Leadership. Group Analysis

Leadership is the act of guiding people through a certain activity (Werhane, 2011). In the group study, there was a combination of beginners, managers and executives in their professions. The group was made up of four intelligent members with different professional expertise in their working fields.Advertising We will write a custom essay sample on Leadership. Group Analysis specifically for you for only $16.05 $11/page Learn More One of the members was a retired military commander, then there was a recently promoted vice president of the company who had worked for ten years, the third member was the youngest in the group and lastly me.   This combination of numerous professional stages gave the group a driving force to handle the presented challenges (Johnson Johnson, 2012). This led to proper management and running of the group because of leadership experience possessed by all group members; the leadership trait included proper delegation of duties and responsibilities.  In reference to the book written by Johnson and Johnson (2012), they argued that professional experience comes with age where elderly persons are deemed to have a higher professional experience as compared to the younger generation. Professionally, age is an indicator of authority, knowledge and experience. This is a simpler method of classifying professional titles and experiences.  The elder group members displayed a higher experience and knowledge in handling group’s conflicts and maintained the smooth flow of the work presented at hand. The combination of the old skills and new skills led to new ways of undertaking activities, which motivated members and as result increase overall performance. The conclusion that with age comes leadership abilities was drawn on the way the elderly group members handled their duties and responsibility assigned to them including offering guidance to junior members of the group (Johnson Johnson, 2012). Group membe rs carried out several interviews as part of the tasks assigned to them by the overall leader. They included collecting data using questionnaires and each group member compiled a report of which the two veterans in the group presented a more professional report as compared to our report. This indicated the importance of having more experienced professionals in a group handling a specific task (Werhane, 2011). Every member in the group acted as a leader even though we had an overall leader who was a retired military commander and me. According to the contingency leadership theories, styles of leadership are determined by several variables like the environment in which the leadership is carried in hence the best type of leadership is selected according to the environment (Werhane, 2011).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This theory discredits a single leadership style of manage ment for all situations. A group’s success or failure depends on the available variables to be considered including style of leadership, nature of the situation, and the follower’s qualities (Johnson Johnson, 2012). The group was a formal group observing and obeying the set authority by the members even though most of the times we used to consult Jake and Julie on the way to approach some matters.  Leadership support offered to me by the veterans helped me up my leadership skills and courage. Groups tend to rely mostly on the members with adverse knowledge concerning matters affecting their management; this makes groups to be formal since they obey the authority vested in each member who is a leader. One of the youngest members created confusion between the retired military commander and I who were the authority holders by competing with us. Although informal authority is difficult to gain, it can easily be taken away. References Johnson, D. W., Johnson, F. P. (201 2). Joining Together: Group Theory and Group Skills. New Jersey, NJ: Pearson. Werhane, P. (2011). Leadership, Gender, and Organization. Netherlands: Dordrecht Springer. This essay on Leadership. Group Analysis was written and submitted by user Jaylyn B. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Example Sentences of the Verb Eat for ESL Learners

Example Sentences of the Verb Eat for ESL Learners This page provides example sentences of the verb eat in all tenses including active and passive forms, as well as conditional and modal forms. Base Form eatPast Simple atePast Participle eatenGerund eating Present Simple I usually eat at six oclock. Present Simple Passive Dinner is usually eaten at six oclock. Present Continuous We are having dinner at six this evening. Present Continuous Passive Dinner is being eaten at six this evening. Present Perfect He has already eaten. Present Perfect Passive Dinner hasnt been finished yet. Present Perfect Continuous We have been eating for two hours! Past Simple Jack ate a great lunch at Marcos Restaurant. Past Simple Passive A great lunch was eaten at Marcos Restaurant. Past Continuous We were eating lunch when she burst into the dining room. Past Continuous Passive Lunch was being eaten when she burst into the dining room. Past Perfect He had already eaten lunch when we arrived. Past Perfect Passive Lunch had already been eaten when we arrived. Past Perfect Continuous They had been eating for two hours when he got home. Future (will) They will eat lunch at work. Future (will) passive Lunch will be eaten in a restaurant. Future (going to) We are going to eat dinner at home this evening. Future (going to) passive Dinner will be eaten at home this evening. Future Continuous We will be eating French food this time next week. Future Perfect They will have eaten dinner by the time we arrive. Future Possibility The might eat in a restaurant. Real Conditional If she eats before she leaves, well have lunch alone. Unreal Conditional If she ate more, she wouldnt be so skinny! Past Unreal Conditional If she had eaten more, she wouldnt have become ill. Present Modal You should eat more spinach! Past Modal He might have eaten before he left. Quiz: Conjugate With Eat Use the verb to eat to conjugate the following sentences. Quiz answers are below. In some cases, more than one answer may be correct. I usually _____ at six oclock.He _____ already _____ lunch when we arrived.We _____ lunch when she burst into the dining room.We _____ dinner at home this evening.They _____ dinner by the time we arrive.If she _____ more, she wouldnt be so skinny!Jack _____ a great lunch at Marcos Restaurant.A great lunch _____ at Marcos Restaurant yesterday.We _____ dinner at home this evening.He _____ already _____.Dinner _____ at six this evening. Quiz Answers eathad eatenwere eatingare going to eatwill have eatenatewas eatenare going to eathas eatenis being eaten

Three Different Commercials Essay Example | Topics and Well Written Essays - 500 words

Three Different Commercials - Essay Example I take pride that I have a 100% conviction rate for certain occasions when the cases that I have handled have gone to trial. Right now, I am interested to fill the Sheriff position which was recently vacated due to the retirement of our previous one. I would like to take bigger responsibilities and certainly contribute more to my community. I was promoted as a corporal last year and I maintain good relationships with my colleagues as well as the members of my community. My experience and the support that I get from people, inspires me. This, along with my desire to be of service, strengthens my purpose. I am Carrie Smith and I am here to tell you how I can be a valuable asset to your salon. I have three reasons why this is so and I know that these reasons are exactly what you have in mind in regard to how hair dressers can contribute to your company. Firstly, I do not merely have experience in hairdressing but I could also work as a makeup artist and spa attendant at the same time. I am experienced in all of these work although I enjoy hairdressing best. Secondly, I am a very sociable person and thus, could greatly contribute to the positive customer experience in the workplace. Finally, I am very committed to my craft. I do not see the job as menial but instead I consider it as my art. As a matter of fact, I have been a hair dresser for five years and I look forward to it as my lifelong career. Let me introduce myself. My name is Jean Hayes and I am working right now as a lead day care provider to a child care center which cares for an average of 200 kids. I love children, that is why I like my job very much. I have been doing this kind of work for a couple of years already and prior to that I graduated with a degree in elementary education. That being said, you can very well say that I can handle any amount of stress from teaching at least 25 children in a day. I constantly earn high ratings in periodic evaluations of all aspects of performance - from

Final Essay Example | Topics and Well Written Essays - 750 words - 13

Final - Essay Example Following the partition of the Palestine in 1947 and the US government recognition six months later of the State of Israel, there was need for the US military to intervene and protect the young nation. The war in Egypt after the death of Gamal Abdel Nasser who was succeeded by Anwar Sadat who attacked Israeli necessitated the US involvement after the Soviet had threatened to intervene by use of military force against the Israelis. It was at this time when Henry Kissinger used a diplomatic engagement and managed to make peace between the warring countries. To this far, the American Military involvement was justified to be in the Middle East. This is because had it not been for the US military, there would have been no peace between the Israeli and the Egyptians; many people would have lost their lives. The US managed not to be involved militarily in the Middle East conflicts after the WWII, due to continued instability in the Middle East politics between Muslims and Christians, there was need for the American troops to be dispatched there. They managed to contain the situation between the warring factions without any casualties (Faucet, 2013). According to John C. Goodman, in 2009 only, the US government devoted a lot of resources to defend the oil in the Persian Gulf. The reason why the US troops are maintained in Qatar, Kuwait, Bahrain, the United Arab Emirates, Iraq and Oman is to ensure a free flow of oil from the Middle East. The final implication of this reason is cheap oil from the Middle East which comes with unmentioned expenses and costs which policy makers should give a lot of thought before supporting any foreign policy. He argues that if the federal budget for Persian Gulf defense were to be included in the gas price, the US consumer would be paying $5 per gallon (Faucet, 2013). It is unnecessary to have a continued presence of the US troops in Persian Gulf to ensure

Nursing research Essay Example | Topics and Well Written Essays - 1250 words - 2

Nursing research - Essay Example It is important for an outcome measure to be reliable, sensitive to change, and valid. Hence, the outcome measure adopted is reliable in that the questions in the measure are easy to understand and enhances easy evaluation of the program. Importantly, the outcome measure provides an accurate indicator of the intended measure it should focus on, which makes the outcome measure valid (Royse, Thyer, & Padgett, 2009). On the other hand, it is evident that the outcome measure evaluated successful implementation of the program. Finally, the outcome measure is sensitive to change since its focus is on aspects that contribute to successful implementation of the program. The outcome measure, which is structured in form of a Likert-Scale questionnaire, will be the best tool to use in order to evaluate the outcome. The questionnaire, which is provided as Appendix 1, will evaluate the effectiveness of the implemented change. The questionnaire focuses on mothers since they are the best suited individuals to evaluate their children’s pain. Importantly, it is essential to point out that the items in the provided questionnaire conceptualize the elements of effective pain management in children. After the implementation of the change, the questionnaire will provide the healthcare facility with an opportunity to evaluate the success of the program. Evaluation requires a combination of human and financial resources in order for it to be effective. In this case, human resources will be an essential component of the evaluation process since they will provide the questionnaires to the parents for filling and consequently collect them after filling. On the other hand, the pain nurse is a component of the human resources required in the evaluation since she will walk through the pediatric ward and identify any inconsistencies in the program. Conversely, it is important to note that financial resources

Application of ERP Implementation Methodology Framework

Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst Application of ERP Implementation Methodology Framework Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst

Immigration Reform Essay -- Economics Welfare Immigration Essays

Immigration Reform At this time, the United States has allowed more immigrants to enter the country than at any time in its history. Over a million legal and illegal immigrants take up residence in the United States each year. Immigration at its current magnitude is not fulfilling the interests or demands of this country. With the country struggling to support the huge intake of new comers, life in America has been suffering tremendously. The excessive stress put upon the welfare system, overuse of the family reunification laws, and the exploitation of employment based immigration in the computer industry are reasons for immigration reform. The United States welfare system has difficulties supporting the huge numbers of immigrants coming into the country each year. A majority of the immigrants are from poor countries and come to the U.S. looking for work. A research organization called Urban Institute revealed that immigrants use more welfare and earn lower incomes than natives, which results in immigrants paying less taxes. The Urban Institute is a non-profit organization that investigates the social and economic problems of this country. Statistics from a Federation for American Immigration Reform (FAIR) newsletter shows, ?. . . the share of immigrant households below the poverty line (29 percent) is much higher than the share of native households that are poor (14 percent)--more than twice as high.? Due to the large numbers of poverty st...

Fire And Rescue Leadership Essay

The rapid and dynamic environment in which fire safety and rescue services operate require transformational leadership which can manage subsequent pressures in organizations. Leadership is important in directing workers in any organization towards achieving organizational objectives. The rapid changes that take place during a fire emergency can only be properly managed through flexible working patterns and communication tools (Crosby, 2007 P. 10). Organizational leadership is generally responsible for designing vision and communicating values that are consistent with the mission of the organization. Followers are therefore coached on best practices and procedures for giving and receiving feedback on sensitive matters to the organization. Exchange of ideas within the organization is a product of harmonious relations between the leader and workers. It is this exchange of ideas and interaction between leadership and followers that inspires teamwork and quality performance at workplace. Changes must be appropriately factored in the planning of an organization. Fire rescue demands effective and timely communication of information in order to avoid fire disasters getting out of hand. Fire and rescue leadership is the pivot around which operations and tasks are managed for safety and goals to be achieved. Literature review Group and team managers working in fire stations are the principle leaders who strategize vision and explain it to employees. Lifelong learning, emotional intelligence and self awareness are very important leadership at all levels (Cote, 2003 P. 14). Fire outbreaks are an emergency which if not managed properly could lead to devastating effects. Prior preparation and strategic planning is therefore necessary in benchmarking precise decisions and innovations which can thwart a crisis. Training is therefore part and parcel of the organizational culture of transformational leadership in fire safety and rescue services. An effective leader should possess a character of humility and courage in order to direct fellow workers in preventing and arresting fire emergencies. Such a leader should also be charismatic enough to influence focus in employees towards achieving organizational objectives. Fire and rescue training is an important component of managing fire risks and associated damages. The training program is fragmented in several sections that correspond to variety in expertise. The daunting task of training falls in the hands of the fire engineers and management which look into technical details of the training and financial allocation respectively. The fire engineer outlines the curriculum for the training taking into account engineering and architectural details that apply to fire safety. It is the duty of management to support training programs financially. Fire fighting requires enormous investment in monetary terms towards purchasing facilities and equipment for quenching fires. Rescue operations also require the support of machinery and equipment that guarantee the safety of the rescuing personnel and survivors during a fire outbreak. Joint trainings are carried out by experienced managers and engineers who ensure that fine details are adhered to while minimizing financial spending. Too much fragmentation of the training program could lead to duplication of tasks in teams which could result in wastage of resources (Muckett & Furness, 2007 P. 16). Joint trainings foster lucrative professional relationships across disciplines that facilitate exchange of ideas between experts on matters of fire safety and rescue services. It is therefore the duty of fire and rescue leadership to organize the different trainings into a formidable program that ensures that roles are properly assigned, resources economically allocated and time saved in the process. Meaning training should be carried out in an integrated approach instead of stand alone activities in various teams. The quantity and quality of the training should serve the main purpose and goal of the organization towards reducing the devastating effects of fires while enhancing rescue services successfully. Effective education and training should ensure skills are acquired within the time frames allocated. Qualified instructors provide integrated training which can ensure mutual operations in fire and rescue services. Allocation of relevant resources for training should be consistent with the training program and the topics to be covered. It is the task of the leadership to ensure that courses are covered effectively and information recorded regarding attendance and compliance of employees to the program. Competency targets need to be clearly stated and explained to employees undergoing the training for purposes of evaluating their work performance (Hoff & Kolomay, 2003 P. 19). Documentation of the training in terms of attendance and compliance by trainees is a key performance indicator of success. Information management is equally an important aspect of the training program which ensures that relevant data is taught with respect to the current trends and practices in fire safety and recue services. Current trends include emerging technologies and techniques that provide solutions to the problems at hand. Fire and rescue leadership should evaluate technologies and alternative techniques with the aim of weighing their cost and applicability in their organizations. The current system and structure of preventing and arresting fires should be investigated against the modern approaches after which decisions can be appropriately made. In case the current system does not support a comprehensive and precise fire rescue operation during emergencies, then it could be improved based on the modern technologies or otherwise replaced where the current system fails to provide expected results. Maintaining the current system with new innovative technologies saves time and resources as compared to an entire overhaul (Smeby, 2005 P. 15). Methodologies Leadership should guarantee safety of people and securing of property during fire outbreaks. Managers, supervisors and managers should ensure that resources are appropriately allocated to the important activities and programs. Different departments can be trained through a rotational program that recognizes the needs of each of them. Such a rotational program is cost-effective and proficient in terms of training the entire staff comprehensively. It is also the duty of the management to ensure that legal compliance to fire protection is observed. Standards related to the physical design of the building and escape routes during fire emergencies should be factored in fire management policies (Crosby, 2007 P. 17). This enables organizations to avoid unnecessary confrontations with the law and architectural specifications in case of fire. Apart from the support provided to continuous education and training of personnel on matters of fire safety, the smooth running of organizations is a factor of how compliant they are to the established code of conduct and professional ethics. The use of appropriate technologies and techniques in fire fighting and prevention of physical damage is only effective if physical security conforms to architectural specifications. Leadership is therefore tasked to educate employees on fire safety protocols such as the use of fire extinguishers and first aid. The fire service and rescue operations should therefore be designed in respect of the industry standards and technological advancements. A culture of fire prevention should be developed instead of the regular approaches where efforts are directed on fire suppression after an outbreak. Fatalities and damages can be effectively reduced if fire prevention is prioritized (Cote, 2003 P. 20). Firefighting however persists as an important strategy in managing fire outbreaks. Leadership should therefore ensure that fatalities during firefighting are radically reduced. Normally, fire outbreaks are sudden. Detection of fires and smoke is thus crucial at its onset in firefighting. Communication systems which include alarm and smoke detection systems should be operational and properly maintained. This is because fire spreads at an unpredictable rate and may cause unfathomable fatalities and damage to property. It is therefore the responsibility of those in organizational leadership to ensure that the relative occupancies of different buildings are factored in fire safety protocols. Occupants should also be properly trained on how to respond to a fire emergency in order to avoid unnecessary panic and confusion that usually develops during such disasters. Behavioral leadership is therefore part and parcel of fire safety management (Muckett & Furness, 2007 P. 24). Rescue operations normally take time to reach the site of a fire outbreak. Fire safety should therefore seek to empower different occupants with skills for escape. Apart from robust infrastructure made up of proper communication tools, spacious physical design and escape routes, occupants should be properly trained on perishable skills that would ensure composure and communication is sustained throughout the period. For instance, people with disability require additional support in terms of alternative safe havens within the building which are insulated from fires in order to secure their lives before rescue operations are launched. It is equally important that these alternative safe havens are accessible to occupants with disabilities away from the congestion of other normal people during a fire incident. Conclusion Saving lives is the ultimate responsibility of fire safety and rescue operations. Different stakeholders are involved in planning, organizing and implementing activities which prevent and arrest fires. Fire and safety leadership ensures that fire prevention strategies are feasible in a dynamic environment where technologies keep changing and techniques in firefighting vary (Hoff & Kolomay, 2003 P. 28). It is the responsibility of organizational leadership to apply wisdom and innovation when designing the best procedures and policies in fire safety. It is important that the current systems are evaluated and appropriately upgraded in order to align organizational infrastructure in fire safety with relevant modern technologies. These are particularly important in designing communication and detection systems which can promptly alert occupants on the danger of fire. Since rescue operations take time to be launched, minimizing the degree of fatalities during a fire incident remains on top of the agenda in fire safety. Fire and rescue leadership should therefore apply collaborative and transformational approaches in organizing trainings and fire fighting strategies. Reference list Cote, A E 2003, Organizing for Fire and Rescue Services, NFPA (Series), Jones & Bartlett Learning, Sudbury, MA. Crosby, F C & Windisch, F C 2007, A Leadership Guide for Combination Fire Departments, Jones & Bartlett Learning, Sudbury, MA. Hoff, R & Kolomay, R 2003, Firefighter Rescue & Survival, Penn Well Books, Oklahoma. Muckett, M & Furness, A 2007, Introduction to fire safety management, Butterworth- Heinemann, Amsterdam. Smeby, L C 2005, Fire and emergency service administration: management and leadership practices, Jones & Bartlett Learning, Sudbury, MA.

Barriers to Entry and Competitive Force Analysis Essays

Barriers to Entry and Competitive Force Analysis Essays Barriers to Entry and Competitive Force Analysis Paper Barriers to Entry and Competitive Force Analysis Paper I. INTRODUCTION Company Vision To have a Lamoiyan product in every home. Company Mission Improve the quality of life by bringing essential products within the reach of the common people. Corporate Values Pursuit of Excellence Doing things better than before and better than competitors. Respect for the Individual Values individuality by treating each other with fairness. Social Responsibility Making our presence a blessing to society. Teamwork Reaching collectively goals that we cannot reach separately. Integrity Doing things right Company Background In late 1970’s Cecilio Kwok Pedro’s Aluminum Container Incorporated became the major supplier of alluminum collapsible toothpaste tubes to Colgate-Palmolive, Procter and Gamble, and Philippine Refining Company (Unilever). However, in 1985, these companies started using plastic laminated tubes. Dr. Pedro closed his company but was able to realize that his equipments can still be put to good use. Two years later (1988), Dr. Pedro opened the doors to Lamoiyan. That time, the toothpaste industry was dominated by multinational companies namely Colgate-Palmolive and Unilever. Lamoiyan’s strategy was to target the weak point of these companies which is price. The company did not choose to compete head-on with Colgate-Palmolive and Unilever, hence it did a niche strategy. Dr. Pedro was able to develop multi-flavoured toothpaste for children. The company also introduced Hapee Gold for consumers in their 40s and 50s. Red and Green Sparkling Gel was developed to target the teenagers. With perseverance and effective advertising, and by selling his product at a price 30% lower than the leading brands, Dr. Pedro succeeded in making Hapee the No. toothpaste brand in the country. The company engaged itself in community outreach sponsoring schools and sports teams as a way of giving back to the community. Dr. Pedro also employed many hearing-impaired graduates of the school founded by the Deaf Evangelistic Allience Foundation Inc. (DEAF). He know that these community efforts made it harder for the multinationals to attack his company aggressively. With the en try of Zest-O Corporation’s BEAM toothpaste which is priced cheaper that Hapee, Lamoiyan decided to introduce Kutitap as the new, lowest priced toothpaste available. While Kutitap had achieved only 1. 1% market share by 2002, the new product was growing rapidly and as a consequence, BEAM’s market share had fallen to 6. 6% in 2002. The company also diversified its product line to include Dazz Dishwashing Paste, Dazz Dishwashing Liquid, Dazz All-Purpose Kitchen Cleaner, Tenderly fabric softener, and Fresher feminine wash. In November of 2004, Lamoiyan has earmarked P100 million to expand its business and establish presence in neighboring countries such as Vietnam, China, and Indonesia. II. Analysis of Macroenvironment Political The political system contained an executive, legislative, and judicial branch and functioned as a democratic state under President Macapagal-Arroyo. Ms. Macapagal Arroyo took office in January 2011 after Former President Joseph Estrada was impeached on charges of nepotism and corruption. The transition from Estrada, who was considered â€Å"president of the poor,† to Macapagal-Arroyo, who desired to strengthen competition and liberalize trade, unleashed considerable political uncertainty and a recession threat in late 2000 but, by 2002, the instability had mostly subsided. Economic The 1997 Asian financial crisis, the political instability, and the 2001 global economic downswing all adversely affected the Philippine economy, however growth in recent years suggested a modest recovery. The 2002 real GDP reached US$77. 1 billion, reflecting an 8% increase from 2001, and export revenues in 2000 totaled US$35 billion, more than four times the amount in 1990. In 2002, however, the Philippines fell 13 places to 61st out of 80 countries in the World Economic Forum’s Global Competitiveness Report, an index based on countries’ expected five year capita GDP growth As the country modernized throughout the 1980s and 1990s, the agricultural sector shrank, the services sector grew, and the manufacturing sector remained fairly constant. In 2002, GDP was distributed as follows: 45% services, 35% industrial, and 20% agricultural. Inequitable distribution of wealth plagued the Philippines, as the average income of the richest 10% was fourteen times that of the poorest 10%. Forty percent of the population lived in poverty. Socio-cultural Although the national language is tagalong, with over 80 distinct dialects, English was widely spoken and was the medium of communication in business and higher education. At 94%, the Philippines boasted one of the highest literacy rates in the world, and the highest in South-east Asia, including Hong Kong and Taiwan. Technological In 2002, 66% of toothpaste sold in the Philippines was packed in plastic tubes while 10% was in aluminium tubes, with sizes ranging from 25 ml to 150 ml. The remaining 24% of toothpaste sales consisted of 10 ml sachets. Labor Over 90% of the business in the Philippines employed fewer than ten people each, and in 2002 approximately 11% of the labor force was unemployed Demographic The Philippines, located off the south-eastern coast of mainland Asia, consisted of 7,100 islands covering a total land area of 115,830 square miles. The Philippine population exceeded 80 million in 2002, and was expected to grow at 2% annually through 2007. The islands were divided into three geographic areas: The southern island of Mindanao, the central islands of the Visayas, and the northern and largest island of Luzon, which contained the country’s capital, Manila. Almost half of the population lived in urban areas, and over 10 million resided in Metro Manila, which covered only 245 sq. mi. III. Analysis of the Task Environment The task environment is usually the environment that companies focus on. It helps the company to specifically identify environmental factors that are important in the company’s success. It typically includes the competitors, customers, suppliers, and strategic partners. Michael E. Porter of Harvard Business School has developed a framework for industry analysis and business strategy which he called the Porter’s Five Forces Analysis. Porter’s five forces include three forces from the ‘horizontal competition’: Threat of substitute products, threat of established rivals, and the threat of new entrants; and two forces from the ‘vertical competition’: the bargaining power of suppliers and bargaining power of customers. To help the company become more profitable, this section shall provide an industry analysis using Porter’s Five Forces Analysis. BARGAINING POWER OF SUPPLIER IS LOW The Bargaining power of the supplier is also described as the market of inputs. A company needs raw materials for them to offer products or services. Such raw materials include labor, components, and other supplies. These requirements lead to buyer-supplier relationship between the industry and the firm that provides the raw materials used to create the product or to deliver the service. Suppliers, if powerful, can exert an influence on the industry, such as selling raw materials at a high price to capture some of the industry’s profits. The following table is an analysis of the factors that determine the power of supplier. DETERMINANTS OF COMPETITIVE FORCEANALYSIS OF DETERMINANTIMPACT TO COMPETITIVE FORCE Dominated by a few companiesLowDecrease Not obliged to contend with other substitute products for sale in the industryLowDecrease Industry is not an important customer of the supplier groupLowDecrease Suppliers’ product is an important input to buyer’s businessHighIncrease Supplier group’s product are differentiated or it has built up switching costLowDecrease Buyers pose a credible threat of forward integrationHighIncrease BARGAINING POWER OF CUSTOMERS IS HIGH The power of buyers is the impact that customers have on a producing industry. In general, when buyer power is strong, the relationship to the producing industry is near to what an economist terms a monopsony a market in which there are many suppliers and one buyer. Under such market conditions, the buyer sets the price. In reality few pure monopsonies exist, but frequently there is some asymmetry between a producing industry and buyers. The following is an analysis of the factors affecting buyer’s power. DETERMINANTS OF COMPETITIVE FORCEANALYSIS OF DETERMINANTIMPACT TO COMPETITIVE FORCE Purchases large volumes relative to seller salesHighIncrease Products purchased from the industry represent a significant fraction of the buyer’s cost or purchaseHighIncrease Products purchased from the industry are standard or undifferentiatedHighIncrease Faces few switching costLowIncrease Earns low profitsHighIncrease Buyers pose a credible threat of backward integrationLowDecrease THREAT OF NEW ENTRANTS IS LOW It is not only incumbent rivals that pose a threat to firms in an industry; the possibility that new firms may enter the industry also affects competition. In theory, any firm should be able to enter and exit a market, and if free entry and exit exists, then profits always should be nominal. In reality, however, industries possess characteristics that protect the high profit levels of firms in the market and inhibit additional rivals from entering the market. These are barriers to entry. Barriers to entry are more than the normal equilibrium adjustments that markets typically make. For example, when industry profits increase, we would expect additional firms to enter the market to take advantage of the high profit levels, over time driving down profits for all firms in the industry. When profits decrease, we would expect some firms to exit the market thus restoring market equilibrium. Falling prices, or the expectation that future prices will fall, deters rivals from entering a market. Firms also may be reluctant to enter markets that are extremely uncertain, especially if entering involves expensive start-up costs. These are normal accommodations to market conditions. But if firms individually (collective action would be illegal collusion) keep prices artificially low as a strategy to prevent potential entrants from entering the market, such entry-deterring pricing establishes a barrier. Barriers to entry are unique industry characteristics that define the industry. Barriers reduce the rate of entry of new firms, thus maintaining a level of profits for those already in the industry. From a strategic perspective, barriers can be created or exploited to enhance a firms competitive advantage. DETERMINANTS OF COMPETITIVE FORCEANALYSIS OF DETERMINANTIMPACT TO COMPETITIVE FORCE Economies of ScaleHighDecrease Product DifferentiationLowIncrease Capital RequirementsHighDecrease Switching CostLowIncrease Access to Distribution ChannelsHighDecrease Cost of Disadvantages Independent of ScaleHighDecrease Government PolicyHighDecrease THREAT OF SUBSTITUTE PRODUCT IS LOW In Porters model, substitute products refer to products in other industries. To the economist, a threat of substitutes exists when a products demand is affected by the price change of a substitute product. A products price elasticity is affected by substitute products as more substitutes become available, the demand becomes more elastic since customers have more alternatives. A close substitute product constrains the ability of firms in an industry to raise prices. DETERMINANTS OF COMPETITIVE FORCEANALYSIS OF DETERMINANTIMPACT TO COMPETITIVE FORCE Available and priced attractivelyHighIncrease Buyers view the substitute as comparable or betterLowDecrease Cost that the buyer incursHighDecrease COMPETITIVE RIVALRY BETWEEN INDUSTRY IS HIGH With the real estate industry booming here in the Philippines, more and more companies develop strategic plans on how to capture more clients. DETERMINANTS OF COMPETITIVE FORCEANALYSIS OF DETERMINANTIMPACT TO COMPETITIVE FORCE Numerous of Equally Balanced CompetitorsHighIncrease Industry GrowthHighIncrease Fixed or Storage CostLowIncrease Lack of DifferentiationHighIncrease Capacity Augmented in Large IncrementsLowDecrease Diverse CompetitorsHighIncrease Strategic StakesHighIncrease Exit BarriersHighDecrease IV. PROBLEM How can Lamoiyan Corporation increase its market share without the multinationals attacking the company aggressively? V. ALTERNATIVE COURSES OF ACTION Strategy A: Tap a different market Explanation: Conduct business-to-business structure by tapping the hotel industry and the airlines. The company will be the exclusive distributor of toothpaste and other hygienic products of different hotels and airline companies PROSCONS The strategic move will not provoke aggressive attacks by the multinational companiesThe company needs to provide personalized packages for each of the hotel or airline company It will provide a higher income for the company incurring minimal fixed cost due to existing machineries for production Strategy B: Product Improvement Explanation: Improve the existing product in terms of its effect on mouth and breath, which is the top two concern of most users. It is also the factor that receives most complaints among users. The price, however, will not change. PROSCONS In can address the needs and wants of the target market, thus the possibility of increased sales May lower profit margins since production cost per unit will increase while the price remains the same It serves as a competitive advantage of the product offering the same benefits as that of the multinationals’ products but in a lower price Strategy C: Put up a factory and warehouse in the Vis-Min Area Explanation: Deficit in product availability is one factor that contributes to the growth slowdown of the company. Hapee toothpaste has low to very love store presence in grocery stores, sari-sari stores, market stalls, and drugstores in the Vis-Min area especially in Mindanao. Having a provincial warehouse and factory in Vis-Min Area will most likely to increase the availability rate of the product in that area. PROSCONS Product will be highly available in the areaThe company needs a large sum of money in capital investment Lower distribution cost due to near warehouses with respect to distribution outletsThere is higher risk because of patronage and loyalty non-assurance VI. RECOMMENDATION: Employ the combination of strategy A and B. When you know that your competitor is a big company, you do not compete head-on. They will just kill you! You cannot employ big plans as they do for this will trigger them to attack you aggressively. It is best to employ strategies which they can’t notice or if noticed, they wouldn’t mind at all. This way, you can capture their market little by little without them noticing it that much. What is good about strategy A is that multinational companies do not focus much in business-to-business transactions. They find the consumer market as a more profitable market. Hence, going into business-to-business transaction will not trigger the multinationals to be aggressive on you. On the other hand, product improvement will capture the market’s attention as they primarily purchase products of value. If they see that your product offers the same benefits their current product offers and you sell it in a lower price, they are most likely to switch brands. But due to customer loyalty, not the totality of the market will shift into your brand. Probably, only a few will due, but the point here is that you were able to capture a portion, may it be small, of their market. Strategy C is not recommended due to a very high capital investment in building up a factory in the Vis-Min Area, moreover, there is no assurance that the sales will compensate the investment easily due to certain factors such as customer loyalty. Thus, employing the combination of strategies A and B is seen as the best move for the company in order for it to increase its market share without triggering an aggressive attack from the multinationals.