Shan e mustafa quran wa hadees kia kehtey hain by mujahid attari
Business Planning Iyad Attari 2009
-
Upload
iyad-attari -
Category
Documents
-
view
649 -
download
0
Transcript of Business Planning Iyad Attari 2009
![Page 1: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/1.jpg)
Business planning
Iyad S. Attari
2009
![Page 2: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/2.jpg)
Introduction
• Planning is the first function of any successful management.
• It is the tool that all other managerial functions depends on.
• It is a continuous process that aims to specify the goals, objectives, strategies, mission, and vision of any organization.
![Page 3: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/3.jpg)
Introduction
• Depending on the type of objectives and time frame .
• planning is divided into three main types; strategic, tactical, and operational.
![Page 4: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/4.jpg)
Planning Concept and Principles
![Page 5: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/5.jpg)
Planning Principles
• Good planning requires a methodical process that clearly defines the steps that lead to optimal solutions.
![Page 6: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/6.jpg)
Planning Principles
This process should reflect the following principles:
• Comprehensive : all significant options and impacts are considered.
• Efficient : the process should not waste time or money.• Inclusive : people affected by the plan have opportunities
to be involved.
![Page 7: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/7.jpg)
Planning Principles
• Informative : results are understood by stakeholders (people affected by a decision).
• Integrated : individual, short-term decisions should support strategic, long-term goals.
• Logical : each step leads to the next.• Transparent : everybody involved understands how the
process operates.
![Page 8: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/8.jpg)
Planning Principles
• A principle of good planning is that individual, short-term decisions should support strategic, long-term goals.
• This requires comprehensive evaluation and negotiation to help people accept solutions that may seem difficult and costly in the short-term.
![Page 9: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/9.jpg)
Planning Principles
• Good planning is understanding, comprehensive and strategic.
• A planning process should not be limited to the first solution planned or the concerns of people who attend meetings.
![Page 10: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/10.jpg)
ExamplePlanning Principles
![Page 11: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/11.jpg)
Merchants might complain of insufficient customer parking
near their stores This problem can be defined in various ways:
Not enough parking supply.Too many vehicles. Inefficient management of available
spaces.
• Each implying different solutions
![Page 12: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/12.jpg)
• Here are questions to ask to help understand this problem:
How much parking exists, including spaces currently unavailable to customers?
Who currently uses the most convenient spaces?
Who encounters this problem, when and where?
How is parking currently managed (including regulations and prices)?
![Page 13: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/13.jpg)
What is the cost of increasing parking supply? What management strategies could help
address this problem? Who bears the costs and benefits from
potential solutions? How well do various solutions integrate with
strategic planning objectives?
![Page 14: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/14.jpg)
Planning Concepts
• A planning framework defines the basic planning process structure.
• This typically includes the following components:
![Page 15: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/15.jpg)
Planning Concepts
• A planning framework defines the basic planning process structure.
• This typically includes the following components:
![Page 16: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/16.jpg)
Planning Concepts
Principles : A basic rule or concept used for decision-making.
Vision : A general description of the desired result of the planning process.
Problem : An undesirable condition to be mitigated (solved, reduced or compensated).
![Page 17: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/17.jpg)
Planning Concepts
Goals : A general desirable condition to be achieved. Objectives : Specific ways to achieve goals. Scope : The range (area, people, time, activities, etc.) to
be included in a process. Options : Possible solutions to a problem or ways to
achieve an objective.
![Page 18: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/18.jpg)
Planning Concepts
Policies : A general course of action. Plans : A scheme or set of actions. This may be a
strategic (general and broad) or an action (specific and narrow) plan.
Programs : A specific set of objectives, responsibilities and tasks within an organization.
Tasks or Actions : A specific thing to be accomplished.
![Page 19: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/19.jpg)
Planning Concepts
Targets : Something specific to be achieved.
Performance indicators – Practical ways to measure progress toward objectives.
![Page 20: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/20.jpg)
Planning Concepts
Evaluation refers to the process of determining the impacts of an object, activity, policy or program, and its ultimate value.
![Page 21: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/21.jpg)
Types of Planning
![Page 22: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/22.jpg)
Types of Planning
Three types:
• Strategic Planning• Tactical Planning• Operational Planning
![Page 23: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/23.jpg)
Types of Planning • Strategic Planning: The art & science of formulating, developing, implementing and
evaluating cross-functional decisions that enable an organization to achieve its objectives.
Is a course of action to achieve long-range goals.
Reflect the company’s direction and its purpose as stated in its mission statement.
![Page 24: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/24.jpg)
Types of Planning • Tactical Planning: The tactical plan express how the strategic plan will be executed. Course of actions to achieve short-term goals, generally within a
year or less. Tactical plans represent the short-term efforts to achieve the
strategic, longer-term goals. They are concerned with what the units under top management
must do, how they must do it and who has the responsibility.
![Page 25: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/25.jpg)
Types of Planning Operational Planning : IS a description of how the work will be done, the flow of work from
input to end results, including the machines which will be used.
![Page 26: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/26.jpg)
Types of Planning Generally :
Strategic Planning is known as long term planning.
Operational planning is short term planning.
Tactic planning relates to in between both the above.
![Page 27: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/27.jpg)
Strategic Planning
![Page 28: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/28.jpg)
Environmental Analysis
(S.W.O.T.)
Tactical PlansOperational plans,
budgets
Monitor Performance Implementation
Master StrategiesVision, mission, strategies,
goals, objectives
Adjust
![Page 29: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/29.jpg)
29
Strategic PlanningThe art & science of formulating, developing, implementing and evaluatingcross-functional decisions that enable an organization to achieve its objectives
A complete look at how to position the
organization for the future
![Page 30: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/30.jpg)
Enter your footer herePage 30
MatrixorganisationCEO
MKT
H.R.
Q.A.
INS Eclm HDSSIF
ICT
R&D
PMC OPD SubNW Core
Fin.
Supp
ort
Sales Technical
![Page 31: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/31.jpg)
31
Strategic Planning ProcessFundamental decision making/problem solving model Defines where the organization is now, where it wants to be, and how it
will get there Gathers internal and external information. Develops alternative strategies Selects appropriate strategies Implements a plan Evaluates and revises the plan as needed
StrategyImplementa-
tion
Phase 3
StrategyDevelopment
Phase 2
StrategyFormulation
Phase 1
StrategyEvaluation
Phase 4
![Page 32: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/32.jpg)
32
Strategic Planning Process Phase 1: Strategy Formulation
Develop vision & mission statements
Define organizational values
Strategy Formulation
Mission• Who the company is?• What the company do?• Who the company’s
customers are?
Values• Describe what is
important• Dictate employee
behavior
VisionGuiding image of the organizations
desired future
![Page 33: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/33.jpg)
33
Vision, Mission, Objectives, and Goals
Vision
• Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction.
•Vision is a long term view.
![Page 34: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/34.jpg)
34
Vision, Mission, Objectives, and Goals
Mission
• Defines the fundamental purpose of an organization or an enterprise.
•Describing why it exists and what it does to achieve its Vision
•A corporate Mission can last for many years, or for the life of the organization.
![Page 35: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/35.jpg)
35
Vision, Mission, Objectives, and Goals
Goals
• are general guidelines that explain what you want to achieve in your company.
•They are usually long-term and represent global visions.
•such as “protect public health and safety.”
![Page 36: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/36.jpg)
36
Vision, Mission, Objectives, and Goals Objectives
•define strategies or implementation steps to attain the identified goals.
•Unlike goals, objectives are specific, measurable, and have a defined completion date.
•They are more specific and outline the “who, what, when, where, and how” of reaching the goals.
![Page 37: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/37.jpg)
Example
NatHealthVision, Mission, & Values
![Page 38: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/38.jpg)
الرؤيا
اإلعتراف وتحقيق التوسعكمزود والعالمي اإلقليمي
الصحي التأمين لخدمات رئيسياإللكترونية، المطالبات وإلدارةالبطاقة تقنية بإستخدام وذلك
الذكية
![Page 39: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/39.jpg)
الرسالة
من للزبائن متميزة خدمة تقديمذاتية الصناديق ، التأمين شركاتالحكومية والمؤسسات التأمين
الموجودات حماية بهدفمجاالت توسعة على ومساعدتهم
متدنية تكاليف وتحقيق عملهمرفع ضمان مع ، للمطالبات
الطبية الخدمة مستوياتحسب النهائي للمستخدم
المتفق التعاقدية السياساتعليها
![Page 40: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/40.jpg)
قيم نات هيلثالنزاهة واإلستقامة1.اإللتزام والمصداقية2.اإلفصاح والشفافية3.الدقة واإلنضباط4.المحافظة على الممتلكات5.عدم تضارب المصالح6.اللطف والكياسة7.التعامل بمهنية ومسؤولية مع الجميع8.- النظاف���ة والترتي���ب والمحافظ���ة عل���ى 10
البيئة الصحيةحماي�ة الملكي�ة الفكري�ة وأس�رار المؤس�سة 9.
هيل�ث )(ن�ات
![Page 41: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/41.jpg)
41
Strategic Planning Process Phase 2: Strategy Development
Conduct a SWOT analysis including environmental scanEstablish long-term objectives (3-5 Ys) Identify strategies: - corporate - unit & - functional
Strategy Development
S
O T
W
Internal Strengths
Internal Weaknesses
External
Opportunities External
Threats
![Page 42: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/42.jpg)
Page 42YOUR LOGO
Placeholder for your own sub headline
Strengths Weaknesses
Opportunities Threats
!
Inte
rnal
ana
lysi
s
Exte
rnal
ana
lysi
s SWOT
SWOT Analysis
![Page 43: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/43.jpg)
Page 43YOUR LOGO
S T R E N G T H S What do you do particularly well? What do you do that is unique in the
“marketplace?” What do your customers/ clients/ patrons ask for
you to do over and over again? What do you have the right tools/ resources to
accomplish?
W E A K N E S S E S What do you not feel as comfortable doing? What needed resources, staff, or skills
do you lack?
Are there new situations coming down the road that you can take advantage of (new programs being offered, new faculty joining the department, new tools available to you)?
Are there gaps in the “market” that you can fill? Are there partnerships that might be fruitful?
Who is your competition and what do they offer that you can’t do as well or at all?
Are there “environmental” changes or situations that could cause problems for you and your programs?
What other roadblocks are being thrown in your path?
O P P O R T U N I T I E S T H R E A T S
Placeholder for your own sub headline
SWOT Analysis
![Page 44: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/44.jpg)
44
Strategic Planning Process Phase 3: Strategy Implementation
Establish short-term objectives (6 Ms-1 Y)Develop action plans
Allocate resources
Motivate employees
Strategy Implementation
![Page 45: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/45.jpg)
May 3, 2023 45
Strategic Planning Process Phase 4: Strategy Evaluation
Review strategies
Measure performance
Take corrective action
Strategy Evaluation
Have significant differences occurred?
Activity one:Review strategies
Activity two:Measure performance
Continue present course
Have significant differences occurred?
Activity three:Take
corrective action
No
No
Yes
Yes
Framework to Evaluate Strategies
![Page 46: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/46.jpg)
46
Assessing the Internal Environment
InformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
must be able to
Describe the role of each function in the organization. Understand the organization structure & its effect of the implementation of strategic planning
Understand the perspective of your business partners.
Create communication & collaboration. Identify internal needs & emerging issues.
![Page 47: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/47.jpg)
47
Finance and AccountingFinance: Assists other business units in the
financial aspects of their business. Pricing products Creating financial models
Accounting: Balances the checkbook of the
company. Accounts receivable Accounts payable
InformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
![Page 48: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/48.jpg)
48
Assets, Liabilities & Equity
![Page 49: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/49.jpg)
49
Accounts Payable & Accounts Receivable
The money a company owes to
its vender & suppliers (liability accounts)
Accounts Payable
The money a company’s customers
Owe the company (assets accounts)
Accounts Receivable
![Page 50: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/50.jpg)
50
Balance Sheet
Summarizes the firm’s financial position Assets = Liabilities + Equity Every financial transaction is an exchange, and both sides are
recorded. Only records transactions measured in money. Profit increase equity Cash withdrawal decrease equity
![Page 51: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/51.jpg)
51
Income StatementA statement explaining
revenues, expenses, and profits over a specific period of time(one year or a quarter)
Gross sales $360,000Less cost of goods sold $240,000Gross profit $120,000Less expenses: $50,000
Salaries $20,000Rent $18,000Utilities $7,200Depreciation $1,800Interest $3,000
Income less expenses $70,000Income tax expense $28,000Net income $42,000
![Page 52: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/52.jpg)
52
Gross Profit Margin
what its costs to produce a product
Measures the difference between
selling price
![Page 53: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/53.jpg)
53
Marketing and Sales
What the organization sells to make profit
MarketingThe process of planning, pricing, promoting & distributing goods/services
to satisfy organizational objectives
Promotion
Price
Place
Product
KeyElements
4 Ps
Who the product/service will be made available for purchase by customers
A key decision in marketing plan. (large share of the market/ lowest price)
Techniques for communicating information about product/service to customers
Sales:Sell the organization's
product to the marketplace
InformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
![Page 54: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/54.jpg)
54
OperationsInformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
The Central Focus To provide goods and
services to customers
Primary responsibility Productivity, quality, cost, delivery & performance
Affected by supply chain management
Control
Inventory Scheduling
Standards
Capacity
Keyconcepts
![Page 55: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/55.jpg)
55
Information TechnologyInformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
Enables an organization to use information to support its strategic objectives.
• Strategic information systems are designed to achieve competitive advantages.− Airline reservation systems
• Operational systems focus on reducing costs or improving productivity.− Remote access systems that allow
telecommuting
![Page 56: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/56.jpg)
56
EmployeesInformationTechnology
Operations
Finance andAccounting
Employees
Marketingand Sales
HR
![Page 57: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/57.jpg)
57
Increasing Employee Engagement
Employees willingness to “go the extra mile”
Measuring employee engagement How employee describes the organization Whether they choose to remain How they work
![Page 58: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/58.jpg)
58
Investing in Human Capital
Create an organizational culture that develop creative, loyal and empowered employees
HR to play a role in confirming the organization’s return on investment (ROI) in its human capital
Human capital consists of combined knowledge, skills and experience of company’s employees
![Page 59: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/59.jpg)
59
Organizational Design
High energy/creativity
Develop products/Services & markets
Experienced staff
Meet or exceed the pay range
No training Basic employee policy
Change & expansion Backlogs & scheduling problem
Polices, procedures & rules in place
Recruitment & selection increased
Leadership sustains moral/ motivation while building teams
Problem resolved
Staffing & organizational culture stabilized
Additional product & services
Training
Labour cost becomes a factor
No change
Fixed rules & regulations
Leadership resist change
Enhanced product/cost reduction programs (early retirement- closing major facilities- outsourcing- third party contracts- retaining key staff)
Introduction Growth Maturity Decline
![Page 60: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/60.jpg)
60
HR Focus:Staffing Compensation, HR planning,
training
Introduction
Staffing andtraining
Change managementOutplacementCross-training
Growth Maturity Decline
Crisis: Leadership
Need:Creativity
Crisis: Delegation
Need: Clear direction
Need:Formal systems
Crisis: Bureaucracy
Crisis: Change resistance
Need:• Streamlined
decision making• Flexibility• Small-company
thinking
Patterns of Organizations Change
![Page 61: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/61.jpg)
Scanning The External Environment
![Page 62: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/62.jpg)
Environmental Scanning
Is a process that systematically surveys & interprets relevant data to identify external opportunities and threats
NowIn the future
![Page 63: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/63.jpg)
External Environment Factors
![Page 64: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/64.jpg)
Demographic Factors
![Page 65: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/65.jpg)
Demographic Factors
Age
Gender
Generational differences Geographic
shifts in populations
Ethnicity
Unskilled labor
Nontraditional labor force
![Page 66: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/66.jpg)
Demographic Factors (cont.)Age
![Page 67: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/67.jpg)
Demographic Factors (cont.)Age
Baby boomers
Start to be 60 in 2006
200478 million baby
boomers EducatedTrainedLoyal
Dependable
Born between 1946 and 1964
44%
![Page 68: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/68.jpg)
Demographic Factors (cont.)Gender
47% of 2004 workforce56% of student in college campuses
Family constrain
Inflexible working conditions Occupational
barriers
Gender stereotyping
![Page 69: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/69.jpg)
Demographic Factors (cont.)Generational differences
Born between 1965 and 1980
Born after 1980
Millennium
![Page 70: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/70.jpg)
Demographic Factors (cont.) Geographic shifts in populations
Urban centers The suburbs
![Page 71: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/71.jpg)
Demographic Factors (cont.)Ethnicity
Hispanic The largest minority group in US
Hawaii
Minorities made up the majority of the population
Avoid
discrimination &
harassment
Increase inclusion& engagement
![Page 72: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/72.jpg)
Demographic Factors (cont.)Unskilled labor
Higher education Skilled workers
Training Off shoring
![Page 73: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/73.jpg)
Demographic Factors (cont.) Nontraditional labor force
Find enabling technology
Create enabling environment
![Page 74: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/74.jpg)
Economic Factors
Interestrates
Inflation Disposableincome
CPI
GDP
EconomicFactors
UnemploymentLess investment
EmploymentInvestment
Total value of goods and services produced in a country in a given year
Good economyWage increases
No wage increases Downsizing
Measure the average change over time in the prices paid by the
consumer for goods & services
Consumer Price Index
Gross Domestic Product
The amount of money the consumer have to spend after taxes paid When supply of money is in excess of
the amount of goods and services
Salary compression Increase in starting salary
![Page 75: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/75.jpg)
Other Factors
Political
• Legislation and regulatory guidelines
Social
• Changing definition of families
• Strain on health-care systems
Technological
• Advances• Skills• “Digital
divide”• Process
changes
![Page 76: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/76.jpg)
![Page 77: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/77.jpg)
![Page 78: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/78.jpg)
• What is Risk ?
A - Any obstacles to reach the Goal . B - Any obstacle to reach profit for the
business. C - Risk is connected with bad results in the
future.
![Page 79: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/79.jpg)
• So Risk aspects * Bad results occurrence.
* Future Events. * Probabilities.
We Describe Risk : The Uncertainty of the future ,as the probability of bad result of any future events.
![Page 80: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/80.jpg)
Example :
![Page 81: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/81.jpg)
Type Of Risks what is the obstacles not only effect the business negatively
(income) but also to Maximize income .
Inflation Risk : Inflation has an advantage for producers but disadvantages for
consumer. To measure the inflation= The Average of all goods and services.
( The important prices and non important prices taking together . So the simple average not considered to measure inflation and
replaced by the Weighted Average . Weighted Average (price level) = (p1 * w1) + (p2 * w2)+…………
(pn * wn) = Points. The relationship between inflation and unemployment . ( is
negative , when the inflation increase the employers or producers use more employees to collect more revenues from the increase prices because it become worth it . ( Fillips theory ).
![Page 82: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/82.jpg)
Risk And Return
0
20
40
60
80
100
120
1 2 3 4 5 6Un employment
Infla
tion Increase
Dec
reas
e1
2
![Page 83: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/83.jpg)
Political Risk :
![Page 84: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/84.jpg)
Political Risk :
• The probability of loss from actions of governments.
• Political system in the country .• Changes in public opinion ,government
policy , tax laws, regulations on exportations, foreign influence, & War.
![Page 85: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/85.jpg)
Exchange Rate Risk : Is the risk that a foreign currency transaction will be
negatively exposed in exchange rates.For example the Jordanian currency drop in year
1989 against the us dollar.Foreign currency risk : Hard currencies ( US Dollar,
Euro , Pound , Yen )
Other currencies called the Soft currencies.What effect the currency price : a) GNP b)
Inflation c) The increase in the interest rate on the currency
effect to increase the demand on it .
![Page 86: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/86.jpg)
Interest Rate Risk : Is the risk of fluctuations in the value of assets due to
changes in interest rates.Greater the longer the maturity of the asset.• The value of bonds decline when the interest rates increase .• If interest rate Decline lower return will be available for reinvestment of
interest & principal payments received .
Default risk: Is the risk that the borrower will be unable to repay
debt.The higher the default risk the higher the rate of return
required by the investor .
![Page 87: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/87.jpg)
Credit Risk :
Ex. When you can collect the loans after 3 years so the purchasing power will decrease.
Type of credit risk :( Default risk , interest rate changes ).
Credit Policy : Credit period. ( 2/10 , net 30 ) Discounts given for early payments. ( 2/10 , net 30 ) Credit Standards. ( financial strength can accept credit customers, but this cause
bad debts). Collection Policy. ( speed up collections but it might also anger customers).
![Page 88: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/88.jpg)
Market Risk :
Changes in prices will result from changes that effect all firms. The Competition is the risk but not the monopoly . Prices correlated to some degree with broad swing in the economy caused
by recession , inflation high interest rates ,etc. Called unsystematic risk or no diversifiable risk.
Business Risk : Is the fluctuations in earnings before interest & tax ( Operating income)
when the firm it used no debt. Depends on factors such as: 1) Demand Variables. 2) Sales Price Variables. 3) Input Price Variables. 4) Amount Of Operating Leverage.
![Page 89: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/89.jpg)
Regulations Risk : Such as the central bank regulation for the local banks to increase
their capitals for a higher limits . The solution here is to increase the capital or merge with other banks .
Finance Risk : The possibility that an asset cannot be sold on short notice for its
market value . Which is the risk to the shareholders from the use of financial
leverage. Called the liquidity risk for the short term period but when it
became a chronic or long term we call it Bankruptcy. From business failure , stock market, interest rates, etc.Employee Risk : Strikes. Labor unions. Unskilled labor. Ethical risk .
![Page 90: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/90.jpg)
Management Risk : Inefficient management. mismanagement. Ethical risks.
Technological Risk : Old machines or systems for production and services. From advances in technology technical failure etc.
![Page 91: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/91.jpg)
Natural Risk : Earth quick. Volcano. Flood. Fires. Accident Disease.
![Page 92: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/92.jpg)
Environmental Risk : Pollution.
Natural of the Business Risk : Place of the building, (position far from the harbor or airport ). Operational ( to distribution to supplies & operations, loss of access to
essential assets , failures in distribution).
![Page 93: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/93.jpg)
Portfolio Risk : Is the risk remaining after allowing for risk reducing effects of combining
securities into a portfolio . Portfolio risk is attributable to the poor balance of risks within the
portfolio. There is a limitation for the no. of securities in the portfolio.
1 2 3 4 5 60
20
40
60
80
100
120
Diversification by using portfolio
Size of portfolio
Risk
1
3
2
4
![Page 94: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/94.jpg)
According to the source of risks
A) National Risk : Inside the co. Firm risk. ( any risk inside the firm). Market risk. ( Competition from other co. from the
same country ). Inflation risk. ( and the local industry for the same
industry ).
B) International Risk : Outside the co. Firm risk. ( in the international markets). Market risk. ( Competition from other co. from the
other country ). Inflation risk. ( International relations between 2
co. such as Mercedes international effect Mercedes in Jordan strongly ).
Economy
Market
firm
![Page 95: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/95.jpg)
According to the standard of controllability risk
A) Controllable Risk : You can minimize it but can not delete it. Called Firm risk Systematic risk Avoidable risk.
Diversifiable risk.
B) uncontrollable Risk : The risk that you can not minimize it . Called Market risk Economy risk Unsystematic risk
Non-Diversifiable risk.
![Page 96: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/96.jpg)
Human being Behavior against Risk:
A- Risk lover B- Risk Avoider
(Risk Gamblers). (Risk averter).
![Page 97: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/97.jpg)
Question : Do the risk avoider accept the same level of return as will as the risk lover ?
Answer : No , The higher the risk the higher the return.
Or higher return the higher the risk.
![Page 98: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/98.jpg)
Risk And Return
0
20
40
60
80
100
120
1 2 3 4 5 6
Risk (beta)
Ret
urn (E
xpec
ted)
SML
Free risk (Sys)
What kind of relationship between return & risk.
Positive relationship .
![Page 99: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/99.jpg)
![Page 100: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/100.jpg)
![Page 101: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/101.jpg)
![Page 102: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/102.jpg)
![Page 103: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/103.jpg)
![Page 104: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/104.jpg)
![Page 105: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/105.jpg)
![Page 106: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/106.jpg)
![Page 107: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/107.jpg)
![Page 108: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/108.jpg)
![Page 109: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/109.jpg)
![Page 110: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/110.jpg)
![Page 111: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/111.jpg)
![Page 112: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/112.jpg)
![Page 113: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/113.jpg)
![Page 114: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/114.jpg)
![Page 115: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/115.jpg)
![Page 116: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/116.jpg)
![Page 117: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/117.jpg)
![Page 118: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/118.jpg)
![Page 119: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/119.jpg)
![Page 120: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/120.jpg)
![Page 121: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/121.jpg)
![Page 122: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/122.jpg)
![Page 123: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/123.jpg)
![Page 124: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/124.jpg)
![Page 125: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/125.jpg)
![Page 126: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/126.jpg)
![Page 127: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/127.jpg)
![Page 128: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/128.jpg)
![Page 129: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/129.jpg)
![Page 130: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/130.jpg)
![Page 131: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/131.jpg)
key performance indicator (KPI)
![Page 132: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/132.jpg)
key performance indicator (KPI)
• Is a measure of performance• Commonly used to help an organization define and
evaluate how successful it is.• Typically in terms of making progress towards its long-
term organizational goals. • Measure activities such as the benefits of leadership
development, engagement, service, and satisfaction.• KPIs are typically tied to an organization's strategy
using concepts or techniques such as the Balanced Scorecard.
![Page 133: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/133.jpg)
key performance indicator (KPI)
The Balanced scorecard (BSC)
• Is a strategic performance management tool.
• Measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy.
• By focusing not only on financial outcomes but also on the operational, marketing and developmental inputs to these.
![Page 134: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/134.jpg)
key performance indicator (KPI)
The Balanced scorecard (BSC)
• helps provide a more comprehensive view of a business, which in turn helps organizations act in their best long-term interests.
![Page 135: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/135.jpg)
key performance indicator (KPI)
Implementing Balanced Scorecards typically includes four processes:
1- Translating the vision into operational goals;
2- Communicating the vision and link it to individual performance;
3- Business planning; index setting
4- Feedback and learning, and adjusting the strategy accordingly.
![Page 136: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/136.jpg)
key performance indicator (KPI)
Bsc Perspectives :
• suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives:
The Learning & Growth Perspective The Business Process Perspective The Customer Perspective The Financial Perspective
![Page 137: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/137.jpg)
Page 137YOUR LOGO
„To achieve our vision, how should we appear to our customers?“
„To satisfy our shareholders and customers, what business processes
must we excel at?“
Balanced Scorecard Framework
„To succeed financially, how should we appear to our shareholders?
„To achieve our vision, how will we sustain our ability to change and
improve?“
Customer Business Processes
Financial
Learning & Growth
BalancedScorecard
Placeholder for your own sub headline
![Page 138: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/138.jpg)
key performance indicator (KPI)
![Page 139: Business Planning Iyad Attari 2009](https://reader035.fdocuments.in/reader035/viewer/2022062905/54c4af754a7959c5428b45f8/html5/thumbnails/139.jpg)
Thank You
Iyad Attari