This note presents a simple outline for operating a marketing plan. Excerpt UVA-M-0613 The Marketing Plan: An Overview For several reasons, every Darden graduate should know how to write a marketing plan. First, some graduates will take marketing positions in which they will be required to write marketing plans for specific products or services. Second, those graduates who assume other functional positions will find that their jobs are affected by the marketing plans that others write. For example, the plant manager will find that his operations are affected by the marketing plans of his colleagues. If the plant manager plans to produce 100,000 widgets, he needs to find out sooner rather than later whether or not his marketing colleagues plan on selling 100,000 widgets. Third, any competitive analysis involves understanding the marketing plans of current and potential competitors. Fourth, investors must evaluate the marketing plans of companies that are possible investment candidates. Finally, many Darden graduates aspire to start their own business. In most cases, they will have to write a marketing plan that will convince others to invest in their start-up venture. For all of these reasons, we believe that Darden graduates should feel comfortable with the various elements of a marketing plan. We hope that you will develop this comfort over the course of your first year at Darden. For our first class, we offer the following simple summary of a marketing plan. Any marketing plan consists of five key elements: a statement of goals and objectives, a marketing strategy, a set of marketing mix decisions, financial projections, and arrangements for monitoring the plan's implementation. Each of these elements is defined briefly below. Goals and Objectives . . .
{"title":"The Marketing Plan: An Overview","authors":"M. Parry","doi":"10.2139/ssrn.1420574","DOIUrl":"https://doi.org/10.2139/ssrn.1420574","url":null,"abstract":"This note presents a simple outline for operating a marketing plan. \u0000 \u0000Excerpt \u0000 \u0000UVA-M-0613 \u0000 \u0000The Marketing Plan: An Overview \u0000 \u0000For several reasons, every Darden graduate should know how to write a marketing plan. First, some graduates will take marketing positions in which they will be required to write marketing plans for specific products or services. Second, those graduates who assume other functional positions will find that their jobs are affected by the marketing plans that others write. For example, the plant manager will find that his operations are affected by the marketing plans of his colleagues. If the plant manager plans to produce 100,000 widgets, he needs to find out sooner rather than later whether or not his marketing colleagues plan on selling 100,000 widgets. \u0000 \u0000Third, any competitive analysis involves understanding the marketing plans of current and potential competitors. Fourth, investors must evaluate the marketing plans of companies that are possible investment candidates. Finally, many Darden graduates aspire to start their own business. In most cases, they will have to write a marketing plan that will convince others to invest in their start-up venture. \u0000 \u0000For all of these reasons, we believe that Darden graduates should feel comfortable with the various elements of a marketing plan. We hope that you will develop this comfort over the course of your first year at Darden. For our first class, we offer the following simple summary of a marketing plan. Any marketing plan consists of five key elements: a statement of goals and objectives, a marketing strategy, a set of marketing mix decisions, financial projections, and arrangements for monitoring the plan's implementation. Each of these elements is defined briefly below. \u0000 \u0000Goals and Objectives \u0000 \u0000. . .","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129172847","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case concerns the devising of a financial strategy for a small, rapidly growing European document reproduction service firm. As of March 1996, the entrepreneurs have proved the viability of their store concept in Lisbon, Portugal, and seek to raise capital in order to expand across Europe. Ultimately, the founders seek to take the firm public by the year 2000. The task for the student is to assess the capital requirements necessary to support the ambitious growth plan, to value the firm, and to map a program of financings. Specifically, the founders anticipate selling common equity in a private offering in the near future. The student must propose a price and the number of shares for the private offering. The question of voting control becomes a key consideration in the structuring of next-round financing and subsequent rounds.
{"title":"Planet Copias & Imagem","authors":"Robert F. Bruner, Kent Carstater","doi":"10.2139/ssrn.1418801","DOIUrl":"https://doi.org/10.2139/ssrn.1418801","url":null,"abstract":"This case concerns the devising of a financial strategy for a small, rapidly growing European document reproduction service firm. As of March 1996, the entrepreneurs have proved the viability of their store concept in Lisbon, Portugal, and seek to raise capital in order to expand across Europe. Ultimately, the founders seek to take the firm public by the year 2000. The task for the student is to assess the capital requirements necessary to support the ambitious growth plan, to value the firm, and to map a program of financings. Specifically, the founders anticipate selling common equity in a private offering in the near future. The student must propose a price and the number of shares for the private offering. The question of voting control becomes a key consideration in the structuring of next-round financing and subsequent rounds.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133982107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case supplements "Joint-Venture Negotiating Committee: Slavagrad" (UVA-F-1043) with added information on the role of a key player on the negotiating team. Anna Krzykowiak is a young "democrat" seeking to liberalize Euroslavia's economy and to hasten the entry of General Motors Corporation.
{"title":"Joint-Venture Negotiating Committee: Slavagrad Government of Euroslavia: Janucz Lewandewski","authors":"R. Bruner","doi":"10.2139/ssrn.1418345","DOIUrl":"https://doi.org/10.2139/ssrn.1418345","url":null,"abstract":"This case supplements \"Joint-Venture Negotiating Committee: Slavagrad\" (UVA-F-1043) with added information on the role of a key player on the negotiating team. Anna Krzykowiak is a young \"democrat\" seeking to liberalize Euroslavia's economy and to hasten the entry of General Motors Corporation.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123834464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Present Management Case discusses a situation for possible expansion of a start up entrepreneurial venture, Texon Enterprise. This enterprise wants to establish,Texon as a national brand. Owner-Mangers trying to find an answer to a question that should they accept an offer from a big and widely accepted brand in India, Bajaj. Or they should strive themselves to be an accepted brand in whole India. Owner-Mangers give different opinion on a possible partnership with Bajaj Ltd. This case leaves enough scope for a dialogue among the readers too.
{"title":"Texon Enterprise: Quest for a National Brand","authors":"Saif Siddiqui","doi":"10.2139/SSRN.1329862","DOIUrl":"https://doi.org/10.2139/SSRN.1329862","url":null,"abstract":"Present Management Case discusses a situation for possible expansion of a start up entrepreneurial venture, Texon Enterprise. This enterprise wants to establish,Texon as a national brand. Owner-Mangers trying to find an answer to a question that should they accept an offer from a big and widely accepted brand in India, Bajaj. Or they should strive themselves to be an accepted brand in whole India. Owner-Mangers give different opinion on a possible partnership with Bajaj Ltd. This case leaves enough scope for a dialogue among the readers too.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114641514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We envision a world-class university system for India using a simple ontology from which a large number of potential 'visions' can be derived systematically, each applicable to a higher education institution. Some visions may not make sense intuitively; and some, although sensible, may not map to a current institution. The combination of visions of the institutions in the system will be a collage of the system.The proposed ontology encapsulates a complete view of the system - it can be extended, modified, and redefined to encapsulate other views. Given a view, it would then be possible to select the appropriate vision to compose the vision of a world-class university system for India. Thus the ontology is a structured envisioning tool for strategic planning.
{"title":"Envisioning a World-Class University System for India","authors":"A. Ramaprasad","doi":"10.2139/ssrn.1325847","DOIUrl":"https://doi.org/10.2139/ssrn.1325847","url":null,"abstract":"We envision a world-class university system for India using a simple ontology from which a large number of potential 'visions' can be derived systematically, each applicable to a higher education institution. Some visions may not make sense intuitively; and some, although sensible, may not map to a current institution. The combination of visions of the institutions in the system will be a collage of the system.The proposed ontology encapsulates a complete view of the system - it can be extended, modified, and redefined to encapsulate other views. Given a view, it would then be possible to select the appropriate vision to compose the vision of a world-class university system for India. Thus the ontology is a structured envisioning tool for strategic planning.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"93 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129619533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case traces the evolution of Bacardi Limited's Mexican operation from its inception in the 1930s to its current team-management structure. The case provides an opportunity to examine the growth and maturation of an entrepreneurial organization. It also portrays a variety of managerial styles and structures, affording a discussion of their appropriateness for the competitive environment in each era of the company's life. By extension, students and executives find this case a particularly useful vehicle for exploring and questioning their own managerial styles.
{"title":"Grupo Bacardi De Mexico, S.A","authors":"Lynn Isabella, T. Forbes","doi":"10.2139/ssrn.1281227","DOIUrl":"https://doi.org/10.2139/ssrn.1281227","url":null,"abstract":"This case traces the evolution of Bacardi Limited's Mexican operation from its inception in the 1930s to its current team-management structure. The case provides an opportunity to examine the growth and maturation of an entrepreneurial organization. It also portrays a variety of managerial styles and structures, affording a discussion of their appropriateness for the competitive environment in each era of the company's life. By extension, students and executives find this case a particularly useful vehicle for exploring and questioning their own managerial styles.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115419013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In February 2000, a managing partner of a U.K.-based private equity fund, Palamon Capital Partners, faced the decision of whether to invest in an Italian software company, TeamSystem, S.p.A. The rationale for this investment was a belief in the rapid future consolidation of the enterprise software industry in Italy, in combination with improvements in operating performance believed to arise from a stronger investor orientation after the transaction. The transaction entailed a leveraged recapitalization of the target that would significantly change its ownership, control and leverage. The task for the student is to evaluate the attractiveness of the investment, based on a strategic appraisal, a valuation of the target with its new capitalization, and an assessment of the proposed deal structure.
2000年2月，一家英国私募股权基金Palamon Capital Partners的管理合伙人面临着是否投资意大利软件公司TeamSystem, S.p.A的决定。这项投资的基本原理是相信意大利企业软件行业未来会迅速整合，再加上交易后更强的投资者导向所带来的运营业绩的改善。该交易需要对目标公司进行杠杆资本重组，这将显著改变其所有权、控制权和杠杆率。学生的任务是评估投资的吸引力，基于战略评估，对目标公司的新资本的估值，以及对拟议交易结构的评估。
{"title":"Palamon Capital Partners/Teamsystem S.P.A","authors":"R. Bruner, Chad Rynbrandt, S. Carr","doi":"10.2139/ssrn.1279298","DOIUrl":"https://doi.org/10.2139/ssrn.1279298","url":null,"abstract":"In February 2000, a managing partner of a U.K.-based private equity fund, Palamon Capital Partners, faced the decision of whether to invest in an Italian software company, TeamSystem, S.p.A. The rationale for this investment was a belief in the rapid future consolidation of the enterprise software industry in Italy, in combination with improvements in operating performance believed to arise from a stronger investor orientation after the transaction. The transaction entailed a leveraged recapitalization of the target that would significantly change its ownership, control and leverage. The task for the student is to evaluate the attractiveness of the investment, based on a strategic appraisal, a valuation of the target with its new capitalization, and an assessment of the proposed deal structure.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125570844","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This note outlines a simple but powerful model, in managerial language, for understanding why people behave the way they do. The model builds a set of relationships among perceptions, beliefs, conclusions, defense mechanisms, and behavior. The note provides a framework that has been useful in a variety of settings for practicing managers.
{"title":"Why People Behave the Way They Do","authors":"J. Clawson","doi":"10.2139/ssrn.910358","DOIUrl":"https://doi.org/10.2139/ssrn.910358","url":null,"abstract":"This note outlines a simple but powerful model, in managerial language, for understanding why people behave the way they do. The model builds a set of relationships among perceptions, beliefs, conclusions, defense mechanisms, and behavior. The note provides a framework that has been useful in a variety of settings for practicing managers.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131942258","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Breeden Electronics USA is a start-up division of a German company. It plans to produce two products, both electronic signaling devices. Herman Klein, the division president, has asked his controller, Marlene Baer, to compute several breakeven sales figures as they assess the sales level that is necessary to meet the profit target established by the parent company. Baer must conduct several breakeven analyses and consider the impact on profit if production exceeds sales. This is the first in a series of three cases that can be used to explore the evolution of cost systems. The main issues of the three cases are as follows: in the A case, the company uses a traditional costing system. The main questions relate to breakeven analysis and the effect of inventory buildup on profit. The B case (UVA-C-2200) introduces the definition of activities, costing those activities, and computing product cost based on their use of the activities. The revised product costs are not dramatically different, but analyzing what causes the differences is important to discovering where ABC can provide valuable information. The C case (UVA-C-2201) takes place after the end of the year, when profits have been reduced by the need to take care of a growing and increasingly complex packing and shipping activity. The controller defines a new activity (order handling), computes the cost per order, and begins to revise the data on product profitability and to develop new data on customer profitability. Having discovered the high cost of handling each order, the controller now has good reason to work on activity-based management: making that process more efficient, and perhaps more customer friendly. The three cases can be used in three classes, or the A and B cases together in one class and the C case in a second class.
{"title":"Breeden Electronics (A)","authors":"Luann J. Lynch","doi":"10.2139/ssrn.1276964","DOIUrl":"https://doi.org/10.2139/ssrn.1276964","url":null,"abstract":"Breeden Electronics USA is a start-up division of a German company. It plans to produce two products, both electronic signaling devices. Herman Klein, the division president, has asked his controller, Marlene Baer, to compute several breakeven sales figures as they assess the sales level that is necessary to meet the profit target established by the parent company. Baer must conduct several breakeven analyses and consider the impact on profit if production exceeds sales. This is the first in a series of three cases that can be used to explore the evolution of cost systems. The main issues of the three cases are as follows: in the A case, the company uses a traditional costing system. The main questions relate to breakeven analysis and the effect of inventory buildup on profit. The B case (UVA-C-2200) introduces the definition of activities, costing those activities, and computing product cost based on their use of the activities. The revised product costs are not dramatically different, but analyzing what causes the differences is important to discovering where ABC can provide valuable information. The C case (UVA-C-2201) takes place after the end of the year, when profits have been reduced by the need to take care of a growing and increasingly complex packing and shipping activity. The controller defines a new activity (order handling), computes the cost per order, and begins to revise the data on product profitability and to develop new data on customer profitability. Having discovered the high cost of handling each order, the controller now has good reason to work on activity-based management: making that process more efficient, and perhaps more customer friendly. The three cases can be used in three classes, or the A and B cases together in one class and the C case in a second class.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133432084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Two young entrepreneurs tap into the rising popularity of microbreweries by opening a specialty beer bar in Brooklyn focusing on rare European brews. Now the success of their startup business is driving them to expand. How? And where? They have plenty of options: a retail store, another bar, a beer book. Should they franchise the bar or start a food line under the bar brand name? At the same time, their rapid success is garnering national media attention and drawing competition. Suddenly the young business owners are facing some big questions about strategy and competition.
{"title":"Spuyten Duyvil: Turning Entrepreneurial Momentum into Future Growth","authors":"Ming-Jer Chen","doi":"10.2139/ssrn.1284793","DOIUrl":"https://doi.org/10.2139/ssrn.1284793","url":null,"abstract":"Two young entrepreneurs tap into the rising popularity of microbreweries by opening a specialty beer bar in Brooklyn focusing on rare European brews. Now the success of their startup business is driving them to expand. How? And where? They have plenty of options: a retail store, another bar, a beer book. Should they franchise the bar or start a food line under the bar brand name? At the same time, their rapid success is garnering national media attention and drawing competition. Suddenly the young business owners are facing some big questions about strategy and competition.","PeriodicalId":124895,"journal":{"name":"EduRN: Entrepreneurship Research & Policy Education (ERPN) (Topic)","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134446272","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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