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Role of Managers in Company Management Karel Havlíček 2015 Karel Havlíček: Small Business Management & Controlling April 2014 University Ukraine in Collaboration with University of Finance and Administration Eupress (Estonská, Vltavská) Changes New economic superpowers NO political barriers New challenges Internal processes Business tourism developement IS/IT developement New threats Adaptation management activities External processes EU - Environment Strengths Stable environment Technological facilities Tradition of business conduct High level of education Opportunities New world-wide territories: trade and investment Brand products and applications Open resources of workforce Weaknesses Threats EU=social and expensive state Different territories Low level of mobility of labour New competitors Steady rise of costs High level of bureaucracy Internal & External Factors PEOPLE IDEAS MARKETS HR management Innovation management Marketing management AVAILABILITY MONEY PLAYGROUND Infrastructure Financing Institutional environment Role of management in hypercompetitive environment knowledge experience recognition Knowledge management Practical management Relationships management Owners & Corporate & Management strategy Objectives , goals of owners Owners strategy Objectives , goals of company Corporate /business/ strategy Objectives, goals of management Management strategy Strategic Plan Strategic analysis Vision Mision Strategic scenario Strategic controlling STEEP PORTER SWOT Summary of strategic objectives Noncommercial ambitions How to meet strategic goals Quantitative Methods Strategic Changes in Sindat Group Turnover: average Added Value: high Risk: small Barriers:no 1990 Turnover: big Added Value: small Risk: great Barriers: average 2000 Service Consulting -Financial servicesEngeneering Industrial acquisitions and exports Textiles -Finalized chemicals Turnover: small Ad. Value: extremly high Risk: small Barriers:great 2010 Basic research investments Nanotechnologies Biomedicine - Cell therapy Stategie of Economic Growth of Czech Republic 2005-2013 2005 2013 GDP: 68% of EU average HR Development Ministry of Industry GDP: 100 % of EU average RD, Innovations Infrastructure Ministry of Education Ministry of Finance Sources of financing Ministry of …….. Institutional environment ………. Factors of economic growth of the small and medium enterprises PEOPLE Human resources development "People are competitive advantage, neither price nor product" It is necessary to: provide, manage, and educate human resources Factors of economic growth of the small and medium enterprises IDEAS Research, development and innovations "Change is a way out of the hyper-competitive environment" Change of products, processes, communication, and relations (from 4P to 4C) Factors of economic growth of the small and medium enterprises AVAILABILITY Infrastructure "Flexibility is a starting point of reduction of product life cycle" Flexibility of decision-making, labour, adaptation, and territorial change Factors of economic growth of the small and medium enterprises MONEY Sources of financing "Accurate and timely information is a basis of managing financial resources" Information on bank, private, public, and European funding resources Factors of economic growth of the small and medium enterprises PLAYGROUND Institutional environment "Partnership and respect between State and entrepreneur is the only way towards mutual prosperity" The State has to understand that the company is its customer. The entrepreneur has to respect that the State is its stakeholder. Management – Controlling model (Planning – Controlling – Risk) C P Strategic planning Strategic controlling Risk management Operative planning Operative controlling Involved persons - Customers & stakeholders Stakeholders Minority groups Employees Customers Government Creditors Suppliers Buyers Shareholders Marketing management Transaction marketing Relationship marketing Orientation towards single purchase Limited direct customer contact Focus on product benefits Emphasis on short-term performance Limited level of customer service Goal of customer satisfaction Quality is the manufacturing resp Orientation towards repeat sales Close, frequent customer contact Focus on value tu customer Emphasis on long-term performance High level of customer service Goal of „delighting the custome“ Q is the whole organization´s resp Marketing mix 4Ps & 4Cs MIX four Ps MIX four Cs Product Price Place Promotion Customers needs&wants Cost to the customers Convenience Communication four Ps four Cs Summary : What is „CRM“ ? Exchange of marketing mix four Ps four Cs Exchange of customers customers stakeholders Exchange of marketing transaction relationship Exchange of quality management QMS TQM Marketing management Marketing research Marketing planing Marketing research macro micro FAR environment analysis NEAR environment analysis sociological technological economic environmental political competitors buyers suppliers substitute products potential competition Marketing plan SWOT analysis Objectives Strategies Strengths Weaknesses Opportunities Threats Specific Measurable Achievable Realistic Time Product s. Pricing s. Distribution s. Communication s. Controlling Strategic c. Operative c. Marketing strategies Product strategy Pricing strategy four Cs Distribution strategy Communication strategy Product strategy (customers needs & wants) four Cs Product strategy Brand&Image management Life-cycles management Product range management Pricing strategy (cost to the customers) four Cs Pricing strategy Pricing new Pruducts Price skimming, penetrartion pricing Calculating a price Pricing existing Products Price cutting-leadingfolowing Distribution strategy ( convenience ) four Cs Distribution strategy Internal service management Mix of distribution channels Channels conflict managemnet Communication strategy ( communication ) four Cs Communication strategy Internal communication management External communication management Sales management Management of sales plans Management of forecats Management of receivables Management of sales plans Sales Plan Product Groups Basis: Products trend Terriotories Basis: Geografical research Customer segments Basis: Demand and distributors condition Management of forecasts Forecasts Negative deviations Positive deviations Threats: Drop in Profit and CF Immediate measures -Cost reduction -Procurement resources -Involved persons Threats: Lack of sources -Finance -People -Material -Technology Management of receivables 1st stage Client searching Receivables First client look Negative sign CREDIT – MATURITY Guarantees management 2nd stage Payment Problems Classification overdue Recovery of overdue Active deals Observation and evaluation: Changes, problems, other business activities Sales motivation systems BASIC SALARY plan forecasts receivables Comparison Comparison Comparison PLAN REALITY AVERAGE FORECAST RECEIVABLES TURNOVER MOTIVATIONAL COMPONENT Financial management Revenues – costs view Financial Plan Assets–Equity-Liabilities view Balance Sheet plan Profit & loss plan Cash inflow – Cash outflow view Casf flow plan Financial plans Financial plans P/L -plan +Sales - Operating costs - Personnel costs - Depreciations - Financial Costs -----------------+/- Profit/Loss C/F plan + Cash inflow - Cash outflow ------------------Cash flow + EBITDA +/- change in wc +/- interests,taxes,divid. +/- investment, fin.act. --------------------------Cash flow BS Plan Fixed assets Shareholders equity = Current assets Liabilities Financial management Investment planning Net Present Value Method Investment costs Future CF or FCF WACC Present Value CF NPV Innovation management Innovation Management innovation Product innovation Operational innovation Innovation management Changes Innovation process Top management Innovation Comitee Project team Decision Controlling Ideas BRSTG Proposals Business plan Realization Quality management Quality models QMS Standards Procedures Selected groups of employees Objective: obtain certificat TQM Strategy of permanent improvement Philosophy All the employees Objective: satisfaction of customers Examination Oral examination: two questions (according to methodological papers) Terms: May, June, September Literature: Karel Havlíček:Small Business.Management & Controlling + Powerpoint presentations (lectures, ISu)