Chapter 6 Business Continuity Planning and Disaster Recovery Planning Chapter Objectives After reading this chapter and completing the exercises, you will be able to do the following: ■ ■ ■ ■ ■ ■ ■ ■ Distinguish between the business continuity plan (BCP) and the disaster recovery plan (DRP). Follow the steps in the BCP. Inform business executives why planning is important. Define the scope of the business continuity plan. Identify types of disruptive events.
To do this it will be necessary to review the actual customer data for the service in question for past periods. Customer service data helps identify the factors, both positive and negative, that influence new business. By understanding the relevant patterns and conditions it is possible to create new customer service delivery plans that maximise desired influences while minimising those that are undesirable. ASSESSMENT ACTIVITY 3: Describe the process for researching customer needs and analysing and interpreting the outcomes to establish business options and opportunities. Consideration of past performance and analysis of the new data and records currently held in the organisation will give
This paper will describe how a company conducts a SWOTT analysis. The internal and external analysis of Scents & Things in relation to the organizations forces and trends such as; Economic, Technological, Strategy, Legal/Regulatory, Innovation, Structure, Resources, and Culture. This paper will also classify one primary strength, weakness, opportunity, threat and trend if possible for each of the factors. Following the end of this paper, a SWOTT Analysis Table will sum up the findings of the forces and factors relative to Scents & Things. SWOTT Analysis For Scents & Things to perform a SWOTT Analysis, the company has to answer the following questions about the company’s strengths; the advantages, resources, strengths in the market, and what does the organization do better than the competition.
Authors Pearce and Robinson (2009) suggest, a balanced scorecard “Is a set of measures that are directly linked to the company’s strategy,” “Directs a company to link its own long-term strategy with tangible goals and actions,” and “Provides a framework to translate a strategy into operational terms” (p. 202). A balanced scorecard is comprised of four perceptions: financial, customer, internal business process, and learning and growth (Pearce & Robinson, 2009). Utilizing Kaplan and Norton’s development of the balance scorecard AB Cleaners (ABC) evaluated its strategies relative to their mission and vision. The preceding matrix echoes ABC’s measurements, its targets, and supporting initiatives for each of the four perspectives associated with the
With it being the time for the strategic planning for this facility, we will explain our plans for the yearly assessment. Also, we will describe what leadership positions there will be in the planning and what there responsibilities will be. Along with strengths and weaknesses there are also market trends that we are going to have to follow. In the strategic planning we will be using the SWOT analysis. “SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.
To: Pierina Bower Unit 18: M2 From: Scott Rouse-Day Date: 27/05/14 In this particular task, I shall be analysing the arrangements made by an event organizer to plan a business event. In this task I am going to be analysing the arrangements made by an event organizer to plan a business. I am going to do this by identifying separate factors, saying how they are related and how each one contributes to the topic. In order to do so, I am going to use the cyclical process of management to aid my analysis. The cyclical process of management is basically the process an event organizer goes through to plan a business event.
SWOT Analysis BUS/210 Foundations of Business A SWOT analysis is similar to an incident action plan that can be used to asses the strengths, weaknesses, opportunities, and threats that may impact my business. It involves me identifying the goals that I have set for the business along with factors that are external and internal. These factors can have direct impacts to the business; the impacts can have a negative and positive effect. I identifying the strength, weaknesses, opportunities and threats can put me at an advantage to modify a course of action. The sample business plan that I selected is the Personal Event Planning business plan.
Magdalena Herod B2108632 LB160 eTMA02 PART I Use the stakeholder model of business environments to critically examine the external environment of Asda Wal – Mart as outlined in the case of study. The stakeholder is a person, group or organisation who affects or can be affected by organisation’s actions. “The stakeholder analysis is a way of organising these people and groups into stakeholder’s categories according to the level of their interest in the organisation and their power to influence it.” (LB160 course glossary p.23) Very common method to indentify stakeholders is creating stakeholder matrix (Figure 1). It illustrates the relevant stakeholders and shows theirs power and interest in the organisation. | | Interest | | | | High | Low | Power | High | (stakeholder(s)) Sam Walton customers | (stakeholder(s)) | | Low | (stakeholder(s)) competitors employees suppliers trade unions | (stakeholder(s)) Chambers of Commerce | Figure 1.
Chapter one analyses Medtronic as a multinational enterprise by addressing”an initial screening of business environment including political environment, economics, culture etc. Medtronic’s competitiveness and abilities is analyzed through a combination of country specific advantages (CSAs) and firm specific advantages (FSAs) and is included in FSA/CSA Matrix and by addressing Porter’s four determinants. In chapter Two in-depth analysis of challenges and issues the company faces as well as risk management plan the company must undertake in a long run for reducing its operational risks. The last chapter is about developing a strategy for the successful operation of Medtronic as an MNE with an overview of IHRM, personal selection, training and development. Recommendations and suggestions for Medtronic on the level of involvement the company should take to increase the likelihood of long term success are included in the conclusion.