CanGo Final Analysis Report Week 8 Sun Enterprise Prepared for: William Lair Senior Project BUSN-460-17205 Prepared by: Natasha Aya Nita Booker Douglas Cousins Moses Elijah-Hon Table of Contents I. Executive Summary 3 II. SWOT Analysis 4 III. Market Analysis 5 IV. Market Strategies 5 V. Competitive Analysis 6 VI.
One Step Ahead Consultant CanGo Week 6 Analysis Team B: One Step Ahead November 24, 2013 One Step Ahead Consultant CanGo Week 6 Analysis Team B: One Step Ahead November 24, 2013 Table of Contents Executive Summary .3 SWOT (Strengths, Weakness, Opportunities, Threats) Analysis 3 Market Analysis 5 The Target Market………………………………………………………………………...6 Geographic area & Size of audience………………………………………………………6 Gender and Age…………………………………………………………………………...6 Occupation and Income levels…………………………………………………………….7 Trends & Outlook…………………………………………………………………………7 The Competition 7 Recommendation………………………………………………………………………….8 Competitive Analysis 8 Amazon Overview………………………………...………………………………………9 Amazon’s Strategy and Objectives………………………………………………………..9 Barnes & Noble Overview……………………………………………………………….10 Barnes & Noble’s Strategy and Objectives……………………………………………...10 Electronic Arts, Inc. Overview…………………………………………………………..11 Electronic Arts, Inc. Strategy and Objectives. …………………………………….…….11 Recommendations for CanGo. …………………………………………………………..12 Financial analysis 12 Borrowing Profitability…………………………………………………………………..13 Ongoing Sales……………………………………………………………………………14 2008 – Financial Report………………………………………………………………….14 Profit Margin……………………………………………………………………………..15 Liquidity……………………………………………………………………………….…15 Strategic Planning 16 Conclusion 18 References 20 Executive Summary This consulting report intended for CanGo’s efforts to generate new business endeavors to increase the vitality of the business while entering into the electronic gaming industry which is quickly growing. There are major quantities of demographics that will affect the On-Line Gaming environment. Electronic entertainment has transformed with increased access to interactive games online with the use of high-speed internet.
During the course of the bidding process, it became evident that Mr. Larsen had an ulterior motive for selecting Mr. Allison. Mr. Larsen was accustomed to making unethical business decisions and wanted to select someone who could be easily managed and persuaded. This analysis identifies and discusses the technical, ethical, legal, contractual and project management issues Gary Allison faced as Project Manager of the Orion Shield Project. Mr. Allison’s inexperience became evident when he spent the majority of his time doing research rather than properly managing his resources. Cost overruns and delays with project milestones were the direct result of Mr. Larsen and Gary Allison’s inability to effectively manage the project.
Gary struggles to balance his administrative and technical roles, not keeping track of everything going on in all aspects of the project due to insufficient planning, and also lack of communication. Solutions are provided for three of the issues, unethical behavior promoted by Henry Larsen, communication and planning/organization. Gary Allison is also given a critique on his job as the project manager. Introduction In project management, many challenges can occur during a project. It is up to the project manager to make sure all processes and knowledge areas are covered and organized.
Futuristic Leadership with Margaret Wheatley As a human resources professional, there are many challenges in the field. Human resources staff members are sometimes viewed as the enemy and there are many articles and opinion pieces written on the subject. The list of why human resources departments are despised is endless. According to Hammonds (2007) the human resources department often is perceived to be unable to make an impact on an organization due to a lack of strategic partnerships. The work with benefits, compensation, payroll and other HR functions may be viewed as unnecessary as many functions can be contracted to outside companies.
(Deighton & Kornfeld, 2010) III. Relevant Facts Relevant Facts Evaluation 2006 - Slanket’s initial distribution channel is an e-commerce website - Slanket would make the highest profit margin selling direct through website sales. +/- 2006 – Slanket broke even the first day the website went live - Slanket realized its early sales due to a post on digg.com, an online community where members can share content. (Deighton & Kornfeld, p.2, 2010) + 2006 – Slanket began promoting the product through online word-of-mouth with a zero marketing budget - Hours were spent compiling mailing
The subsidiaries had problems whit adapting the new program, because they could not understand it. That is why they decided to use their old and new accounting program parallel with each other. This was very laborious for the subsidiaries, and took a lot of time, reducing the efficiency. When the company continued to expand internationally, bigger problems arose. The management of the different subsidiaries were organised geographically, so big decisions where usually taken on a country to country basis.
(2000). Planning Internal Company Communications. Retrieved on May 5, 2013 from http://www.kerpoe.com/commplan.pdf. Lister, J. (2013).
Problem: CanGo has never prepared a SWOT analysis. This can lead to poor decision making and ineffective goal determination. Solution: Prepare a SWOT analysis which shows the company’s strengths, weaknesses, opportunities and threats. Strengths and weaknesses are often internal factors while opportunities and threats are external. CanGo needs to do a SWOT analysis in order to identify where they are strong and where they are vulnerable.
Critically Review Approaches To Outcome Based Practice One of the problems is that the identification of “needs” is highly subjective. Also, working with clients in needs led approach meant that professionals focussed on the immediate situation and support requirements that would be provided by the care professional. Another problem with focussing on “needs” is that they change over time, and there is no specified point at which work can be said to have been achieved. The work frequently lacks direction and purpose and its almost impossible to measure success or failure. Needs have a tendency to become moveable feats in that once they are