Slide 1:GROUP 7:
Mai Đặng Huyền Trang
Nguyễn Ngọc Hoài Phương TOP MANAGEMENT
Slide 2:CEO & Chairman: Michael S.Dell
Industry: Technology
Products: Desktops Servers, Notebooks, Netbooks, Televisions, Peripherals printers
Revenue: $ 61.133b (2008)
Operating income: $ 3.440b (2008)
Net income: $ 2.947b (2008)
Total Assets: $27.561b (2008)
Employees: 76,500 (2008)
Slide 3:CEO : Mike Duke
Industry: Retailing
Products: Discount Stores, Supercenters, Neighborhood Markets
Revenue: $ 404,16b(2009)
Operating income: $ 30.07b (2009)
Net income: $ 13.39b (2008)
Total Assets: $123,514b (2007)
Employees: 2,100,000 (2008)
Slide 4:CEO & Chairman: Steve Job
Industry: Computer hardware & software, consumer electronics, digital distribution
Products: Mac, Iphone, Ipod, Apple TV, Cinema Display, iLife,iWork
Revenue: $ 32.48b (2008)
Operating income: $ 6.28b (2008)
Net income: $ 4.83b (2008)
Total Assets: $ 39.57b (2008)
Employees: 35,000 (2009)
Slide 5:CEO & Chairman: Meg Whitman
Industry: Auctions
Products: Online auction hosting, shopping mall, e-commerce, PayPal, Skype, Kiji.
Revenue: $ 8.541b (2008)
Operating income: $ 1.779b (2008)
Net income: $ 2.947b (2008)
Employees: 15,500 (2008)
OUTLINE :OUTLINE 1-Top managers’ working environment
2- Responsibilities of top managers
3- Strategic planning Model
Top manager’s working environment :Top manager’s working environment + Working time: Flexible hour but long hour working ( even holidays and weekend)
+ Working space: comfortable office
+ Working requirement: Substantial Travel, High qualification requirement
+High paid salary, valuable fringe benefit
Responsibilities of Top manager :Responsibilities of Top manager Fulfill key roles
Provide corporate leadership
Set strategic planning
Importance of strategic planning :Importance of strategic planning A powerful tools to keep your organization energized, focus and effective.
Focus on establishing your organizational direction, setting priorities and identifying obstacles and opportunities that may limit or enable you to carry out your mission
Strategic Planning ModelA B C D E :Strategic Planning ModelA B C D E Environmental Scan Assessment SWOT Significant Issues Mission & Vision Values / Guiding Principles Major Goals Specific Objectives Performance Measurement Targets / Standards of Performance Baseline Components Performance Management Review Progress – Balanced Scorecard Down to Specifics Evaluate Where we are Where we want to be How we will do it How are we doing Gaps Action Plans Feedback upstream – revise plans
Assessment Model:S W O T :Matt H. Evans, matt@exinfm.com Assessment Model:S W O T External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles . Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
BASELINE :Matt H. Evans, matt@exinfm.com BASELINE Descriptive about the company as well as overall environment
Include information about relationship- customer, supplier, partner Baseline /
Organizational Profile Challenges / SWOT Gap = Basis for Long-Term Strategic Plan
EVALUATE :EVALUATE The Balance Scorecard – measurement and management system
Implement it continuously improve strategic performance and results
Slide 14:THANK YOU
FOR YOUR LISTENING