what is the basic deference between mission and vision?

2078

Distinction between Private Co. & Public Co.

2191

Excise Duty Applicable for Assembly Materials E.g: I.T Products (Security Systems)

2740

MIS HELPS MANAGERS IN…………AND DECISION MAKING?

2386

Discuss the nature and types of secondary data sources. Also discuss the data research procedure.

1952

I done MBA (HR-MARKETING) and now am working for some other company, i want to do PGDIPLOMA IN BUSINESS MANAGEMENT OR HRM. Can any one suggest which univercity is best and is this right decision..?

1832

What is Payroll?

2010

6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

2316

Urgent Required a Content Writer in Our company if there is any one female kindly contact @ hr@silvertouch.com

1932

How get the c form for my company

1983

What is managing business project? What do managing business project assignment?

2256

Where are you see to your self after 5 years?

2156

what are the qualities u have which are totally different form others and we havent judge before?

2015

Why dont you sit for any professional languas test?

2089

Both the USA and Japan are said to have followed a mechanical technology path in Agriculture development. what are the factors needed on such a path to bring about a successful Agriculture development process for LDCs and why?

2279