Enterprise Strategy Report Group 23

Company Analysis Report

ABSTRACTThe car rental industry is highly

competitive with Enterprise Rent-A-

Car’s biggest rivals being Hertz and

Avis. Whether it is through price, newer

fleets, or upgradable features,

companies consistently have to try to

differentiate themselves from their

competition, and Enterprise has

managed to do this by maintaining a

high level of customer service.

Group 23

Word Count: 3331

Module title Business Strategy (MT301)

Lecturer Malcolm Brady & Donal O’Brien

Company Enterprise Rent-A-Car

Team Members Ciarán Smith BSi4 12362716

Jack Sheehan BS3 11461552

Sarah Branagan BS3 13735621

Barry Murphy BS3 12501203

Submission Date Friday 11th December 2015

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Table of Contents

Executive Summary...............................................................................................................................2

Introduction...........................................................................................................................................2

Company Overview...............................................................................................................................2

Detailed Analysis..................................................................................................................................3

1.1 Technique: Current Strategy............................................................................................................3

1.1 Performance.................................................................................................................................3

1.2 Consistency and Fit.....................................................................................................................4

1.3 Competitive Advantage...............................................................................................................5

1.4 Justification for use of technique.................................................................................................5

2.0 Technique: Value Chain Analysis...................................................................................................5

2.1 Activity Analysis.........................................................................................................................5

2.2 Value Analysis.............................................................................................................................6

2.3 Evaluate Changes and Plan for Action.........................................................................................7

2.4 Justification for use of technique.................................................................................................7

3.0 Technique: Porter’s 5 Forces...........................................................................................................7

3.1 Industry Rivalry- High.................................................................................................................7

3.2 Bargaining Power of Suppliers- Low...........................................................................................8

3.3 Threat of Substitutes- High..........................................................................................................8

3.4 Bargaining Power of Buyers- Low..............................................................................................9

3.5 Threat of New Entrants- Low......................................................................................................9

3.6 Justification for use of technique...............................................................................................10

4.0 Technique: Competitor Analysis...................................................................................................10

4.1 Justification for use of Technique..............................................................................................12

Recommendations to Senior Management...........................................................................................12

Conclusion...........................................................................................................................................13

Learning Outcomes Achieved.............................................................................................................13

Appendix.............................................................................................................................................14

Bibliography........................................................................................................................................18

Company Analysis Report Group 23

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Executive Summary

The objective of this report is to provide a detailed strategic analysis of the car rental industry

and Enterprise Rent a Car.

A company overview will provide detail on Enterprise, its growing popularity worldwide and

a history on how it was established.

This report will examine the strategic issue of demand planning within Enterprise Rent a Car.

Demand planning can be defined as a “multi-step operational supply chain management

process used to create reliable forecasts. Effective demand planning can guide users to

improve the accuracy of revenue forecasts, align inventory levels with peaks and troughs in

demand, and enhance the profitability for a given channel or product”

(searchmanufacturingerp, 2010).

Four strategic techniques have been carefully chosen in order to analyse the strength of the

company within the industry and how the company’s current strategic issue is affecting its

ability to increase sales.

Recommendations to management will be provided and having gained internal feedback from

within Enterprise, we feel that Enterprise will embrace our proposals.

An assessment of the learning experienced by the team will be evaluated and how the

techniques and justifications broadened the scope of our strategic knowledge and more

specifically, of Enterprise Rent-A-Car.

Introduction

This report presents the argument for a change of internal systems within Enterprise Rent a

Car in order to boost efficiency which will in turn, increase profitability for the company. The

strategic issue of demand planning will be discussed in detail throughout the report and a

recommendation of how management should deal with this problem has been evaluated.

Company Overview

Enterprise Rent-A-Car (ERAC) is a vehicle rental company set up by Jack Taylor in Missouri

in 1957. It was originally called ‘Executive Leasing Company’. The company was renamed

‘Enterprise’ in 1969. Enterprise Rent-A-Car, Alamo Rent-A-Car and National Car Rental are


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subsidiaries of the parent company ‘Enterprise Holdings Inc.’ Enterprise is listed as the 16 th

largest private company for 2015 by Forbes (Forbes, 2015).

Enterprise is known internationally for its excellent customer service and has been ranked on

‘Business Weeks’ list of Customer Service Champs for four consecutive years. The private

company began with seven vehicles and is now the largest car rental company in the world

with over 91,000 employees and over 1.5 million vehicles. Enterprise- Rent-A-Car has an

extensive range of vehicles across 30 countries worldwide and is based in 7,200 locations

(Enterprise Rent-A-Car, 2015).

Detailed Analysis

1.1 Technique: Current Strategy

Strategies constantly change. However, one feature of the Enterprise’s strategy has been

persistent. The consistent emphasis placed on exceptional customer service and employee

relations. According to Thompson, Strickland et al (2007) the criteria for a good strategy are

as follows:

Performance

Goodness of fit

Competitive advantage

1.1 Performance

Net margins - As Enterprise is a subsidiary of Enterprise Holdings it is a privately owned

company and does not share detailed financial information (Enterprise Holdings, 2015).

However, according to Forbes (2015) Enterprise Holdings had revenue of $19.4 billion for

the fiscal year ending July 31, 2015 and is ranked on Forbes list of America’s largest private

companies. See appendix 1.1

Market share - According to The Economist (2014) “a wave of consolidation has left just

three firms- Hertz, Avis Budget and Enterprise- with 95% of the market in America and a

sizable share elsewhere”.


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Market leader - “Hertz Ireland Ltd was the most successful player in car rental in Ireland in

2014 with value sales of €64 million, followed by Europcar who generated sales of €47

million” (Euromonitor International, 2015). See Appendix 1.2

Trends - Implementation of car sharing: This option offers a selection of upheld vehicles at a

reasonable price. These vehicles are available to customers for lengths of time ranging from

an hour to a weekend or longer. There has been an increase in the number of vehicles held at

airport locations. This was set up to accommodate business people giving them the ability to

save time by collecting the vehicle at the airport instead of going off site to an Enterprise

branch. The use of technology has also increased. For example, the use of iPads has been

introduced to speed up check out times for customers returning their vehicles.

Year-on-Year Growth (%) of car rental industry in Ireland

Change View 2011-12 2012-

13

2013-14 2014-

15

2015-16

Car Rental

Ireland - € mn -3.2 -0.6 0.3 2.5 3.2

(Adapted from Euromonitor International, 2015)

As illustrated above, the car rental industry in Ireland has experienced continuous growth

following the financial crisis that occurred in 2007/2008. The table also forecasts a further

increase in 2016. Recent trends indicate that the car rental industry increased marginally in

current value in 2014, rising to €315 million (Euromonitor International, 2015). A major

driver of this growth could be the improving financial environment and the increasing figures

of incoming and national tourists.

1.2 Consistency and Fit

Customer service is the foundation of Enterprise’s strategy. It is measured on the ESQI

(Enterprise Service Quality Index), this is considered the most important metric for the

business. It involves gathering data from customers regarding their satisfaction with the

service they received. This practice is consistent throughout Ireland and all 7,200 locations

worldwide (Enterprise Rent a Car, 2015). The minimum requirement for the ESQI is 85%.

This fits well with the car rental environment as word of mouth can play a huge role in

customer retention.


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1.3 Competitive Advantage

Enterprise achieves its competitive advantage by focusing on achieving superior levels of

customer service than its main rivals. This of course would not be possible without achieving

high levels of performance in other areas such as employment practices, training, structure,

IT and a secure financial position, among others.

Another source of competitive advantage in a cyclical industry is the fact that Enterprise is a

private holding company. This benefits the firm in areas such as control, right to non-

disclosure of reports and tax incentives.

1.4 Justification for use of technique

In light of examining the strategic issue of demand planning previously identified, the first

technique applied was analysing the current strategy of Enterprise Rent-A-Car. This relates to

the need to understand the firm’s current position in the market and part of this analysis

includes observing the financial performance of the firm and market share. The purpose of

selecting this particular strategy for Enterprise is because in any organisation the current

position of the firm should be evaluated before moving forward.

2.0 Technique: Value Chain Analysis

A Value Chain Analysis ‘Describes the full range of activities which are required to bring a

product or service from conception, through the intermediary of production, delivery to final

customers, and final disposal after use’ (Kaplinsky, 2000).

2.1 Activity Analysis

Recruitment

Enterprise seeks ambitious employees with ‘clear goals in their mind’ that have an

approachable personality and can deliver exceptional customer service (Jobs at Enterprise

Rent a Car, 2015).

In a four step selection process Enterprise invests a great deal of time choosing the right

employee. They hope to gain a competitive advantage in the market by having the best

employees. Firms gain this advantage by doing things better & cheaper. Enterprise is

spending more money on this support activity but is hoping to improve it. Recruitment is a

support activity to inbound logistics in Enterprise and the value that derives from the

recruitment comes from excellent customer service and positive customer feedback. An after


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sales service that involves reaching out to the customer up to a week after using a rented

vehicle ensuring customer satisfaction is a primary focus in Enterprise.

Purchasing

Enterprise buy in bulk from car manufacturers and after 2/3 years sell the vehicles off. They

also buy second hand cars and examine the car thoroughly which involves running a

CARFAX Vehicle History Report to get more information on the history of the used vehicle.

Procurement is a support activity in Enterprise’s value chain. With the largest selection of

hybrid vehicles in their fleet, they hope to get value from their differentiation compared to

their competitors.

Selling

After a short life span of 2/3 years of being a rental car, the vehicle is then sold to different

dealers and individuals in a bid to recoup capital invested in them. Depreciation in new cars

is averaged at 20% a year and for a rental car which may have incurred high mileage this

figure could become higher (The AA, 2012). The value from this primary activity is derived

from vehicles being kept in pristine condition while under the control of Enterprise in order

to retrieve money invested in the vehicle.

2.2 Value Analysis

Activity Value Factors Changes Needed

Recruitment Excellent suit to

company’s business

model

Customer satisfaction

New & repeat customers

Cut selection process in half

to save time & resources

Refresher course for current

employees

Purchasing Bulk discounts

Product differentiation

Speed to market

(Reference for Business,

2015)

Find local supplier to cut

costs

Possible switching bonus by

changing supplier

Increase differentiation

Selling Recouping investment

Partnerships with dealers

Hold onto cars for two more

years before re-purchasing


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Reducing debt Fixed buyer of used cars

2.3 Evaluate Changes and Plan for Action

Although a reduction in resources afforded to the selection and recruitment process would

benefit the company in a financial sense, the resources and scheduling required for a refresher

course could see equal costs to the company.

Car manufacturing does not take place in Ireland, meaning Enterprise (Ireland) would be

purchasing from a dealer that has already had the cost of shipping making the financial

benefit minimal. On a global scale, Enterprise has a reliable supply chain in place from

existing suppliers and changing this would not be economically viable.

The current policy of holding onto a new vehicle for 2/3 years is an area to be examined.

Depreciation levels cripple the return on investment. Cars are being built for a longer lifespan

and with manufacturers offering a longer warranty, such as Kia offering a staggering 7-year

warranty (Kia, 2015), the opportunity is there to prolong the lifespan of the rented vehicle.

This new policy would be relatively straightforward to implement into the company.


Barriers to interregional and international trade have diminished and access to goods and

services has grown. Customers can locate and acquire the best of what they want wherever it

is in the world. By enabling companies to determine the strategic advantages and

disadvantages of their activities and value-creating processes in the marketplace, Michael

Porter’s value chain analysis becomes essential for assessing competitive advantage (Porter,

1991). In an industry with few distinguishing features between competitors, Enterprise’s need

for assessing this aspect becomes crucial. The firm with the best strategy for demand

planning can potentially improve their market share.

3.0 Technique: Porter’s 5 Forces

3.1 Industry Rivalry- High

The car rental industry is highly competitive with Enterprise Rent-A-Car’s biggest rivals

being Hertz and Avis. Whether it is through price, newer fleets, or upgradable features,

companies consistently have to try to differentiate themselves from their competition, and

Enterprise has managed to do this by maintaining a high level of customer service. Enterprise

is ranked first for customer satisfaction in the J.D. Power North America Rental Car


8

Satisfaction Study with a score of 831 out of 1000, a 26-point improvement from 2014. The

score is based on cost & fees, pick-up process, return process, rental car, shuttle bus/van and

reservation process (J.D. Power, 2015). The focus on consistently achieving high customer

satisfaction is pivotal to Enterprise Rent-A-Car’s success and allows the company to remain

the biggest market share holder in the industry.

(J.D. Power, 2015)

3.2 Bargaining Power of Suppliers- Low

Suppliers of vehicles to the industry have low bargaining power due to the high competition

between the suppliers. They are not able to increase prices or reduce quantity without the

consequence of companies looking at alternative suppliers. Companies that hold a high

market share and a large fleet, such as Enterprise Rent-A-Car with over 1.5million vehicles,

have power over their suppliers as they can threaten to substitute one supplier for another

which would have a significant impact on the supplier.


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3.3 Threat of Substitutes- High

There is a high threat of substitutes. A car rental company will not only compete with direct

competitors. They also have to consider indirect competition that provide an alternative

solution such as Uber, trains, taxis, local buses, bicycle rental.

3.4 Bargaining Power of Buyers- Low

Due to the increasing number of competitors in the car rental industry consumers have greater

choice among a range of service suppliers. Therefore, customers are the winners between

company and customer bargaining power. If a customer is not satisfied with a price or

service, they are offered by one company they can choose another. For example, at Dublin

Airport the three biggest car rental companies compete side by side. A customer can

approach each company and get a price and ultimately they will go with the best deal. The

customer even has the option of using a different mode of transport i.e. train, bus or walk.

Therefore, the customer has strong bargaining power in the industry as they do not have to

settle for a service that does not meet their standards and needs and can keep searching for an

alternative option. Special offers, discounts and loyalty schemes can help to retain customers

and attract new customers. There was a 13% growth in car rental transactions in Ireland in

2014 which was aided by a 5% increase in inbound tourism to Ireland. This growth resulted

in the transactions numbers equalling those before the financial crisis. However, the value of

transactions is not growing as fast as the volume. The retail value of sales in the industry was

67% higher in 2007 than in 2014.

(Euromonitor International, 2015)


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3.5 Threat of New Entrants- Low

The car rental industry is a financially intensive industry for a start-up company. Enterprise

Rent-A-Car is well established as one of the leaders in the industry with 35% of the market

share. The industry is an oligopoly. There are few large well-known companies that each has

a large market share. It would be difficult to penetrate the market against the established big

brands. There are high initial costs for purchasing or renting an adequate fleet of cars and a

location which may not be attractive for new entrants. If a new entrant comes into the

industry and offers lower prices to convert customers from already known companies this

may be portrayed as a sub-standard, low quality service. They would be competing against

companies that have years of experience, economies of scale, reputation, relationships with

suppliers and buyers and convenient locations which all make the threat of a new entrant low.


Porter’s five forces give an analysis of the macro-environment of the car rental industry. This

technique helps to identify the strength of the company’s position in the industry against its

direct and indirect competitors. This strength can be capitalised upon to the company’s

advantage to further improve its position. Any threats to a company are also identified and

contingent plans can be put in place to improve the company’s situation in relation to the

threats.

4.0 Technique: Competitor Analysis

Overview/Profile Car Rental/leasing company

with a fleet size of over 1.5

million vehicles in 7,200

locations worldwide (Enterprise,

2015).

Car Rental/Leasing

company with fleet size of

517,500 in 10,880

corporate and franchise

locations worldwide

(Reuters, 2015).

Competitive Advantage Range of vehicles available in

fleet exceeds that of their

competitor. Customer

satisfaction company model is

Hertz have an advantage in

that they have additional

locations worldwide which

allows them to target a


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highly effective and has helped

to maintain their position as

market leader.

broad range of

demographics in diverse

locations compared to of

their competitors.

Target Market Enterprise focuses their energy

in the area of consumers in need

of replacement vehicle resulting

from accident, theft, or

mechanical failure.

Hertz are focused on

businesses where short

term business trips and

vacations are prime targets

for their attention.

Market Share Hold majority of the market

worldwide. (See Appendix 1.3)

Hertz are currently second

in terms of market share in

the car rental industry. (See

Appendix 1.3)

Marketing Strategies Sponsorship deals in Europe and

the US (main market) for

example; Europa league,

National Collegiate Athletic

Association, National Hockey

League. Eccentric television

commercials are also an

Enterprise trademark.

Hertz have focused on

location of branches.

Locations have been added

to main airports as well as

regional which has pushed

the brand and created

publicity in the market

place.

Products/Services Enterprise offer a range of high-

class vehicles that are reliable

and available when needed for

numerous occasions. The

vehicles range from top of the

line, to basic family cars for

vacations.

Hertz also offer a range of

vehicles with electric cars

an attractive feature to their

fleet. They also have a

large range of vehicles but

do not have the current

range that enterprise offer.

Pricing/Costs Competitive pricing strategy,

where promotions are offered

when vehicles are required for

over a month.

Members are charged an

hourly or daily car-rental

fee which includes fuel,

insurance, round the clock

roadside assistance and in-


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car customer service.

Distribution Channels Vehicles are distributed through

branch locations at Airports and

built up areas primarily.

Hertz distribution channel

is similar to that of

Enterprise in that they have

locations at main airports,

they have also targeted

more regional areas to

distribute their vehicles to

customers.

4.1 Justification for use of Technique

The reasoning behind choosing this technique was that comparing a competitor is useful as it

allows a detailed inspection into Hertz in this case. It highlights the competitor’s particular

strengths and weaknesses and areas where Enterprise Rent-A-Car can find opportunities to

grow into the rental market even further. Breaking down a profile of each rental company is

valuable as it shows minor variances between each company and how they achieve their

share in the market is identified.

The strategic issue that currently faces Enterprise is demand planning as it is difficult to

forecast direct customer requirements. Hertz also face the issue of demand planning as it is a

common feature in the rental market. However, Hertz combats this issue more effectively.

They have a forecast system that allows them to estimate what cars are needed based on a

number of travel factors and economic trends taking place in the world.

Recommendations to Senior Management

In analysing the company and industry in detail, it appears that Enterprise is currently in a

strong position within the car rental industry and the future looks positive. However, the area

of demand planning can be improved.

The current system is inefficient. It is known as the “days earned system” and there is no

limit to the amount of reservations that can be made. You have to physically ring and

manually stop reservations. Theoretically, for example, there is nothing to stop a thousand

reservations being made overnight if the system is not manually halted. This system is out of

date as it allows more than one person to book a car thus creating an overflow of demand this


13

puts pressure on enterprise to retrieve new vehicles for customers. The recommended course

of action is a live booking system. This would automatically prevent any bookings being

made once Enterprise becomes overbooked. This could create a direct correlation between

what cars are available and what cars are rented.

The justification for the implementation of such a system is that the time and capital

investment required in the implementation is minor relative to the positive effects it could

have such as improving customer service and revenue. In addition to this, having interviewed

Adam Martin, the fleet manager at Enterprise Rent a car in Dublin airport, he expressed his

dissatisfaction at the current system and the need for its improvement. We believe our

recommendation is feasible and this opinion was shared by Adam Martin throughout several

interviews.

Conclusion

The objective of this report was to provide a detailed analysis of Enterprise Rent-A-Car and

the car rental industry in light of identifying demand planning as a strategic issue. In order to

effectively achieve this, we examined the following four techniques.

The first technique applied was the current strategy. A strategy emphasising exceptional

customer service has resulted in Enterprise currently operating in an exceptionally strong

position. Secondly, a value chain analysis was carried out which demonstrated that despite

Enterprise’s sustained success, areas exist that can be improved such as the lifespan of rented

vehicles. Thirdly, Porter’s 5 Forces was used. This revealed that forces such as industry

rivalry and threat of substitutes are both areas of concern. Lastly, a competitor analysis was

carried out with main rival Hertz. This exposed the areas where Hertz outperforms Enterprise

such as the number of locations and business rentals.

Having previously identified the issue of demand planning within Enterprise, this in depth

analysis gave us the opportunity to learn more about the ways both Enterprise and the car

rental industry operate as a whole. This greater understanding allowed us to evaluate the

feasibility of our recommendation more effectively. The recommended course of action is a

live booking system, automatically preventing the fleet being overbooked and creating a

direct correlation between cars available and cars rented.


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Learning Outcomes Achieved

A comprehensive understanding of the car rental industry has been acquired by analysing

Enterprise Rent a car and the industry as a whole. Each technique used, allowed us to

examine the strategic issue of ‘Demand Planning’ which Enterprise face whilst giving us the

opportunity to learn more about the industry and firms which compete in the market.

Enterprise currently hold the largest share of the market. This is a direct result of the unique

understanding they have with customers and what levels of service to provide at critical

times. Our team has learned that by placing the needs of the customer first, it can allow you a

platform to strive for continued excellence in the service you provide.

In a competitive market with fine margins between competitors, our team has seen how

strategic issues can affect a company’s performance. A company must align the goals of the

company with its strategic planning in order to achieve maximum output.

The astute purchasing & selling methods that Enterprise employ allow a base for Enterprise

to boast excellence in customer service by only offering modern, state-of-the-art vehicles to

wanting customers.

Enterprise control the largest fleet size of all firms in the vehicle rental industry. It has been

accomplished through astute purchasing methods. Enterprise has a system of buying in bulk

every 2/3 years and selling on vehicles ever 2/3 years which gives the company state of the

art fleet including a wide range of hybrids. It is an excellent method of keeping top of the

range vehicles within the fleet.

Different strategic techniques enabled us to examine various elements of both Enterprise and

the industry itself. It was important for us to learn the key differences in company and

industry analysis techniques. Knowledge of Enterprises main competitor ‘Hertz’ was

emphasised using a competitor analysis technique and it allowed benchmarking which helped

the team recognise the real strengths of Enterprise over Hertz.

In our recommendations, the team applied new technologies to an out-dated system which

previously dealt which the ‘Demand Planning’. This proposed modification to utilise new

technologies to improve efficiencies is a strength of our ability to recognise modern trends.

Our team has thoroughly enjoyed studying this industry and feel new insight into a previously

unknown market has been learned.


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Appendix

1.1 Enterprise Holdings additional information

(Enterprise holdings, 2015)

1.2

Hertz is acknowledged as the market leader whose European HQ is located in Dublin. A

reason for this may be its long standing association with Ryanair. “Hertz has a longstanding

association with Ryanair and its Irish operation benefits greatly from the huge numbers of

inbound tourists flying into Ireland with Ryanair, many of whom book their car rental at a

time that they are booking their flights” (Euromonitor, 2015).


16

1.3 Table illustrating the market share of Enterprise & Hertz

(Auto Rental news, 2014).

1.4

Minutes taken from Team Meetings:

We decided as a team to meet every Tuesday after our 10am lecture for two hours. Each

week we would rotate whose responsibility it was to book a study room in the library.

Our team recognised the importance of this continuous Assessment. We understood that

being a 10 credit module, it would require an increased work ethic to achieve high grades.

The Company chosen accompanied by a brief summary was submitted in week two. This was

done prior to any meeting and was discussed through a forum on social media.

3/11/2015

This was our first formal meeting.

We broke down the assignment using the rubric available from ‘Loop’ and thought of various

ideas on how to approach the written report.

We discussed the strategic issue of Enterprise Rent a Car as a team.


17

Our goal for the next meeting was for each team member to conduct basic research and

background on the company.

10/11/2015

In our second meeting we were extremely productive. The written assignment was split up

and we each had our own parts to complete. Some of the larger sections were to be completed

as a team.

We discussed our forthcoming presentation. An initial theme was chosen for our power point

and we began drawing up slides.

We agreed who would talk during the presentation and the order in which we would speak.

We treated the presentation with a serious level of respect. Again, we used the rubric

available on ‘Loop’ to ensure we hit all necessary targets i.e we included role play and

handed out Enterprise merchandise to a lucky audience member.

16/11/2015

The day of our presentation we arrived into DCU in formal attire and found a classroom in

the Henry Grattan where we practiced our presentation for several hours.

Each team member was fully assured and prepared heading into the presentation. It had been

timed in advance as we were extremely cautious of exceeding the time frame allowed.

17/11/2015

We had a relatively short meeting on the 17th. We reviewed each other’s progress on the

written report and analysed our performance in our presentation which had been completed

the previous week.

24/11/2015

Each team member had their individual parts completed. We pieced the project together and

recognised that we still needed to do a considerable amount of work in editing & formatting.

01/12/2015

The project was complete. We printed copies of the project to review and still found some

errors and paragraphs which needed work.


18

The meeting was adjourned early and we were due to finish the project in our final meeting

the following week.

17/11/2015

We had a relatively short meeting on the 17th. We reviewed each other’s progress on the

written report and analysed our performance in our presentation which had been completed

the previous week.

24/11/2015

Each team member had their individual parts completed. We pieced the project together and

recognised that we still needed to do a considerable amount of work in editing & formatting.

01/12/2015

The project was complete. We printed copies of the project to review and still found some

errors and paragraphs which needed work.

The meeting was adjourned early and we were due to finish the project in our final meeting

the following week.

08/12/2015

In our final meeting we asked our team to air any discontent they might have with the project

we were submitting. As a team, we agreed upon no new radical changes to the project, and

the final touches were applied.

In our final meeting we asked our team to air any discontent they might have with the project

we were submitting. As a team, we agreed upon no new radical changes to the project, and

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Enterprise Strategy Report Group 23

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Transcript of Enterprise Strategy Report Group 23