development of product and services in an organisation

Contact BHAVI BHATIA for assignments: [email protected]; +91-9814614666

1 Table of contents:

Task Contents

1 Choose any organization you are considerably familiar with and develop a

business case a new product/service/process and how its development will

result in success and profitability for your organization based on research

and also submit and idea for your product plan by outlining costs of all

resources required for implementation, timescales and workable strategy.

2 Produce a power point presentation

3 Carry out project in accordance with project proposal. Include crucial

factors for success of the new product/process/service.

Identify the cost of training and development of staff.

Developing appropriate marketing strategy.

Developing monitoring and evaluation process in regard to new process.

1 Contact BHAVI BHATIA for assignments: [email protected]; +91-9814614666

mailto:[email protected]



Task1: Choose any organization you are considerably familiar with.

Develop a business case a new product/service/process and how its development will result

in success and profitability for your organization based on research.

Submit and idea for your product plan by outlining costs of all resources required for

implementation, timescales and workable strategy.

Fishery:

"Training in Fish Stock Assessment and Fishery Research Planning" has organized training

courses on fish stock assessment and workshops dealing with the assessments of specific

resources in many countries. The general experience has been that in many cases proper

assessments were difficult to achieve due to restrictions in the available data, both in quality and

quantity.

In August 1997 at its first session, the APFIC Joint Working Party on Fishery Statistics and

Economics recommended that APFIC and FAO should prepare "draft guidelines on

methodologies and standards for the collection of production and structural statistics for capture

fisheries”. On this basis it was decided to form an informal inter-departmental working group to

organize an Expert Consultation on Routine Data Collection and a Regional Workshop to allow

experts from Asia to review the draft guidelines on the collection of data from marine and inland

fisheries. Chapters of the guidelines were written prior to the Expert Consultation, but during the

meeting most of these manuscripts were re-arranged and simplified.

Further:

1. The organization is constantly trying to identify and explore opportunities in order to

survive and be profitable.



2. Its manager focuses on the market and tries to identify opportunities which the

organization can explore and face market threats.

Central to the success or failure of a business is the health of its product (or service) mix. The

product life cycle concept is a useful conceptual framework within which to study how firms can

vary their marketing strategies. At different stages in the product life cycle certain marketing

strategies seem to be more appropriate than others. The life cycle concept also points to the

different earning patterns of products or services at various points in time. It indicates that it is

necessary to have a balanced portfolio of products services in terms of cash generating

capabilities in order to ensure steady-sales and profits at all times. Since products will generate

different cash flows and profits over their lives it means that the firm has to constantly review its

product mix, prune its product lines and introduce new products from time to time in order to

maintain long-run profits and stay in business.



Task 3:

Methods of collecting data:

1. Qualitative Data and Quantitative Data: Qualitative data is data that is mainly words,

sounds or images. Quantitative data is data that is mainly numbers.

2. Structured and Unstructured Data: Structured data is organized, unstructured data is

relatively disorganized. Structured data can be produced by closed questions;

unstructured data can be produced by open questions.



Setting up a data collection programme follows from identifying data needsthrough to working out how the data should be

collected. In designing the programme,all options should be carefully considered.

Strategies for the design of data collection programmes will vary between fisheries. Within a

state or region, there almost always will be a mixture of industrial, small scale commercial,

artisanal, subsistence and recreational fisheries. Each will have its own characteristics, itsown

relative importance and its own potential for the supply of data. In addition, someinformation



must be obtained from external sources, such as international market data, orcatch data from

foreign fishing vessels that never visit state ports. Each fishery will require its own strategy with

elements of complete enumeration and sampling. Over time some aspects of a data collection

strategy may move from complete enumeration to sampling (or vice versa), particularly as

knowledge is developed and requirements or resources change. Sampling strategies are often

punctuated by complete enumeration from time to time in order to re-evaluate baseline data. It is

not feasible to construct a perfect strategy for any one fishery or subsector that will meet all

requirements for all time. Flexibility and the adoption of alternative approaches must forma key

component of any strategy, whether it is designed for assessment of fish stocks, the evaluation of

markets or the assessment of community dependence on fisheries. In general, however, any

strategy will require the following steps:

• evaluate existing data sets in relation to the objectives of the programme, including

accessibility of the data (i.e. computerized, on paper);

• describe the operating characteristics of the sector or subsector (e.g. fishery, market, fleet,

community, institutional environment), also known as the census or frame survey;

• decide on the approach to be taken: complete enumeration or sampling, including cost benefit

and cost effectiveness analysis and an evaluation of operational considerations(institutional,

financial and human resources);

• design methods according to the approach adopted, including the form of stratification to be

used in sampling;

• implement a test phase to validate the method, including participation by other stakeholders;

• establish a continuing feedback mechanism between data sources and data users to ensure that

data types, quantity, quality and origin are consistent with the requirements for determination of

the performance indicator in question.

INFORMATION REQUIREMENTS FOR SYSTEM DESIGN:



Infrastructure information is essential for constructing frames for a data collection programme.

The first step is to define the water bodies and areas that will be included, and prepare a

description of the fishing industry operating within them (ports and landing places, fishing fleets,

fishers, markets and transportation routes etc.). Such information serves to provide a detailed

classification and description of the structure of the primary fishery sector, and is essential for

establishing a proper collection scheme for all fishery data. Many of these institutional data are

also required for socio-cultural analyses.

Crucial factors for the success of new project/process:

1. Understanding your customers

The importance of understanding the customers cannot be overstated. Most companies operate

without clear and well-defined understanding of true customer needs, what their customers

actually value the most and the least, what they are willing to pay for and what would make them

stay loyal. And, even if these factors are well understood, the ability to build and execute a

competitive strategy is often lacking. So potential competitive strengths never materialize in the

eyes of the customer.



2. Strong product management:

But in my view, the lack of proper organization and well-defined product management processes

is an extremely typical cause of inability to bring even excellent product ideas to the market.

Without an owner nothing is going to happen after the initial brainstorming. And even with a

well-defined product owner, most required actions will not take place unless the processes are in

place to get beyond the idea stage. Make sure the product owner is not merely a ‘technical’ one,

but in fact measured on all 3 components of my initial objective: profitability, time-to-volume

and customer satisfaction. And with ownership and customer understanding in place, we can

start moving.



3. Ability to identify and focus on the best product ideas

Far too many companies try to develop too many product ideas at the same time. Try to avoid

that pitfall.

4. The right product architecture:



What happens when you move from the stage of product idea into deeper analysis, design and

engineering? Different people take over. So we must make sure we create a handover where the

new people really understand what’s vital. And do we manage that?

Normally, there is no easy way to ‘tune’ a product architecture once products have been built and

launched based upon that specific architecture. It’s like building a house: You better find out

whether you need an elevator before you have already built the first three floors. It is not

impossible to redesign afterwards, but it is extremely expensive and time consuming. And often

you are better off scratching whatever you built and start with blank sheets of paper.



5. Strong project management:

This success factor is also rarely on the radar of the ‘innovation people’. But true innovation is

not about generating ideas, but about execution. Ideas are not very valuable unless they are

properly implemented, which brings me to the hard disciplines of managing time and costs,

benefits and risks, team members, contractors and vendors, issues and requirements, tasks and

milestones. And all the other good stuff related to project management. Project management?

Yes, proper product development requires heavy involvement across typical boundaries between

departments and business areas. So the project form is nearly always better than implementation

through a line organization.



6. Support for customization:

Getting the customization issue right actually has to do with most other success factors. It is

related to understanding which customer needs are customer specific, and which are ‘generic’. It

is about building a product architecture that enables customization. And it’s about the way

customer projects are run and how different customer groups are involved in regular product

development projects.



All the factors when taken together becomes as shown in the diagram below:

Analysis of the business

Understanding a business in depth is the goal of self-analysis and is based on detailed current

information on sales, profits, costs, organizational structure, management style and other factors.

Approaches include: focus on marketing competencies and the resource-based view of the firm

which are central to any thinking about self-analysis from a marketing perspective. Next there is

value chain analysis which examines the elements upon which a competitive advantage can be

based. Other useful frameworks include Kay’s distinctive capabilities and the Balanced

Scorecard. Then there is shareholder value analysis which provides a financial evaluation of a

business. These might be briefly discussed and illustrated.



One should also mention sales and profitability analysis along with the need to implement more

qualitative measures of analysis which try to ascertain customer perceptions of the organization

and its products or services.

Creativity in business is an important issue and there is a need be aware of problems associated

with negative mind sets and blocks to creativity. Discuss how such problem can be circumvented

and illustrate some of the creative problem solving techniques mentioned in the chapter in the

book.

Sustainable competitive strategy and generic strategies:

In order to keep the strategic window open it is necessary to maintaining a sustainable

competitive advantage. In consequence, one should note that competitive advantage should be

market led.

One should explore and examine the nature of core competencies and interpret their importance

as the basis of gaining a sustainable competitive advantage in the market place. Along with these

core competencies are a number of generic strategies that an organization can seek to follow or

implement. Each of these generic strategies should be examined in turn. That is low-cost, focus

and pre-emptive strategies and differentiation strategies. The latter leads on then to the

consideration of product and service quality, customer focus and relevant issues relating to brand

management.

Evaluation of staff development and training cost:

Staff development is an important part of assisting performance improvement at organisational,

faculty/central department, unit and individual levels. It is therefore important that the transfer of

learning into the workplace is assessed through a process of review and evaluation so that its

success or otherwise can be established and so that we can demonstrate the contribution learning

makes towards overall organisational success.



Evaluation is the process of finding out how the development or training process has affected the

individual, team and the organisation. The benefits of evaluating training and development are

to:

Promote business efficiency by linking efforts to train and develop staff to operational

priorities, goals and targets.

Identify cost effective and valuable training events or programmes, leading to better

focused learning and development.

Ensure the transfer of learning into the workplace.

Use and reinforce techniques learned to help improve quality and customer service within

the organisation.

Help define future development objectives.

The role of employee training and development is becoming more important as companies are

increasingly relying on the knowledge, skills and abilities of their human capital to drive firm

performance. According to the SHRM Employee Development Survey Report, the top three

methods that are used most frequently for employee development are generic training (84%),

cross-functional training (80%) and leadership training (71%). Since training is a major

component in enhancing employee competencies, tracking the training-cost-per-employee metric

helps determine the investment in training at an individual level. This metric can be computed by

dividing the total training cost for an organization by its headcount. Shown below is the formula

for calculating the general cost:



Organizations commit to training for different reasons, such as improving product quality,

introducing technology to gain operational efficiency, reducing errors, etc. Yet capturing the

training cost per employee is only the initial step in quantifying the value of training. From there,

it is necessary for HR professionals to analyze the effectiveness of training by identifying

operational results, if any, that training had on employee performance. To more completely

evaluate the return on investment of training, HR professionals must work with department

managers to determine the effects of improved employee performance on business results. For

example, if recent training improved employee performance by reducing the amount of errors

those assembly technicians made when assembling a product, it may be possible to quantify the

amount of time that quality control technicians saved in reworking products before they are

shipped to customers. Tracking this metric may also facilitate the budgeting process. For

example, based on an established record of training cost per employee, HR practitioners can

estimate the expenses involved in training new hires. In addition, by comparing training cost per

employee with similar organizations, HR professionals may find the data helpful in justifying

training initiatives for their organizations, because developing the skills of their workforce is one

way that organizations can enhance their competitiveness in the market. An illustration of this

can be seen when call-center employees are provided with in-depth customer and conflict



resolution training. Such training provides call-center employees with additional skills to

positively resolve customer complaints, which, in turn, creates a loyal customer base that will

likely purchase products from the organization in the future.

Other worth noting facts and various cost factors:



Reference:

1. Acheson, J. M. (1981). Anthropology of Fishing. Annual Review of Anthropology

10:275-316.

2. Anderson, J.E. (1987). Quotas as options: optimality and quota licence pricing

underuncertainty. Journal of International Economics, 23(1/2):21-39.

3. Caddy, J. and Mahon, R. (1995). Reference points for fisheries management. FAO

Fish.Tech. Pap. No. 347. Rome, FAO, 83p.

4. Davidse, W.P., Cormack, K., Oakeshott, E., Frost, H., Jensen, C., Rey, H.S., Foucault,

F.and Taal, C. (1993). Costs and earnings of fishing fleets in four EC countries

calculatedon a uniform basis for the development of sectoral fleet models. The Hague,

AgriculturalEconomic Research Institute (LEI-DLO).

5. FAO, (1995a). Code of conduct for responsible fisheries. Rome, FAO, 41p.

6. FAO, (1995b). Programme for the World Census of Agriculture 2000 (WCA 2000).

FAOStatistical Development Series No 5, Rome, FAO, 79 p.

7. El Sayed H.R. (on-going) Ecological studies on planktonic and epiphytic

microinvertebrates in LakeNasser, Egypt. Faculty of Science, Benha University, Egypt

8. Sarkar, Sanchta. (on-going) Reservoir Fisheries Development in Indian Indo-Gangetic

Basin: AnEcono-institutional Perspective. Ph, D. Thesis, Vidyasagar University,

Midnapore, West Bengal



Bibliography:

Abban, E.K. (1999). Integrated development of artisanal fisheries. IDAF Project GHA/93/008

Abdel-Azim, M.E. 1974, Biological studies on Tilapia nilotica L. and Tilapia galilae in Lake

Nasser. M.Sc. Thesis,Alexandria. Univ., Egypt.

Antwi, L.A.K. 1990. Limno-chemistry of Volta Lake 25 years after its formation. Institute of

Aquatic Biology, Tech.Report. 11p

Bush, R. 2002. Land reform and counter-revolution. In Bush, R. (Ed.), Counter-revolution in

Egypt’s countryside:Land and farmers in the era of economic reform, pp. 3-31. New York: Zed

Books Ltd

Cheung, S. 1969. The Theory of Share Tenancy, Chicago University Press, Chicago.

Christensen V., 2005. SCOR/IOC Working Group 119 on Quantitative ecosystem indicators for

fisheriesmanagement Quantitative Ecosystem Indicators for Fisheries Management. ICES

Journal of Marine Science62 (3).


development of product and services in an organisation

Marketing