their operations, supply chains, and products, while also fostering innovation for sustainable solutions. Governments play a vital role in creating and implementing policies, regulations, and frameworks that enable sustainable development. International cooperation and partnerships are essential for sharing knowledge, mobilizing resources, and fostering collective action.

In conclusion, by embracing the 5 Ps of SDGs - People, Planet, Prosperity, Peace, and Partnerships - we can work together to unlock a brighter future for humanity and the planet. Sustainable development requires an integrated approach that addresses social, economic, and environmental dimensions. It calls for the collective effort of governments, businesses, civil society, and individuals at all levels. By addressing these interconnected areas and collaborating effectively, we can pave the way for a more sustainable, equitable, and prosperous world where all people can thrive in harmony with nature. Let us unite in our commitment to the SDGs and take action to create a better future for generations to come.

Transforming a City: A Case Study on Implementing the 5 Ps of SDGs

Introduction:

The 5 Ps of SDGs - People, Planet, Prosperity, Peace, and Partnerships - provide a holistic framework for achieving sustainable development. To understand the practical application of these principles, let's explore a real-life case study of a city that successfully implemented the 5 Ps to transform itself into a sustainable and thriving urban center.

Case Study: City X

City X, a medium-sized urban area, faced numerous challenges such as rapid urbanization, inadequate infrastructure, high pollution levels, and rising inequality. Recognizing the need for sustainable development, the city government embarked on a comprehensive plan that integrated the 5 Ps of SDGs into their policies and initiatives.

People: Placing Humanity at the Center

City X focused on improving the quality of life for its residents. The government implemented programs to eradicate poverty, enhance access to quality education and healthcare, and promote gender equality. They established community centers that provided vocational training and support services for marginalized populations, empowering them to become active contributors to the city's development.

Planet: Preserving Natural Resources

To address environmental challenges, City X adopted sustainable practices to reduce its carbon footprint. The city invested in renewable energy sources, such as solar and wind power, and implemented energy-efficient initiatives in public buildings. They also launched waste management programs, promoting recycling and composting, while reducing landfill waste. Green spaces were created, and efforts were made to protect and restore local ecosystems, ensuring a greener and healthier environment for residents.

Prosperity: Ensuring Inclusive Economic Growth

City X aimed to foster inclusive economic growth by attracting investments and supporting local businesses. The government worked closely with entrepreneurs and provided resources and mentorship to encourage the establishment of sustainable and socially responsible enterprises. Job creation initiatives focused on sectors such as clean energy, technology, and sustainable tourism, offering employment opportunities for both skilled and unskilled workers.

Peace: Cultivating a Culture of Peace and Justice

City X recognized the importance of peace, justice, and strong institutions for sustainable development. The government prioritized community policing, promoting trust and collaboration between law enforcement agencies and residents. They also invested in social programs that focused on conflict resolution, addressing issues such as discrimination, violence, and social exclusion. By strengthening institutions and promoting a culture of peace, City X aimed to create a safe and harmonious community.

Partnerships: Collaborating for Collective Impact

City X understood that achieving the SDGs required partnerships and collaboration among various stakeholders. The government actively engaged with local businesses, civil society organizations, educational institutions, and community groups. Together, they developed innovative solutions, shared resources, and leveraged expertise to address the city's challenges. Public-private partnerships were forged to fund sustainable infrastructure projects and implement community-driven initiatives.

Results and Impact:

The implementation of the 5 Ps of SDGs in City X yielded significant results. The city experienced a remarkable transformation, becoming a model for sustainable urban development. The initiatives led to a decrease in poverty rates, improved access to quality education and healthcare, and reduced gender inequalities. Environmental indicators, such as air and water quality, improved due to the adoption of sustainable practices. The city's economy thrived with the creation of green jobs, increased investment, and a more inclusive business environment. Social cohesion improved as trust and collaboration among diverse communities increased, contributing to a safer and more harmonious city.

Furthermore, City X's success attracted international attention, leading to knowledge-sharing partnerships with other cities facing similar challenges. The case study of City X became a source of inspiration and learning for other urban areas striving to achieve sustainable development.

Conclusion:

The case study of City X illustrates the transformative power of implementing the 5 Ps of SDGs in a real-world context. By prioritizing People, Planet, Prosperity, Peace, and Partnerships, the city government successfully addressed social, economic, and environmental challenges. Through their integrated approach, they created a sustainable and thriving urban center that prioritized the well-being of its residents, protected the environment, and fostered inclusive economic growth. This case study serves as a valuable example of how the 5 Ps of SDGs can be effectively applied to achieve sustainable development and inspire positive change in cities worldwide.

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God is Love

Have you ever heard that God is love?

1 John 4:8 tells us that God is love. I often hear that God is love. My problem with that statement is that it uses two of the most difficult words to define, to define each other. Here is what I mean, people hold a wide range of ideas connected with the word “God” and the same is true of the word “love” so I can say God is love and people can have all kinds of ideas of what that statement means. I am not saying the statement is incorrect. I am just saying that we need some context in order to better appreciate the truths expressed by that statement.

Personally, I find that the cross really helps clarify what God is like. I believe that many of the key characteristics of God come to light when we better understand Jesus’ death on the cross.

The Cross

Though the story of the death and resurrection of Jesus may be familiar to many, I would like to take a moment to re-tell it here. But I wish to do it by stepping back and seeing how it fits in the great scheme of life the universe and everything.

The death of Jesus on the cross can be really hard to understand. Some think that God was angry at us and wanted to destroy us all but Jesus stepped in and saved us.

Some think the whole thing was a ploy, a cunning plan, to show us God’s love and make us love and worship Him.

Some think that God had a plan in place, but it was not a very good plan, so He sent Jesus to update it and now we can experience salvation 2.0 Grace Edition.

The Plan of Salvation

I would like to propose to you that the death of Jesus plays a crucial role in God’s plan of salvation and that it was meant to be from the very beginning (1 Peter 1:20, Revelation 13:8). I do not mean that God meant for us to fall, but rather that the plan was in place even before we fell. The Bible teaches that there is only one plan of salvation, and Jesus is the only way (Acts 4:12; John 14:6).

If we want to have a better understanding of God’s plan of salvation we need to go all the way back to the beginning.

Creation - A Perfect World

Our Story begins with God, and He is creating everything through His Word. Genesis describes God speaking and the Spirit of God hovering over the face of the waters (Genesis 1:20). John 1 identifies the Word of God as Jesus. So effectively, we have the trinity involved in the creation of life on our planet. God creates and organizes, and by the time He is done everything is very good (Genesis 1:31). Not only did God create our planet as stated in Genesis 1 and 2 and John 1, but Colossians 1:17 also reaffirms that in Jesus all things consist.

Everything that is, is because of Jesus, and can only continue to be in Jesus.

Do you follow the story so far? God created a perfect world. Humans, animals, and plants live in perfect harmony in a physical world. There is nothing wrong with the world at this point.

The Problem - Why So Much Suffering?

Now we run into a problem.

Because if Jesus created and sustains everything that exists and we have pain and suffering and death and all kinds of terrible things, does that mean that Jesus created that as well?

We would say no! As Bible students, we claim these terrible things are the results of sin, the result of rebellion against God.

The next question then becomes where did sin originate?

Which is a great question.

“How you are fallen from heaven,  O Lucifer, son of the morning!  How you are cut down to the ground,  You who weakened the nations!  For you have said in your heart:  ‘I will ascend into heaven,  I will exalt my throne above the stars of God;  I will also sit on the mount of the congregation  On the farthest sides of the north;  I will ascend above the heights of the clouds,  I will be like the Most High.’  Yet you shall be brought down to Sheol,  To the lowest depths of the Pit. — Isaiah 14:12-14 NKJV

Another passage that describes Lucifer is found in Ezekiel 28:12-19 (I don't think the literal king of Tyre was in Eden the garden of God).

So God created a perfect angel called Lucifer and he rebelled against God.

However, sin did not affect the Earth until Adam and Eve sinned in the garden of Eden (Gen. 3:5-6). Adam and Eve essentially chose to trust Satan instead of God.

From this point on Adam and Eve were doomed to die because God said if they ate the forbidden fruit they would die (Gen. 2:17).

A Legal Problem

We can see that sin is a legal problem because its wages is death (Romans 6:23). God had made this clear in the Garden of Eden (Genesis 2:15-17).

A Relational Problem

Sin, however, is also a relational problem because it separates us from God, this is why Adam and Eve hid from God (Gen. 3:8), and now we can no longer face God for our sins hide His face from us (Isa. 59:2).

A Governmental Problem

Finally, sin is also a governmental problem since sin is rebellion against God and His government, against His laws (1 John 3:4), therefore "he who sins is of the devil" (1 John 3:8). Satan wants to be God, he desires for us to break God’s laws and live under his influence.

What about me?

Due to the first two humans sinning we are condemned to die for "in Adam all die" (1Cor. 15:22) because that was the consequence of eating the fruit from the forbidden tree.

Because Adam plunged humanity into rebellion against God and His government, we are predisposed to disobey God's laws from birth (Ps. 51:5). This is why we face the struggle mentioned in Romans 7:21-25. Though we are not born guilty of sin, we are born with a tendency to sin, that is to disobey God rather than obey Him.

Part 3. The Solution - Jesus is The Solution!

Thankfully, God has a solution for this problem, Jesus is the solution.

In the same way that all of humanity is doomed to die in Adam, in Jesus we can all be saved (1Cor. 15:21-22). Not meaning that we were physically or spiritually inside of Jesus, but rather that He paid the wages of sin, He died for us, that is, in our place.

God has to punish sin in order to save His government. Sending Jesus to die for us is how God chose to save us without encouraging more rebellion. Jesus is the Lamb of God who takes away the sin of the world (John 1:29).

Why not just change the law?

For God to change His law, would mean that Satan was right and God’s law was problematic, God’s leadership was flawed and therefore someone might be a better leader. But with the death of Jesus on the cross, God both upheld His law (it remains perfect), and God still found a way to save all who wish to be saved.

In order to understand how salvation works, we must understand the Sanctuary.

The Sanctuary

The sinner comes voluntarily to the sanctuary, confesses his sins while laying his hands on the head of the lamb transferring (symbolically) his sins to the innocent lamb (or sacrificial animal, bull, goat...) (Lev 4:4,24).

Thus the sinner is separated from the sin, an exchange is made, and the lamb is sacrificed fulfilling the penalty for sin. The sacrificial substitute must die in the sinner's place, then the sinner must depend on the priest who represents the sinner, to complete the process (Lev.4-5).

We are the sinners, and Christ is the Lamb, who died for our sins, and the Priest who makes the atonement (Heb.4:15; 7; 9:7,15), thus the law is fulfilled.

Even though the price was paid for sin and the legal part has been taken care of, we need to have faith in order to be saved (Eph.2:8).

Faith

According to John 3:16, whosoever believes (has faith) in Him will not perish but have everlasting life. However, it is not just any faith, we must have faith in God (Mark 11:22), and a faith that works outwardly (James 2:14-17). We must have a practical faith that does what God wills despite our feelings or thoughts (Heb.11).

Making it Practical

This is the subjective part, this is what affects our personal lives, we must practice righteousness (1 John 3:7, 1 Tim 6:11-12), salvation is a real experience.

Part 4. The Culmination - The Second Coming of Jesus

“Let not your heart be troubled; you believe in God, believe also in Me. In My Father’s house are many mansions; if it were not so, I would have told you. I go to prepare a place for you. And if I go and prepare a place for you, I will come again and receive you to Myself; that where I am, there you may be also.

— John 14:1-3 NKJV

We can never forget that there is a future part to salvation when we are taken to heaven, where God has prepared new homes for us (John 14:1-3, Rev. 1:6; 21:4; 22:12).

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India's Transformational Leader 2019: Anshu Budhraja, CEO, Amway India

India's Transformational Leader 2019: Anshu Budhraja, CEO, Amway India

    At Amway, we are empowering the society, especially women by offering them an opportunity to own and operate their own business by selling distinctive and high-quality nutrition, beauty, personal care and home/ durable products.

  Years of working in the industry, your contribution reflects versatility and volubility. What has influenced your decision-making process at various stages? I follow a participative leadership approach where my role is to make the purpose clear to the team and facilitate decision-making, supporting an agile organization and the overall organization goals. My experience has taught me that one should empower their team and trust the team’s decisions for which they have the expertise and authority. This helps in not only making the process of decision-making faster, but also instills a strong sense of responsibility and ownership within the team. Setting up processes for decisions at different levels has helped me in improving the decision-making abilities of the team. I believe in communicating the details of significant decisions directly to the team and providing the basic reasoning behind each decision. This helps in better comprehension of the decision, building transparency across levels, getting the team support and buy-in and helping them to make better future decisions. When it comes to critical decision-making, I believe in a balance between an analytical and an intuitive decision-making style. A project or an accomplishment that you consider to be the most significant in your career? I have spearheaded the organization growth in the country by challenging conventions and leading Amway India through transformations. Besides leading the organization through tough regulatory challenges due to lack of clear laws on direct selling industry, I decided to launch a slew of new initiatives to spur growth in India. Some of these are driving growth through relevant innovations, building emotional connect with consumers, enhancing direct sellers’ productivity and riding the digital wave to engage direct sellers, as well as consumers. After addressing internal & external irregularities and bringing the focus back to the business, Amway India has successfully established itself among the top seven markets for Amway globally. I treated the regulatory environment not as an obstacle but as a challenge and encouraged employees also to find ways to overcome it rather than getting overwhelmed by it. I spearheaded the reputation building strategy of Amway India by using my understanding and insights of the Indian regulatory environment not only for the company but also for the Direct Selling (DS) industry in India.    How do you integrate corporate philanthropy or corporate social responsibility as a part of your business strategies? At Amway, our CSR initiatives are based on the belief that social responsibility is much more than the incurrence of a cost or a resource or a charitable/ philanthropic act of social benefit. It is an opportunity to bring in social innovation and change. This belief is articulated in our vision of helping people live better lives. When it comes to commitment to corporate citizenship, we make a serious and concentrated effort to reach out and help people improve their lives. At Amway, our aim is to enable healthier and happier lives, while growing the business. The focus areas are those where the business intersects most closely with the society and where the company can use its expertise to create maximum impact. These include: Health - to address the issue of childhood malnutrition in India with a focus on children below the age of 5 years Education – to provide avenues of education to the less-privileged sections of society, with a focus on visually impaired individuals and children Livelihood enhancement – to promote self-employment among women and to create awareness on affordable health and hygiene practices. Improve communities – to improve ground water level and to provide quality healthcare to the underprivileged individuals around the manufacturing facility Our CSR efforts have been recognized at various platforms including the ‘CSR Leadership Summit & Award’ in the category of ‘Promoting Employment for Specially-abled’.  

What has been your driving force or philosophy in life? I believe that ‘Future is built from the future. Future is not built from the past.’ Customer experiences, digital innovations and youth are trending and are the only growth drivers across industries and organizations. I am a strong believer of a customer-first approach and have always stayed focused on building relationships with our direct sellers, customers, and employees along with the society that we operate in. This approach has been a guiding factor and has enabled me to carve winning strategies that helped in putting us on strong growth trajectory, to take decisions and synergize the organization’s efforts towards creating best-in-class customer service. I have managed to achieve remarkable results through teamwork, involving team members in decision making, helping them to grow and creating a caring organization. Amway is built on the foundation of providing entrepreneurial experience and expertise to individuals to lead a better life. What are the other philanthropic works you are involved in? Social responsibility and cause championship are an integral part of our ethos. Our vision guides our strategic choices, drives our relationships and compels us towards a purposeful global mission – to create a positive change in people’s lives around the world. We have dedicated programs in the areas of education, health, livelihood enhancement and community improvement across the country. Our contribution towards the welfare of community at large further extends to our efforts in line with the Government of India’s efforts. Recently, we associated with ‘Eat Right’ movement by FSSAI, which is an exemplary initiative to promote healthy lifestyle among the masses and towards building a healthier country. Safe & nutritious food at School campaign – to promote food safety and benefits of eating healthy food amongst children and TB-Free India summit. We contributed INR 1 crore towards Kerala Chief Minister’s public relief fund to support the flood affected victims recently. I am also on the Vice Chair of the governing body of United Ways of Delhi, which focuses on education, livelihood, health, environment and disaster response. The scope of work is wide and varies from location to location, to ensure it matches local priorities. The key priorities include helping children read, preventing girls from dropping out of school, training people with disabilities, raising awareness on public health issues, increase the green cover of the city or rejuvenate lakes. How do you define success and how do you measure up to your own definition? Success to me is living the company’s values everyday, leading with passion, purpose and pride and inspiring others to perform their best and celebrating people success. I have always viewed obstacles as opportunities to grow and innovate, I believe empowering and growing together are the foundation pillars of innovation. I contribute rigorously to the thought that organizations perform better when all employees work collaboratively across organizational lines, and are allowed to voice their opinions, have healthy and open discussions and learn from each other’s experiences. It is this belief of ours as an organization that has enabled successful 20 years of Amway operations in the country and has helped in establishing Amway as the number one FMCG direct selling company. A recent project or solution to a problem that you have made better, faster, smarter or less expensive? We are embarking on our journey of new way of working across Amway globally. This is in line with the AmwayNEXT strategy to fund our growth initiatives, align and prioritize resources with customers at the centre of the business. The initiatives towards a more agile organization started last year with a rigorous process that involved outside-in thinking, reviewing the best industry practices and incorporating inputs of leaders from all areas of our organization. This analysis drove key changes and established a differentiated approach for functional designs including the following: Investing in Amway Direct Sellers/Customer-facing functions to drive fast, innovative, customized solutions for Amway direct sellers and customers (Sales, Marketing, Digital, Analytics). Standardizing global support function activities to drive synergies and deliver efficiencies. In the process, create sustainable funding to reinvest in our growth initiative pillars including Digital Transformation, Product Experiences, Amway Direct Sellers Incentives and Leader Growth Solutions. In your opinion what is the most significant aspect of leadership? Leadership to me is best described as “you can have the best strategy and the best building in the world, but if you don’t have the hearts and minds of the people who work with you, none of it comes to life!” I believe in a transformational and participative leadership with strong focus on 3 Ps- People, Process and Purpose. As a true servant leader and people’s person, I have managed to achieve remarkable results through teamwork, involving team members in decision making, helping them grow and creating a caring organization which reflects in my belief. I believe in constantly nurturing relationships even while challenging my team. I have developed a highly motivated workforce who are inspired to channelize their discretionary energy, as well as their commitment and creativity, towards achieving the organizational goal. When you look across good to great transformations, you will see ‘discipline’ as the one common culture across organizations, when you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy, when you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance!  In my current role, as the Chief Executive Officer of Amway India, having led diversified teams in both Indian and US based multi-national organizations, I am driving Business Strategy, Supply Chain, Corporate Finance, Manufacturing, Business Excellence for the company. Apart from this, I am also focused on driving Go-To-Market strategy, Geography and Cluster management, Development of infrastructure including stores / e-commerce, sales operations and promotions, and Cross Functional Talent Building. Your perception of an empowered society. How far your industry has / can contribute for the same? In my view, the true meaning of empowerment is when you feel responsible and at the same time independent to drive things. The true feeling of empowerment in the team comes with information sharing, rewarding, and sharing power. An empowered society is where new ideas are welcome, innovation flourishes, people are inspired, and they work together to find solutions to hard problems. At Amway, we are empowering the society, especially women by offering them an opportunity to own and operate their own business by selling distinctive and high-quality nutrition, beauty, personal care and home/ durable products. There is no cost to join the Amway Business and the products have a money-back guarantee for 100% satisfaction of use. We provide a conducive ecosystem to entrepreneurial minded individuals to pursue their goals, along with the tools and training that help them represent Amway and its products in a more articulate way. These include online and offline trainings, product videos, mobile applications etc. We also nurture the spirit of entrepreneurship in individuals by imparting the skills required to run a business/an enterprise and by providing a community of mentors to support and guide them at every step. We have recognized the strong entrepreneurial spirit in the country which is well reflected in our research, Amway India Entrepreneurship Report 2017. This report has shown that a majority of Indians want to start a business of their own and 70% of the nation’s population has a positive attitude towards entrepreneurship. Moreover, 61% of youth consider entrepreneurship a good prospect to earn a livelihood in India. This aptly establishes the huge potential of direct selling in India. We strongly believe that direct selling can play a crucial role in fueling the economic growth and in creating employment opportunities, especially for women and youth. Women not only represent half of the population, but half of the potential too and we take immense pride in the fact that more than 60% of our direct sellers are women and this is especially gratifying for us. We are also tuning our strategy to tap the potential of youth, which comprise a major part of India’s population. The opportunities for employability as well as consumption among under 35 audience are manifold. Every year, more than 12 million people are joining the workforce of this country and there is a clear gap in both employment and employability. At Amway, our focus is on supporting the efforts of the Government in creating opportunities of employment. The current trend prevailing in the country clearly indicates positive inclination of the millennials towards entrepreneurship which is encouraging for the Direct Selling Industry. Our commitment is to develop the entrepreneurial ability in them by giving them the right environment, the right incentive, the right opportunity along with appropriate coaching and training.  PERSONAL GRID  

Anshu Budhraja, CEO, Amway India   One thing you wish to change and one thing you wish to retain about your industry? To change: In India, the economy and businesses are changing rapidly. New laws addressing this fast-changing ecosystem should be brought out. All laws before 1990 should be reviewed for their relevance. Today acts of 1970s exist for Business in 2000. There should be progressive laws for consumer protection as consumer is the king! To retain: Keep encouraging and perpetuating an entrepreneurial mindset and empower people to lead better lives. Whom do you owe your success to? My family has been very supportive during the different phases of my professional career. My wife and my kids inspire me and keep me grounded. Best thing about your job? I love connecting with people as for me they are intrinsic and at the heart of all strategies. It is a source of immense satisfaction to be in a business like Amway which encourages and perpetuates an entrepreneurial mindset and empowers people to lead better lives. A constant source of daily fuel is innovation, planning for the future and leading a purpose driven life. Two key targets for me are to increase the women participation in our business and encourage micro entrepreneurship within our entire ecosystem. I enjoy the ‘fast, focused and fun’ culture at Amway. A message from you to all the future entrepreneurs/leaders? At Amway, from our experience of helping people run their own businesses, we have learnt that while there is an inherent entrepreneurial spirit in all of us and the extent may vary, entrepreneurship can also be learnt. An entrepreneurial mindset begins with being opportunity-oriented and demonstrates leadership. Leadership skills are used to convince others to follow them in their quest of fulfilling their business vision and to take significant risks. One of the most important things about successful entrepreneurs is that they are prepared to fail. Success for them means a process of continuous efforts, learning from mistakes and others’ experiences, course-correction and keeping on doing the things that matter. Read the full article

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Thought for the day: 30th June

I guess many of you, like me, have been pushed into sorting out 'stuff' during lockdown. Clothes in wardrobes, books on shelves, CDs (for those of a certain age), toys in toy boxes and even plants in gardens.  It was when I was trying to declutter my attic that I came across a bag of memorabilia from my days at work. Therein, I found this quote in a training booklet on Professional Counselling;   'The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level of thinking at which we created them'. By Albert Einstein  It may take you a couple of reads to suss this one! (Cue Gavin Merrifield) Strikes me that COVID may be a perfect example of what we may have created. And scientists are now desperately working to find a vaccine. Just like our human cleverness at creating an incredibly useful material like plastic, only to now find it chokes the very sustainability of our planet. Einstein is said to have believed the problem of God was the most difficult in the world - a question that could not be answered 'simply' with yes or no. He conceded that 'the problem is too vast for our limited mind's'. Sadly he never made it to becoming a Christian.  A benefit from sorting 'stuff' (oh, how the messages of simplification in our lent series book 'Ruthless Elimination of Hurry', by John Mark Comer, are ringing in my ears!) has been to revisit some of my Christian books and reread them. One of these was 'Do You Feel Called by God?' By Michael Bennett.  When I was working in a highly pressurised job I felt that I should be doing something else. Something more in keeping with a Christian vocation. I agonised over this - prayed about it, talked to Christian friends about it, looked for a leading in my bible and listening to God's word preached. I even went on some courses and conferences to try to discern God's will for my life. I couldn't find any answers. Just stay where you are and carry on God seemed to be saying. Eventually, I backed off, decided to trust God and carried on with my job trying to apply Christian values as I went along. And I also sought to just refocus my life on Jesus. This was the time I decided to take a sabbatical from my then church and, through the advice of a friend, I walked through the doors of Holy Trinity one Advent Sunday morning. I needed to stop all my busyness, rest and rethink what really matters.  One of the passages that kept pursuing me during this time was 'Trust in the Lord with all your heart and lean not on your own understanding; in all your ways acknowledge him, and he will make your paths straight'. Proverbs 3:5-6. It was everywhere - preached about, in my daily readings, even on my calendar. You see, as a scientist myself, used to logical thinking and finding the answers to life's questions, I was missing the point. Just like an incredibly clever man like Einstein. This is precisely what faith is about and sometimes there are mysteries that God doesn't think timely for us to understand.  Recently, like you, I moved into this period of lockdown. And the whole thing floored me. As someone used to being proactive and solving problems I found myself trapped at home seemingly helpless. It didn't rock my faith, I just didn't know how to respond. One of the benefits to me of doing church during lockdown has been the daily Thought for the Day. A chance to reflect, consider what really matters and refocus on Jesus again. I have circulated the daily Thoughts to a number of people outside our church and they actually have also passed them on to others. One of these people wrote the following to me yesterday;  'I just wanted to let you know how grateful I am for your church's Thought for the Day. Many a time it has been just what I needed to hear. It has helped to sustain and encourage me in these dark times......... written by ordinary people in layman's language - the ability to connect with humility and honesty. Written by real folk for real folk.'   Hey, what was it that Jesus asked us to do? You see, during this time I think we have found a new honesty in our brokenness and maybe come to learn the lesson that the church is not a building but the human body of Christ - which is each one of us and what we each bring to it.    Check out https://youtu.be/a7u-p31vIY , a song called Stained Glass Masquerade by Casting Crowns.   Michael Bennett in his book that I refer to above, speaks of Ephesians 4:11-13. Here he refers to the gifts that our church leaders may show - apostles, some evangelists, and some pastors and teachers. Their role is to build up the body of Christ to equip the rest of us (yes us saints!) for the work of ministry. And haven't we been blessed by some great examples of that during lockdown! Not only are we grateful to those who allowed themselves to be videoed for Sunday streaming, or wrote a Thought for the Day, but also young Melissa who sent a wonderful letter to someone elderly on their own and without the technology to watch our services, Dave and Mike who patiently helped those struggling trapped in their own homes, Heather and Trish making sure the hungry are fed, Nick reminding us of those in the third world with none of the resources we have in our country to battle the virus, Alan who brought new technological skills to deliver amazing worship, Diana who used her seamstress skills to make masks for the services, Janette who volunteered to go back to work on the frontline nursing, Jonathan who fed and ministered to his 90+yr old neighbour.  And so it goes on. Wow! Then there is all the prayer and taking time out with God each of us has done. So many of us have just had to refocus on Jesus and think on what is really important - our lives have been so enriched as result.  Church, we need to be so thankful to our leadership too - Gary, working all hours in the love of God to lead and serve us, Bea and Ru keeping the needs of our children to the fore, Dave Monday who has built an amazing ministry with our pastoral team, Charlie supporting our home groups and their leaders. We are so much more a church family now don't you think?   Isn't God good? So I finish now with a challenge to you all. What is our ongoing call to ministry? As individuals and as church.  Gary is asking us to reflect on three things at the moment: 1. What in the past that we did as church pre- lockdown do we need to keep .... and what should we let go? 2. What in this new way we have found to do church should we keep doing in the future? 3. What is God saying about our new found Vision as we move into a different time of post lockdown? Please do think and pray on these things and please send your feedback in.  Isn't this an exciting time!!!  New ministries are already revealing themselves.   And finally - please keep on praising and praying to our most wonderful God!   Sue Smith🍒 PS God does have a sense of humour - all that agonising over a vocation and now I find myself using the work skills and knowledge I gained in my old job is being used in my role as Operations Lead within our church! God had a plan all along.

[watchilove]

Named after the racetrack on which it was modeled and fine-tuned, the new Pagani Imola is a roadworthy Hypercar with a wholly racing temperament that embodies the maximum expression of Pagani Automobili’s track technology. With a limited edition of only five examples built, the Pagani Imola has gone through the severest on-track validation test ever applied to a Pagani car. In addition to the regular and already scrupulous validation process, in fact, Imola has covered over 16,000 km on the track at racing speed – the equivalent to about three times the 24 Hours of Le Mans.

Limited-run, just five models built, all sold;

Price of five million euros + VAT;

827 HP, 1100 Nm torque engine;

Weight: 1246 kg / 2747 lbs

A vehicle-laboratory

A major step forward in the technological and scientific progress of Pagani Automobili, the Pagani Imola is a vehicle-laboratory where important innovations have been devised, tested and developed. Some of these have been used in the Roadster BC and will be a feature of Pagani’s future creations.

Experimenting is an inborn part of Pagani Automobili’s research philosophy. The training experience we acquired back in 2008 with the Zonda R proved priceless since it enabled us to create the Huayra using solutions tested in extreme conditions. At that time, we came up with revolutionary ideas like the Carbo-Titanium chassis, as well as geometries, materials and concepts that were hitherto unheard of from the aerodynamic, dynamic and supercar-safety viewpoints. Working in partnership with Pirelli, we developed tires for the Zonda R using the new MIRS system, subsequently applied to the Huayra and Formula 1 race cars. Similarly, once we had laid down the initial specifications, we worked on the Imola project in a very open-minded way and with the utmost freedom from the technical viewpoint in our efforts to integrate the innovations as the vehicle took shape.

“The aerodynamic technology behind the Pagani Imola is evident in three of its key features. The general outline, the internal aerodynamics and the external aerodynamic details, such as the fins, winglets and deflectors”, explained Horacio Pagani, Founder and Chief Designer of Pagani Automobili. “We can’t say that it’s an elegant car. We wanted an efficient vehicle, and just as you’d expect if you were looking at an F1 single-seater, this led us to design a car with additional aerodynamic features. So, although on the one hand these details may detract from the lines and overall aesthetics of the vehicle, on the other, they also allow to improve lap time, ease of driving and especially safety. Speaking of safety, we could have reduced the ground clearance so as to increase the downforce effect by taking advantage of the vehicle’s flat bottom. But don’t forget, the public roads are very uneven and can lead to the loss of several hundred kilograms of downforce in just a few instants. Well aware of these dangers, we worked very carefully on the upper part and details of the car.”

Pagani Imola uses the active aerodynamics system introduced by the Huayra, the first road vehicle ever to be equipped with this technology. This means that each of the four mobile winglets behaves according to the driving circumstances in a dynamic and immediate way and even when braking, by generating an aerodynamic braking action.

The suspension geometry has been newly designed to transfer the power and lively 1100 Nm torque to the ground, reduce the dive effect and sway when braking. So much so, the driver can take a corner by braking at the last thousandth of a second.

We applied an electronically controlled system of active shock-absorbers to each wheel and interconnected them with each other. The front suspension is able to vary the ride height in a smart and automatic way. It dialogues with the Central Unit, which handles active aerodynamic control as well as controlling the engine, differential and gearshift functions. Introduction of the SMART GAS system reduces the shift time and enhances the racing character of the Imola, while driving pleasure is ensured thanks to active dumpers.

As always, Pagani Automobili is strongly committed to research into advanced composite materials. The new formula of the Carbo-Titanium HP62 G2 and Carbo-Triax HP62, developed for the ultra-reinforced central monocoque of the Pagani Imola and Roadster BC, was created to reduce weight while increasing torsional and bending stiffness.

Pagani Imola takes the fanatical attention to weight-saving to new heights, with the introduction of Acquarello Light, a new bespoke painting system that represents a further evolution of Pagani’s advanced state of the art, allowing to reduce the weight of the paint by 5 kg while maintaining color richness, depth and shine unchanged.

Horacio Pagani: “The paint of a vehicle is not just an aesthetic requirement, but has essential technical functions, such as protecting from external influences and preventing the ageing of the material, in particular of advanced composites. We managed to create a protection shield capable of isolating the underlying material from external threats, consequently increasing its impact resistance, and after years of research to optimize our painting system with the aim of significantly reducing weight, we are proud to finally announce the achievement of this milestone with such a special car as the Imola. The new technology will obviously be available on future Pagani models”.

The extreme research for weight saving conducted by Pagani over the years has led to the increasingly extensive use of noble alloys, such as those of aluminum, titanium and chrome-molybdenum steel, allowing a general optimization in terms of mechanical properties and lightness and a greater aesthetic experimentation. On the new born Pagani Imola the effort involved more than 770 forged or CNC-machined components, this time featuring the newly developed texture-look finish specifically applied to the aluminum alloy parts.

The innovative braking system built by Brembo has been optimized, through intensive aerodynamic study and countless dedicated tests, to further improve the entire cooling system.

Working with Pirelli and the newly created Next MIRS system, we developed tires for a vehicle that would provide an excellent performance on track but would also be “communicative” and easy to drive, in true Pagani style.

A tribute to the Motor Valley

“Imola is a sacred place for car enthusiasts. It’s a fast, difficult, technical circuit that has always separated the wheat from the chaff, in terms of both men and machines. A circuit that has made the fastest drivers faster, one that has given rise to fierce duels between opponents and gentlemen, and where the sweetest victories and bitterest tragedies have been witnessed. A circuit in the Motor Valley of Emilia Romagna. A place that has given so much to the automotive industry. That has given so much to Pagani.” Horacio Pagani, Founder & Chief Designer di Pagani Automobili.

The Imola circuit became a second home while the car was being developed. This is why project code PS-01 was dubbed Pagani Imola, as a tribute to the track where the vehicle was created and which is part of its identity.

Since we could test drive on track in different temperature and track surface conditions, we were able to try out new solutions, which we often took to the extreme so as to work out their behavior. For instance, fitting semi-slick tires allowed us to subject different parts of the car to stress that far exceeded – with respect to the suspensions and lateral forces – the stress sustained when road tires are used.

The customers’ role

The Pagani Imola was designed and bespokely developed to become a natural extension of its owner. So, we wanted our customers to be astonished and thrilled, but also actively involved in the making process.

The track tests already achieved excellent results right from the early stages of the project, not only in relation to our vehicles but also to other cars in the same segment. This encouraged us to study other solutions and ideas, often with the approval of our customers and their increasing involvement, not only during the first stages of development but even when their vehicles had been completed. Aware of the potential of the scientific research we were conducting, our customers frequently asked us to wait so that they could be present as their car took shape, and they often came up with brilliant suggestions.

“Customer involvement was very much a part of the Pagani Imola project. We wanted to amaze and, fascinated by our ideas and solutions, our customers decided to join the team and acted as test drivers, so to speak. I will never forget the day we consigned one of the cars to its owner, and how he smiled. Despite the fact that it was the first time he had driven his Imola on a race track, he built up his confidence lap by lap, pushing it like a professional racing driver. As he stepped out of the car, he told me that he had never imagined it would be so easy to drive”, Horacio Pagani, Founder & Chief Designer di Pagani Automobili.

Pagani Imola Technical Specifications

Engine: Mercedes-Benz AMG 60° V12; 5980 cc.

Power: 827 hp

Torque: 1100 NM

Rear-wheel drive: Rear-wheel drive

Gearbox: Xtrac 7-speed transverse AMT with electro-mechanical differential

Clutch: Triple-disc clutch, electronically controlled differential, tripod joint system

Suspensions: Independent double wishbones, helical springs, electronically controlled shock-absorbers

Brakes: Brembo 4 ventilated carbon-ceramic discs: Front 398×36 mm with 6-piston monolithic calipers; Rear 380×34 mm with 4-piston monolithic calipers

Rims: 20’’ front, 21’’ rear

Tires: Pirelli Trofeo R, front: 265/30 R20, rear: 355/25 R21

Structure, chassis and composite materials: Carbo-Titanium HP62 G2 and Carbo-Triax HP62 monocoque with front and rear tubular steel subframes

Dry weight: 1246 kg / 2747 lbs*

Dimensions: Wheelbase – 2795 mm, Width – 2035 mm (2264 mm with mirrors) Length – 4853 mm Height – 1269 mm

Pagani Imola, a powerhouse of technology for the racetrack and road Named after the racetrack on which it was modeled and fine-tuned, the new Pagani Imola is a roadworthy Hypercar with a wholly racing temperament that embodies the maximum expression of Pagani Automobili’s track technology. 

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MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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New Post has been published on https://punjabassignmenthelp.com/mgt510-strategy-analysis-report/

MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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New Post has been published on https://punjabassignmenthelp.com/mgt510-strategy-analysis-report/

MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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New Post has been published on https://punjabassignmenthelp.com/mgt510-strategy-analysis-report/

MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

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New Post has been published on https://punjabassignmenthelp.com/mgt510-strategy-analysis-report/

MGT510 | STRATEGY ANALYSIS REPORT

MGT510 | STRATEGY ANALYSIS REPORT | STRATEGIC MANAGEMENT

Management Assignment Help

Task

Critically evaluate the key role that strategic analysis plays in a business or organisation that you are familiar with.

In this assignment, you are required to write a 2500 word report. This includes a 200 word executive summary, but excludes references and appendix.

Your Report should cover the following:

Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis: (a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage.

Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

Draw your conclusion.

Guidelines for this task:

Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1.

You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline.

Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work.

While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this.

Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time.

Rationale

The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject:

be able to identify and explain the key components of strategic management such as strategy analysis;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

Marking criteria

The grading categories are as follows:

85-100 High Distinction

75-84 Distinction

65-74 Credit

50-64 Pass

0-49 Fail

FL (0-49%) PS (50%-64%) CR (65%-74%) DI (75%-84%) HD (85%-100%) 1. Executive summary (5 marks) Does not identify/provides only a limited identification of the requirements for the executive summary. Provides an outline of the report structure, but significance and relevance of issues in not discussed. No/little justification provided. Provides the basic summary of the report and identifies the key issues and how they inter-relate, but limited justification of significance. The structure of the report explained. Provides a comprehensive summary of the report and a clear, succinct identification of the main points, but requires further justification of significance. The structure of the report clearly explained. A comprehensive summary that highlights the purpose and significance of the main points, which are clearly explained, justified and supported. The structure of the report is well signposted. 2. Identification, use,application, and critical analysis of theory (10 marks) Relevant theory on the topic missing and/or none/ poor attempt to use theory to support point of view and/or argument. Provides little analysis and evaluation of relevant theory, and limited linking of theory and concepts to practice. But makes attempts to use theory to support point of view and/or argument. Some analysis and critical evaluation of relevant theory developed through linking theory and concepts to practice. Theory linked to point of view and/or argument. Provides analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated and linked well to argument. Provides a comprehensive analysis and critical evaluation of relevant theory, with evidence of insight developed through linking theory and concepts to practice. Theory is integrated exceptionally well into argument. 3 .Critical reflection, discussion, and examples (15 marks) Does not demonstrate any attempt at critical/reflective analysis. Little evidence of independent, critical thought in problem identification and solving. Superficial attempt at critical/reflective analysis. Attempted development of critical thought in problem identification and solving, but ideas/comments not supported. Demonstrates and integrates limited critical/reflective analysis. Evidence of some reflective thinking. Evidence of independent, critical thought in problem identification and solving. Demonstrates and integrates some critical/reflective analysis. Evidence of reflective thinking skills. Strong evidence of independent, critical thought in problem identification and solving. Consistently demonstrates and integrates critical/reflective evaluation of issues identified in strategic analysis. Evidence of reasoned reflective thinking skills. 4 .Conclusion (5 marks) Conclusion not evident and/or does not relate to main arguments in report. Provides a summary of main arguments in the report, and arrives at logical conclusions, but no support given. Clear conclusion that reflects main arguments in report. Limited support and reasoning for conclusions provided. Well-constructed and clear conclusion supported by main arguments in report. Reasoned and logical conclusions reached. Well-constructed and clear conclusion with strong links to main arguments in report. Well-reasoned and logical conclusions drawn. 5. Reference and Presentation (5 marks) Unsatisfactory expression and presentation. Meaning unclear and/or grammar and/or spelling contain frequent errors. Poor presentation (referencing does not follow APA6th style) and less than 10 journal articles utilised. Expression and presentation of ideas are comprehensible but lack clarity. Poor referencing style (referencing uses APA6th style, but with errors). Demonstrates limited reading outside of topic materials provided and practical application; does not utilise the required 10 journal articles. Expression is lucid and clear with precise use of language. Writing style appropriate to the assessment item. Few flaws in grammar and spelling. Referencing follows correct APA6th style, but requires improvement. Demonstrates reading of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas is mainly accurate. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style, but some small errors. Demonstrates reading outside of topic materials provided and practical application; the required 10 journal articles utilised. Expression and presentation of ideas are developed and clear. Fluent writing style appropriate to the assessment item. Grammar and spelling are accurate. Referencing follows correct APA6th style. Demonstrates wide reading and practical application; going beyond the required 10 journal articles.

Presentation

All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important.

Please note that in all assignments the following are expected:

Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA6th system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided

Requirements

To complete your report for Senior Management you will need to include the following sections:

Executive Summary

Background Information of the Organisation (or SBU) chosen

External Analysis

Internal Analysis

Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical

Conclusion

You are required to cite a minimum of 10 refereed journal articles.

For this assessment you are required to use APA6th referencing to acknowledge the sources that you have used in preparing your assessment. Please refer to the CSU referencing guide.

In addition a very useful tool for you to use that demonstrates how to correctly use in text referencing and the correct way to cite the reference in your reference list can be found at

  Punjab Assignment Help

Buy Online Assignment Help services for MANAGEMENT ASSIGNMENT with Punjab Assignment Help at punjabassignmenthelp@gmail.com

[conceptmakerz-me-blog]

Scope of Exhibition in India

Before we jump into the topic that what is the future of exhibition industry in Indian market, we need to understand that what is the exact meaning of Exhibition. According to UK exhibition association, an exhibition in the most general sense is an organized presentation & display of a selection of items. Though the exact definition of exhibition is differ from one person to another. 

Sometimes the word exhibit is synonymous with exhibition, but exhibit in generally refers to a single item being exhibited within an exhibition. Today Exhibitions are an enormously indispensable part of the marketing activities of most types of business, ranging from the largest multinationals to small or medium size enterprises. All evidence of the research confirms that opportunities to get face to face with customers and potential future clients remain an incredibly valuable tool for developing new business. Trade pundits are also refers that it is a confluence of traders and consumers. Even in this day and age of exciting multi channel and internet based communication, the need for personal interaction has never been more important. There is a significant value of meeting with clients and future customers in person, experiencing that business is conducted between real people and moreover based on trust. The amalgamation of exhibition and virtual marketing are essential components to any Exhibition Company’s communication strategy and ideally go hand in hand. Now today in this era of globalization networking & promotions are two significant pillars of any business models. Last five years we have witnessed that there is a surge of significant number of trade shows and Exhibitions Stall Fabrication. These shows provide not only much needed visibility to brands but also provide a high amount of credibility in the industry. A trade exhibition can be an incredible platform to create new influences, showcase new products, or reaching out a new clientele. Exhibition and trade shows are of an even greater importance for budding businesses as these become the best opportunities for them to market and promote themselves. Now from any exhibition or shows consumer will get lot of benefits such as, if it is a trade show then you will surely get a chance to interact with your industry peers, investors, as well as prospective clients. An impressed visitor to your stall can often be converted into a lucrative lead which only works towards increasing your profits. It is important to establish key goals before going to such exhibitions for sales as well as networking purposes. Also a trade show or an exhibition is an education in what are happenings in your surrounding field. An education imparted by your peers is something you shouldn’t miss if you are just starting out in the industry.

Like any other countries in this new age or era of marketing ,Indian exhibition industry not only survive but thrives in growth and proves to be more effective medium to connect with customers. At the same time we see stakeholders intend to take Exhibition Industry in Delhi to next level of growth. Today “Global Exhibition day” celebrated worldwide on every 7th June of a year, will also be celebrated this year in India for the first time with an initiative of all stakeholders of Indian exhibition industry. In an endeavor to support UFI’s initiative to promote the exhibition industry worldwide, June 7, 2017 will be celebrated as global exhibition day. Today in this new and emerging market of India, exhibitions are major stimulus for industrial and commercial development. Whether boosting regional and national industries, stimulating foreign investments to our country, it plays a crucial role. As per as Nielson India’s report last year this exhibition industry also created huge employment opportunities. As per as NIELSONS report A Rs 1200 crore Indian Exhibition industry has made a fresh appeal to the centre for granting it an industry status and launching a single window system. This is a serious bid to spur the growth of the exhibition industry, which is currently growing 10% annually and also encouraging more international companies to showcase their products and equipments. This would in turn, result in more revenue generation and job creation. According to the report, there are 950 exhibition organizers in Delhi who organized 3569 exhibitions on 77 subjects in 88 cities amid September 2016 and August 2017. About 4, 43000 sqm of congenital indoor exhibition space is currently accessible in India and over 83000 crore of investment is planned to advance an added six lakh above square beyond 13 cities totaling to eleven lakh above square meters of indoor exhibition n space getting accessible by 2022. But we all know that every coin has two sides, similarly this industry also face some major setbacks, challenges and issues in our country. While this industry continues to fight issues and challenges like new exhibition infrastructure, public private partnership projects, venues rates and tax compulsions, complex processes and procedure, temporary imports into India, need of a mature exhibition industry association, industry status, professional management, training, and development at root level, health and safety initiatives, greener and sustainable initiatives. Apart from that non uniform policies of the state government and unfair competition from state owned venue owners are some of the major setbacks of this industry. Among the 5 ps of successful exhibitions Purpose, planning, passion, patience, and persistence- it is passion that helps Indian exhibition organizers and service providers to open shows successfully. Despite the challenges, the Indian exhibition industry is one of the most exciting in the Asian region. According to UFI research, the Indian exhibition industry is the fifth largest market in Asian and clearly one with the potential for substantially more growth. The question is not whether we will realize our potential or not, the question is how soon India can do that.

l

[wlreports-blog]

India's Transformational Leader 2019: Anshu Budhraja, CEO, Amway India

India's Transformational Leader 2019: Anshu Budhraja, CEO, Amway India

    At Amway, we are empowering the society, especially women by offering them an opportunity to own and operate their own business by selling distinctive and high-quality nutrition, beauty, personal care and home/ durable products.

  Years of working in the industry, your contribution reflects versatility and volubility. What has influenced your decision-making process at various stages? I follow a participative leadership approach where my role is to make the purpose clear to the team and facilitate decision-making, supporting an agile organization and the overall organization goals. My experience has taught me that one should empower their team and trust the team’s decisions for which they have the expertise and authority. This helps in not only making the process of decision-making faster, but also instills a strong sense of responsibility and ownership within the team. Setting up processes for decisions at different levels has helped me in improving the decision-making abilities of the team. I believe in communicating the details of significant decisions directly to the team and providing the basic reasoning behind each decision. This helps in better comprehension of the decision, building transparency across levels, getting the team support and buy-in and helping them to make better future decisions. When it comes to critical decision-making, I believe in a balance between an analytical and an intuitive decision-making style. A project or an accomplishment that you consider to be the most significant in your career? I have spearheaded the organization growth in the country by challenging conventions and leading Amway India through transformations. Besides leading the organization through tough regulatory challenges due to lack of clear laws on direct selling industry, I decided to launch a slew of new initiatives to spur growth in India. Some of these are driving growth through relevant innovations, building emotional connect with consumers, enhancing direct sellers’ productivity and riding the digital wave to engage direct sellers, as well as consumers. After addressing internal & external irregularities and bringing the focus back to the business, Amway India has successfully established itself among the top seven markets for Amway globally. I treated the regulatory environment not as an obstacle but as a challenge and encouraged employees also to find ways to overcome it rather than getting overwhelmed by it. I spearheaded the reputation building strategy of Amway India by using my understanding and insights of the Indian regulatory environment not only for the company but also for the Direct Selling (DS) industry in India.    How do you integrate corporate philanthropy or corporate social responsibility as a part of your business strategies? At Amway, our CSR initiatives are based on the belief that social responsibility is much more than the incurrence of a cost or a resource or a charitable/ philanthropic act of social benefit. It is an opportunity to bring in social innovation and change. This belief is articulated in our vision of helping people live better lives. When it comes to commitment to corporate citizenship, we make a serious and concentrated effort to reach out and help people improve their lives. At Amway, our aim is to enable healthier and happier lives, while growing the business. The focus areas are those where the business intersects most closely with the society and where the company can use its expertise to create maximum impact. These include: Health - to address the issue of childhood malnutrition in India with a focus on children below the age of 5 years Education – to provide avenues of education to the less-privileged sections of society, with a focus on visually impaired individuals and children Livelihood enhancement – to promote self-employment among women and to create awareness on affordable health and hygiene practices. Improve communities – to improve ground water level and to provide quality healthcare to the underprivileged individuals around the manufacturing facility Our CSR efforts have been recognized at various platforms including the ‘CSR Leadership Summit & Award’ in the category of ‘Promoting Employment for Specially-abled’.  

What has been your driving force or philosophy in life? I believe that ‘Future is built from the future. Future is not built from the past.’ Customer experiences, digital innovations and youth are trending and are the only growth drivers across industries and organizations. I am a strong believer of a customer-first approach and have always stayed focused on building relationships with our direct sellers, customers, and employees along with the society that we operate in. This approach has been a guiding factor and has enabled me to carve winning strategies that helped in putting us on strong growth trajectory, to take decisions and synergize the organization’s efforts towards creating best-in-class customer service. I have managed to achieve remarkable results through teamwork, involving team members in decision making, helping them to grow and creating a caring organization. Amway is built on the foundation of providing entrepreneurial experience and expertise to individuals to lead a better life. What are the other philanthropic works you are involved in? Social responsibility and cause championship are an integral part of our ethos. Our vision guides our strategic choices, drives our relationships and compels us towards a purposeful global mission – to create a positive change in people’s lives around the world. We have dedicated programs in the areas of education, health, livelihood enhancement and community improvement across the country. Our contribution towards the welfare of community at large further extends to our efforts in line with the Government of India’s efforts. Recently, we associated with ‘Eat Right’ movement by FSSAI, which is an exemplary initiative to promote healthy lifestyle among the masses and towards building a healthier country. Safe & nutritious food at School campaign – to promote food safety and benefits of eating healthy food amongst children and TB-Free India summit. We contributed INR 1 crore towards Kerala Chief Minister’s public relief fund to support the flood affected victims recently. I am also on the Vice Chair of the governing body of United Ways of Delhi, which focuses on education, livelihood, health, environment and disaster response. The scope of work is wide and varies from location to location, to ensure it matches local priorities. The key priorities include helping children read, preventing girls from dropping out of school, training people with disabilities, raising awareness on public health issues, increase the green cover of the city or rejuvenate lakes. How do you define success and how do you measure up to your own definition? Success to me is living the company’s values everyday, leading with passion, purpose and pride and inspiring others to perform their best and celebrating people success. I have always viewed obstacles as opportunities to grow and innovate, I believe empowering and growing together are the foundation pillars of innovation. I contribute rigorously to the thought that organizations perform better when all employees work collaboratively across organizational lines, and are allowed to voice their opinions, have healthy and open discussions and learn from each other’s experiences. It is this belief of ours as an organization that has enabled successful 20 years of Amway operations in the country and has helped in establishing Amway as the number one FMCG direct selling company. A recent project or solution to a problem that you have made better, faster, smarter or less expensive? We are embarking on our journey of new way of working across Amway globally. This is in line with the AmwayNEXT strategy to fund our growth initiatives, align and prioritize resources with customers at the centre of the business. The initiatives towards a more agile organization started last year with a rigorous process that involved outside-in thinking, reviewing the best industry practices and incorporating inputs of leaders from all areas of our organization. This analysis drove key changes and established a differentiated approach for functional designs including the following: Investing in Amway Direct Sellers/Customer-facing functions to drive fast, innovative, customized solutions for Amway direct sellers and customers (Sales, Marketing, Digital, Analytics). Standardizing global support function activities to drive synergies and deliver efficiencies. In the process, create sustainable funding to reinvest in our growth initiative pillars including Digital Transformation, Product Experiences, Amway Direct Sellers Incentives and Leader Growth Solutions. In your opinion what is the most significant aspect of leadership? Leadership to me is best described as “you can have the best strategy and the best building in the world, but if you don’t have the hearts and minds of the people who work with you, none of it comes to life!” I believe in a transformational and participative leadership with strong focus on 3 Ps- People, Process and Purpose. As a true servant leader and people’s person, I have managed to achieve remarkable results through teamwork, involving team members in decision making, helping them grow and creating a caring organization which reflects in my belief. I believe in constantly nurturing relationships even while challenging my team. I have developed a highly motivated workforce who are inspired to channelize their discretionary energy, as well as their commitment and creativity, towards achieving the organizational goal. When you look across good to great transformations, you will see ‘discipline’ as the one common culture across organizations, when you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy, when you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance!  In my current role, as the Chief Executive Officer of Amway India, having led diversified teams in both Indian and US based multi-national organizations, I am driving Business Strategy, Supply Chain, Corporate Finance, Manufacturing, Business Excellence for the company. Apart from this, I am also focused on driving Go-To-Market strategy, Geography and Cluster management, Development of infrastructure including stores / e-commerce, sales operations and promotions, and Cross Functional Talent Building. Your perception of an empowered society. How far your industry has / can contribute for the same? In my view, the true meaning of empowerment is when you feel responsible and at the same time independent to drive things. The true feeling of empowerment in the team comes with information sharing, rewarding, and sharing power. An empowered society is where new ideas are welcome, innovation flourishes, people are inspired, and they work together to find solutions to hard problems. At Amway, we are empowering the society, especially women by offering them an opportunity to own and operate their own business by selling distinctive and high-quality nutrition, beauty, personal care and home/ durable products. There is no cost to join the Amway Business and the products have a money-back guarantee for 100% satisfaction of use. We provide a conducive ecosystem to entrepreneurial minded individuals to pursue their goals, along with the tools and training that help them represent Amway and its products in a more articulate way. These include online and offline trainings, product videos, mobile applications etc. We also nurture the spirit of entrepreneurship in individuals by imparting the skills required to run a business/an enterprise and by providing a community of mentors to support and guide them at every step. We have recognized the strong entrepreneurial spirit in the country which is well reflected in our research, Amway India Entrepreneurship Report 2017. This report has shown that a majority of Indians want to start a business of their own and 70% of the nation’s population has a positive attitude towards entrepreneurship. Moreover, 61% of youth consider entrepreneurship a good prospect to earn a livelihood in India. This aptly establishes the huge potential of direct selling in India. We strongly believe that direct selling can play a crucial role in fueling the economic growth and in creating employment opportunities, especially for women and youth. Women not only represent half of the population, but half of the potential too and we take immense pride in the fact that more than 60% of our direct sellers are women and this is especially gratifying for us. We are also tuning our strategy to tap the potential of youth, which comprise a major part of India’s population. The opportunities for employability as well as consumption among under 35 audience are manifold. Every year, more than 12 million people are joining the workforce of this country and there is a clear gap in both employment and employability. At Amway, our focus is on supporting the efforts of the Government in creating opportunities of employment. The current trend prevailing in the country clearly indicates positive inclination of the millennials towards entrepreneurship which is encouraging for the Direct Selling Industry. Our commitment is to develop the entrepreneurial ability in them by giving them the right environment, the right incentive, the right opportunity along with appropriate coaching and training.  PERSONAL GRID  

Anshu Budhraja, CEO, Amway India   One thing you wish to change and one thing you wish to retain about your industry? To change: In India, the economy and businesses are changing rapidly. New laws addressing this fast-changing ecosystem should be brought out. All laws before 1990 should be reviewed for their relevance. Today acts of 1970s exist for Business in 2000. There should be progressive laws for consumer protection as consumer is the king! To retain: Keep encouraging and perpetuating an entrepreneurial mindset and empower people to lead better lives. Whom do you owe your success to? My family has been very supportive during the different phases of my professional career. My wife and my kids inspire me and keep me grounded. Best thing about your job? I love connecting with people as for me they are intrinsic and at the heart of all strategies. It is a source of immense satisfaction to be in a business like Amway which encourages and perpetuates an entrepreneurial mindset and empowers people to lead better lives. A constant source of daily fuel is innovation, planning for the future and leading a purpose driven life. Two key targets for me are to increase the women participation in our business and encourage micro entrepreneurship within our entire ecosystem. I enjoy the ‘fast, focused and fun’ culture at Amway. A message from you to all the future entrepreneurs/leaders? At Amway, from our experience of helping people run their own businesses, we have learnt that while there is an inherent entrepreneurial spirit in all of us and the extent may vary, entrepreneurship can also be learnt. An entrepreneurial mindset begins with being opportunity-oriented and demonstrates leadership. Leadership skills are used to convince others to follow them in their quest of fulfilling their business vision and to take significant risks. One of the most important things about successful entrepreneurs is that they are prepared to fail. Success for them means a process of continuous efforts, learning from mistakes and others’ experiences, course-correction and keeping on doing the things that matter. Read the full article

[gabrielcollignon]

Are You Ready to Hire Quality for Your Content Team?

Are You Ready to Hire Quality for Your Content Team?

For the past 20 years, my Boston-based practice has supplied content talent to Harvard Business Review and Fortune 500 CEOs, as well as more than half of the top 10 global management consulting firms, among others. On average, I turn away one in three prospects who get in touch requesting my services. Why? Many companies just aren’t ready to hire quality.

To gauge employer readiness – and to ensure that the executives I place will be successful and satisfied – I ask these questions of chief marketing officers. (And I think these same questions apply to candidates interviewing prospective employers.)

What motivates the hire?

Content marketing is a discipline that requires sustained commitment. When someone from a company calls me saying they are ready to hire a director of content marketing, chief content officer, or editorial director, I always ask to what extent they feel pressure to set up a content team to follow in the footsteps of competitors. I want to know if the move is genuine, or whether it’s about keeping up with their peers.

HANDPICKED RELATED CONTENT: Go All In With Content Marketing or Do Nothing: #CMWorld

What types of content projects do you envision?

It’s important to figure out whether a company plans to publish product-oriented content or idea-oriented content. I ask for specific examples of what they have in mind. If they are coming out of traditional marketing, they’re programmed to think in terms of the 4 Ps, but I also want to know about “perception” and “proficiency.” Can they exhibit proficiency and knowledge, and in doing so build their brand as the smartest in that field? The only way to figure it out is to see whether they recognize the difference between product-based marketing and idea-based marketing. That shift requires a completely different mindset and skill set – a balance of rigorous critical thinking and storytelling expertise.

What are your content goals?

For example, do they want to be news-driven and topical, or publish analyses of long-term trends. Do they want their content to have a social impact? Questions such as these indicate how deeply they’ve thought about their strategy. It also helps me understand whether they are interested in filling a content quota or making a lasting impact.

Who is behind the hiring effort?

Is it just the CMO who believes in the importance of the role, or is there a real commitment from the C-suite? I try to identify all the internal champions. If it’s just the CMO, any candidate I send will be doomed from the start.

Who’s on the team?

Sometimes there are clear indicators of problems ahead. They might say, “We have a lot of writers internally we can move over to this group.” Often they are referring to legacy marketing writers who are not always suited to developing thought leadership. (It explains why so many media companies have opened content studios. Many large companies just don’t have the journalistic horsepower that traditional media has access to.)

What resources will you put toward goals?

I want to know who is currently part of the team, and do they have future hiring plans. If there are plans to outsource, what is their freelance budget if in need of writers, editors, designers, or social media people? I also ask about their data-viz and design resources specifically, since these skills are increasingly important to set companies apart.  (As an aside, if you’re a candidate for a job, these are critical questions.)

HANDPICKED RELATED CONTENT: New Tech Friends on the Marketing Block

Are you prepared to pay for quality?

Excellent content creators do not come cheap. I hire from The Wall Street Journal, Fortune, Financial Times, among many others. They are not only excellent writers and editors, but they bring subject-matter expertise – and their rates reflect their experience. True quality comes more expensively.

Excellent #content creators do not come cheap, says Sara Noble via @cmicontent. Click To Tweet

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Are you ready to do the original research?

I want to know whether a company sees the value of rigorous research to back up its subject-matter expertise. This may come in the form of original research, or in a partnership with a university or media company. If you’re publishing content devoid of research, you’re missing a big opportunity to distinguish yourself.

If you’re publishing #content devoid of research, you’re missing a big opp to distinguish yourself. @cmicontent Click To Tweet

HANDPICKED RELATED CONTENT: 5 Research Insights to Drive Your Content Marketing

More on creating a great content team

The very best content creators have three key qualities:

1) A journalist’s mentality for research, reporting, and editing

2) A marketer’s approach to strategy, audience development, and analytics

3) An archivist’s ability to curate and repurpose content. If your company has one of these rare creatures, hang onto them for dear life because rarity also implies that they will be in demand by others.

But how do you keep top talent engaged when, realistically, great writers and editors often have little-to-no opportunity for advancement? I have seen a variety of ways organizations have addressed content talent retention.

Create a culture of idea generation

Content creators want to work for companies that have idea generation imprinted on the culture of the organization. One of my clients, for example, runs classes for consultants that help them to think like content creators. The company wants consultants, who are on the front lines of client engagements, to keep their eyes open to original ideas that can feed the content creation machinery. The same can be done in any company where employees have regular contact with their customers.

Expose broader strategy

It’s critical to help content creators become involved with more strategic decision-making. This may mean putting them on certain committees or involving them in partnership discussions. Allow them to “see over the wall” to a larger landscape. The better creators have intellectual curiosity, which when tapped properly can provide fresh eyes and innovative approaches to product marketing, new product development, customer retention strategies, and the list goes on. These are “creatives,” after all.

It’s critical to help #content creators become involved w/ more strategic decision-making. @cmicontent Click To Tweet

Connect to the customer

Content creators should never lose distance with customers. I worked with a company that gave their content team a list of five customers each week who they were required to call. In these free-wheeling conversations, the team members used their journalistic skills to discuss customers’ needs, whether they were being met, and their perceptions of competitors. Honestly, the process was as important as the content. It helped the content team become much more engaged beyond their current assignments. They took their work more seriously and felt they had skin in the game.

HANDPICKED RELATED CONTENT: 4 Ways Your Sales Team Can Help Your Content Marketing

A version of this article originally appeared in the April issue of Chief Content Officer. Sign up to receive your free subscription to our bimonthly, print magazine.

Cover image by Joseph Kalinowski/Content Marketing Institute

The post Are You Ready to Hire Quality for Your Content Team? appeared first on Content Marketing Institute.

[lucyariablog]

Are You Ready to Hire Quality for Your Content Team?

For the past 20 years, my Boston-based practice has supplied content talent to Harvard Business Review and Fortune 500 CEOs, as well as more than half of the top 10 global management consulting firms, among others. On average, I turn away one in three prospects who get in touch requesting my services. Why? Many companies just aren’t ready to hire quality.

To gauge employer readiness – and to ensure that the executives I place will be successful and satisfied – I ask these questions of chief marketing officers. (And I think these same questions apply to candidates interviewing prospective employers.)

What motivates the hire?

Content marketing is a discipline that requires sustained commitment. When someone from a company calls me saying they are ready to hire a director of content marketing, chief content officer, or editorial director, I always ask to what extent they feel pressure to set up a content team to follow in the footsteps of competitors. I want to know if the move is genuine, or whether it’s about keeping up with their peers.

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What types of content projects do you envision?

It’s important to figure out whether a company plans to publish product-oriented content or idea-oriented content. I ask for specific examples of what they have in mind. If they are coming out of traditional marketing, they’re programmed to think in terms of the 4 Ps, but I also want to know about “perception” and “proficiency.” Can they exhibit proficiency and knowledge, and in doing so build their brand as the smartest in that field? The only way to figure it out is to see whether they recognize the difference between product-based marketing and idea-based marketing. That shift requires a completely different mindset and skill set – a balance of rigorous critical thinking and storytelling expertise.

What are your content goals?

For example, do they want to be news-driven and topical, or publish analyses of long-term trends. Do they want their content to have a social impact? Questions such as these indicate how deeply they’ve thought about their strategy. It also helps me understand whether they are interested in filling a content quota or making a lasting impact.

Who is behind the hiring effort?

Is it just the CMO who believes in the importance of the role, or is there a real commitment from the C-suite? I try to identify all the internal champions. If it’s just the CMO, any candidate I send will be doomed from the start.

Who’s on the team?

Sometimes there are clear indicators of problems ahead. They might say, “We have a lot of writers internally we can move over to this group.” Often they are referring to legacy marketing writers who are not always suited to developing thought leadership. (It explains why so many media companies have opened content studios. Many large companies just don’t have the journalistic horsepower that traditional media has access to.)

What resources will you put toward goals?

I want to know who is currently part of the team, and do they have future hiring plans. If there are plans to outsource, what is their freelance budget if in need of writers, editors, designers, or social media people? I also ask about their data-viz and design resources specifically, since these skills are increasingly important to set companies apart.  (As an aside, if you’re a candidate for a job, these are critical questions.)

HANDPICKED RELATED CONTENT: New Tech Friends on the Marketing Block

Are you prepared to pay for quality?

Excellent content creators do not come cheap. I hire from The Wall Street Journal, Fortune, Financial Times, among many others. They are not only excellent writers and editors, but they bring subject-matter expertise – and their rates reflect their experience. True quality comes more expensively.

Excellent #content creators do not come cheap, says Sara Noble via @cmicontent. Click To Tweet

HANDPICKED RELATED CONTENT: Why Strong Writing Is a Skill to Prioritize in 2016 (And How to Hire Great Writers)

Are you ready to do the original research?

I want to know whether a company sees the value of rigorous research to back up its subject-matter expertise. This may come in the form of original research, or in a partnership with a university or media company. If you’re publishing content devoid of research, you’re missing a big opportunity to distinguish yourself.

If you’re publishing #content devoid of research, you’re missing a big opp to distinguish yourself. @cmicontent Click To Tweet

HANDPICKED RELATED CONTENT: 5 Research Insights to Drive Your Content Marketing

More on creating a great content team

The very best content creators have three key qualities:

1) A journalist’s mentality for research, reporting, and editing

2) A marketer’s approach to strategy, audience development, and analytics

3) An archivist’s ability to curate and repurpose content. If your company has one of these rare creatures, hang onto them for dear life because rarity also implies that they will be in demand by others.

But how do you keep top talent engaged when, realistically, great writers and editors often have little-to-no opportunity for advancement? I have seen a variety of ways organizations have addressed content talent retention.

Create a culture of idea generation

Content creators want to work for companies that have idea generation imprinted on the culture of the organization. One of my clients, for example, runs classes for consultants that help them to think like content creators. The company wants consultants, who are on the front lines of client engagements, to keep their eyes open to original ideas that can feed the content creation machinery. The same can be done in any company where employees have regular contact with their customers.

Expose broader strategy

It’s critical to help content creators become involved with more strategic decision-making. This may mean putting them on certain committees or involving them in partnership discussions. Allow them to “see over the wall” to a larger landscape. The better creators have intellectual curiosity, which when tapped properly can provide fresh eyes and innovative approaches to product marketing, new product development, customer retention strategies, and the list goes on. These are “creatives,” after all.

It’s critical to help #content creators become involved w/ more strategic decision-making. @cmicontent Click To Tweet

Connect to the customer

Content creators should never lose distance with customers. I worked with a company that gave their content team a list of five customers each week who they were required to call. In these free-wheeling conversations, the team members used their journalistic skills to discuss customers’ needs, whether they were being met, and their perceptions of competitors. Honestly, the process was as important as the content. It helped the content team become much more engaged beyond their current assignments. They took their work more seriously and felt they had skin in the game.

HANDPICKED RELATED CONTENT: 4 Ways Your Sales Team Can Help Your Content Marketing

A version of this article originally appeared in the April issue of Chief Content Officer. Sign up to receive your free subscription to our bimonthly, print magazine.

Cover image by Joseph Kalinowski/Content Marketing Institute

The post Are You Ready to Hire Quality for Your Content Team? appeared first on Content Marketing Institute.

from http://contentmarketinginstitute.com/2017/05/hire-quality-content-team/