professional business management 2015 john boon 1
TRANSCRIPT
Professional Business Management
2015
John Boon
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© Unitec New Zealand 2
The white slides in this folder are drawn from Johnson, Scholes &
Whittington 'Exploring Corporate Strategy', Harrow, England:
Prentice Hall-Financial Times, 7th
Edition, 2005.
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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John BoonAssociate Professor
Department of Construction
[email protected] 7045Room 114 - 2008
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Quantity Surveyor
major projectsConstruction Manager building
civil engineering
Property Development Manager
Project Manager in Architectural Firm
Educator
John Boon MBA, MProp, FRICS, FNZIQS.
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Commitment required
Approximately 150 hours total time Attendance at all Block sessions 32 hours
Self directed study 118 hours.Assessment
Block 1 group presentation 10%Block 1 assignment Business Plan 30%Block 2 group presentation ethics 5%Block 2 assignment – finance 25%Examination 30%
Professional Business Management 15 credits
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Your profession is also a business
To be in business you need customers
To have customers you have to have something they want
To have customers you need to outsmart your competitors
To stay in business you need to make a profit
There is benefit in behaving ethically
Key Messages of the Course
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This Block: Business Strategy & Planning John Boon
Next Block:
Financial Management Bill Oldfield
Business Ethics John Boon
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The plan for block one
Refer activity schedule
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Exchange Economy
Parties agree things through contracts
Prices are determined in the market dependent on supply and demand conditions
The Context
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Imagine you are going to start your own business
What would make it a good business?
What makes a good business?
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Has customers and meets their needs or wants
A good business:
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Meets the needs of its owners
A good business:
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Is able to be sustained:Competitive advantageProfitable and reinvests in itselfCan attract retain and develop good peopleSustainable in the use of resources
A good business:
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Its an iterative process
You keep going around the loop until everything seems to fit.
How do you think through what a business should do and be like?
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The business idea
Exhibit II.I (p.62)
STRATEGYDeciding where you want to go and how to get there
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Deciding where you want to go and how to get there.
Kenichi Ohmae“The smartest strategy in war is the one that allows you to achieve your objectives without having to fight” Sun Tzu 500BC
Michael Porter“Finding the position in the market place that best suits your firms skills”
Lowest cost vs Value added strategies
Gary Hamel (London Business School)
Deciding what a future market will look like and then stretching your firms skills so that it can take advantage of that market
STRATEGY
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Getting to Strategy
Where are theopportunities? Vision Strategy
Environmentalconditions
Competitoractivity
YOUwhy are you doing this?what do you have to offer?your values
Customers wantsNeeds & values
Competitive Advantage
Plan
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Lenses for Strategic Formulation
© Unitec New Zealand
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Getting to Strategy
Where are theopportunities? Vision Strategy
Environmentalconditions
Competitoractivity
YOUwhy are you doing this?what do you have to offer?your values
Customers wantsNeeds & values
Competitive Advantage
Plan
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What’s going on in the environment in which we wish to do business that provides us with opportunities or threats?
PEST analysis
PEST_analysis notes Washington Uni.pdf
PESTAnalysisWorksheet.pdf
Exercise 1 PEST analysis
You are particularly looking for change as that’s where the opportunities are:
Environment Scanning
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