CASE STUDY FINAL

REQUIREMENT
KARPOV B. ABLANG
MASTER IN BUSINESS ADMINISTRATION 2ND TERM
INTRODUCTION
THE FOOD EMPIRE
THE FOOD EMPIRE is how I will call my own business in the near future as
I dream of becoming a provider of food products and services and a lawyer
at the same time. I have conceptualized of this concept many years ago.
Since I still have no enough resources yet as of this moment, I am taking
advantage of this subject, Business Policy, to enhance my business plans.
Hopefully, I will be able to establish my own company in the near future.
The Food Empire will focus on selling and retailing food ingredients from
Asia which includes Chili Sauce manufactured in India, Dark Soy Sauce from
Taiwan, Oyster and Ginger Sauce from Vietnam, Hoisin Sauce from China
and Sticky Rice from Japan.
I will be the leading provider of the products mentioned above across the
Philippines and the neighboring oriental countries.
To be the LEADING Food Company in Asia which refreshes every kitchen
with the best and freshest ingredients by the Year 2025.

To STIMULATE moments of cheerfulness and satisfaction in every kitchen.

To FORM value and make variance and metamorphosis in the Asian

Kitchen.
Ethics with People: Be the best place for our employees and have our
people be motivated and work hard to be the best that they can be.
Business Portfolio: Bring to countries in Asia and all over the world a
diversity of quality Asian ingredients that will define, address and
anticipate the peoples needs.
Relationship with Investors: Define a winning paradigm of investors,
partners, clients and customers so we can create a reciprocated and long-
term value.
The World and Planet Earth: Be a company which aims to help building
sustainable planet and developing communities all over the archipelago.
Productivity: Be an organization which is highly effective and excellently
efficient.
Product Profile

The Food Empire is retailing and manufacturing products, which are Asian
Ingredients, using the most ORGANIC materials from different sources. We
will be partnering with the best producers in Asia, and all around the globe.
We will make sure that each product that we deliver will meet and exceed
Food Standards set by authorities here in the Philippines and abroad.
We partner with the end-farmers all around Asia, and determine how they
plant, cultivate and harvest the produce.
We help farmers market they products through partnership with us. This is
helping them grow while helping us to be profitable as a business as well.
 GOALS OF THE FOOD EMPIRE

STRATEGY ACTION PERSONS YEAR COMPLETION EVALUATION

Quite simply, goals are broad statements of overall intent.
Profitability - Monitor Sales - Area Sales Goal is Yearly basis BOD will conduct
Increase Reports Managers to evaluation of Sales
Annual Sales Quarterly - Sales increase Reports submitted
by 12% - Incentive Representati sales by by the Sales
Schemes ves 12% per Department
should be - In annum
developed. house/Store once Sales Heads shall
- Area sales the make an itemized
expansion Personnel busines reports on how
- Internet - Internet s is each agent has
Selling Sales Reps establis performed.
- Inbound and hed.
Outbound In-store
Selling performance
evaluation by
managers.
 STRATEGY ACTION PERSONS YEAR COMPLETIO EVALUATION
N
Growth Feasibility Business 2 years upon 2-3 years The Business
Expansion of Study must Development establishmen upon Development
Branches in be conducted Head t of The Food initiation of Department
key cities by the Empire. the project must assure
within Marketing Sales Heads that after the
Metropolitan and Sales (Note: The Feasibility
Manila and Departments Board of Food Empire Study has
Mindanao . This should Directors is an been
include imaginary submitted
strategic Top company as and studied,
location, Management of this it must
costing and moment) submit
projected proposal to
revenue. the BOD for
approval.
MAJOR GOALS EXPLAINED

RESOURCES MUST BE INCLUDED IN THE TABLE AS THEY DEFINE HOW THE MAJOR
GOALS WILL BE FUNDED.
For the two major goals that I have mentioned, the concerned departments must:
1. Submit Proposal to the Board of Directors for funding of additional incentives
for sales persons meeting or exceeding required quotas. This is to motivate
them to sell efficiently and effectively. Also, since we are on aggressive selling,
we must make sure that we have sufficient funds to pay for additional
inventories.
2. For Expansion, it will be a multi-million project. Hence, The Food Empire may
consider getting loans from Financial Companies. The Board of Directors must
prepare a resolution for such. The Finance Head must process all necessary
requirements to have the Loans approved.
 SWOT ANALYSIS
THE FOOD EMPIRE
INTERNAL STRENGTHS EXTERNAL STRENGTHS
Marketing: Focused and very aggressive Relationship with Partners and Suppliers:
marketing plan with vivid goals and strategies The Food Empire has established an
outstanding business relationship with its
stakeholders, business partners and suppliers.
We have a good credit standing with our
partners and our partners have been receiving
profits since our company was launched.

Management: The people in each Political, Environmental and Economic

department have a wide array of knowledge in Factors: Since the shift of government to the
product and product development, sales, new administration, the stock market has
people management, and other capital been bullish. Hence, more investors are being
strategies. We have well-trained individuals attracted. The Food business is also booming
because of our continuous training system nowadays. It is a good signal that needs and
and career plan. desire for new food options are emerging.
 INTERNAL OPPORTUNITIES
Image and Packaging:
Consumers nowadays are more
inclined to buying products with
attractive, colorful and handy
packaging. Therefore, it is an
internal opportunity to tap our
creative department to meet this
demand in the market.
Internet as a Marketing Tool
EXTERNAL OPPORTUNITIES
Asian Ingredients a Booming
Business: A number of other
businesses are planning to sell
products same as what The Food
Empire is offering to the consuming
public.
Desire of customers for one
place or one-stop shopping for
their food needs.
 INTERNAL THREATS
Competitions: Since the
competition in the Market is tough,
The Food Empire resolves
competition by making expensive
promotional and advertisement
campaigns.
Confidentiality of Business
Practices: For whatever reason,
measures must be put in place to
ensure that the data remains
confidential.
EXTERNAL THREATS
Stronger brand names of
competitors like Asian Food
Ingredients and Wai Yee Hong
Chinese Supermarket: Both are the
leading supermarkets which have
also their online stores to cater the
needs of the world in terms of Asian
ingredients.
Price Fluctuation: Fluctuation of
prices in the market due to emerging
demand and penetration of similar
forms or businesses.
 INTERNAL WEAKNESSES
Inability to give High Commission
Rates for our Sales Persons: We
are still a growing company. Hence,
we prioritize revenue first as of this
moment. Our inability to match other
companies in terms of their
commission rates may affect
retention of our workforce.
Limited Human Resources:
Limited human resources can
include having a small staff, which
makes it difficult to tackle every item
on the company's to-do list.
EXTERNAL WEAKNESSES
Ongoing development of
relationship with retailers: As a
new company, it is challenging to
close contracts with several retailers
since we have yet to prove our
capacity to supply the volume of
their demands.
Customer Problems and
Complaints: Since our systems are
just new, and that we have a limited
Human Resources, The Food Empire
faces a dilemma on handling external
complaints as of this moment.
VALUE CHAIN ANALYSIS
 Enterprise Resource Planning

What is it?
A software that unites all of a companys major business activities, from order processing to
production, within a single family of software modules.

ERP solutions can be categorized in a number of different waysby the size of the solution or
the market share of the supplier; by the specific vertical industry that the system is designed
to support; or according to the technology platform it runs on.

Probably the most significant technology differentiator is database system but here again
many products will work with a choice of databases, most often Oracle or SQLServer
(Microsoft). Many ERP buyers prefer to limit the number of technology suppliers they want to
deal with, simplifying the support and maintenance tasks.
What ERP system shall The Food
Empire adopt?
 TECHNOLOGY AND FOOD EMPIRE

POS POINT OF SALE SYSTEM

This is for inventory management, integrated rewards program and invoicing
options.
Google App and IOS App The Food Empire Ordering System
Customer Relationship Management Software - allows to trackcustomers,
identify market segments and then easily communicate with them via email,
telephone, direct mail and more.
Bar Code Scanning
Retail Accounting Software
Payroll Software
Website and other forms of mobility using social media and other
applications
THE FOOD EMPIRE
Enterprise Risk Management
 Risk Management

Risk
Tracking
The Food Empire
Organizational Risk Structure
 Risk Management Pattern

Corporate
Managem
ent Group
Monthly
Meetings
The Food Empire Risk Management
 STRATEGIC INCENTIVE
MANAGEMENT
Planning
1. Program Research and Analysis
2. Survey Employees and Managers
3. Review Company Performance Objectives
4. Review Past and Current Programs
The Food
Empire
Control
1. Program Analysis
2. Program Monitoring and Reporting
3. Employee Evaluation
Implementation
1. Develop Integrated Programs
2. Product Selection
3. Product Quality Control
4. Communications Materials
Performance
1. Achieve Business Objectives
2. High Return on Investment
 GOALS DISPLACEMENT

What is it?
The substitution by an organization, of thegoal or goalswhich it was
established to serve, for other goals. The latter frequently serve the
interests of employees.
Goal displacement is the act of unintentional goal in the original goal into
a new goal. Such displacement diverts organizational resources away
from the organizational goal. When served goal become the primary goal
in an organization goal displacement takes place.
 Reasons for Goal Displacement

1. Goal conflict :When organizational goal conflict with individual goals and personal goal
displacement takes place. It basically occurs when there is absence of consensus in an organization.

2. Means-End Inversion :
End Goal
Means process, way
End is what is to be achieved and means is how it is to be achieved. When an management developed
strict rule regulation, policies and procedures to perform organizational functions then employee
proper attention to follow these rules and discipline not to the accomplishment of task due to which
goal displacement takes place.
3. Abstract Goal :If original goal are abstract, uncertain and unclear displacement takes place. If
the goals are not made clear then members of the organization can not achieved it with limited
resources. So, goal must be specific and achievable that can be translated into operational goal,
otherwise it is displaced.
 BUSINESS POLICIES THAT LINK TO
THE FOOD EMPIRES MAJOR GOALS
GOALS
PROFITABILITY GROWTH AND EXPANSION
1. Managing Costs (Evaluation: 1. Defining the Target Markets
Quarterly) (Annually)
Areas to consider: -. Same target group; new geographic area
-. Suppliers -. New target group; same geographic area
-. Finance -. New target group; new geographic area
-. Premises -. Who are our customers? What are their
-. Production needs?
-. Uncovering Real Costs -. Market Analysis

2. Reviewing Offers (Evaluation: 2. Extensive Market Research

Quarterly) (Annually)
Areas to consider: - Interest in our products
- Pricing Considerations - Current population trends
- Finding Best Customers (upselling, cross- - Delivery of products and/or services
selling, diversifying) - Number and strength of competitors
3. Buy More Effectively (Quarterly)
- Getting the Best Deal from Suppliers
- Cut waste throughout business (cut power
costs, are we paying for unpaid utility
subscriptions?
4. Concentrating Sales Efforts (Monthly)
-Working with the best customers
-Finding the new best customers
-High sales and high profit philosophy
5. Boost Productivity (Annually)
- Measurement of operational efficiency
- Commitment to managing productivity
- Streamlining processes
- Deciding on areas we want to improve upon
3. Developing New Products and Services
(As needed)
- Skills and expertise in-house
- Commitment to resources available
- Minimizing risks
- Teaming up to reduce risks
- Moving into new market areas
4. Turning the Plan into Metrics (Monthly)
- Do employees have the skills to support the
growth strategy?
- Can existing operations handle a sudden
boost in demand?
- Calculating the profitability of the product
5. Refinancing the Business (2-3 years
interval or as needed)
-Increase income? Improve assets? Reduce
liabilities?
- Understanding core competencies
- Planning the growth
- Building the team and creating an enviable
 The Food Empire
General Business Policies
Corporate Statement:
THE FOOD EMPIRE is dedicated to operate its undertakings in peace with all pertinent, significant
and important laws, as well as high honorable and principled principles. This standard is the
groundwork upon which the Company has built its reputation of providing quality products,
superior service and integrity in all facets of its operations. All personnel must become
acquainted with these ideologies and must conform to this Policy, at all times, without omission.

Policy:
It is the The Food Empires policy to conduct its industry in stringent obedience with both the
letter and spirit of all laws in which we do business, and it is also the Company's dogma to forbid
any action which is unlawful, dishonorable or which may generally have an opposing
consequence on the Company's products, personnel or business.
The Food Empire
General Business Policies
EMPLOYEE HEALTH, SAFETY AND THE ENVIRONMENT
All employees must comply with applicable environmental, health and
safety laws and regulations. As part of the Companys commitment to
protect the environment and preserve our natural resources, the Company
and its employees will take appropriate measures to protect those resources
within our control.
RELATIONSHIPS WITH COMPETITORS/ANTITRUST
In keeping with antitrust laws, the Company's employees are prohibited (a)
from entering into any agreement, expressed or implied, formal or informal,
with any competitor with regard to prices, terms or conditions of sale, or
allocation of territories or customers, or (b) from engaging in any conduct
that violates any international, federal, state or local competition laws.
The Food Empire
General Business Policies
PROCUREMENT INTEGRITY
All business dealings with suppliers will be addressed fairly and ethically on a nondiscriminatory basis, without reference to
personal relationships, and consistent with applicable laws and regulations.

ACCOUNTING
The Company's accounting policy objectives are to standardize financial reporting to provide adequate internal controls that
insure the preparation of records and reports in accordance with current generally accepted accounting principles and all
applicable laws. Employees are prohibited from making any false, misleading, or incomplete statements or providing
incomplete or incorrect information to the Company's accountants and auditors in their preparation, examination or audit of
the Company's financial statements.

PERSONAL RESPONSIBILITY
You have a personal obligation to observe both the letter and spirit of every provision of this Policy and you should encourage
the compliance with this Policy by your fellow employees.
Any activities that might lead to violations of this Policy, or which might give the appearance of violating this Policy, must be
brought to the attention of management, in particular, the President and CEO; Vice President, Human Resources; or the
General Counsel. The Company recognizes that there may be occasions, when concerns are so sensitive, one may not feel at
ease going directly to management and it would be more comfortable to raise concerns confidentially.
Evaluation and Control Process

NO

YE
S
STO
P
 EVALUATION AND CONTROL PROCESS
Determine what to Establish the Measure the Does performance Taking corrective action
measure predetermined performance match standards
standards 1. Coaching of staff on
1. Organization Programs 1. Organization Programs 1. Adherence to mission- 1. Yes? pertinent issues not met
2. Processes must be coherent with vision statement. -. Motivate further by immediate
3. Systems the mission-vision 2. Quality Control, -. Seek innovation and supervisors.
4. Products and Services statement of the Licensing, Government improvement to 2. Revisiting business
company. Regulations, Internal generate a better policies; are they still up
2. State of the art Audit, External Audit business branding to date? Do they need
processes and systems 3. Sales, Revenue and -. Social Corporate to be revised to meet
duly approved by ISO Profit Performance Responsibility policies the present situation.
Certification Evaluation must still be enhanced. 3. Team buildings,
3. FDA, DOH and other 4. Issuance of Financial employee performance
industry regulations Statements by year 2. No Take Corrective evaluations, KPIs,
for products and end; presentation to the Actions metrics.
service Board. 4. Rewards and
5. Innovation of Marketing, recognitions.
Sales and Promotional 5. Outside business
Activities. consultant services;
6. Customer, Client and employee retraining;
Supplier Surveys upgrade of facilities
6. Setting Performance
Improvement Plans;
Span of PIP; re-evaluate
7. Retain, Extend or Hire
other employees.
8. Retain or upgrade
policies and procedures
9. Hiring and Termination
process.
Evaluation and Implemented Strategy
Process
STRATEGIC PLAN BOARD ORGANIZATIONAL FIVE YEAR CAPITAL ANNUAL BUDGET EVALUATION
LEGISLATIVE STRUCTURE IMPROVEMENT
ACTION
1. General Plan 1. Board Resolutions Create an The Food Empire 5-Year The Annual Budget is 1. Strategic Plan
a. Profitability, 2. Government organizational Capital Improvement Plan the primary financial Evaluation
Revenue Regulations; How structure to achieve is a multi-year guide to the mechanism for 2. Goals and
Generation to comply with the goals of the construction and achieving the Objectives
b. Marketing requirements/stan strategic plan and maintenance of a strong business vision Evaluation
Strategy dards implement its market base for the trough achieving the 3. Action Plan
c. Supply Chain 3. Directives from policies within each company such as goals of the Strategic evaluation
Management the Top of the strategy promotional activities, Plan and 4. Five-Year Capital
d. Promotion and Management areas. This might product innovation Implementing its Plan
Advertisement 4. Market and include the creation programs, staff Policies and Improvement
e. Customer Competition of: 1. Specific development and training, executing action 5. Budgeting,
Service Standards Marketing facility improvement and plans. The budget Financing and
f. Market 5. Development Committee 2. other capital factors document is an: 1. Resource
Expansion Standards Changing job needed to deliver the right operation guide 2. Evaluation
6. Sales/Marketing/ descriptions and/or products to the right target financial plan 3. 6. Employee
2. Utility/Facility Product Innovation lateral promotions market. It is through this communications Performance
g. Location 7. Financial 3. Making specific process that long-range device Evaluation
h. Building facility Standards assignments for plans for the orderly 7. Top Management
i. Equipments 8. Leadership specific programs maintenance and 1. Summary of Evaluation
j. IT Infrastructure 9. Contracts and projects improvement of The Food accounting,
k. Fixed Assets Empires assets and investment, fixed
productivity. This document assets, financial
3. Specific Plans is intended as a planning and capital
*See major goals tool and is structured to improvements.
l. Hiring present a meaningful 2. Description of
m. Expansion perspective the businesses accounting,
n. Profitability long-range capital marketing and
improvement goals. financial system
3. Goals and
objectives of each
department
4. Performance
measures, line
item budgets and
 SAMPLE INTERNAL ASSESSMENT TABLE (The Food Empire)
PROGRAM PROGRAM PROGRAM
COMPONENT STRENGTHS WEAKNESSES
Program Management Fully Staffed Team; Limited promotional
and Staffing Highly Trained Team development for staff;
Members; Team Work,
Cooperation, Efficient
Supervision

Program Planning and Newly revamped IT and Lack of staff skills in

Monitoring Financial System; collecting research
Product and Technical information on market,
Assistance; Efficient product, consumers and
Marketing Strategies competitions

Partnerships Expanded Capital, Diversified and Complex

Market Diversification, Planning; Complicated
Strategy in 4Ps of Staffing and Decision
Marketing Making
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR
Accessibility to decision-making
process
Clear understanding of stakeholder
interests and concerns
METRIC
1. Timing and focus of
engagement
2. Influence on
decisions/processes
3. Access to decision maker
1.Comprehensive stakeholder
assessment completed
2. Assessment results analyzed
and categorized
3. Strategic stakeholder
involvement plan developed and
implemented
4.Changing/emerging interests
and concerns identified and plan
modified, as needed
MEASUREMENT
TOOL
1. Number of opportunities for
stakeholders to engage in
early planning, to include
issue
2. Number of jointly identified
alternatives/solutions
discussed and adopted
1. Key stakeholders identified and
interviewed
2. Analysis completed to identify
and categorize interests and
concerns
3. Methods and approaches in
strategic stakeholder
involvement plan reflect
stakeholder needs, as
identified in interviews
4. Plan contains methods for
continually assessing
stakeholder interests and
flexibility for changes, as
needed
SCALE OF OUTCOME
(3 = High)
1. No engagement; decision imposed
without stakeholder input
2. 2. Alternatives identified and
presented for stakeholder feedback
3. 3. Issues and alternatives jointly
identified, discussed, debated;
mutually beneficial solution adopted
1. No stakeholder assessment done; no
involvement/engagement with
stakeholders
2. Minimum requirements met; limited
interviews; standard methods and
approaches; plan not tailored to
specific stakeholder interests and
needs; little flexibility to modify for
emerging/changing situations
3. Maximum number of interviews to
ensure identification of all interests;
methods and approaches reflect
specific needs identified; plan is
flexible to incorporate changes, as
needed
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC MEASUREMENT TOOL SCALE OUTCOME (3=High)

Diversity of views represented
1. Diversity of views represented
2. Engagement opportunities are
convenient for all participants
1. Number and types of 1. Participants represent less than
participants 50% of interests; public
2. Types and locations of meeting/hearing formats only;
meetings/discussions meetings are inaccessible
and/or conducted at
inconvenient times
2. Participants represent 50-75%
of interests; meeting formats
foster discussion, are
accessible, and held at
convenient times
3. Participants represent 100% of
interests; meeting formats are
open, flexible, and based on
participant needs; discussions
are open and provide
opportunities for civil debate
and joint problem-solving
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Integration of interests and 1. Participant interests identified
concerns and integrated into issue
identification; common
interests identified
2. Participant interests integrated
into alternative solutions
3. Participant interests result in
changed actions,
reprioritization, adjustments
throughout the project
MEASUREMENT TOOL
1. Number and types of interests
included in issue definition
2. Number and types of
alternatives reflecting common
interests
3. Number and types of changed
actions, adjustments, and/or
reprioritizations, based on
participant interests,
throughout the project and
integrated into final decisions
SCALE OF OUTCOME
(3=High)
1. Interests neither sought nor
identified; issue defined
without input; no adjustments
or reprioritizations based on
participant interests/concerns
2. Interests of some participants
identified and integrated into
issue definition; alternatives
reflect some, but not all
interests; few or only
established process
adjustments
3. All participant interests
identified and integrated into
issue definition; alternatives
reflect common interests of all
participants; process
continually assessed and
adjustments made throughout
the project
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Information exchange 1. Documents from all
participants are readily
available, clearly written,
understood, and translated
when necessary
2. Meetings are conducted in a
manner and format conducive
to open dialogue and free
exchange of ideas and
viewpoints
3. Innovative approaches are
utilized to share ideas and
reach mutually acceptable
solutions to complex issues
MEASUREMENT TOOL
1. Routine evaluations to gather
feedback from participants on
availability, clarity, and
understandability of written
materials
2. Routine evaluations to gather
feedback from participants on
openness of meetings and
ability to enter into discussion
on various ideas and
viewpoints
3. Types of approaches used;
types of issues discussed;
solutions identified; routine
evaluation to gather feedback
from participants on
effectiveness of approach and
satisfaction with identified
solutions
SCALE OF OUTCOME
(3=High)
1. Written materials are highly
technical and available to only
a minority of participants; only
large, required public meetings
are conducted
2. Somewhat filtered information
is provided at regular, but
infrequent intervals and only at
key points in the process;
public meetings and limited
participation workgroups are
convened
3. Written materials are clear,
readily available, with flexible
formats to meet needs of all
participants; multiple
opportunities open to all for
information exchange, to
include meetings, workshops,
issue-specific workgroups,
presentations, and additional
innovative approaches
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Project efficiency 1. Engagement and partnering
are realistically integrated into
overall project planning and
budgeting
2. Projects are completed on time
and on budget, with
engagement and partnering
integral to the decision making
process
3. Partnerships leverage
resources and result in general
support for outcomes
MEASUREMENT TOOL
1. Ratio of actual to projected
costs of overall project
2. Percentage of deadlines met
3. Number of decisions
readdressed due to lack of
support
SCALE OF OUTCOME
(3=High)
1. Public controversy and/or
litigation results in extended
time and/or additional cost to
complete
2. Project implemented on
schedule, on budget
3. Project implemented in less
than anticipated time and/or at
less cost due to leveraging
resources with partners
resulting in general
acceptance of solutions
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Decision acceptability 1. Engagement and partnering
relationships are established at
the issue-identification stage
and routinely utilized
throughout the project
2. Alternatives are jointly
identified, discussed, and
debated
3. Decisions reflect the goals and
interests of all participants
MEASUREMENT TOOL
1. Number of project delays due
to public protest/controversy
2. Documentation of regulatory
approval
3. Documentation that jointly
identified implementation goals
are met; funding provided
SCALE OF OUTCOME
(3=High)
1. Negative participant response;
decision is rejected due to
public controversy
2. Responses mixed; project given
low priority due to public
controversy
3. Response from majority of
participants is positive;
decisions are routinely
implemented with general
support
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Mutual learning/respect 1. Participants can clearly
articulate other participants
positions
2. Participants with diverse
viewpoints engage in civil
dialogue and debate on issues
3. Participants are willing to
engage in joint problem-
solving, compromising to reach
mutually acceptable solutions
MEASUREMENT TOOL SCALE OF OUTCOME
(3=High)
1. Number and types of
concessions/compromises
made throughout the project
2. Documentation of routine
contact among participants
3. Meeting/engagement
summaries indicating civil and
productive dialogue among
participants
1. Participants defend individual
positions; not willing to
compromise, remain polarized;
participants dont talk to each
other and/or routinely make
negative/derogatory remarks
2. Participants understand others
positions, but do not fully
embrace the process;
compromise is limited or one-
sided; participants are civil to
one another, with occasional
flare-ups
3. Participants are willing to
engage in joint problem solving
to reach solutions beneficial to
all; free flow of communication
among participants, with
positive and constructive
exchange; improvements to
process due to enhanced
understanding and acceptance
of opinions and interests among
participants
 STAKEHOLDERS KEY
PERFORMANCE INDICATORS
INDICATOR METRIC
Cost avoidance, direct and indirect 1. Engagement and partnering are
adequately integrated into
project
2. SMEs have realistic workloads to
ensure facilitation of quality
engagement and partnering
3. Informational material
production time and cost
requirements are understood and
planned for
MEASUREMENT TOOL
1. Number of times inadequately
planned engagement and
partnering activities result in
project delays; documented
feedback from participants on
value of participation
2. Number of projects in SME
workloads
3. Amount of cost/time overruns
due to unrealistic expectations of
informational material production
requirements
SCALE OF OUTCOME
(3=High)
1. Ratio of actual to anticipated
cost/process time greater than
10; participants regret
participating
2. Ratio of actual to anticipated
cost/process time greater than 2;
participants ambivalent about
participating
3. Ratio of actual to anticipated
cost/process time = 1;
participants enthusiastic and see
value in participating
 Recommendations:
ASPECT OF FOCUS
1. Develop payment agreements with your
customers (PROFITABILITY)
2. Expand Distribution Channels
(EXPANSION)
3. IT System Infrastructure and
Development (TECHNOLOGY)
4. Labor/People Empowerment (HUMAN
RESOURCES)
5. Competition/Market Saturation (MARKET
PRESENCE)
Strategy to be implemented
To minimize collection costs and uncollectible accounts. It
doesn't matter how much you sell if you don't collect. The goal is
to have a proactive agreement so that payment terms are very
clear and you collect the money owed to you in a timely manner.
Perform a careful study of the effects of using online selling,
direct mail, wholesalers, retailers, distributors and outside sales
reps to project how each method can affect your sales volumes,
profit margins and total profits.
Real time data collection, large scale analytics, speed market,
employees productivity
Internally supplied management training; employee skills
enhancement; recruitment and selection; compensation and
benefits; hiring and firing policies
Diversify products; follow rules and regulations; market research
identifying competition; knowing clients; relationship with
suppliers; adjusting business strategies