The “place business should occupy in society”10 is a particularly challenging
issue for the small to medium-sized enterprise (SME).11 Each SME is unique,
often taking on the character of its owners and managers. There is surpris-
ingly little research into the social responsibility of the SME.12 Moreover, it
is difficult, at best, to generalize the SME experience from country to country
or even between regions within a particular country.13
SMEs in emerging markets are pioneers; they are plowing new ground as
they contribute to developing a market economy. In most economies, they
provide the bulk of jobs, especially new jobs, and contribute significantly to the
welfare of their communities because they are so closely connected. However,
SMEs often lack the capital, staff, or time of large, complex enterprises (LCEs)
to address many business issues. For example, tracking and complying with
changing laws and regulations are relatively more costly for SMEs. SMEs seldom
have the close relationships with government that LCEs have, especially
those recently privatized. They are often unable to defend themselves against
unreasonable decrees, laws, or regulations or to advocate for changes that
would facilitate the transition to a market economy.
Though many of the best practices developed over the past two decades
reflect the experiences of LCEs, there are a number of reasons why an SME
might profit by adapting what the LCEs have learned:
• The SME of today is more apt to become the LCE of tomorrow by
adopting emerging global standards and adapting the best practices of
successful LCEs.
• By adopting global standards and adapting best practices where they
make sense, owners and managers are able to distinguish their SME
from the competition.
• By understanding the basic principles and practices of the emerging
global marketplace, owners and managers will be better able to recognize
responsible business conduct issues earlier and to work with others to
find solutions.
• Especially in a business environment that some perceive as high risk,
first impressions count. Developing a business ethics program will help
owners and managers present a core set of beliefs and standards more
clearly, thus demonstrating to investors and customers their enterprise’s
commitment to being an RBE in the global marketplace.
• If an SME’s people are conversant in the language of emerging global
standards and best practices, they will be better able to speak the language
of the global markets—and the opportunities to be found there.
Whereas the process of developing standards, procedures, and expectations
is the same for all enterprises, the answers for each enterprise will
depend on the size and complexity of the enterprise itself. The goal for the
SME is not to duplicate the standards, procedures, infrastructure, practices,
and expectations of LCEs, but to learn from them—and to improve them.
10 Business Ethics
The CEO statement in Box 1.2, for example, is a part of the report to stakeholders
of a 100-person New Zealand food-processing firm.14
Moreover, SMEs will find that they need not act alone in adopting the
world-class standards, procedures, infrastructure, practices, and expectations
described in these materials. Chambers of commerce, business associations,
colleges and universities, NGOs, and other professional advisers can use the
guide to help SMEs find their way.
Market-Oriented Legislative
A market economy requires a high degree of confidence in the rule of law
for business to meet its economic, social, and environmental responsibilities.
In many emerging market economies, the vast majority of people do
not trust one another. The distrust surrounding the enforceability of contracts,
for example, leads to large portions of the population believing that
negotiations are not over even after a contract is signed. Transaction costs
to protect one party from the other in such circumstances are much higher
as a result.
A legal framework oriented toward free markets and reliable judicial
institutions is essential for this confidence to develop over time. Such a
framework will need
• Contract laws
• Laws regarding the formation, operation, management, and dissolution
of corporations
• Laws on privatization
• Real estate laws
• Laws against unfair competition
• Labor–management laws
• Tax laws
• Accounting and auditing standards
• Laws protecting intellectual property rights
• Bankruptcy laws
• Environmental protection legislation and regulation
• Laws ensuring fiduciary responsibilities of managers and directors
• Rules governing the rights and obligations of shareholders, managers,
and boards of directors
• Laws permitting class-action suits
A confusing, burdensome, or even unfair legislative and regulatory
framework drives up the cost of setting up a business, dissuades investors,
and provides a fertile ground for corruption. As one researcher observes,
“Some critics even believe that regulations are intentionally drafted in a confusing
manner to provide officials with more discretion.”23 Such a framework
is particularly damaging to the SME. Under such circumstances, responsible
business conduct is frequently discarded in favor of survival, or the law is
bent or interpreted to fit the circumstances.
Even where laws and regulations are well drafted, they are often
enforced unevenly—or ignored by the population—in practice. The failure
to enforce the legislative and regulatory framework, or to comply with it,
contributes to confusion, places the law-abiding enterprise at a competitive
disadvantage, discourages investors, and extends a climate of corruption.24
Although this manual urges building an RBE from an ethical perspective,
it is often the case that the state itself must actively support enterprises that
are trying to be responsible but that find themselves at a competitive disadvantage.
A key to introducing ethics in an emerging market economy, then, is
to build a market-oriented legal framework and reliable judicial institutions.
Prescriptive rules, which would be undue government interference in a
developed economy, may be necessary to ensure that responsible business
conduct becomes a norm, a value, and a standard. The RBE works with other
leaders to influence government regulation to that end.
No less important than new laws, one researcher notes, is a judiciary
proficient at interpreting and enforcing the law with integrity.25 The creation
of effective dispute resolution mechanisms that can offer businesses transparent,
predictable, and cost-effective results is one of the most important
steps a government can take to support market processes in an emerging
market economy.26 Finally, government agencies must exercise their authority
and responsibility to execute the judgments reached.
for business to meet its economic, social, and environmental responsibilities.
In many emerging market economies, the vast majority of people do
not trust one another. The distrust surrounding the enforceability of contracts,
for example, leads to large portions of the population believing that
negotiations are not over even after a contract is signed. Transaction costs
to protect one party from the other in such circumstances are much higher
as a result.
A legal framework oriented toward free markets and reliable judicial
institutions is essential for this confidence to develop over time. Such a
framework will need
• Contract laws
• Laws regarding the formation, operation, management, and dissolution
of corporations
• Laws on privatization
• Real estate laws
• Laws against unfair competition
• Labor–management laws
• Tax laws
• Accounting and auditing standards
• Laws protecting intellectual property rights
• Bankruptcy laws
• Environmental protection legislation and regulation
• Laws ensuring fiduciary responsibilities of managers and directors
• Rules governing the rights and obligations of shareholders, managers,
and boards of directors
• Laws permitting class-action suits
A confusing, burdensome, or even unfair legislative and regulatory
framework drives up the cost of setting up a business, dissuades investors,
and provides a fertile ground for corruption. As one researcher observes,
“Some critics even believe that regulations are intentionally drafted in a confusing
manner to provide officials with more discretion.”23 Such a framework
is particularly damaging to the SME. Under such circumstances, responsible
business conduct is frequently discarded in favor of survival, or the law is
bent or interpreted to fit the circumstances.
Even where laws and regulations are well drafted, they are often
enforced unevenly—or ignored by the population—in practice. The failure
to enforce the legislative and regulatory framework, or to comply with it,
contributes to confusion, places the law-abiding enterprise at a competitive
disadvantage, discourages investors, and extends a climate of corruption.24
Although this manual urges building an RBE from an ethical perspective,
it is often the case that the state itself must actively support enterprises that
are trying to be responsible but that find themselves at a competitive disadvantage.
A key to introducing ethics in an emerging market economy, then, is
to build a market-oriented legal framework and reliable judicial institutions.
Prescriptive rules, which would be undue government interference in a
developed economy, may be necessary to ensure that responsible business
conduct becomes a norm, a value, and a standard. The RBE works with other
leaders to influence government regulation to that end.
No less important than new laws, one researcher notes, is a judiciary
proficient at interpreting and enforcing the law with integrity.25 The creation
of effective dispute resolution mechanisms that can offer businesses transparent,
predictable, and cost-effective results is one of the most important
steps a government can take to support market processes in an emerging
market economy.26 Finally, government agencies must exercise their authority
and responsibility to execute the judgments reached.
HELPING BUILD SOCIAL CAPITAL
Respect, shared values, and mutual trust among individuals, businesses,
NGOs, and government officials are the foundation of a market economy.
To compete effectively and sustain economic growth, enterprises need
social capital as well as financial capital. To contribute to this social capital,
an RBE can
• Make the case in its community for a market economy and the role of
responsible business.
• Develop a reputation for meeting the reasonable expectations of its
stakeholders.
• Agree to voluntary forms of alternative dispute resolution, such as mediation
and arbitration, while domestic courts are formed.
• Take responsibility for its mistakes and misconduct.
• Be willing to be held accountable for its mistakes and misconduct.
18 Business Ethics
• Correct misunderstandings about its decisions and activities.
• Compete fairly with competition, both foreign and domestic.
How effectively, efficiently, and responsibly an enterprise is able to add
value to its community depends, in large part, on how much its stakeholders
trust one another. As described further in Chapter 2, where market participants
and community members cannot trust one another, transaction costs
soar. It may be that in markets and communities, especially in emerging market
economies, the value an RBE most profitably adds is to be worthy of
trust—and to encourage other market participants and community members
to be trustworthy as well.
NGOs, and government officials are the foundation of a market economy.
To compete effectively and sustain economic growth, enterprises need
social capital as well as financial capital. To contribute to this social capital,
an RBE can
• Make the case in its community for a market economy and the role of
responsible business.
• Develop a reputation for meeting the reasonable expectations of its
stakeholders.
• Agree to voluntary forms of alternative dispute resolution, such as mediation
and arbitration, while domestic courts are formed.
• Take responsibility for its mistakes and misconduct.
• Be willing to be held accountable for its mistakes and misconduct.
18 Business Ethics
• Correct misunderstandings about its decisions and activities.
• Compete fairly with competition, both foreign and domestic.
How effectively, efficiently, and responsibly an enterprise is able to add
value to its community depends, in large part, on how much its stakeholders
trust one another. As described further in Chapter 2, where market participants
and community members cannot trust one another, transaction costs
soar. It may be that in markets and communities, especially in emerging market
economies, the value an RBE most profitably adds is to be worthy of
trust—and to encourage other market participants and community members
to be trustworthy as well.
IMPROVING BUSINESS PERFORMANCE
An essential contribution of any business enterprise in the evolution to a
market economy is to improve its own business performance.35 For all business
enterprises, this is the first step toward making profits and contributing
to economic progress. Performance can be improved by expanding and better
engaging stakeholders as follows:
• Establishing clear standards and procedures to guide employees and agents
• Focusing on anticipating and meeting the needs and desires of customers
and consumers more effectively and efficiently
• Attracting, hiring, and bringing out the best in employees, suppliers, and
service providers
• Establishing internal control mechanisms to build confidence among
dispersed owners and investors
• Developing and maintaining strategic alliances with enterprises sharing
the same values
These best practices are at the heart of a business ethics program.
They can significantly improve an enterprise’s prospects for success, as
described in more detail in Chapter 2. They can help an enterprise
improve its reputation, manage its risk, protect itself from its own employees
and agents, strengthen its competitive position, expand its access to
capital and credit, increase profits, sustain long-term growth, and gain
international respect.
market economy is to improve its own business performance.35 For all business
enterprises, this is the first step toward making profits and contributing
to economic progress. Performance can be improved by expanding and better
engaging stakeholders as follows:
• Establishing clear standards and procedures to guide employees and agents
• Focusing on anticipating and meeting the needs and desires of customers
and consumers more effectively and efficiently
• Attracting, hiring, and bringing out the best in employees, suppliers, and
service providers
• Establishing internal control mechanisms to build confidence among
dispersed owners and investors
• Developing and maintaining strategic alliances with enterprises sharing
the same values
These best practices are at the heart of a business ethics program.
They can significantly improve an enterprise’s prospects for success, as
described in more detail in Chapter 2. They can help an enterprise
improve its reputation, manage its risk, protect itself from its own employees
and agents, strengthen its competitive position, expand its access to
capital and credit, increase profits, sustain long-term growth, and gain
international respect.
THE GLOBAL MARKETPLACE
The market economy has become increasingly global. Leaders in business,
government, and nongovernmental organizations (NGOs) now see global
economic development as “the best way to increase prosperity within and
among countries, and to create opportunities for millions of people, especially
in the developing world, to secure a decent life for themselves and their
children.”6 The challenge is to find the right balance between emerging global
norms, values, and standards and local cultures, business practices, and
community needs.7
Businesses in emerging market economies face many challenges, as
discussed in more detail later in this chapter. For example, although no
society approves of paying or accepting bribes, in societies where workers
receive lower than subsistence-level pay, “expediting fees” (also known as
“bribes”) often become unapproved but accepted behavior under local custom.
In such societies, bribery is so common that even law enforcement
officials pay bribes to gain their positions.
While this manual describes processes reflecting emerging global standards,
the design and implementation of a business ethics program requires
extreme sensitivity to local norms, values, and standards. The program must
recognize that management policies, standards, and procedures will be open
to interpretation at all levels of the enterprise. For example, a superficial
approach to responsible business conduct condemns bribes and threatens to
punish those who pay or accept them. However, a business ethics program
takes a comprehensive approach. It recognizes such accepted behavior as
part of the challenges facing the enterprise and addresses such issues systemically.
In other words, it addresses them at their roots by examining hiring
processes, compensation schemes, and training and education; by instituting
monitoring, auditing, and reporting mechanisms; and by influencing
the legislative or regulatory processes.8
A business ethics program does not set up either the enterprise or its
employees and agents for failure. Rather, it strives to place the right people
in the right positions in the enterprise to foster and meet reasonable stakeholder
expectations as the surest means to improved business performance,
profits, and economic progress. It scans the relevant context of the enterprise
and its organizational culture to identify challenges and to develop responsible
ways to meet them. It starts from the assumption that enterprises are
integral parts of their communities. It encourages them to work within the
community to overcome the challenges of emerging market economies and
contribute to community-driven development.
Moreover, a business ethics program takes care not to mistake cultural,
legal, or religious differences for a lack of ethics. In Islamic countries, for
example, mudaraba (reflecting a Sharia law requirement that a lender charge
no interest) may result in forms of payment that could be mistaken by those
unfamiliar with the culture as inappropriate or unethical (that is, as “kickbacks”).
9 A common cultural difference is the attitude toward hiring relatives.
In some cultures, it is expected that owners and managers will hire relatives
as a matter of course. In others, hiring relatives, which is known as
nepotism, is discouraged or, in some circumstances, prohibited.
government, and nongovernmental organizations (NGOs) now see global
economic development as “the best way to increase prosperity within and
among countries, and to create opportunities for millions of people, especially
in the developing world, to secure a decent life for themselves and their
children.”6 The challenge is to find the right balance between emerging global
norms, values, and standards and local cultures, business practices, and
community needs.7
Businesses in emerging market economies face many challenges, as
discussed in more detail later in this chapter. For example, although no
society approves of paying or accepting bribes, in societies where workers
receive lower than subsistence-level pay, “expediting fees” (also known as
“bribes”) often become unapproved but accepted behavior under local custom.
In such societies, bribery is so common that even law enforcement
officials pay bribes to gain their positions.
While this manual describes processes reflecting emerging global standards,
the design and implementation of a business ethics program requires
extreme sensitivity to local norms, values, and standards. The program must
recognize that management policies, standards, and procedures will be open
to interpretation at all levels of the enterprise. For example, a superficial
approach to responsible business conduct condemns bribes and threatens to
punish those who pay or accept them. However, a business ethics program
takes a comprehensive approach. It recognizes such accepted behavior as
part of the challenges facing the enterprise and addresses such issues systemically.
In other words, it addresses them at their roots by examining hiring
processes, compensation schemes, and training and education; by instituting
monitoring, auditing, and reporting mechanisms; and by influencing
the legislative or regulatory processes.8
A business ethics program does not set up either the enterprise or its
employees and agents for failure. Rather, it strives to place the right people
in the right positions in the enterprise to foster and meet reasonable stakeholder
expectations as the surest means to improved business performance,
profits, and economic progress. It scans the relevant context of the enterprise
and its organizational culture to identify challenges and to develop responsible
ways to meet them. It starts from the assumption that enterprises are
integral parts of their communities. It encourages them to work within the
community to overcome the challenges of emerging market economies and
contribute to community-driven development.
Moreover, a business ethics program takes care not to mistake cultural,
legal, or religious differences for a lack of ethics. In Islamic countries, for
example, mudaraba (reflecting a Sharia law requirement that a lender charge
no interest) may result in forms of payment that could be mistaken by those
unfamiliar with the culture as inappropriate or unethical (that is, as “kickbacks”).
9 A common cultural difference is the attitude toward hiring relatives.
In some cultures, it is expected that owners and managers will hire relatives
as a matter of course. In others, hiring relatives, which is known as
nepotism, is discouraged or, in some circumstances, prohibited.
THE BUSINESS ETHICS PROGRAM
An RBE is characterized by responsible business conduct at all four levels of
its identity4 as an enterprise:
1. Compliance with the law
2. Risk management
3. Reputation enhancement
4. Value added to the community
Responsible business conduct includes the choices and actions of owners,
managers, employees, and agents that are (a) within their authority, (b)
well informed, (c) intended to pursue the enterprise purpose and meet reasonable
stakeholder expectations, and (d) sustainable over time. Responsible
business conduct allows an enterprise to improve its business performance,
make profits, and contribute to the economic progress of its community.
Among the lessons learned by both business and government is that
responsible business conduct can be encouraged by the structures and systems,
procedures, and practices of responsible business conduct, often called
good corporate governance or best practices. Moreover, many businesses now
account for the impact they have on all their stakeholders, including their
social impact—how they deal with employees, suppliers, and the community—
and their environmental impact—how they treat the environment.5
A management tool owners and managers use to encourage responsible
business conduct is commonly called a business ethics program. A business
ethics program also helps owners and managers address the triple bottom line:
the financial, social, and environmental results or impacts of the business’s
operations (see Box 1.2).
Business owners and managers have learned that a business ethics program
helps owners and managers improve their business performance, make
profits, and contribute to economic progress by better
• Recognizing political, economic, social, and technological pressures
• Understanding organizational culture: core beliefs, participation,
responsibility, knowledge sharing, and methods of dealing with conflict
• Fostering reasonable stakeholder expectations
• Developing responsible management practices to meet stakeholder
expectations
• Learning from enterprise decisions and activities
its identity4 as an enterprise:
1. Compliance with the law
2. Risk management
3. Reputation enhancement
4. Value added to the community
Responsible business conduct includes the choices and actions of owners,
managers, employees, and agents that are (a) within their authority, (b)
well informed, (c) intended to pursue the enterprise purpose and meet reasonable
stakeholder expectations, and (d) sustainable over time. Responsible
business conduct allows an enterprise to improve its business performance,
make profits, and contribute to the economic progress of its community.
Among the lessons learned by both business and government is that
responsible business conduct can be encouraged by the structures and systems,
procedures, and practices of responsible business conduct, often called
good corporate governance or best practices. Moreover, many businesses now
account for the impact they have on all their stakeholders, including their
social impact—how they deal with employees, suppliers, and the community—
and their environmental impact—how they treat the environment.5
A management tool owners and managers use to encourage responsible
business conduct is commonly called a business ethics program. A business
ethics program also helps owners and managers address the triple bottom line:
the financial, social, and environmental results or impacts of the business’s
operations (see Box 1.2).
Business owners and managers have learned that a business ethics program
helps owners and managers improve their business performance, make
profits, and contribute to economic progress by better
• Recognizing political, economic, social, and technological pressures
• Understanding organizational culture: core beliefs, participation,
responsibility, knowledge sharing, and methods of dealing with conflict
• Fostering reasonable stakeholder expectations
• Developing responsible management practices to meet stakeholder
expectations
• Learning from enterprise decisions and activities
E-BUSINESS OUTSOURCING
Many companies are relying upon e-business infrastructure outsourcing to attain the
guarantee of application availability, flexibility and scalability in a timely and cost-effective
manner. Scalability and security are two major issues today that are promoting the outsourcing
of e-commerce applications. Scalability is needed to address the phenomenal growth and surges
in internet traffic. Security is required to guard against hackers, viruses, industrial espionage,
denial of service attacks and fraud.
E-business applications need to be available 24 x 7. Some companies are outsourcing
their e-business applications to protect against the damaging effects of downtime on e-customer
satisfaction, reputation of the e-commerce business and revenues. Many of the e-commerce
outsourcing companies will provide the critical infrastructure for web-based e-commerce
applications. They may provide the necessary turnkey infrastructure, permit acceleration of
e-business application deployment, minimize downtime, and lower the total cost of ownership.
There are many contractual issues that need to be addressed in these e-business
outsourcing relationships. Probably the most important is the Service Level Agreement
(“SLA”). The SLA is the contractual mechanism for providing accountability in the outsourcing
relationship and for measuring performance.
One form of e-business outsourcing is through the use of Application Service Providers
(ASP’s).412 The ASP model is becoming increasingly more popular. They provide remote access
to computing, software, communications and data storage resources enabling their licensed
customers to perform operations using the functionality provided by specific application
software or a bundle of application software products. The ASP application software is
accessible through the internet or other communications networks. Today’s ASP’s provide
access to browser-based, Web-enabled application software. The application software may be
third-party software licensed by the ASP, software licensed or developed by the customer, or
proprietary software developed by or for the ASP or a combination of any of the foregoing. Of
course, each one of these situations presents different contractual and intellectual property
concerns.
The Gartner Group believes the ASP market is poised for significant growth. The
Gartner Group estimates that ASP revenues for 2000 will exceed $3.5 billion and grow to more
than $25 billion by 2004.413 End users outsource a wide variety of applications to ASP’s.
Among these applications hosted e-commerce and IT outsourcing services are expected to
increase dramatically.
Marketing Plan – Sample Outline
There are a variety of styles and formats used for marketing plans. The following section headings will help you organize your plan. The content of the plan is much more important than rigid adherence to a specific format.
I. Executive Summary
The Executive Summary highlights the main goals and recommendations of the marketing plan. It should also briefly address budget requirements and how success will be measured.
II. Business Overview
This section is sometime referred to as the Situation Analysis segment. In a typical marketing plan, it contains relevant background on the market, product, pricing, and distribution situations as well as on competitors. Information Centers can describe their business in these terms as well. Assuming the planning process takes place at the end of a fiscal year, this section may be a recap of the business for the past 12 months. Consider describing your customer base, services required by your customers, and environmental factors affecting your operation. Yes, Information Centers have competition. How has the Internet affected your business? Are other departments loading content for their use? Include any hard or anecdotal data on ROI available to you, as well as information on the Information Center’s impact on the business.
Some marketing plan templates include the SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis in this segment. Others insert a separate segment devoted to the SWOT Analysis. In the light of the business situation just described, you must now reflect on strengths and weaknesses of your operation, as well as opportunities and threats to be dealt with in the coming year.
III. Target Market
How well do you know your target market? How well do you understand their information needs? Can you articulate what your customers and potential customers need as opposed to what you offer? Are there groups to whom you should be “selling” who are not now “buying” your services? Are there ways to segment your market so that you can offer highly specialized products and services to various groups, reflecting their business priorities? What kind of products should be offered to a broad base of users? Answering these questions will help you define your target market.
IV. Goals
What do you want to achieve? The goal statement(s) should be challenging and yet, attainable. Is it important to increase the number of departments served? Which departments? Do you intend to provide more training programs? Sample goal statements might read:
1. Establish relationship with Legal and Regulatory Departments in first quarter.
2. Reduce staff time spent on call-in, ad hoc requests for help with Internet searching
V. Marketing Strategies
Here strategies and programs are outlined which will help us reach the goals outlined above. For the two goals suggested previously, strategies might read as follows:
1. Provide daily news delivery for all persons in Legal and Regulatory Departments on trial basis for 2 weeks as first step in increasing business with these departments.
2. Increase the number of Internet training sessions by 10% over the course of the year.
I. Executive Summary
The Executive Summary highlights the main goals and recommendations of the marketing plan. It should also briefly address budget requirements and how success will be measured.
II. Business Overview
This section is sometime referred to as the Situation Analysis segment. In a typical marketing plan, it contains relevant background on the market, product, pricing, and distribution situations as well as on competitors. Information Centers can describe their business in these terms as well. Assuming the planning process takes place at the end of a fiscal year, this section may be a recap of the business for the past 12 months. Consider describing your customer base, services required by your customers, and environmental factors affecting your operation. Yes, Information Centers have competition. How has the Internet affected your business? Are other departments loading content for their use? Include any hard or anecdotal data on ROI available to you, as well as information on the Information Center’s impact on the business.
Some marketing plan templates include the SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis in this segment. Others insert a separate segment devoted to the SWOT Analysis. In the light of the business situation just described, you must now reflect on strengths and weaknesses of your operation, as well as opportunities and threats to be dealt with in the coming year.
III. Target Market
How well do you know your target market? How well do you understand their information needs? Can you articulate what your customers and potential customers need as opposed to what you offer? Are there groups to whom you should be “selling” who are not now “buying” your services? Are there ways to segment your market so that you can offer highly specialized products and services to various groups, reflecting their business priorities? What kind of products should be offered to a broad base of users? Answering these questions will help you define your target market.
IV. Goals
What do you want to achieve? The goal statement(s) should be challenging and yet, attainable. Is it important to increase the number of departments served? Which departments? Do you intend to provide more training programs? Sample goal statements might read:
1. Establish relationship with Legal and Regulatory Departments in first quarter.
2. Reduce staff time spent on call-in, ad hoc requests for help with Internet searching
V. Marketing Strategies
Here strategies and programs are outlined which will help us reach the goals outlined above. For the two goals suggested previously, strategies might read as follows:
1. Provide daily news delivery for all persons in Legal and Regulatory Departments on trial basis for 2 weeks as first step in increasing business with these departments.
2. Increase the number of Internet training sessions by 10% over the course of the year.
Marketing Strategy
Marketing will be a critical component of the Global Support Network’s successful launch after incubation. Without awareness of the Global Support Network, its services will not be used by the thousands of local CTLCs that the network is meant to support. Also, because the Global Support Network’s goal is to serve CTLCs in all parts of the world, its marketing must reach worldwide while still being language and culture appropriate to each region. Therefore, the marketing strategy will be to launch a globally unified marketing campaign that is adapted on a region-by-region basis.
The primary objective of the GSN’s marketing will be to motivate local CTLCs, Regional Support Networks and CTLC movement stakeholders to actively participate in the Global Support Network. Fulfilling the GSN’s mission of improving what CTLCs are able to offer their communities depends on their involvement.
The marketing program must reach all key audiences with specifically targeted messages, using media vehicles appropriate to the market segment. To be effective in marketing to the grassroots CTLC sector, it is critical to focus the message on the work of the GSC and the local level impact rather than the involvement or brand reputation of the lead funders.
While all marketing will be consistent with the GSN’s global brand identity, each specific region and target market segment will have unique marketing needs that will be best served by developing region-specific marketing plans using input from Regional Support Networks and other experts. The Regional Support Networks and promotional vehicles will be the primary means by which local CTLCs are reached and encouraged to join the GSN and use its services.
Financial Planning
The GSN’s core services and operations will be funded primarily by initial grants from Microsoft in partnership with other lead funders. Funders will be qualified based on their ability to complement the GSN’s overall vision and strategy, as well as their desire to enhance the scope of the GSN’s services.
After the first two years of operation, and once the GSN is fully functional and core services are stable, the GSC will begin seeking additional funding to support the launch of its non-core services. Non-core services will be launched only if external funding is available. Non-core service funders will be sought and qualified based on their industry and experience in a particular service. For more details, see the Five Year Rollout Plan in Section 12.1.
The GSC will assist Regional Support Networks in acquiring grants. All Regional Support Network agreements and negotiations will take place directly between the GSC and specific Regional Support Networks. Financial support for Regional Support Networks, however, will come directly from Microsoft and other funders. This funding strategy will encourage multiple input points regarding GSC funding decisions and actual Regional Support Network funding. Consequently, the GSC, Microsoft and other funders will all be involved in the strategy and execution of financial support to varying degrees.
13.21.2 Assumptions
Below is a list of assumptions underlying the financial model for the Global Support Network.
§ The GSC staff will include 8 full-time employees upon complete rollout
§ Membership in the Global Support Network is free
§ Grants for regional support networks will be distributed by Microsoft or other funders directly (i.e., funds will not flow through the GSC to disperse to Regional Support Networks)
§ The GSC will only cover the cost of initial meetings for starting new Regional Support Networks; event costs for established Regional Support Networks will either be funded by the Regional Support Network or by the grants dispersed directly by Microsoft and other lead funders
§ Due to the critical role of relationships in the service model, a significant amount of travel for the GSC staff must be allocated
§ Most content provided by the GSN will be acquired for free or funded through grants; however, a small amount of content will be generated by contractors
§ Earned revenue opportunities will account for approximately 3% of GSC revenue; revenue may be generated from one or more of the following services:
– Consulting referral fees
– Membership database licensing
– CTLC operator certification
– CTLC best practice briefings
– Technology development and distribution
The Business Strategy
Broad Developmental Objective
The broad developmental objective of VUSSC is to develop the human resource capacity that small states of the Commonwealth require to ensure that they are able to participate effectively in global economies and thrive as equal members of the world community. It will do this by creating a collaborative network called the Virtual University for Small States of the Commonwealth that will support higher education institutions to provide learners with innovative, locally and globally relevant teaching and learning resources required to improve the quality of higher education in participating states.
Project Purpose
Within the above broad development objective, the purpose of VUSSC is to use collaborative networks of participants from small states of the Commonwealth to build high quality educational courses and programmes, comparable with the best of their kind from anywhere else in the world. It will also seek to provide support to participating states in order to ensure that appropriate policy frameworks, technological platforms, and human capacity are developed to facilitate effective participation in VUSSC’s activities, as well as the necessary institutional capability to harness the results of the initiative to the benefit of learners.
Guiding Principles
The following key principles have underpinned the creation of VUSSC’s business strategy:
1. The purpose of this business strategy is not to create a new institution with its own brand name, but to find ways to reinforce existing institutions and developments that are already taking place in small states. Thus, VUSSC will focus on strengthening existing post-secondary institutions in small states to combat the challenges outlined in the previous section.
2. With this in mind, VUSSC is committed to setting realistic targets for its collaborative course development processes, in order to ensure that high standards of quality are attained and that the resulting products are integrated into programmes offered by VUSSC institutions.
3. The focus will be on producing content that can be shared under a Creative Commons licence (see www.creativecommons.org for further information). Wherever possible, content will be shared under a Creative Commons by attribution, share-and-share-alike V2.5 (CC-BY-SA) licence.
4. All VUSSC initiatives will integrate structured capacity-building for any interested parties, in order to ensure that all participating states are provided opportunities to build their capacity to develop better quality educational programmes, using a full spectrum of media as appropriate. The nature of specific activities will be defined on a case-by-case basis.
The activities of the VUSSC consortium will be driven by its members, with coordination support from the Commonwealth of Learning.
Partnering Strategy Business
Partnering is a critical success factor of the GSN. The RSNs are the catalytic agents by which the GSC can most effectively impact change among CTLCs on the local level. Because of their close relationship with the local level, RSNs are best positioned to deliver capacity building services and content to local CTLCs. The GSC will provide services to RSNs that will enable them to deliver better support to local CTLCs.
GSC staff will identify and partner with appropriate existing RSNs of CTLCs. Where no RSNs exist, GSC staff will identify and support regional or national CTLC leaders and entrepreneurs in order to form new networks. An 8 to 12 month partnering process will be undertaken to cultivate regional partnerships and GSC staff will assess potential partners according to a set of partnering criteria which includes a business planning process to develop a strategic plan for sustainability.
As GSC partners, RSNs have the opportunity to receive grants based on their approved business plan. Grants will be disseminated to the RSNs directly by GSN funding organization partners, but the GSC will coordinate the grant giving process. The amount of each RSN grant will be dependent upon RSN needs and funding availability.
Business Description
For local communities around the world, Community Technology Learning Centers (CTLCs) are critical information hubs for pursuing lifelong learning opportunities. There is currently no coordinated, global initiative to support these centers, their long-term sustainability and their efforts to improve the lives of millions of citizens by providing access to relevant information and learning opportunities.
The CTLC Global Support Network (GSN) is envisioned to be a locally driven, internationally connected support system that provides CTLCs with access to practical and relevant services that enable underserved populations to pursue lifelong learning and better meet their daily needs. The coordinating body of the GSN is the Global Support Center (GSC), a nonprofit organization. The GSC refers to the physical organization and staff responsible for implementing the strategy of supporting CTLCs around the world. The GSN refers to the entire global network of local CTLCs, Regional Support Networks (RSNs), support organizations and global stakeholders involved in using Information and Communication Technologies (ICT) for development, including the GSC.
The mission of the GSC is to support and build the capacity of local CTLCs around the world. The GSN’s target community is any CTLC user, operator or stakeholder seeking to improve the livelihood of individuals by providing access to information and new learning opportunities. Members of the GSN will include local CTLC users, operators, Regional Support Networks and the global community of experts and practitioners from funders, governments and other organizations using ICT for community and social development.
Because the CTLC sector is geographically diverse and has region specific needs (e.g. language, level of infrastructure, etc.), the GSC is relying on RSNs to ascertain the needs of CTLCs within the region and deliver tailored services to meet those needs. The GSC will generally play a coordination role in the collection and dissemination of information while the RSNs will be crucial to both assessing the specific CTLC needs of their particular region and delivering specific services such as training and networking events to local CTLCs.
5 Secrets To Success in Business
There are many properties of the which was Referred to an entrepreneur, for example, Valiant, pacer, risk taker, even greedy, greedy, and Various others. Rare Human Beings WHO dare to face the risks and speculate viewed as a businessman WHO Would do anything to Achieve wealth and damage her own health. What is clear, All That image is supposed to be thrown into the wastebasket Mystique and misunderstanding.
In the current era, there is a new model for a true entrepreneur. They see success as something else, Because They Realize That Dream to Achieve security through wealth is something That is really just a dream.
They found That a security does not come from financially self. They stepped into Their inner strength to pursue life goals and create a meaningful life, not just a mere business. They were the resource persons what We call a true entrepreneur.
There are five nature and Things Owned by an entrepreneur. Namely:
1. Visionary. Entrepreneurs usually prefer the old model against something. Because, They Want freedom and Do Things Their Own Way, and believe That They can do a better job Than others. But for a true entrepreneur, a Rebellious soul only small. After all, a true entrepreneur is more of a visionary. They see the big picture is so full of fantasy. They Also have extensive knowledge of business will of live and WHO They Want to create.
2. Creator of his own fate. Traditional entrepreneurs create businesses, and this is Their greatest motivator. However, the business has been created, again They will of Nowhere go? True entrepreneurs Moving Towards Their fate and destiny. They get inspiration from something more expansive Than just what They earn cans. Also They dug in. Their inner strength and stepped confidently. Cans They still go through despite seemingly impossible obstacles. Thus, the right people, right place and the right opportunity emerged to help entrepreneurs Achieve Their true destiny.
3. Attract attention. All entrepreneurs have a dream. Some of Them are eager to Achieve a clear purpose, while others simply wish changed from a famous entrepreneur and first. They encourage ideas and business to do something That Might be Difficult to Achieve others. However, a true entrepreneur, not just dreaming, They Are Also people WHO attract attention. Every step They are Able to inspire others.
4. Achieving goals Itself. Many traditional entrepreneurs are aggressively pursuing dreams and develop a very successful business. But, many of those WHO do not feel the inner satisfaction. Why? Because They do not take the time to really understand what is Important to Their lives, as a result, They suffer from many illnesses, bad relationships and other matters. While the real entrepreneurs create a Business From Within themselves as the embodiment of Their soul consciousness. They understand what is Important to align beliefs and Their dreams to fulfill Their life purpose.
5. Inspirational. Many entrepreneurs choose to not have employees or colleagues. They prefer to work alone. That's why, Sometimes They are not Able to act as a good supervisor. They prefer to control everything, or do micromanagement, or do not manage anything. True entrepreneurs know the importance of team spirit and how to inspire others to be creative and Able to express a meaningful life.
They Knew That meet people's needs better for clients and Their business associates. And, as a result of Their business was growing. does not matter if you are right now is an entrepreneur or are dreaming of being an entrepreneur, understanding how to be a true entrepreneur certainly has many advantages for you.
You can remove the cap as a traditional entrepreneur and Provide more space for you to grow yourself. If you are ready to step forward and pledge to Achieve what you Want, the which is a meaningful and Prosperous life, it's time for change. Change your views and be a true entrepreneur is now!
In the current era, there is a new model for a true entrepreneur. They see success as something else, Because They Realize That Dream to Achieve security through wealth is something That is really just a dream.
They found That a security does not come from financially self. They stepped into Their inner strength to pursue life goals and create a meaningful life, not just a mere business. They were the resource persons what We call a true entrepreneur.
There are five nature and Things Owned by an entrepreneur. Namely:
1. Visionary. Entrepreneurs usually prefer the old model against something. Because, They Want freedom and Do Things Their Own Way, and believe That They can do a better job Than others. But for a true entrepreneur, a Rebellious soul only small. After all, a true entrepreneur is more of a visionary. They see the big picture is so full of fantasy. They Also have extensive knowledge of business will of live and WHO They Want to create.
2. Creator of his own fate. Traditional entrepreneurs create businesses, and this is Their greatest motivator. However, the business has been created, again They will of Nowhere go? True entrepreneurs Moving Towards Their fate and destiny. They get inspiration from something more expansive Than just what They earn cans. Also They dug in. Their inner strength and stepped confidently. Cans They still go through despite seemingly impossible obstacles. Thus, the right people, right place and the right opportunity emerged to help entrepreneurs Achieve Their true destiny.
3. Attract attention. All entrepreneurs have a dream. Some of Them are eager to Achieve a clear purpose, while others simply wish changed from a famous entrepreneur and first. They encourage ideas and business to do something That Might be Difficult to Achieve others. However, a true entrepreneur, not just dreaming, They Are Also people WHO attract attention. Every step They are Able to inspire others.
4. Achieving goals Itself. Many traditional entrepreneurs are aggressively pursuing dreams and develop a very successful business. But, many of those WHO do not feel the inner satisfaction. Why? Because They do not take the time to really understand what is Important to Their lives, as a result, They suffer from many illnesses, bad relationships and other matters. While the real entrepreneurs create a Business From Within themselves as the embodiment of Their soul consciousness. They understand what is Important to align beliefs and Their dreams to fulfill Their life purpose.
5. Inspirational. Many entrepreneurs choose to not have employees or colleagues. They prefer to work alone. That's why, Sometimes They are not Able to act as a good supervisor. They prefer to control everything, or do micromanagement, or do not manage anything. True entrepreneurs know the importance of team spirit and how to inspire others to be creative and Able to express a meaningful life.
They Knew That meet people's needs better for clients and Their business associates. And, as a result of Their business was growing. does not matter if you are right now is an entrepreneur or are dreaming of being an entrepreneur, understanding how to be a true entrepreneur certainly has many advantages for you.
You can remove the cap as a traditional entrepreneur and Provide more space for you to grow yourself. If you are ready to step forward and pledge to Achieve what you Want, the which is a meaningful and Prosperous life, it's time for change. Change your views and be a true entrepreneur is now!
Where a society wants to evolve from a command to a market economy, the challenges presented to individual enterprises can be daunting. All economies face the same fundamental issues of responsible business conduct—product quality, transparency in financial matters, orkplace health and safety, protection of the nvironment, protection of workers, and compliance with laws and industry standards. However, they are magnified in both degree and kind when an entire society is making a rapid evolution toward a market economy.