As part of the diagnostic step, a manager mighty begin by asking the following questions,

• What specific problems have to be corrected?
• What are the causes of these problems?
• What must be changed to solve these problems?
• What forces are likely to work for and against these changes?
• What are the goals of these changes, and how will they be measured?

A variety of data-gathering techniques (e.g., attitude surveys, conferences, informal interviews, and team meetings) have been used successfully to diagnose problems.

Attitude surveys usually tap the feelings of employees effectively and can provide insight into many potential problems. This technique enables management to evaluate employee attitudes about their pay, task, and working conditions.

Questions for diagnose problems

Environment is the most factors that affect the company, no matter what size of the company. It can be a direct or indirect; it can be short term or long term. The environmental factors most responsible for change are customers, competition, technology, politic, culture, and the work force. The degree and rate of change determines whether an organization's external environment is relatively stable or unstable.

The out numbers number of factors that strongly affect the whole operation of the company may be the external environment which the company owners find it hard to control. Different from internal environment (Strength and Weakness), external environment (Opportunity and Threat) is hard to achieve and can be adjust by just one company or little afford.

Some environmental assessment

As the environment changes and companies adjust, marketers also are rethinking their philosophies, concepts, and tools. Here are the major marketing themes at the start of the new millennium:

-Relationship marketing: From focusing on transactions to building long-term, portable customer relationships. Companies focus on their most portable customers, products, and channels.

-Customer lifetime value: From making a port on each sale to making ports by managing customer lifetime value. Some companies offer to deliver a constantly needed product on a regular basis at a lower price per unit because they will enjoy the customer’s business for a longer period.

-Customer share: From a focus on gaining market share to a focus on building customer share. Companies build customer share by offering a larger variety of goods to their existing customers and by training employees in cross-selling and up-selling.

-Target marketing: From selling to everyone to trying to be the best .ram serving welled .need target markets. Target marketing is being facilitated by the proliferation of special-interest magazines, TV channels, and Internet newsgroups.

-Individualization: From selling the same offer in the same way to everyone in the target market to individualizing and customizing messages and offerings.

-Customer database: From collecting sales data to building a data warehouse of Information about individual customers’ purchases, preferences, demographics, and portability. Companies can “data-mine” their proprietary databases to detect different customer need clusters and make differentiated offerings to each cluster.

-Integrated marketing communications: From reliance on one communication tool such as advertising to blending several tools to deliver a consistent brand image to customers at every brand contact.

-Channels as partners: From thinking of intermediaries as customers to treating them
as partners in delivering value to .anal customers.

-Every employee a marketer: From thinking that marketing is done only by marketing, sales, and customer support personnel to recognizing that every employee must be customer-focused.

-Model-based decision making: From making decisions on intuition or slim data to Basing decisions on models and facts on how the marketplace works.

Marketing Responses and Adjustments

• Production Concept : Consumers Prefer products that are widely available and inexpensive.
• Product Concept : Consumers favor products that offer the most Quality, performance.
• Selling Concept : Consumers will buy products only if the company aggressively promote / sells this products.
• Marketing Concept : Focuses on needs / wants of target markets and Delivering value better than competitors.

Concepts for marketing

-Product…good or service; involving package design, branding, trademarks, warranties, product life cycles, and new-product development.

- Pricing…deals with the methods of setting profitable and justifiable exchange values for goods and services.

- Physical Distribution [Place]… activities and institutions involved in getting the right good or service to the customers.

- Promotion…the appropriate blend of personal selling, advertising, and sales promotion for use in communicating with and seeking to persuade customers.

The 4 P’s of Marketing

Sample research proposal by student

Camera product in Cambodia
Canon Singapore Pte., Ltd

1. Introduction

Since Cambodia’s economy turn to free market economy, many investors both local and foreign investors tend to establish their business stringer. In addition to the free market economy, globalization also pushes them to think of using qualified products to create more effective results; it is risky for any company to enter new market without completely understanding the factors that could lead to their success or failure. Canon has 16 manufacturing facilities in Asia outside Japan with its latest technological achievement, has 2 regional headquarters in Asia. Canon China serves North Asia and Canon Singapore serves Southeast Asia. Sales & marketing and manufacturing base for Canon with 32,000 employees and operations in 10 countries including China, Hong Kong, India, Korea, Malaysia, Philippines, Singapore, Taiwan, Thailand, and Vietnam.

Today, Canon is one of Japanese manufacturers of high quality Canon products who command the latest technology. Canon is moving towards the day when products will be developed and produced in Asia specifically for the growing Asian market. The company is looking for a new market in Cambodia to distribute its products. In this case, a market assessment study should be conducted to deeply understand whether Canon products could be or could not be marketed in this segmented area. Therefore, the new distinctive strategy has to be developed in order to adjust to Cambodia market.

Presently, Cambodia is a growing import market. Large amounts of Canon products in this market have been imported form many different countries and there is a wide variety of brands. The Singapore Canon product was first presented in Cambodia in 1990, followed by the Royal Cambodia Co., Ltd. The company also leads by example in the area of responsibility. Its contributions of cash and kind touch all levels of society and social organizations for their need.

2. Problem Statement

Management desires information on Canon products and its encouragement on customer satisfaction to determine what should a manufacturing company of cameras and copying machines instruments enter the Cambodia retail market.

3. Research Objectives

The most important objective of this research is to propose a marketing strategy of Canon products, which can be marketed through various distribution channels in the Cambodia market.

The related objectives of the research are:
- Pricing Strategy
- Competitive Strategy
- Distribution Strategy
- Promotion Strategy

4. Conceptual Framework

Marketing Strategies of Canon Products:

• Pricing Strategy
• Competitive Strategy
• Distribution Strategy
• Promotion Strategy

- Pricing Strategy:
The challenger can offer a comparable product at a lower price. This is the strategy of discount retailers. Three conditions must be fulfilled. First, the challenger must convince buyers that its product and service are comparable to the leader's. Second, buyers must be price sensitive. Third, the market leader must refuse to cut its price in spite of the competitor's attack.

- Competitive Strategy:
A market challenger must first define its strategic objective. Most aim to increase market share. The challenger must decide whom to attack. In the same categories of cameras or copying machines, a range of quality of products offered by other competitors must be surveyed.
· How many competitors are there in the canon products market?
· What are their countries of origin?
· What is the price differences offered for the same product types?
· What are their wholesalers and retailers' margins?

- Distribution Strategy:
To distributed to buyers from privates and public sectors, wholesalers, retailers and individual.

- Promotion Strategy:
To increasing expenditures on advertising and promotion with the original products is always better because the perceived value of the products and the related willingness of the customer to pay for that value are to be determined. Basically, a customer chooses the cheapest price among the price offered, if no other information is available. However, customers may be willing to pay more if the quality of the product suit their preferences and needs.

5. Research Design/Methodology

The data collection of this research methodology has been limited from tow data resources are Primary data and Secondary data.

- Primary data: The data collected through directly mission to Royal Cambodia Co., Ltd. Canon Building No. 437, Preah Monivong Blvd, Phnom Penh, Cambodia, it is done through interviews with company’s staff and supporting documents provided by the company.

- Secondary data: The data must be collected both from internet website address www.royalgroup.com.kh and www.canon-asia.com in order to understand more clearly about the canon products in the Cambodia market and Asia market.


6. Scope and Limitation

- Scope: Due to the time limit, information was collected from interview with the company stuffs and some whole sellers.
- Limitation: This research focuses on the representative products as well as digital cameras, video camcorders, bubble jet, laser printer, scanners, multimedia projectors, canon calculators, cartridges, and photo paper. There are some difficulties with this research process because the company’s employees do not have enough time to share with our research because they are busy with their customers.

Sample research proposal by student

Suppose if you write a research describe on "How an advertising campaign of a product work in one specific location."

Paragraph 1: Tell the readers the context of the topic

• Broad background/sometimes specific industry at the end
• An overview of the main area under study
• A historical perspective (Development, growth, etc.) pertinent to the study area
• Philosophical or ideological issues relating the topic
• Trends in term of prevalence, if appropriate

Example: Advertising has been growing rapidly in ABC over the past few years. After initial problems from lack of trained and experienced personnel the industry has achieved high quality in term of creativity and production standards but there is little research on actual impact among consumers.

Paragraph 2: Tell readers the types of companies and current problems to focus on.

• Specific industry-framework/present problems
• Major theories if any
• The main issues, problems, and advances in the subject area under study.

Example: There is a large body of knowledge about how advertising for low involvement products work, largely developed in the West. Theory says that for low involvement products, people do not give much attention, they want only the few points of information and they do not think about it very deeply.

Paragraph 3: Tell readers these are real and ways to solve problems.

• Important theoretical and practical issue relating to the central problems under study
• The main finding relating to the core issue.

Example: If the theory works in ABC, this would allow advertisers to directly adopt many concepts from advertising in the west. If ABC consumers respond somewhat differently, then the advertising must be adjusted. Knowing this helps, the industry moves to the next stage. After quality has been achieved, effectiveness and efficiency become important issues.

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Note: Introduction is not the place for a lot detail, no literature development, Detail comes later; therefore, here set the stage for problem.

Sample draft of research proposal for introduction part

• To prevent the management question to be research and its important.
• To discuss the research efforts of others who dare have worked on related management questions.
• To suggest the data necessary for solving the management question and how the data will be gathered, treated and interpreted.

In addition, the research proposal of a contract researcher must present its plan, services, and credentials in the best possible way to encourage its selection over competitors, In contract research, the survival of company depends on their ability to develop winning proposals. A proposal is also known as proposal tells us what, why, how, where, and to whom it will be done. it must also show the benefit of doing it.

Many students and beginning researchers view the proposal as unnecessary work. In actuality, the more inexperienced a researcher is, the more important it is to have a well-planned and adequately documented proposal. The research proposal is essentially a road map, showing clearly the location from which a journey begins, the destination to be reached, and the method of getting there. Well-prepared proposals include potential problems that may be encountered along the way and methods for avoiding or work around them, much as a road map indicates alternate routes for a detour.

Purposes of the research proposal

Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including:1. Within yourself when you're not living according to your values;2. When your values and perspectives are threatened; or3. Discomfort from fear of the unknown or from lack of fulfillment.Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.Conflict is often needed. It:1. Helps to raise and address problems.2. Energizes work to be on the most appropriate issues.3. Helps people "be real", for example, it motivates them to participate. 4. Helps people learn how to recognize and benefit from their differences.Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.

Conflict is a problem when it:1. Hampers productivity.2. Lowers morale.3. Causes more and continued conflicts.4. Causes inappropriate behaviors.

Why could conflict happen?

1. Poor communicationsa. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. b. Employees don't understand reasons for decisions, they aren't involved in decision-making.c. As a result, employees trust the "rumor mill" more than management.
2. The alignment or the amount of resources is insufficient. There is:a. Disagreement about "who does what".b. Stress from working with inadequate resources.
3. "Personal chemistry", including conflicting values or actions among managers and employees, for example:a. Strong personal natures don't match.b. We often don't like in others what we don't like in ourselves.
4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by:a. Avoiding conflict, "passing the buck" with little follow-through on decisions.b. Employees see the same continued issues in the workplace. c. Supervisors don't understand the jobs of their subordinates.

How to minimize conflict?

1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure:a. Job roles don't conflict.b. No tasks "fall in a crack".
2. Intentionally build relationships with all subordinates.a. Meet at least once a month alone with them in office.b. Ask about accomplishments, challenges and issues.
3. Get regular, written status reports and include:a. Accomplishments.b. Currents issues and needs from management.c. Plans for the upcoming period.
4. Conduct basic training about:a. Interpersonal communications.b. Conflict management.c. Delegation.
5. Develop procedures for routine tasks and include the employees' input.a. Have employees write procedures when possible and appropriate. b. Get employees' review of the procedures.c. Distribute the procedures.d. Train employees about the procedures.
6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs.
7. Consider an anonymous suggestion box in which employees can provide suggestions.
How to deal with conflict?

There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict.

1. Avoid it. Pretend it is not there or ignore it.a. Use it when it simply is not worth the effort to argue. Usually this approach tendsto worsen the conflict over time.
2. Accommodate it. Give in to others, sometimes to the extent that you compromise yourself.a. Use this approach very sparingly and infrequently, for example, in situations when you know that you will have another more useful approach in the verynear future. Usually this approach tends to worsen the conflict over time, andcauses conflicts within yourself.
3. Competing. Work to get your way, rather than clarifying and addressing the issue. Competitors love accommodators.a. Use when you have a very strong conviction about your position.
4. Compromising. Mutual give-and-take.a. Use when the goal is to get past the issue and move on.
5. Collaborating. Focus on working together.a. Use when the goal is to meet as many current needs as possible by using mutual resources. This approach sometimes raises new mutual needs.b. Use when the goal is to cultivate ownership and commitment.

Resource
http://www.sjsu.edu/ccg/problems/newview/

Confusion Conflict

According to J. S. O’Rourke, University of Notre Dame, conflict has only 3 views which are Traditional View, Human Relation View, and Interactionist View.

Traditional view see that conflict is always the bad thing that can make the super bad events to happen in any form of actions so all conflicts should be avoided and keep the peace on. Why they view conflict in this way? To me maybe because at the time of this view maybe there are little of conflict authority and individual are quite powerful than event the law.

Human relation view sees conflict in a better way that everyone in this world will have conflict and conflict is inevitable. It is the nature of human that if we live in the same organization or the same compound we will sure have conflict no matter how small or big is the conflict. With this view we can see that the new innovation of human race is in its way to the state of reason.

The most reasonable view which is Interactionist view sees conflict in a better way which is conflict is a good one. Why should it be so different from the Traditional view? It is illustrated that conflict can help human race to face up with the changing world and make people ready for the new innovation. Conflict is to find new way of learning and giving reasons to deal with the problem rather than using violent to solve the problems. Too many people on this earth so there are many things happen so conflict is always the hot topic.

A New View of Conflict

Conflict is a complex phenomena. Yet, to begin to learn how to resolve conflict constructively requires taking a different understanding of it.

Conflict is always relational.

As the old saying goes, “it takes two to tango.” While we can experience discord within our selves (intra-personally), conflict doesn’t manifest itself until it is verbally communicated. Hence, conflict is a communication event. As such, conflict is not a state that people enter into, but rather is created as result of the communicative interaction in which two people engage. The direction the conflict interaction takes –escalation or de-escalation– depends on the response each participant makes to what is said.

Since clearly we cannot control what others say or do, then the burden lies on us to take responsibility for our actions during a conflict interaction. To manage an interaction effectively we can only model communication behaviors that evoke greater understanding: asking open-ended, clarifying questions; using “I” statements; and, most importantly, listening intently. When we take the first step, old patterns that are so engrained in some relationships are more likely to change.

Conflict can be constructive.

Conflict tends to incite anxiety in all of us because of all the negative conflict interactions we’ve experienced throughout our lives. Conflict is no fun; it is uncomfortable at best and downright dangerous at worst. However, when managed effectively conflict can be a constructive force that improves and strengthens relationships:

Raises issues – conflict brings issues to light. Until differences of opinion, values, perspectives etc. are communicated they cannot be proactively addressed.

Indicates there is a need for change – conflict indicates that something “just isn’t right” between people and that there is a need for change.

Impels people to problem-solve and learn from their differences– in an effort to relieve the discord that results from conflict people seek to find resolution to their differences.

Constructive conflict resolution takes work.

Building understanding is a process that is accomplished through communication and requires that we be ever cognizant of our self in relation to others. First, we need to identify and express clearly what it is we need or want from the other–for example, a change in behavior, recognition or respect. Second, we need to recognize and acknowledge the other’s perspectives, interests, and needs. In other words, being profoundly open to the other while still holding our own ground. Resolving conflict constructively might take us out of our comfort zones and may require some risk taking, but it is a skill that can be learned and refined with practice.

Resource

http://www.managementhelp.org/intrpsnl/basics.htm

Views of conflict

Conflict management refers to the long-term management of intractable conflicts. It is the label for the variety of ways by which people handle grievances — standing up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, lynching, terrorism, warfare, feuding, genocide, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by the social structure — or social geometry — of the case.

Conflict management is NOT the same as conflict resolution. The latter — conflict resolution — refers to resolving the dispute to the approval of one or both parties, whereas the former — conflict management — concerns an ongoing process that may never have a resolution.

Conflict is an omnipresent trait of human societies since it is almost impossible to find two parties with entirely overlapping interests, thus a general theory for bargaining and negotiation to address conflict is useful not only in the field of international politics or business management, but also at the personal and intimate level.

Conflict management

Whenever you work with people, conflict is inevitable. Each of us brings with us different views on just about everything. So, it should make sense to you that if the team is to be successful, members cannot simply ignore or complain about problems that threaten the accomplishment of the team's goals. Team members need to identify roadblocks to productivity and bring these in a helpful, positive way to the attention of the team to ensure its success. Being able to deal with emotions and emotional issues in a productive way for all involved or emotional intelligence is a critical skill in team-based work. Managed poorly, conflict can stymie creativity, impede teamwork, and even cause the team to fail to meets its goals and/or deadlines. If members have problems, it is important for them to bring these problems out in the open for discussion by the group without assigning blame, which does little if anything to solve a problem. Although tempting, gossiping with colleagues about difficult team members only creates tension, may get back to them (creating more tension), and erects barriers that won't get the work done. In concluding this section, it is useful to recognize that conflict isn't necessarily a bad thing. Conflict, managed productively, can lead to new ideas, more thoughtful decisions, and superior results.

Resources:

http://en.wikipedia.org/wiki/Conflict_management

http://www.managementhelp.org/intrpsnl/basics.htm

http://www.webguru.neu.edu/

Conflict management

To make a good communication; we need many critical consideration with interaction from both you and your audience. Here are 5 basic considerations to start a good communication:

• Communicator: Who should send his message?
• Audience: Who should receive this message?
• Message: What should we say?
• Channel choice: How should we send this message?
• Cultural content: What cultural factor will affect this attempt at communication?

How to make a good communication

Management across the world would spend almost 80% of their total time for communication no matter what ways they used. Usually communications can be in the way of face to face, telephone, video, presentation public or other electronic communication.

The communication carries meaning that communicators already understood. It is easy for them to figure out what is it about if they already know what they are willing to communicate. Without communication information will never fly. It is all about creating, sharing and interpretation those messages left by communicator partner. Technical skill and relating skill is not the primary skill for a manager but conceptual skill can make it easy for a manager in communication. Conceptual skill is more valuable than other in team of communication.

Every manager knows that communication is virtual and they know that they are good at it. If you think that your communication is poor, you should develop the confidence and use your basic skill to learn the new skill. Identify your strength and weakness, you can learn from your bad points and acquire the knowledge base that will work for the 21st century. Accepting your weakness is the primary and easy learning resources.

Consider these cases:

• How you are beginning talking to the news media?
• How do you react?
• In light of the announcement, what are the critical issues?
• A good presentation at workshop, what would you begin and how can you end?

Management for communication

DA Corporation.,Ltd
Job Description

Title: Secretary
Prepared By: Kong Thoeun
Pay Range: E10
Date: May 3, 2005
Job Analyst: Ann Smith
FLSA Status: Nonexempt
DOT Code: 201.362-030
Report to: Office Manager

Job Summary (from Dictionary of Occupational Titles; DOT): Schedules appointments, gives information to callers, takes dictation, and otherwise relieves officials of clerical work and minor administrative and business detail.

Duties and Responsibilities (modified from DOT by job incumbent and supervisor)

• Opens, date stamps, sorts, and distributes mail.
• Answers telephone and provides information/assistance or routes caller to appropriate staff member.
• Takes phone or visitor messages and delivers to appropriate individual.
• Greets visitors to the office and directs them to appropriate individual.
• Composes and types routine correspondence and memoranda using word processing software.
• Compiles and types statistical reports including tables and text using spreadsheet software.
• Assists Office Manager with monitoring office supplies.
• Operates and maintains fax machine.
• Makes copies, collates, and staples materials as requested.
• Establishes and maintains permanent files; files and retrieves files as requested.
• Performs other related duties as required.

Knowledge, Skills, and Abilities (established by supervisor)

• Knowledge of modern office procedures and methods including telephone communications, office systems, and record keeping.
• Knowledge of modern business communication, including style and format of letters, memoranda, minutes, and reports.
• Skill to use a personal computer and various software packages.
• Skill to type 50 words per minute.
• Ability to establish priorities, work independently, and proceed with objectives without supervision.
• Ability to handle and resolve recurring problems.
  

Credentials and Experience (established by supervisor)

• Associates degree with courses in secretarial/office administration.
• Two years related experience or
• Equivalent combination of education and experience.

Special Requirements (established by supervisor) Willing to work overtime, holidays, and weekends as requested by Office Manager.

Sample job description

Examining the Effects of Context-Free and Context-Situated Instructional Strategies on Learners' Critical Thinking

1-Introduction

In 1982, the National Commission on Excellence in Education's report A Nation at Risk emphasized that our survival as a nation largely depended on the improvement of our educational system. After A Nation at Risk was published, report after report by business, government, and educational agencies indicated that our students lacked the ability to engage in self-directed learning, acquire cognitive skills, and reflect on their own thinking. These reports kicked off various educational reform movements to improve the quality of education.

2-Problem

Thinking
One of the questions that one might ask is "What is thinking?", and "What is the relationship among problem-solving, critical thinking, and creative thinking?". Even though it is not easy to answer such questions, I will attempt to draw a conceptual map for the reader.

3-Theoritical Framwork

It is the purpose of this research to investigate the teaching of critical thinking and provide empirical evidence to inform the existing knowledge base, and the issues that have been debated in the abstract for so long. Since it is extremely important to have a clear operational definition of the construct under investigation before embarking on experimental research, I will explain first the position I assume in this study.

4-Research Objective

The significance of this study is three-fold. First, as I have repeatedly mentioned in the literature review, the knowledge base of critical thinking is rich conceptually and theoretically, but at the same time one that is lacking systematic and keen empirical investigation. Since a knowledge base cannot grow substantially unless the abstract issues are examined empirically, it is important that research studies are carried out to explore these issues.

5-Research Design

A 2x2x3 Factorial Repeated Measures ANCOVA experimental study will be carried out to answer the research question "Does type of teaching method and general critical thinking skills (GCTS) differentially affect critical thinking and its transfer, after adjusting for the effects of dispositions?".

According to Gall, Borg, and Gall (1996), a factorial experiment is an experiment in which the researcher determines the effect of two or more independent treatment variables (factors), both singly and in interaction with each other, on a dependent variable. The effect of each independent variable on the dependent variable is called a main effect. The interaction of the effect of two or more independent variables on the dependent variable is called an interaction effect. The two independent variables are Teaching Method and General Critical Thinking Skills. Teaching Method has three levels, namely PreTeach, Infusion, and Immersion. General Critical Thinking Skills has two levels, namely High and Low. Technically, there is also another independent variable, built-in the design model, namely Test Occasions. This variable is a within-subjects factor, and it has two levels: (1) Occasion I; and (2) Occasion II. The covariate is Disposition toward critical thinking, and Critical Thinking is the dependent variable.

Participants

The absolute minimum number of participants that is required for the study in order to estimate the parameters of the model, is two per cell, i.e., 12 students (McKinley, 1997; Anderson, 1997). But, many more subjects are needed to have statistical power for running significance tests, therefore it has been recommended that at least ten subjects per cell are used (60 students). Considering constraints pertinent to this study, and in an attempt to increase the statistical power even more, a sample of 96 students will be used (16 students per cell). It might be the case that more students will have to be screened initially to get the High/Low classification for the second independent variable (GCTS) of the study. It is expected that no more than 150 students will have to be screened to form the sample of 96 students. The researcher has already made arrangements with the coordinator of the undergraduate educational psychology classes in the school of Education at Indiana University in the Bloomington campus, to recruit students from five educational psychology classes (30 to 35 students each class). Each participant will receive ten dollars upon completion of data collection.

Sample research proposal by Mr. Heng Sopheap (MBA)

1. Introduction

2. Development of CEB Ltd.
2.1. From NGO to regulated MFI
2.2. Partnerships
2.3. Achievements to date

3.Business Vision and Mission and Target Clientele
3.1. Business Vision and Mission
3.2. Target Clientele

4.Key Lending Policies and Targets
4.1. Lending Policies
4.2. Lending Targets

5.Products and Delivery Mechanisms
5.1. Loan Products (Group and Individual Loans)
5.2. Delivery Mechanisms
5.3. Savings Products

6.Outreach Objectives
6.1. Loan Portfolio and Active Borrowers
6.2. Deposits and Active Depositors

7.Market Positioning
7.1. Legislative and Regulatory Framework
7.2. Overview of the Micro-Finance Sector
7.3. Main Competitors

8.Financial Projections
8.1. Cash Flow Projections
8.2. Income Statement Projections
8.3. Balance Sheet Projections
8.4. Key Performance Targets

9. Organisation and Management
9.1. Organisational Structure
9.2. Staffing and Staff Projections
9.3. Management Systems

10. Ownership and Governance Structure
10.1 Shareholders
10.2 Board of Directors

11.SWOT Analysis

Microfinance Institution Sample Business plan (outline)

Management plays a vital role in any business or organized activities management is composed of a team of managers who have charge of the organization at all levels. Their duties include making sure company objective are met and seeing that the business op0erates efficiently. Regardless of the specific job, most mangers perform four basic functions:

• Planning
• Organizing
• Directing
• Controlling

Planning involves determining overall company objectives and deciding how these goals can best be achieved. Mangers evaluate alternative plans how before choosing a specific course of action and then check to see that the chosen plan fits into the objectives established at higher organizational levels. Planning is listed as the first managements function because the others depend on it. However, even as mangers move on to perform other managerial function planning continues as goals and alternatives are further evaluated are revised.

Organizing, the second management functions, is the process or putting the plan in action. This revolves allocating resources, especially human resources so that the overall objectives can be attained. In this phase managers decide on the positions to be created and determine the associated duties and responsibilities. Staffing, choosing the right person for the right person for the right job, may also be included as part of the organizing function.

Third is the day-to-day direction and supervision of employees, In directing manager guide, teach, and motivate workers so that they reach their potential abilities and tat the same time achieve the company goal that were established in the planning process. Effective direction, or supervision, by managers requires ongoing communication with employees.

In the last management function, controlling, managers evaluate how well company objeveives are being met, In order to complete this evaluation, managers must look at the objective s established in the planning phase and at how well the tasks assigned in the directing phase are being completed. It major problems exist and goals are not being achieved, then changed need to be made in this company’s organizational, or managerial, Structure. In making changes, mangers might have to go back and replay, reorganize, and redirect.In order to adequately and efficiently perform these mangerment functions managers need interpersonal, organizational, and technical skills, although all four functions are managerial duties, the importance of each may vary, depending on the situation. Effective managers meet the objectives of the company through a successful combination of planning, organizing, directing, and controlling.

Management functions

Positive thinking might seem like something not so important but it can change your day and your life, especially as a business man and young employee when life be stressful and complicated.

Positive thinking is a mental attitude that is conducive to growth expansion and success. Positive thinking can also help reduce stress and therefore improve your health.

How to think in a positive way is not hard. The words you use are important positively. Your brain will focus on the word tell yourself everyday.

For example: If you want to be confident say out loud the next 3 sentences:

I do not want to be shy
I want to be confident
I am confident

Which is more powerful? No.3: I am confident is the most positive. No.1 is negative because you will only think of the word shy. No2 is the future tense; you want to be confident but may never reach it. No3. is more powerful, I am confident make you feel it right now!

So write a list of all the things you want to be and say it out loud to yourself everyday for next 3 days. Then try saying I am stupid, I am shy, I am lazy. Can you feel the difference?

Positive thinking

Why study research?Research provides you with the knowledge and skills needed for the fast-paced decision-making environment.Why managers need better information?
Global and domestic competition is more vigorous organizations are increasingly practicing.

• To gather more information before selecting a course of action
• To do high-level research study
• To understand research design
• To evaluate and resolve current management dilemma
• To establish a career as research specialist

The study of research is important to many purposes such as:

• Following the standards of the scientific method
• Purpose clearly defined
• Research process detailed
• Research design thoroughly planned
• High ethical standards applied
• Adequate analysis for decision-maker's needs
• Findings presented unambiguously
• Conclusions justified
• Researcher's experience reflected

Why research in business

Macro/Public Focus

The research is on industry or economy as a whole. The research is to focus on one private or public sector, one industry, or one company.

Example: Tourism Industry Management"

Micro/Macro Focus

Comparison across companies to research on one or more industries, markets or common problems.

Example: "problems and conflict in joint venture in Japan"

Main focus

The third perspective in our typology of research is the type of information sought research activity. From this perspective, research can be classified as qualitative or quantitative. The qualitative-quantitative classification is dependent on three criteria:

• The purpose of the study
• How the variables are measured
• How the information is analyzed
  

The study is classified as qualitative if the purpose of the study is primarily to describe a situation, phenomenon, problem or event; the information is gather through the use of variables measured on nominal or ordinal scales; and if analysis is done to establish the variation in the situation, phenomenon or problem without quantifying it. The description of an observed situation, the historical enumeration of events, an account of the different opinions people have about an issue, and a description of the living condition of a community are examples of qualitative research.

Type of information sought

If you are examine a research study from the perspective of its objectives, broadly, a research endeavor can be classified as: descriptive, correlations, explanatory or exploratory.

Descriptive research attempts to describe systematically a situation, problem, phenomenon, service or program or provides information about, say, the living conditions of a community, or describes attitudes towards an issue.

Correlational research study is to discover or establish the existence of a relationship, association, interdependence between two or more aspects o a situation. The studies examine whether there is a relationship between two or more aspects of a situation or phenomenon.Explanatory research attempts to clarify why and how there is a relationship between two aspects of a situation or phenomenon.

Exploratory research carries out the investigation of the possibilities of undertaking a particular research study.

Objective in Understanding the Research

If you are examining a research endeavor from the perspective of its application, there are two broad categories: pure research and applied research.

In the social, according to Bailey (1978:17):

Pure research is also concerned with the development, examination verification, and refinement of research methods, procedures, techniques and tools that form the body research methodology. Examples of pure research include: developing a methodology to assess the validity of a procedure; developing an instrument, say, to measure the stress level in people; and finding the best way measuring people attitudes."

Most of the research in the social sciences in applied. In other words the research techniques, procedures, and methods that information about various aspects of a situation, issue, problem or phenomenon so that information gathered can be used in other ways such as or policy formulation, administration, and the enhancement of understanding of a phenomenon.

Application of Research Study

Research can be classified from three perspectives:

• The Application of the research study
• The objectives in understanding the research
• The type of information sought
  

These three classifications are not mutually exclusive that is , a research study classified from the viewpoint of "application sought". For example, a research project may be classified as pure or applied research (from the perspective of application), as descriptive, correctional, explanatory or exploratory (from the perspective of objectives) and as qualitative or quantitative (from the perspective of the type of information sought).

TYPES OF RESEARCH:

• Application: Pure research and applied research
• Objectives: Descriptive, exploratory research and correlational, explanatory research.
• Types of information sought: Quantiative research and qualitiative research

Type of Research Study

As beginners in research you should understand that research is not technical, complexes, states tics and computers. It can be a very simple activities designed to answers to very simple questions relating to day-to-day activities. On the other hand, research procedures can also be employed to formulated intricate theories or laws that govern our lives. The difference between research and non-research activity is, as mentioned, in the way we find answers: the process must meet certain requirements to be called research.

Grinnell (1993: 4) states: "Research is a structural inquire that utilizes acceptable scientific methodology to solve problem and creates new knowledge that is generally applicable."

Lumdberg (1942) draws that "Scientific method consist of systematic observation, classification, and interpretation of data. Now obviously, this process in one in which nearly all people engage in the course of their daily lives. The main difference between our day-to-day generations and the conclusions usually recognized as scientific method lies in the degree of formality rigorousness, verifiability and general validity of the latter."

What is research?

I. Introduction (name, description and purpose of business)

II. Goals and Objectives

III. Marketing Strategy

IV. Operating Procedures

V. List Personnel and Job Descriptions

VI. Statement on Competition

VII. Source of Funding

VIII. Closing Statement - List the possibility of this becoming a real business (one paragraph)A good business plan outline

Business Plan Outline

Developing a business plan is very important as the main factor to draw investors, ventures, or banker. Investing is risk so to know what will be doing by developing business plan is a big help. Before giving you loan, bank manager may have a look at your business plan. If you are telling someone that you want to do business and want to get some money form bank as dept, you must submit your business plan. They will evaluate the business plan to measure the percentage of the positive success in the future. How much you will get depends on how good is your business plan.

Your friends, relatives or your co-workers may tell you to develop your own business plan. It is reasonably that your objective can achive by building up a good business plan. Setting your won goal and determine your tasks which you wish to acheive in the future must be listed in your business plan.

So a good business plan can give you high opportuniy to get your suggestion accpeted.

Why Business Plan Is Important?

Most of bakers, ventures, capitalists or any other money providers have a very strong perspective toward business plan. They read and make decisionso that there are something in their mind to judge what is good and bad.Learn from the one that you are intend to ask for help is the best key to get the highest success in developing your business plan that will suit best with them.To gain the tips from them is a good way to make a successful business plam.A step to success is to learn and determine the step of your plan as a map which you will take a look whenever you are at a corner that you don't know which way to take or hasitate to make a decision.

Secret of Succesful Business Plan

.
I. Executive Summary
a. Company Summary
b. Mission Statement
c. Products and Services
d. Marketing and Sales Strategy
e. The Competition
f. Target Market
g. Management
h. The Future
i. Financials Funds Sought
II. Company Summarya. Goalsb. Start-Up Summary
III. Services
IV. Marketing and Sales
a. Market Analysis
b. Marketing and Sales Strategy
V. Management and Personnel Summary
VI. Financial Plana. Monthly Breakeven Analysisb. Projected Profit and Lossc. Projected Opening Day Balance SheetTo make a successful business plan

Pattern of Business Plan

Informal Proposal: Student Sample #3Date: September 26, 2001To: Center Team Leader and Interns

From: Samantha Stevens, Agnes Moore, and Valerie Peron

Subject: Proposal to create, organize, and present a visual merchandising promotion concept for the months of January and October for the U of A bookstore.

Problem statements:The purpose of this proposal is to demonstrate the University Bookstore's need for a more effective visual merchandising concept. In order to address the problem of unsuccessful display results in the U of A Bookstore, this project will explore:

• Traffic patterns within the store's floor layout.
• Sales trends in relation to monthly promotional displays.
• Existing set up and reasons for its incompetence.

This project will serve pressing promotional needs as well set a standard for future success in the visual merchandising realm at the University of Arizona. An enormous financial investment has been placed into the construction of the new U of A Bookstore. The U of A Bookstore is taking its operation into a new direction by greatly expanding its square footage as well as its featured merchandise. The U of A Bookstore is now carrying not only required textbooks for offered courses and a few T-shirts and pencils, but instead is offering a huge range of merchandise from clothing to CD's. On its upper floor, the U of A Bookstore is beginning to look much more like a Barnes & Noble than a typical campus bookstore.

The new U of A Bookstore will be carrying over 15 different types of backpacks, shirts, shorts, hats, notebooks, journals, CD's, software, a wide assortment of art supplies, recreational reading, and much more. This vast amount of new merchandise requires an entirely different approach regarding sales and promotion. The U of A Bookstore needs to compete on an entirely new level. The factor that will make a student stay and shop at the U of A Bookstore after purchasing his or her required texts is a strong visual merchandising concept. This concept of visual promotion is also what is going to encourage customers outside of the University to want to shop there as well. In order to turn this large investment into real profits for the University, the U of A Bookstore needs to put its best face forward and establish an effective plan for its visual merchandising concept. This project will help the U of A Bookstore accomplish this by employing visual merchandising and display techniques while offering an outside perspective.

Introduction/Background:

Display or visual merchandising is "showing" merchandise and concepts at their very best, with the end purpose of making a sale. A successful visual merchandising concept for the U of A Bookstore will sell merchandise by showing, promoting, and encouraging the shopper to enter the store. Additionally, an efficient concept will enhance the store's visual image while entertaining customers throughout their shopping experience. Introducing and explaining new products in display also helps to educate customers by answering questions about how certain products are used. Careful considerations are given to color, texture, line, composition, balance, proportion, and rhythm. The meticulous combination of these elements creates an effective display.

This project aims to facilitate the promotional needs of the new U of A Bookstore and create a renewed interest among the student population. By displaying merchandise in a creative, imaginative, and engaging manner, this project will attract new as well as old customers into the store. Currently, the visual merchandising concept for the bookstore is virtually nonexistent. Displays are misplaced, out of customer sight lines, and disorganized. No certain products or storewide events are given special promotional attention. The development process for this project will include time for research, development, and planning for placement and construction. In order to explore effective visual merchandising methods, research of successful retail displays outside of campus will also be a part of the development process. This research will be helpful in enhancing the U of A Bookstore's image to customers outside of the University circuit in addition to its existing student customers.

Throughout the month of October and during the first weeks of November, we will develop the visual merchandising concepts for the months of January and October for the year 2002. We will be using display materials available for order atwww.visualstore.com, and www.ddimagazine.com.

Methods:

Research on this subject can be divided into three foci:

• Sources of promotional success
• Visual merchandising in relation to planning, placement, and resources
• Application of basic design elements in creating visual merchandising presentations

To determine sources of display success, this project will focus on related merchandise promotional, and institutional displays. In a related merchandise display, separates, accessories, or other items that "go together" are displayed because they are meant to be used together, because they are the same color, or because they share an idea or theme. Because the month of January is celebrated on campus as "Jazz Month," we will be doing a combination of related merchandise and promotional display. The promotional display advances or emphasizes a particular concept, trend, or item. A theme will be developed for advertising the Jazz Month event. A jazz show will be held on a certain date in the U of A Bookstore basement, so the display will be announcing this event while displaying jazz related merchandise such as books on jazz and CD's. For the month of October, a holiday promotion will be implemented. All related Halloween merchandise will be incorporated into a display.

This project will also incorporate researched methods involving the following:

• Color psychology
• TextureLine
• CompositionBalance
• DominanceProportion
• Rhythm

When discussing color psychology, it is important to understand the theories that have been supported concerning the effects of color on people and their moods while shopping. Because color can create a specific mood for a display, it is an important consideration in any visual promotion. The marketplace for the U of A Bookstore is vast and global. Because of this, there are obviously cultural and regional differences in color preference that must be taken into careful deliberation. Texture is another very important aspect of color. The surface treatment of an object can affect the color of the merchandise and must therefore be carefully considered. Textures can also be suggestive to explain the merchandise in terms of surrounding materials. Line can be considered second in importance to color and texture in creating a response to the merchandise in display. A line can be horizontal, vertical, curved, or diagonal, and methods in which these lines are used and combined determine the success of the merchandise presentation. Composition can be defined as the organization or grouping of different elements in order to achieve a unified whole. The arrangement of these lines, shapes, forms, and colors into a whole allows a particular message to be conveyed. Balance, proportion and rhythm involve the creation of a pleasing relationship between the parts of the composition. Proportion involves the relationship of the size, scale and weight of the elements within the composition. Rhythm can be defined as a self-contained movement form element to element, from side to side, and from background to foreground.

Timeline and Goals:The result of this project will be the creation of a visual display concept to remedy the situation of inadequate promotion. The project will be completed according to the following schedule:

Initial research complete: October 16, 2001

Research and material selection complete: November 1, 2001

Report draft complete: November 20

Conclusion/Recommendations:The presentation of this project will occur in the form of a portfolio with visualization of the merchandise featured, signage, graphic, props, forms, and accent pieces. We will also be using an online Power Point demonstration using digital photographs of the U of A Bookstore's existing set up. At this point in time, research indicates that the main problems involve a lack of display within the bookstore, misplaced and unpersuasive presentation of merchandise, and disorganization. The demonstration will make recommendations for the U of A Bookstore's future visual merchandising processes based on research and professional observations, and will present a portfolio of projected visual concepts for the months of January and October in the year 2002.

Sample Information Proposal