Business Management Karel Havlíček 2012

Ing. Karel Havlicek, PhD., MBA Dean Faculty of Economic Studies VSFS Dean Faculty of Economic Studies VSFS President AMSP President AMSP General Manager SINDAT General Manager SINDAT

Changes New economic superpowers New economic superpowers NO political barriers NO political barriers Business tourism developement Business tourism developement IS/IT developement IS/IT developement New challenges New challenges New threats New threats Adaptation management activities Adaptation management activities Internal processes Internal processes External processes External processes

EU - Environment Strengths Stable environment Technological facilities Tradition of business conduct High level of education Strengths Stable environment Technological facilities Tradition of business conduct High level of education Weaknesses EU=social and expensive state Different territories Low level of mobility of labour Weaknesses EU=social and expensive state Different territories Low level of mobility of labour Opportunities New world-wide territories: trade and investment Brand products and applications Open resources of workforce Opportunities New world-wide territories: trade and investment Brand products and applications Open resources of workforce Threats New competitors Steady rise of costs High level of bureaucracy Threats New competitors Steady rise of costs High level of bureaucracy

Internal & External Factors PEOPLE HR management PEOPLE HR management IDEAS Innovation management IDEAS Innovation management MARKETS Marketing management MARKETS Marketing management AVAILABILITY Infrastructure AVAILABILITY Infrastructure MONEY Financing MONEY Financing PLAYGROUND Institutional environment PLAYGROUND Institutional environment

Role of management in hypercompetitive environment knowledge experience recognition Practical management Practical management Knowledge management Knowledge management Relationships management Relationships management

Owners & Corporate & Management strategy Objectives, goals of company Corporate /business/ strategy Objectives, goals of company Corporate /business/ strategy Objectives, goals of management Management strategy Objectives, goals of management Management strategy Objectives, goals of owners Owners strategy Objectives, goals of owners Owners strategy

Strategic Plan Strategic analysis Strategic analysis Vision Mision Vision Mision Strategic scenario Strategic scenario Strategic controlling Strategic controlling STEEP PORTER SWOT STEEP PORTER SWOT Quantitative Methods Quantitative Methods Summary of strategic objectives - Noncommercial ambitions Summary of strategic objectives - Noncommercial ambitions How to meet strategic goals How to meet strategic goals

Strategic Changes in Sindat Group Service Consulting -Financial services- Engeneering Service Consulting -Financial services- Engeneering Industrial acquisitions and exports Textiles -Finalized chemicals Basic research investments Nanotechnologies Biomedicine - Cell therapy Basic research investments Nanotechnologies Biomedicine - Cell therapy Turnover: average Added Value: high Risk: small Barriers:no Turnover: average Added Value: high Risk: small Barriers:no Turnover: big Added Value: small Risk: great Barriers: average Turnover: big Added Value: small Risk: great Barriers: average Turnover: small Ad. Value: extremly high Risk: small Barriers:great Turnover: small Ad. Value: extremly high Risk: small Barriers:great

Stategie of Economic Growth of Czech Republic HR Development GDP: 68% of EU average GDP: 68% of EU average GDP: 100 % of EU average GDP: 100 % of EU average RD, Innovations Infrastructure Sources of financing Sources of financing Institutional environment Institutional environment Ministry of Industry Ministry of Industry Ministry of Education Ministry of Education Ministry of Finance Ministry of Finance Ministry of …….. Ministry of …….. ……….

Factors of economic growth of the small and medium enterprises "People are competitive advantage, neither price nor product" It is necessary to: provide, manage, and educate human resources PEOPLE Human resources development PEOPLE Human resources development

Factors of economic growth of the small and medium enterprises "Change is a way out of the hyper-competitive environment" Change of products, processes, communication, and relations (from 4P to 4C) IDEAS Research, development and innovations IDEAS Research, development and innovations

Factors of economic growth of the small and medium enterprises "Flexibility is a starting point of reduction of product life cycle" Flexibility of decision-making, labour, adaptation, and territorial change AVAILABILITY Infrastructure AVAILABILITY Infrastructure

Factors of economic growth of the small and medium enterprises "Accurate and timely information is a basis of managing financial resources" Information on bank, private, public, and European funding resources MONEY Sources of financing MONEY Sources of financing

Factors of economic growth of the small and medium enterprises "Partnership and respect between State and entrepreneur is the only way towards mutual prosperity" The State has to understand that the company is its customer. The entrepreneur has to respect that the State is its stakeholder. PLAYGROUND Institutional environment PLAYGROUND Institutional environment

Management – Controlling model (Planning – Controlling – Risk) Strategic planning Operative planning Strategic controlling Operative controlling Risk management P C

Involved persons - Customers & stakeholders Stakeholders Customers Government Suppliers Buyers Shareholders Creditors Minority groups Minority groups Employees

Marketing management Transaction marketing Orientation towards single purchase Limited direct customer contact Focus on product benefits Emphasis on short-term performance Limited level of customer service Goal of customer satisfaction Quality is the manufacturing resp Relationship marketing Orientation towards repeat sales Close, frequent customer contact Focus on value tu customer Emphasis on long-term performance High level of customer service Goal of „delighting the custome“ Q is the whole organization´s resp

Marketing mix 4Ps & 4Cs MIX four Ps Product Price Place Promotion MIX four Cs Customers needs&wants Cost to the customers Convenience Communication four Cs four Cs four Ps four Ps

Summary : What is „CRM“ ? Exchange of marketing mix four Ps four Cs Exchange of marketing mix four Ps four Cs Exchange of customers customers stakeholders Exchange of customers customers stakeholders Exchange of marketing transaction relationship Exchange of marketing transaction relationship Exchange of quality management QMS TQM Exchange of quality management QMS TQM

Marketing management Marketing research Marketing research Marketing planing Marketing planing

Marketing research FAR environment analysis FAR environment analysis sociological technological economic environmental political sociological technological economic environmental political NEAR environment analysis NEAR environment analysis competitors buyers suppliers substitute products potential competition competitors buyers suppliers substitute products potential competition micro macro

Marketing plan SWOT analysis SWOT analysis Objectives Strategies Controlling Strengths Weaknesses Opportunities Threats Strengths Weaknesses Opportunities Threats Specific Measurable Achievable Realistic Time Specific Measurable Achievable Realistic Time Product s. Pricing s. Distribution s. Communication s. Product s. Pricing s. Distribution s. Communication s. Strategic c. Operative c. Strategic c. Operative c.

Marketing strategies Product strategy Product strategy Communication strategy Communication strategy Distribution strategy Distribution strategy Pricing strategy Pricing strategy four Cs four Cs

Product strategy (customers needs & wants) Product strategy Product strategy four Cs four Cs Life-cycles management Life-cycles management Product range management Product range management Brand&Image management Brand&Image management

Pricing strategy (cost to the customers) Pricing strategy Pricing strategy four Cs four Cs Calculating a price Calculating a price Pricing existing Products Price cutting-leading- folowing Pricing existing Products Price cutting-leading- folowing Pricing new Pruducts Price skimming, penetrartion pricing Pricing new Pruducts Price skimming, penetrartion pricing

Distribution strategy ( convenience ) Distribution strategy Distribution strategy four Cs four Cs Mix of distribution channels Mix of distribution channels Channels conflict managemnet Channels conflict managemnet Internal service management Internal service management

Communication strategy ( communication ) Communication strategy Communication strategy four Cs four Cs External communication management External communication management Internal communication management Internal communication management

Conditions for opening new markets 1. Conquering 2. Orderliness 3. Conviction 4. Competitive advantages 5. Patience 6. Humility 7. Personnel and financial sources

INDIA Enterpreneurial tradition Philosophy and mentality English High Tech Enterpreneurial tradition Philosophy and mentality English High Tech + + Contrasts Only city Import barriers CF -Off shore Contrasts Only city Import barriers CF -Off shore - -

CHINA The rate of investment Growing regions Consumer hunger Gradual liberalization + + English Patents, Designs Business immaturity Local competition - -

SOUTH KOREA Jaebol system Work ethic Technological level Level of education + + Jaebol system Closed economy High costs Local competition Jaebol system Closed economy High costs Local competition - -

JAPAN Entrepreneurial culture Innovation and quality Toughness Purchasing power + + High Costs Incredulity Conservativeness Inscrutability - -

VIETNAM Long-term relations Hard work, humility Investment development Privatization + + Corruption Non-system approach Technological facilities Local and Chinese competition - -

RUSSIA Close mentality Traditional relations Technical capacity Potential financial + + The Grey Zone Details - management Forecasts The specifics of the purchase / sale The Grey Zone Details - management Forecasts The specifics of the purchase / sale - -

ISRAEL Education The migration effect Army - The Strategy Innovation + + War Zone Muslim barrier Business aggression Intransigence - -

EU A stable environment Technological level Entrepreneurial tradition Quality-brand-image + + EU = Social and expensive The difference (culture, language..) Competitive environment Labor migration - -

SOUTH AFRICA EU-USA-INDIA impact The rate of growth (Gauteng) Resources Climate + + Criminality Zone area Politics x Economy Isolation - -

BRASIL Mix population Cultural influences Design, Image Resources + + Contrasts Criminality Leftist tendencies Regional differences - -

MEXICO U.S. influence Locality Education Infrastructure + + U.S. influence Criminality Mañanismus Corruption - -

USA Stability and consistency Openness Technological equipment Innovation + + Competitive Environment Extreme + / - Distribution mrktg A strong legal environment - -

Marketing - WHO ? is interested in the market is not afraid professional overview is capable of problem solving understand foreign lang seeks opportunities will not be deceived is diplomatic is competitive has the urge to conquer the market is confident general overview looks forward to problems is not afraid to speak makes use of opportun. uses advantages adapts to the envir. knows no failure

Sales management Management of sales plans Management of sales plans Management of forecats Management of forecats Management of receivables Management of receivables

Management of sales plans Sales Plan Sales Plan Product Groups Product Groups Customer segments Customer segments Terriotories Basis: Products trend Basis: Products trend Basis: Demand and distributors condition Basis: Demand and distributors condition Basis: Geografical research Basis: Geografical research

Management of forecasts Forecasts Positive deviations Positive deviations Negative deviations Negative deviations Threats: Lack of sources -Finance -People -Material -Technology Threats: Lack of sources -Finance -People -Material -Technology Threats: Drop in Profit and CF Immediate measures -Cost reduction -Procurement resources -Involved persons Threats: Drop in Profit and CF Immediate measures -Cost reduction -Procurement resources -Involved persons

Management of receivables Receivables Client searching Client searching Active deals Active deals Payment Problems Payment Problems First client look Negative sign CREDIT – MATURITY Guarantees management First client look Negative sign CREDIT – MATURITY Guarantees management Observation and evaluation: Changes, problems, other business activities Observation and evaluation: Changes, problems, other business activities Classification overdue Recovery of overdue Classification overdue Recovery of overdue 1st stage 1st stage 2nd stage 2nd stage

Sales motivation systems plan forecasts receivables Comparison AVERAGE FORECAST Comparison AVERAGE FORECAST Comparison PLAN REALITY Comparison PLAN REALITY Comparison RECEIVABLES TURNOVER Comparison RECEIVABLES TURNOVER BASIC SALARY MOTIVATIONAL COMPONENT

Financial management Financial Plan Financial Plan Profit & loss account Profit & loss account Casf flow statement Casf flow statement Balance Sheet Revenues – costs view Receipt/income and outlay/expenditure view Receipt/income and outlay/expenditure view Property - view

Financial management Investment planning Net Present Value Method Future CF or FCF Future CF or FCF WACC Present Value CF Present Value CF NPV Investment costs Investment costs

Innovation management Innovation Product innovation Product innovation Operational innovation Operational innovation Management innovation Management innovation

Innovation management Changes Innovation process Top management Innovation Comitee Project team Ideas BRSTG Proposals Ideas BRSTG Proposals Business plan Realization Business plan Realization Decision Controlling Decision Controlling

Quality management Quality models Quality models QMS TQM Standards Procedures Selected groups of employees Standards Procedures Selected groups of employees Strategy of permanent improvement Philosophy All the employees Strategy of permanent improvement Philosophy All the employees Objective: obtain certificat Objective: obtain certificat Objective: satisfaction of customers Objective: satisfaction of customers

Examination Oral examination: two questions (according to methodological papers) Terms: May, June, September Literature: Management - Role of Managers in Company Management (Karel Havlicek, ISu) + Powerpoint presentations (lectures, ISu)