The main operations that are conducted in the bank pertain to maintenance of client accounts, cash and monetary instrument transfer, loan dealing, mortgaging, leasing and financing activities, as well as treasury option management and investment profiling. The focus of this paper is basically on retail banking which is part of a banks operation and business activity which pertains to providing services through the different, relatively small scale, branches of the bank.

The retail banking services that are provided by Banks usually are specifically designed for individual members of the public and not for bulk accounts or large clients like corporations, businesses or institutions.

The best solution has been chosen and put forward as the recommendation which most aptly addresses the issues being faced by the ABC bank. This solution pertains to using a data ware house as a data repository for the ABC Bank and to implement an ERP system which would centralize the operations of the banks and also make way for online reporting. This solution was most suitable for the issues that were faced by the ABC Bank as it covered all the requirements of the management of the ABC bank relating to the cost and benefits of the solution, the feasibility of the solution and the long term affects that the solution might have for the ABC Bank.

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The article highlights that the old management at AIG including Edwards Liddy would have somewhat restricted the initiatives that need to be taken to allow the company to become efficient even in the recessionary market. The author mentions “with a major shake-up among its decision makers, new management will have the opportunity to continue with Liddy’s plan to further reshape the company, or put their own stamp on how to create a leaner, more efficient AIG.” (Bernard, 2009)

Therefore the new management at the AIG group will have to work towards making the company leaner and efficient through a combination of control; and flexibility. This is one of the effects of good planning as it improves the performance of the management that is ultimately reflected in the performance indicators of the company.

The article also provides that strategic as well as short term plans and decisions are required that can pave way for the future of the company. The strategic plans are those which may need considerable time to plan upon and decide as they are future oriented and have along term effect on the operation of the business. The tactical or short term plans however are for immediate effect and are used to implement the strategic plans and initiatives.

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The third problem that was identified for the company was that pertaining to the high level of finished goods being held at the company for products which were not in the production stage. The excess of finished goods inventories add up to the storage and management costs (Higgins).

Through the analysis of the supply and demand statistics as well as the order placement by the dealers and affiliates it was determined that the problem of high level of inventories of finished goods for already established products was occurring largely due to the change in the demand of the products and the orders being placed by the dealers and affiliates of Meditech. The dealers and the affiliates used to stop their ‘panic’ based buying of products once they were established in the market and moved out of the introduction phase. This was because the dealers and the affiliates themselves had excess inventory of products left over from the product introduction stage due to their panic and speculative buying. The Meditech Company however tended to increase the production capacity of the products in order to meet the demand of the new products in the product introduction phase. This however tended to add to the problem of inventory build up as the orders increased, but the production rate and operating capacity of production of new products remained high over the period of time.  From the systems point of view, this problem occurred to the lack of an integrated and networked system for supply management between the dealers and the affiliates and the Meditech Company.

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Marketing Strategy

The marketing strategy that should be used to target the Canadian market is to position the Kraft coffee pod products as a premium quality coffee product that provides its consumers with high quality taste, and related benefits. The pod based coffee products would be targeted towards the 25-54 year old population of Canada that would include singles, couples, families as well as office staff. This along with strong promotional activities and market awareness programs would help the Kraft foods attain a 35 percent majority of the market share in the Canadian market.

Price

The price of the coffee pods has to be kept low enough to encourage the customers to purchase the products, while maintaining a high enough price to portray the positive premium coffee image for its Nabob and Maxwell House brands. Competitors have prices 16 pods for US$3.99, pertaining to this a price of $3.99 for 18 pods would be suitable as it would provide the company with the per cup profit of $0.22. In order to protect the brand image of its coffee brands, Kraft should price its regular coffee pods at the price of $3.99 while the speciality coffees and exotic flavours can be priced at a higher price of $4.00-$4.50. In the wholesale market the company should seek to provide the Canadian wholesalers and retailers with a margin of 30 percent with special high rates of 35 percent in the initials period of the product launch.

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In the online medium the buying power of the customers is also significant as they drive the demand in the market and their preferences for book retailers tend to make them successful as in the case of Amazion.com. “Online trust is one of the key obstacles to vendors succeeding on the internet medium; a lack of trust is likely to discourage online consumers from participating in e-commerce.” (Yu-Hui & Barnes, 2007) The bargaining power of the suppliers however can be limited by the company by establishing a relationship with the publishing houses and suppliers and leveraging this relationship to restrict their power.

It has been recommended that Steve employ the option of launching a new business of an online book retailer which but in order to be a successful entrepreneur in the online medium, Steve would need to launch innovative products and services which can rival the ones being offered by established retailers in the field like Amazon.com.

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Despite two out of three objectives not being met, the author was able to find out that the structure and administration of the UK higher education sector determined international marketing methods and techniques, and this structure was also responsible for the nature of the responses.  The author was also able to determine that UK higher education institutions had little involvement in the international marketing and had a larger role marketing nationally.

The limitations that pertain to this research are focused on the scope of the research as limited information was available for the study. The focus for the market research was dependent on the secondary research while through primary research the University of Bradford case was undertaken and analysed. This research also focussed on the UK, and if it had included a comparison with other higher education sectors, then the major differences and similarities would have been identified, and used to form a more intensive conclusion.  A research on this topic would also have corresponded to the data that is available in the UK, thereby increasing the power of the results. Additionally the results of the research undertaken are specifically limited to the UK environment specifically the UK postgraduate universities. Moreover the case is restricted to the University of Bradford.

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The aspect of maintaining a network deals with keeping I touch with the contacts that one has established even after one has landed a job. This is important as it can provide the candidate with additional better and much suited opportunities being provided to the candidate at a later date as he get more experience. Moreover the already established network of contacts will aid the person in finding a job, if or when the candidate leaves his current job. Aside from this the contact community established by the candidate can also help in improving his / her position in the current job.

The strategies that would interest me regarding by aspiration I the field of marketing, which I would be able to employ after landing a job to maintain my network would pertain to keeping in contact with them. This would be phone by keeping small lunch/ brunch dates or attending conferences which would be taking place to exchange information with them and keep updates with the other better suited opportunities which might be present in the hidden market.  Asides form this by simply keeping in touch through the email, especially on occasions like Christmas, Thanksgiving, Easters as well as on their birthdays and anniversaries (depending on the personal relation)w would also aid in maintaining the network.

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Some of the most common risks that are faced by a company which is operating to management events pertain to the lack of available o the staff to run the event,, the security of the region when conducting the event, the nature of the country in which the event is taking place as it directly contributes towards the political stability of the region and the risks associated with the event.

Aside form this other risks that event management is exposed to is the threat of the customers not taking to the event and the event resulting in a complete failure, the risk provided in the market due to increased activity pertaining to events and event management of similar kind, as well as the risk of technical problems and affinity groups or the local protesting forums setting up a protests against the subject matter, the theme or the people attending the event. Therefore basically when planning for event and managing them the risks posed by the suppliers, the attendees, the local affinity groups, the local residents of the region as well as the technological, social, economic, political and legal issues that can give rise to risk pertaining the event and its success need to be accounted for and contingent strategies have to be redeveloped which can be executed in case of their occurrence.

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The motivation that drives the entrepreneur can also lead to the success if the individual in his entrepreneurial role. The motivational elements include vision, growth goals and self.

“All three concepts have demonstrated significant empirical relationships with business performance and entrepreneurship theorists have pointed to the importance of vision, business goals, and self-efficacy for planning and venture performance” (Smith et al., 2001) Additionally, “entrepreneurship researchers have found that entrepreneurs’ self-efficacy (task-specific self-confidence in relation to their ability to start and “grow” their ventures is associated with venture performance.” (Smith et al., 2001)

The older theories depict that the personality and the traits of the entrepreneur are the only contributors towards their success, but as highlighted above the recent approaches have identified that additional factors like the environment conditions the stage and future outlook of the economy as well as the technology available to them also determine their success as entrepreneurs.

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