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    Lenovo

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    amin233
    This document lists several potential critical success factors (CSFs) for a business to achieve its objectives. It identifies objectives such as gaining market share, increasing competitiveness, attracting new customers, and achieving fresh supplies quickly. For each objective, it suggests candidate CSFs that may be important to focus on such as maintaining quality, offering competitive pricing, providing good customer service and communication, retaining staff through training, and securing financing for expansion. The document also outlines several key performance indicators (KPIs) that are commonly used to measure and compare business performance, such as gross profit margin, net margin, return on assets, operating costs, working capital, current ratio, quick ratio, debt-to-equity ratio, and sales growth

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    Lenovo

    Uploaded by

    amin233
    92 views5 pages
    This document lists several potential critical success factors (CSFs) for a business to achieve its objectives. It identifies objectives such as gaining market share, increasing competitiveness, attracting new customers, and achieving fresh supplies quickly. For each objective, it suggests candidate CSFs that may be important to focus on such as maintaining quality, offering competitive pricing, providing good customer service and communication, retaining staff through training, and securing financing for expansion. The document also outlines several key performance indicators (KPIs) that are commonly used to measure and compare business performance, such as gross profit margin, net margin, return on assets, operating costs, working capital, current ratio, quick ratio, debt-to-equity ratio, and sales growth

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    This document lists several potential critical success factors (CSFs) for a business to achieve its objectives. It identifies objectives such as gaining market share, increasing competitiveness, attracting new customers, and achieving fresh supplies quickly. For each objective, it suggests candidate CSFs that may be important to focus on such as maintaining quality, offering competitive pricing, providing good customer service and communication, retaining staff through training, and securing financing for expansion. The document also outlines several key performance indicators (KPIs) that are commonly used to measure and compare business performance, such as gross profit margin, net margin, return on assets, operating costs, working capital, current ratio, quick ratio, debt-to-equity ratio, and sales growth

    Copyright:

    © All Rights Reserved
    Download as RTF, PDF, TXT or read online from Scribd
    Download as rtf, pdf, or txt
    92 views5 pages

    Lenovo

    Uploaded by

    amin233
    This document lists several potential critical success factors (CSFs) for a business to achieve its objectives. It identifies objectives such as gaining market share, increasing competitiveness, attracting new customers, and achieving fresh supplies quickly. For each objective, it suggests candidate CSFs that may be important to focus on such as maintaining quality, offering competitive pricing, providing good customer service and communication, retaining staff through training, and securing financing for expansion. The document also outlines several key performance indicators (KPIs) that are commonly used to measure and compare business performance, such as gross profit margin, net margin, return on assets, operating costs, working capital, current ratio, quick ratio, debt-to-equity ratio, and sales growth

    Copyright:

    © All Rights Reserved
    Download as RTF, PDF, TXT or read online from Scribd
    Download as rtf, pdf, or txt
    of 5

    In order to identify possible CSFs, we must examine the mission and objectives and

    see which areas of the business need attention so that they can be achieved. We can
    start by brainstorming what the Critical Success Factors might be these are the
    !Candidate! CSFs."
    Objective Candidate Critical Success Factors
    Gain market share locally of 25%
    Increase competitiveness versus other
    local stores
    Attract new customers
    Achieve fresh supplies of farm to customer in 24
    hours for 75% of products
    ustain successful relationships with
    local suppliers! develop online and
    o"ine service
    ustain a customer satisfaction rate of #$%
    %etain sta& and customer focused
    trainin'! maintain (uality! make it less
    price sensitive compare to competitors!
    communication! service! after sales
    service
    )*pand product ran'e to attract more customers
    %+,! innovation throu'h % + ,! tacit
    skills
    )*pand in 'lo-al market
    ecure .nancin' for e*pansion
    ac(uisition! /oint venture or mer'ers
    #rovides values though different channel $irect selling, relationship or third
    %eduction environment pollution carbon footprint, recycling
    &ross #rofit'Sales ( &ross #rofit )argin
    The gross margin is not an exact estimate of the company's pricing strategy
    but it does give a good indication of financial health. Without an adequate
    gross margin, a company will be unable to pay its operating and other
    expenses and build for the future. In general, a company's gross profit
    margin should be stable. It should not fluctuate much from one period to
    another, unless the industry it is in has been undergoing drastic changes
    which will affect the costs of goods sold or pricing policies.
    0et 1ar'in2
    Most publicly traded companies will report their net margins both quarterly
    during earnings releases! and in their annual reports. "ompanies that are
    able to expand their net margins over time will generally be rewarded with
    share price growth, as it leads directly to higher levels of profitability.
    %34)
    #$"% is a useful metric for comparing profitability across companies based
    on the amount of capital they use. #$"% is especially useful when comparing
    the performance of companies in capital&intensive sectors such as utilities
    and telecoms. This is because unli'e return on equity #$%!, which only
    analy(es profitability related to a company fs common equity, #$"%
    considers debt and other liabilities as well. This provides a better indication of
    financial performance for companies with significant debt.
    Operating cost
    The operating expense ratio is a useful tool when comparing the expenses of
    similar properties. If a particular piece of property has a much higher $%# for
    a particular expense, such as maintenance, an investor should see that as a
    red flag and should loo' deeper into why maintenance expenses are so much
    higher than comparable properties.
    Working capital growth
    On the one hand, working capital is always significant. This is
    especially true from the lender's or creditor's perspective, company
    meet its short&term obligations, such as paying vendor bills) if current
    assets are less than current liabilities, an entity has a working capital
    defciency, also called a working capital defcit.
    Current ratio
    The ratio is mainly used to give an idea of the company's ability to
    pay back its short-term liabilities debt and payables! with its short-
    term assets cash, inventory, receivables!. The higher the current
    ratio, the more capable the company is of paying its obligations. "
    ratio under # suggests that the company would be unable to pay off
    its obligations if they came due at that point. While this shows the
    company is not in good financial health, it does not necessarily mean
    that it will go bankrupt - as there are many ways to access financing
    - but it is definitely not a good sign.
    *uic' #atio'
    $uick ratio % current assets & inventories! ' current liabilities
    "n indicator of a company fs short-term li(uidity. The (uick ratio is
    more conservative than the current ratio because it e)cludes
    inventories from current assets. The ratio derives its name
    presumably from the fact that assets such as cash and marketable
    securities are (uick sources of cash. *nventories generally take time
    to be converted into cash, and if they have to be sold (uickly, the
    company may have to accept a lower price than book value of these
    inventories. "s a result, they are +ustifiably e)cluded from assets that
    are ready sources of immediate cash.
    ,ebt to -(uity
    + high debt,equity ratio generally means that a company has been
    aggressive in financing its growth with debt. This can result in volatile
    earnings as a result of the additional interest expense. This can lead to
    ban'ruptcy, which would leave shareholders with nothing.
    .ales growh rate/!
    a company to increase outstanding stoc' and spread mar'et capitali(ation
    the company's value! over a greater number of shares.
    VVVVV VVVVV
    56 primary activities
    in-ound lo'istics7
    like other -i' laptop and desktop suppliers raw materials
    receivin' from suppliers6
    3perations7
    lenovo 3)1 partners are mainly 8istron! 9uanta and compal
    three who developed the model of ideapad! thinkpad! and tin
    yat6
    3ut-ound lo'istics7
    lenovo online! o:ine sales and 3)1 partners provides
    out-ound lo'istic or distri-ute channel6
    1arketin' and sales
    marketin' of the company is very key elements as sales
    depends on it6 It persuade customer to -uy it6 ;enovo mo-ile
    device smartphone and ta-let came out to adapt the new
    environment6
    ervice
    lenovo deliver the product with relia-ility and provide
    warrenty! protection! and after sales service6 ;enovo
    maintain the (uality and reach the service no matter where
    the customer are6 ;enovo di&erentiation and cost leadership
    increase the demand of the service contineously6
    V. upport activities
    <rocurement
    ,rive (uality improvement from our suppliers of 'oods
    and services
    deliver lowest overall cost and 'reatest competitive
    advanta'e
    improve client perception of our values throu'h
    increased in:uence and e*ample like customer service
    and support6
    =echnolo'ical development
    innovate products to in:uence customers6
    >%1
    this is the techni(ue of employment mana'ement that can
    motivate employee to 'ain knowled'e and use e*perience!
    trainin' knowled'e to produce re'ular products and innovate
    procts6 Also com-ination of employment policies! pro'rams
    and practice6
    ?irm infrustructure
    lenovo has consistently out'rown the world wide pc market
    in unit shipments and 'ained market share across all
    'eo'raphic! products and customer se'ement! makin' it
    fastest 'rowin' <c company in the world6

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