Develop and implement a Bussiness plan

Part-1 Develop bussiness plan

Task-1
Operational planning is the day by day and month by month planning for what your
organization is doing; strategic planning determines the entire direction of your
organization, including what it's not doing but should be doing.
Strategic Planning is used to be called "long-range planning". The term "strategic
planning" is now used to express the analytic and comprehensive elements of this type
of planning.
The strategic plan aims to focus an organisation's vision and priorities in response to a
changing environment and to ensure that members of the organisation are working
toward the same goals. Strategic management harnesses the full potential of an
organisation by integrating daily operational decisions into the strategic process.
Strategic management is a task for the whole organisation all the time. It is a way of
thinking and a guide to action, and should govern the behavior of everybody concerned.
It enables organisations to think through and document what they are doing, for whom
they are doing it, and why.
The difference between and operational and strategic plans
Strategic Plan

A general guide for the management of the organisation

A specific plan for the use of the organisation's resources in pursuit of the
strategic plan.

Suggests strategies to be employed in pursuit of the organisation's goals

Details specific activities and events to be undertaken to implement strategies

Is a plan for the pursuit of the organisation's mission in the longer term (3 - 5
years)

Is a plan for the day-to-day management of the organisation (one year time
frame)

It is a management tool that facilitates the co-ordination of the organisation's

resources (human, financial and physical) so that goals and objectives in the
strategic plan can be achieved.

A mission statement is a guiding light for a business and the individuals who run

the business. It is usually made up of three parts:

Vision - big picture idea of what you want to achieve.

Mission - general statement of how you will achieve your vision

Opertational plan

A strategic plan enables management to formulate an operational plan.

An operational plan should not be formulated without reference to a strategic

plan

The strategic plan, once formulated, tends not to be significantly changed every
year

Operational plans may differ from year to year significantly

The development of the strategic plan is a responsibility shared and involves

different categories of stakeholders.

The operational plan is produced by the chief executive and staff of the
organisation..

It is a management tool that facilitates the co-ordination of the organisation's

resources (human, financial and physical) so that goals and objectives in the
strategic plan can be achieved.

Each of these three elements is an important aspect of the businesses guiding

light.

Once you have developed your mission statement, the next step is to create the
following items:

Goals - general statements of mileposts you need to meet to achieve your vision.

Objectives - specific, time-sensitive statements for achieving your goals

The Role of Goals and Objectives

Once you have developed your vision, mission and core values, you can then develop
the goals and objectives needed to achieve your vision. Goals are general statements of
what you want to achieve. So they need to be integrated with your vision. They also
need to be integrated with your mission of how you are going to achieve your vision.

Examples of company goals are:

To improve profitability

To increase efficiency

To capture a bigger market share

To provide better customer service

To improve employee training

To reduce carbon emissions

Stakeholder Consultation; stakeholder consultation involves the development of

constructive, productive relationships over the long term. It results in a relationship of
mutual benefit it enables us to identify trends and emerging challenges which are
currently or will in the future impact on the organisation.
Listening to stakeholder concerns and feedback is a valuable source of information that
can be used to improve project design and outcomes, and help a corporation to identify
and control external risks. It therefore helps us to:

Identify and track needs and expectations

Identify and track perceptions and attitudes

Provide feedback on specific planned developments

Evaluate implementations and actions

Establish the brand values and positioning of the corporation as seen by

others

The internal and external stakeholder contribution can be vital to the effective allocation
of resources, the success of individual developments, and the longer-term success and
direction of the corporation.
Consultation usually takes on two forms:
1. Consultation on specific developments, projects, ventures
2. Ongoing consultation to track and monitor stakeholder perceptions within the
broader operating environment
TAsk-2
Marketing plan good marketing plan will help you answer key questions about your
business, and act as a reference document to help you to execute your marketing
strategy. It will also help you to develop a structured approach to creating services and
products that satisfy your customers needs. When writing a marketing plan you need to

be clear about your marketing objectives and how youre going to achieve them. Use our
marketing plan template to set realistic and measurable objectives, includes budgets and
action plans, and allocate responsibilities.
An evaluation and monitoring plan: To ensure ongoing improvement its critical to test
and measure the results of your marketing activities. Whatever method or technology
you choose to use - formal methods of evaluation and monitoring will help you to
understand the effectiveness of your marketing and return on investment.
Customer Profile: Initially, the task of a marketing strategy was to create a profile of the
target consumer.

Age

education

income range

location

skill level etc

An accurate consumer profile permitted the marketing team to gear the language to the
level of the consumer. the information helped ascertain the best marketing approach
whether it be via e-mails, print, radio, or social media the value of this information, solicit
a general profile through customer surveys, through the membership enrollment
process, and through sweepstakes entry forms. Some of this information is also gleaned
through a questionnaire or a discount code extended while following up on the
purchasing experience of a customer. However, the customer profile, although still a
valuable tool, provides a more static depiction of those individuals that the marketing
team is trying to reach.
For this reason, information beyond just a customer profile need to be incorporated into
the marketing strategy. you can learn more about your existing customers in order to find
more like them. Describe Your Customers Understand who your ideal customer is and
what similarities they have., your customers with the following criteria:

Demographics their age, gender, income, etc.

Psychographics their personality type, preferences, etc.

Behavior their similar likes and dislikes, sports, hobbies, etc.

Once you have completed these simple steps you will have a clear picture of the type of
customers your business should be targeting.

1. YOUR PRODUCT/BACKGROUND: Include a brief summary about your company, its

products and its services. Set the scene a little and try and include something about your
brand, its personality and philosophy. Pricing and sales processes should also be
mentioned. Will there need to be any initial research, or do you already have some
research that findings that will help?
2. COMPETITION: Talk about competitor products and services. What marketing activity
are they doing and are they doing it better? Include examples

WHAT.

WHY

WHO

WHEN

HOW

BUDGET.

Part2 Develop bussiness plan(2)

Task-1
Developing Performance Measures for Sustainable Development Strategies A process
for developing sustainable development strategies, complete with strategic objectives
and measures, the departments strategy will reflect the sustainable development
aspects of its mission, the concerns of stakeholders, information on the key issues
facing the department, and the main opportunities to manage its programs sustainably.
The strategy should define the sustainable development objectives of the department.
Designed to assist work units within departments in developing objectives and measures
that contribute to achieving the department's strategic objectives for sustainable
development. The principle of "alignment" - the idea that there must be direct linkages
between the strategic objectives set by the department and the objectives, action plans
and measures of each of its work units - forms the basis of the approach.

There is no single model or process for developing performance objectives and

measures, nor is there a process that will guarantee good results. We have attempted to
synthesize lessons learned from the literature as well as the insights gained from our
interviews and work with practitioners on applying performance measurement to the
management of environmental and sustainable development issues.

Organization of the Workbook This workbook is organized into two main parts:
1. Makes use of a performance framework that provides the logic for establishing
program-level objectives and performance measures that support strategic
objectives.
2. Sets out four work steps. These steps are intended to assist users in establishing
sound performance measures to correspond with their objectives as well as
accountability and resource requirements for implementaton
Apply a Performance Framework A performance framework brings structure to
performance planning and clarifies the connection between activities, outputs and
results. A good performance framework will address the following questions relative to
the objectives specified in the departments strategic plan:

WHY is your program relevant to the strategic objective?These questions relate

to the long-term, sustainable development result(s) that the program can
reasonably be expected to produce in support of a strategic objective.

WHO do you want to reach?These questions relate to the "reach" of program

activities and outputs in terms of target groups, clients, co-deliverers, partners,
and other stakeholders.

WHAT results do you expect to achieve?These questions relate to the short-term

(or intermediate) result(s) of program activities or outputs that are believed to
contribute to achieving the long-term results.

HOW are you going to achieve your objectives?

The intended to assist the user in establishing sound performance measures as well as
accountability and resource requirements for implementation.
Identify Potential Performance Measures: Performance measurement is required to
understand the gap between actual and expected levels of achievement and when
corrective action may be warranted.
The results indicated by a performance measure will generally be compared with
expectations specified by a performance target (which might be based on a benchmark
best practice, a technical standard or some specified progression from the baseline
value). Therefore, performance measures should correspond with performance targets
and indicate the extent to which the organizaton is achieving these performance
expectations. Performance measures are an important source of feedback for effective
management.
Part-3
Monitior performance

Task
Communication is key to any business success. Unless potential clients and customers
are aware of your business, they will not have the information to contact you or to
purchase your products. When they are aware of your business, they must be able to
contact it easily.
Two types of communication
1. External and
2. Internal.

External communication reaches out to the customer to make him or her aware of your
product or service and to give the customer a reason to buy.

Internal communication is essential to attracting and retaining a talented staff. You must provide the
direction for the company by consistently communicating that message; you must motivate your staff
through various forms of communication,

Basic Communication Tools

Landline telephones

Cell phones

Smartphones

Video and web conferencing

Social networking sites

Online chat tools

Fax
Computers

Desktop

Laptop

Notebooks/Netbooks

Tablet

Handheld

Software

Auxiliary Products
Internet

Browsers

Feasibility and specifics

Internet service provider

E-mail

Planning is a crucial activity for a business of any size. A business plan, marketing plan,
and contingency plan should be written and followed as a guide for business success.
When working on specific projects, a project communications plan can help ensure that
you meet the milestones necessary to accomplish your end goal: effective
communications with all stakeholders of the given project.

Identify the appropriate people to be involved in developing the project

communications plan. The group should include the project manager, the
communications manager, and appropriate staff who have the project-specific
knowledge required to plan project-related communications.

Gather the stakeholders together for a planning session. Consider all factors
that will affect the project communications plan, including the key messages
you will need to convey, how you will communicate, who the target audiences
will be for the communication, and how often communications will be needed

Implement the Plan: Execute the plan according to the timeline in the schedule
developed in. The schedule will have to be reviewed as the project moves forward to
determine whether milestones are being met, additional resources are needed, or the
schedule needs to be revised. Announce to all stakeholders that the plan has been
implemented and inform them of crucial milestones that will be met as the plan
progresses. Include updates on the project communications plan itself in the plan
schedule.
Performance Management
Performance management is a process by which managers and employees work
together to plan, monitor and review an employees work objectives and overall
contribution to the organization. More than just an annual performance review,

performance management is the continuous process of setting objectives, assessing

progress and providing on-going coaching and feedback to ensure that employees are
meeting their objectives and career goal
The fundamental goal of performance management is to promote and improve employee
effectiveness. It is a continuous process where managers and employees work together
to plan, monitor and review an employee's work objectives or goals and his or her overall
contribution to the organization
development of an effective performance management system, you should take a moment to consider
whether or not your organization has HR management practices in place to support the performance
management process. These include:
Well designed jobs and written job descriptions
Effective supervision
Comprehensive employee orientation and training
A positive and supportive work environment

An effective performance management system will:

Be job specific, covering a broad range of jobs in the organization
Align with your organizations strategic direction and culture
Be practical and easy to understand and use
Provide an accurate picture of each employees performance
Include a collaborative process for setting goals and reviewing performance
based on two-way communication between the employee and manager
Monitor and measure results (what) and behaviors (how)
Include both positive feedback for a job well done and constructive feedback
when improvement is needed
Provide training and development opportunities for improving performance
Ensure that employee work plans support the strategic direction of the
organization
Establish clear communication between managers and employees about what
they are expected to accomplish
Provide constructive and continuous feedback on performance
Identify and recognize employee accomplishments
Identify areas of poor performance and establish plans for improving
performance
Support staff in achieving their work and career goals by identifying training
needs and development opportunities

 Support administrative decision-making about promotions, terminations,

compensation and rewards
Provide legal documentation to demonstrate due diligence for legal challenges
related to dismissal or vicarious liability (an employer can be held liable for the acts
or omissions by its employees during the course of employment)

Setting objectives and measurements

Often the most difficult part of the planning phase is finding appropriate and clear
language to describe the performance objectives and measures or indicators of success.
Managers need to ensure that the objectives are a good representation of the full range
of duties carried out by the employee, especially those everyday tasks that can take time
but are often overlooked as significant accomplishments.
To assess quality of information provided, the supervisor could do spot checks to listen to or look at the
information that the employee provides to clients. The supervisor would then assess accuracy and
completeness of the information.
Objectives and indicators need to be SMART
1. Specific
Specify clearly what is to be done, when it is to be done, who is to accomplish it
and how much is to be accomplished.
2. Measurable
Ask questions such as: How much? How many? How will I know when it is
accomplished? Multiple measures should be used if possible, for example,
quantity, quality, time frame and cost.
3. Attainable
Assure there is reasonable path to achievement and feasible odds that you will
get there.
4. Realistic
The objective needs should match the level of complexity with the employee's
experience and capability and no insurmountable forces outside the control of the
employee should hinder its accomplishment.
5. Time-bound
Be clear about the time frame in which performance objectives are to be
achieved. In most cases, objectives are to be completed by the end of the
performance review period.

For a performance management system to be effective, employee progress and

performance must be continuously monitored. Monitoring day-to-day performance does
not mean watching over every aspect of how employees carry out assigned activities
and tasks. Managers should not micro-manage employees, but rather focus their
attention on results achieved, as well as individual behaviors and team dynamics
affecting the work environment. During this phase, the employee and manager should
meet regularly to:
Assess progress towards meeting performance objectives
Identify any barriers that may prevent the employee from accomplishing
performance objectives and what needs to be done to overcome them
Share feedback on progress relative to the goals
Identify any changes that may be required to the work plan as a result of a shift in
organization priorities or if the employee is required to take on new responsibilities
Determine if any extra support is required from the manager or others to assist
the employee in achieving his or her objectives
Continuous coaching:Performance management includes coaching employees to
address concerns and issues related to performance so that there is a positive
contribution to the organization. Coaching means providing direction, guidance, and
support as required on assigned activities and tasks. As a coach, managers need to
recognize strengths and weaknesses of employees and work with employees to identify
opportunities and methods to maximize strengths and improve weak areas. The role of
the coach is to demonstrate skills and to give the employee feed back, and reassurance
while he or she practices new skills. Good listening skills on the part of the coach,
together with the ability to deliver honest feedback, are crucial. In a coaching role, you
are not expected to have all the answers.
Providing feedback
Positive feedback involves telling someone about good performance. Make this
feedback timely, specific and frequent. Recognition for effective performance is a
powerful motivator. feedback alerts an individual to an area in which performance could
improve. It is descriptive and should always be directed to the action, not the person.
The main purpose of constructive feedback is to help people understand where they
stand in relation to expected and/or productive job and workplace behavior.
If an employee is not meeting performance expectations, managers need to provide
constructive and honest feedback. It's important to do this when an issue first arises before it escalates into a significant problem. Here are a few points to consider when
giving constructive feedback:
1. Prepare

2. State the facts

3. Listen
4. Agree on an action plan
5. Follow up

Definition of 'Pro Forma'

A Latin term meaning "for the sake of form". In the investing world, it describes a method
of calculating financial results in order to emphasize either current or projected figures.
INVESTOPEDIA EXPLAINS 'Pro Forma'
Pro forma financial statements could be designed to reflect a proposed change, such as
a merger or acquisition, or to emphasize certain figures when a company issues an
earnings announcement to the public.
Investors should be careful when reading a company's pro-forma financial statements,
as the figures may not comply with generally accepted accounting principles (GAAP). In
some cases, the pro-forma fig

Part-4 Respond to performance data

Measuring performance against objectives
Management accounting uses financial information in order to enable better decision
making within the organisation. The format and content of management accounts will
depend on the specific needs of the particular business. They are typically prepared to a
clearly structured timetable on a monthly basis, often reporting within one week of the
period end. The layout of the accounts is organised to best meet the needs of users typically providing an analysis of costs and revenues with a breakdown by cost or profit
centres, by departments, or other relevant areas of the business. Comparative figures
are provided from the budget and the previous year's accounts. The accounts may
include a revised forecast of results up to the year end and performance indicators
including accounting ratios.
A simple definition of unsatisfactory job performance is a gap between the employee's
actual performance and the level of performance required by the organisation.

There are three basic types of poor performance:

1. unsatisfactory work content in terms of quantity, quality, etc;

2. breaches of work practices, procedures and rules such as breaching

occupational health and safety requirements, excessive absenteeism, theft,
harassment of other employees, etc; and
3. employees' personal problems usually 'off-the-job' issues that affect their
performance at work.

The performance management process should be able to identify these problems. The
performance management interview and feedback processes can discuss the problems
to diagnose the causes and explore possible remedies, such as job redesign, training or
counselling.

Causal factors
It is essential to distinguish between causal factors that are 'employee issues' and those
that are 'organization issues'. Many situations have elements of both, with one causing
or contributing to the other. There may be a tendency for both parties to allocate blame
either to each other or to third parties, but if the true causes are not diagnosed and
treated, the problems will be repeated. The following list indicates the scope of causal
factors and their symptoms, and suggests appropriate remedial actions.

The work environment

Work organization

Employment conditions

Recruitment/selection issues

Promotion

Work group or peer group problems

Taking remedial action

Once you have good Key Performance Indicators defined, ones that reflect your
organization's goals, one that you can measure, what do you do with t. KPIs give
everyone in the organization a clear picture of what is important, of what they need to
make happen to manage performance and sure that everything the people in your
organization do is focused on meeting or exceeding those Key Performance Indicators
To survive and prosper in today's economic times, companies can no longer manage
using financial measures alone. Businesses have to track non-financial measures such

as speed of response and product quality; externally focused measures, such as

customer satisfaction and brand preference; and forward looking measures, such as
employee satisfaction, retention and succession planning.
Key Performance Indicators (KPIs) are a company's measurable goals, typically tied to
an organizations strategy, as revealed through performance management tools such as
the Balanced Scorecard.
Most goals are achieved not through the efforts of a single person, but by multiple
people in a variety of departments across an organization. Performance management
experts agree that cascading and aligning goals across multiple owners creates a
"shared accountability" that is vital to a company's success. The company then uses its
Key Performance Indicators as the foundation to analyze and track performance and
base key strategic decisions regarding staffing and resources.
Implementing the key performance indicators of a balanced scorecard typically includes
four processes:
The company translates its corporate vision into measurable operational goals
that are communicated to employees.
These goals are linked to individual performance goals which are assessed on
an established periodic basis.
Internal processes are established to meet and / or exceed the strategic goals
and customer expectations.
Finally, Key Performance Indicators are analyzed to evaluate and make
recommendations to improve future company performance.
Task-2
Underperformance or poor performance can be exhibited in the following ways:

Unsatisfactory work performance that is to perfume the duties of the position

Non compliance with workplace polices .rules and regulation

Unaccepted behavioural in the workplace

Disruptive or negative behavioural that impact on workers

Interpersonal difference

Cultural misunderstanding

Lack of personal motivation, low morale in the workplace

Workplace bulling

Checklist for employer when managing underperformance

Ensure employees clearly understand what is expected of them

Clearly identify and then asses the problems

Organise a meeting with employee to discuss the problem

Conduct the meeting in private ,non threading .comfortable and quiet location

Document all discussion ,including action to be taken

Monitors the employer performance and continue to provide feedback.

Structure a training session:It is important a coach takes time to plan each training
session. Training sessions should be developed from two or three goals that have been
identified for that session. The elements of a training session that all coaches should
include are:
session introduction
warm up
games, skill and fitness activities
cool down
review
Gathering information and setting goals:Before planning a training session, coaches
should gather information about the participants, and set goals. If you are working with a
new group, the type of information you might need includes:
previous experience in the sport
level of development, both with the technical and tactical skills of the sport as
well as their level of physical fitness

 why they like to play the sport and what motivates them
goals and aspirations in the sport
any illness, injury or medical condition that might restrict their ability to
participate.
Goals should be established for the season as well as each training session. Goals help
to guide the program and provide a reference point to monitor progress throughout the
season.

Task-3
A continual improvement process, also often called a continuous improvement
process, is an ongoing effort to improve products services or processes. These efforts
can seek incremental improvement over time or "breakthrough" improvement all at once.
Delivery customer valued processes are constantly evaluated and improved in the light
of their efficiency, effectiveness and flexibility.it as part of the 'system' whereby feedback
from the process and customer were evaluated against organisational goals.The fact
that it can be called a management process does not mean that it needs to be executed
by 'management'; but rather merely that it makes decisions about the implementation of
the delivery process and the design of the delivery process itself.
The term "continual improvement" not "continuous improvement", is used and is
understood to refer to an ongoing series of small or large-scale improvements which are
each done discretely