The Strategies

Next are the Strategies - the rules and guidelines by which the mission, objectives etc. may be achieved. They can cover the
business as a whole including such matters as diversification, organic growth, or acquisition plans, or they can relate to
primary matters in key functional areas, for example:
• The company's internal cash flow will fund all future growth.
• New products will progressively replace existing ones over the next 3 years.
• All assembly work will be contracted out to lower the company's break-even point.

SWOTs - Keys to Business Strategies

Having built up a picture of the company's past aims and achievements, the all-important SWOT (strengths, weaknesses,
opportunities and threats) analysis can commence.
Strengths & Weaknesses
Strengths and weaknesses are essentially internal to the organization and relate to matters concerning resources, programs
and organization in key areas. These include:
• Sales - marketing - distribution - promotion - support;
• Management - systems - expertise - resources;
• Operations - efficiency - capacity - processes;
• Products - services - quality - pricing - features - range - competitiveness;
• Finances - resources - performance;
• R&D - effort - direction - resources;
• Costs - productivity - purchasing;
• Systems - organization – structures.
If a startup is being planned, the strengths and weaknesses are related mainly to the promoter(s) - their experience,
expertise and management abilities - rather than to the project.
Threats & Opportunities
The external threats and opportunities confronting a company, can exist or develop in the following areas:
• The company's own industry where structural changes may be occurring
(Size and segmentation; growth patterns and maturity; established patterns and relationships,
emergence/contraction of niches; international dimensions; relative attractiveness of segments)
• The marketplace which may be altering due to economic or social factors (Customers; distribution channels;
economic factors, social/demographic issues; political & environmental factors)
• Competition which may be creating new threats or opportunities
(Identities, performances, market shares, likely plans, aggressiveness, strengths & weaknesses)
• New technologies which may be causing fundamental changes in products, processes, etc.
(Substitute products, alternative solutions, shifting channels, cost savings etc.)
Against an uncertain and shifting background, the objective must be to identify and prioritize the key SWOTs in a one-
handed manner (Don't say "on the one hand ...........but on the other hand.........").
Develop Business Strategies
Once the SWOT review is complete, the future strategy may be readily apparent or, as is more likely the case, a series of
strategies or combinations of tactics will suggest themselves. Use the SWOTs to help identify possible strategies as follows:
 Build on strengths
 Resolve weaknesses
 Exploit opportunities
 Avoid threats
The resulting strategies can then be filtered and moulded to form the basis of a realistic strategic plan - see also Devising
Business Strategies for further insights into the development of strategies.
A strategic marketing plan example
Is essential for general business planning strategy implementation. It must put an emphasis on product/service and support,
build a relationship business and focus on the target market. Its final purpose is identifying and exploiting the resources of
potential customers in an optimum manner.
Value proposition
settles product value rank in accordance with the offered quality and particular features placing it on a values scale.
Competitive edge
stablishes the strong points of your business, the advantages you offer to excel competition.
Positioning
shows where the business is placed within the market, what the characteristics of the business are — products/services
compared to competition.
Pricing
explains the price policy related to the product characteristics and the market tendencies. Setting the price is important as
price can constitute a ranking measure, price will put the products to question if it is too high or too low.
Promotion
states and explains the main planned means for product promoting (e.g. media, catalogs, e-mail, posters, shows etc.).
Distribution
gives the main directions and assignments for product/service distribution channel (buyer, vendor).
Marketing programs
description of planned programs, if the case.
Sales strategy
is the most important part of the marketing planning. It measures the business' success. Settle here the way your company
will approach the customer (e.g. Internet, sales staff etc.). Remember, you are not just selling a product, you are selling a
concept, an image. The personal impact and the approach of the customer are crucial. Create a collaboration relationship,
don't overlook the listening principle, keep in mind that usually people do not agree with the idea of being convinced into
buying something.
Sales forecast
should be made on the basis of market analyses and previous customer, competitor (when it is the case). It usually covers 5
years.
Sales program
decribes punctually the steps you have planned in order to achieve the projected sales. (preparation stage, staff, customer
approach, product presentation, aids, etc.)
It is not enough to know and present your products, it is necessary to understand and present your products and services so
as customers identify them as being relevant and beneficial.
When drawing the strategic marketing plan you should be aware of the fact that products' offer can be limited to the
capacities of the market but also that a market can be created/educated for a product.

Examples of marketing objectives follow:

Increase product awareness among the target audience by 30 percent in one year.

Inform target audience about features and benefits of our product and its competitive advantage, leading to a 10
percent increase in sales in one year.

Decrease or remove potential customers' resistance to buying our product, leading to a 20 percent increase in sales
that are closed in six months or less.
If you have multiple objectives, make sure they are consistent and not in conflict with each other. Also, be sure that the
remainder of your marketing plan components - the marketing strategy, budget, action programs, controls and measures -
support your marketing objectives.
Setting your marketing objectives and finalizing the remaining components of your marketing plan may serve as a reality
check: Do you have the resources necessary to accomplish your objectives?
The marketing strategy section of your plan outlines your game plan to achieve your marketing objectives. It is, essentially,
the heart of the marketing plan. The marketing strategy section should include information about:
• Product - your product(s)and services
• Price - what you will charge customers for products and services
• Promotion - how you will promote or create awareness of your product in the marketplace
• Place (distribution) - how you will bring your product(s) together with your customers.
These are the "4Ps of marketing":
• Product
• Price
• Promotion
• Place (distribution)
However, brief explanations of what should be included in the marketing strategy section of your marketing plan pertaining to
the 4 Ps appear below.
Product Description
A product can be a physical item, a service, or an idea.
• Describe in detail your products or services in terms of the features and benefits they offer customers.
• Describe what you need to have or do to provide your product or service (how it's produced).
Pricing
List the price of your products and describe your pricing strategy. List price ranges for product lines. For example, if your
product is a line of cosmetics, include information in this strategy section about your lipsticks "ranging in price from $5.00 to
$15.00 per item" rather than a detailed product price list. (You should, however, consider including a detailed price list in
theSupporting Documents section.)
Describe any price flexibility or negotiating room, as is common with large purchases such as houses or cars. Outline any
discounts you offer for long-term customers, bulk purchases or prompt payment. Also, include the terms of sale, such as "net
due in 30 days," extended payment plans, and whether you accept credit cards.
Promotion Plan
A promotion plan describes the tools or tactics used to accomplish your marketing objectives.
If your marketing objective is to: Then tools or tactics might be:
 • Advertise in baby care or motherhood magazines.
Create awareness of baby care products among
• Distribute product samples to obstetricians.
mothers of newborns.
• Offer free baby care seminars to expectant mothers.
• Distribute free samples or discount coupons at high school football
Increase sales of potato chips to teens. games.
• Sponsor an event attended by teens.
In your Action Programs section, you will describe the steps that need to be taken in detail, when they should be done, who
will do them, and so on.
Placement (Sales and Distribution)
In this section, describe how your products and customers "meet" or come together through sales and distribution.
Describe your sales philosophies and methods. Do you employ an aggressive sales method for a large number of quick
sales, or a relaxed method where the emphasis is on having customers feel comfortable to come back another time even if
they don't buy now? Do you use contract sales people or employees? Explain your approach to sales issues.
Describe your distribution system. (Where will your product be placed so customers have access to it?) A few points about
distribution to address in your marketing plan are:
• Is the exchange of the product made in a store? Through the mail? Through a direct sales representative?
• What are your production and inventory capacities? (How quickly can you make products and how many can you
store?)
• Are there cyclical fluctuations or seasonal demands for your products? For example, if you produce Christmas
decorations, how will you manage peak production and sales periods as well as slow periods?
• Do you sell to individuals or to re-sellers? Your company may use more than one method. For example, you may sell
directly to customers who place large orders but also sell to customers who buy small quantities of your product
through retail outlets.

What follows are some marketing strategies that can be used to increase sales easily and at low cost:
1. Better product mix – certain products that you sell might be of low profit (lower gross profit margin) so it is important to get
the product mix right. For example certain products might require that you carry higher inventory or have more service
facilities – this invariably costs more.
2. Better customer mix – as certain products are unprofitable so are certain customers. For example some customers will
cost a lot to retain in terms of service and time.
3. More sales calls – in very basic terms the more sales calls you perform the potential to make more sales increases.
4. Better sales calls – targeted sales calls have a better probability of working out rather than merely increasing the number
of sales calls. Do your homework before visiting your customers – this increases your chances of success exponentially.
5. Increase price – one of the easier but tricky methods of increasing your sales – as this might actually lead to a drop in
sales. Read this note on pricing
6. Reduce discounts – this too can boost your bottom-line
7. Charge for deliveries – improve the delivery and increase the number of delivery channels that can be used to distribute.
Offer a faster means of delivery to entice the client.
8. Others – depending on the industry that you are in there might be other ways of boosting sales – just stop and think
about it for a minute – while looking at all the points mentioned above. May be a combination of the above factors might lead
 to higher sales rather than using individual techniques.

The Ansoff matrix or Product-market matrix has been used successfully by many businesses over a number of decades.
The Ansoff matrix emphasizes four methods of increasing sales:
1. Market penetration – this is selling more of existing products to existing customer – perhaps by following techniques
mentioned above.
2. Market development – this is the selling of existing products to new markets. This can be achieved by increasing the
geographic scope of distribution. It can also be achieved by changes in mindset, for example in the marketing of baby
shampoo – targeting adults by promoting the mild nature of baby shampoo.
3. Product development – this is the selling of new products to existing customers. Example is the development of the
‘Walkman’ which was a completely new product but first sold to existing music enthusiasts.
4. Diversification – selling new products to new customers.

Example of HR strategy
Human Resources strategy is based on a composite of management planning policies, organizational need reviews,
performance reviews and initiatives, and business situations defined by management. The practical applications of Human
Resources strategies are generally only noticeable at the training level.

The plan is designed to:

• Identify training needs

• Identify staffing needs
• Deal with performance issues by creating training options
• Meet skills requirements (new technology, systems, etc.)
• Staff development
Human Resources strategy may contribute to restructuring based on costs, productivity, staffing levels, payroll budget, and
related issues.

Examples of HR strategy:

Planned skills training and upgrades

• Mandatory courses like Equal Opportunity Emergency drills and OHS.

• Local systems training plans
• Orientation plans
• Multi skilling training programs
• Organizational plans for training
 Welcome from Heather Paver

The stimulus for change

As the HE sector becomes increasingly competitive, it is critical that the University of Birmingham fosters the best
environment in which our 6,000 staff can prosper. We need to be an attractive employer to an increasingly international
workforce and find ways of engaging and retaining current staff who are its biggest asset in an organisation that exists to
promote research and teaching and who represent its largest cost with a direct pay bill of £200 million per annum.
The University of Birmingham has used its strategic framework to set out a vision for its positive role in society in the coming
years.
Several of the themes in the strategic framework relate to the work of colleagues: their research and teaching, leadership,
culture and organisation. The framework presents an opportunity for the University to secure competitive advantage by
establishing itself as a leader in these areas. Consequently now is the right time to review the HR strategy and to provide a
clear and united view of how the University will successfully implement these elements of the strategic framework.
The framework has prompted a restructuring of the University, creating five University colleges from 19 subject-based
schools. The new structure will provide the flexibility the University needs to respond swiftly and effectively in the face of
competition, but also to seize new opportunities that arise in the changing HE environment.
This HR strategy has therefore been informed by both the strategic framework and the University’s new organisational
arrangements. HR programmes of work related to the introduction of the new collegial structure are covered within the overall
HR strategy. The strategy has also been influenced by our review of external factors that affect the University, our current
strengths and weaknesses, and the opportunities and threats facing us.

Core mission and themes

Our aim is to achieve a people-centred culture within the University that protects and enhances the conditions necessary for
the achievement of academic excellence in research and teaching. Measures will be designed to improve support, enabling
all staff to focus more effectively on the core functions of their role.
Secondly, we seek to improve the working environment for all, for example by ensuring fairness and consistency through the
operation of robust employment and management practices.
The University identified the following core themes for the HR strategy

• Personal and organisational development

• Leadership
• Supporting change
• Workplace well-being
• Employee relations
• Performance and reward
• Efficiency, excellence and innovation.
Although the core themes are dealt with individually, it is recognised that multiple interdependencies exist. Consequently we
will adopt an integrated approach to achieving the strategy’s main goals. In addition, all the processes and outcomes in the
strategy will reinforce the University’s commitment to equality and diversity.

Involving colleagues
In developing the HR strategy, we have consciously and actively sought the involvement of the University as a whole. The
broad themes were discussed with USMC in October 2006 and again early in 2007 in more detail. There has been a
consultation process across the University including fourteen open focus group sessions involving over 150 people and
presentations to other key groups such as the school managers’ forum. Following earlier presentations of the draft strategy,
Senate and Council members were invited to provide written feedback about how we could improve the strategy. Many
heads of school have been involved in individual discussions where further feedback has been sought. The aim is to achieve,
as best as we can in a University whose members have many and varied views, a consensual strategy that is supported by
and engages the interest of as many colleagues as possible.
We have translated our core themes into strategic aspirations and considered what each will mean for the individual and the
institution. These aspirations form the bulk of the strategy document that follows. USMC, and from January 2008 the
University Executive Board, will be responsible for drawing up an action plan and making sure that aims within it are
achieved.

Measuring progress

Progress will also be measured using institutional key performance indicators and our HR balanced scorecard. The
University has also instigated a process of self-assessment which will be overseen by an internal steering group. This will
provide an additional mechanism to monitor progress against the action plan, and will provide clear, measurable indicators of
progress against HR targets.

This strategy sets out ambitious aims for the future of the University and its staff with the intention that the University will
enhance its growing international reputation both for the excellence of its research and teaching and as an employer. I
commend it to you.

Personal and organisational development

To be successful, the University needs to create and sustain an environment that will nurture personal learning and
development by its staff. We expect to achieve this largely by being clear to employees about the University’s future needs in
order to encourage them to assess their present state of knowledge and skills in the light of those needs. This should lead to
individuals discovering and evaluating their personal work and career aspirations and then planning career development
opportunities for themselves, supported by University processes.
The HR strategy will support this process by:

• Helping colleges and other budget centre teams prepare people for the skills they need to acquire as a result of
reorganisation
• Advising college and other budget centre teams who are developing learning and development plans for employees and
designing and delivering programmes to fulfil the plans
• Providing a career planning framework and guidance that will allow individuals to choose from a range of career
opportunities. This will include a description of career choices within three broad areas (teaching, research and
administration or management)
• Increase the capacity of the University to offer career development opportunities, for example better support for researchers
at the beginning of their careers, and the advancement of new teaching standards

Outcomes
The individual will be able to:

• Understand his or her personal development requirements and know whether the University can accommodate them
• Negotiate support with the person responsible for agreeing how their personal and career development needs will be met.
• Access programmes that are relevant to their career needs at times that are suitable for them
The person responsible for agreeing personal and career development plans will be able to:

• Relate the needs of the individual to the organisational priorities of the college or budget centre and provide clear direction
about what is a priority and what is achievable for the individual
• Discuss the individual’s personal development with them confidently and in a way that is appropriate to the needs of the
college or budget centre, making clear the resources and opportunities that will be available to support the person’s
development.
The University will be able to:

• Demonstrate that employees can participate in a structured programme of work and/or career development that balances the
University’s organisational priorities and the aspirations of the individual
• Develop highly skilled managers and leaders in research, teaching and administration and show that this has led to better
career opportunities for staff.

Leadership
The University’s success is predicated, in part, upon the breadth and depth of its leadership capability.
The University will promote a culture in which leadership skills are valued and encouraged, and are aligned with its values
and strategic vision. The HR strategy envisages a broad discussion with all affected parties on the nature of effective
leadership. Upon the achievement of that understanding, a leadership framework will be devised from which accredited
programmes of leadership development will be built. These programmes will appropriately reflect the different leadership
demands within management, research and teaching environments.

Outcomes
The individual will be able to:

• See what good leadership means and, from this experience, critically evaluate their own working style and development
needs
• Feel confident that the people who manage or direct their work do so competently, with due attention to their local
environment and in keeping with the University’s values
• Access leadership training and information, coaching and mentoring resources in order to complement their personal
development
The person responsible for directing others will be able to:

• Recognise his or her own leadership style and consciously experiment with and improve their approach in relation to their
work
• Lead in a way that enables a more diverse group of people to succeed in the University
The University will be able to:

• Use the strategic framework to provide a clear sense of purpose and direction, which is reviewed and updated annually
• Show that the University’s leaders at all levels demonstrate good practice in the execution of their accountabilities
• Show that there is progressive and sustained improvement in levels of trust and confidence in the leadership of the University

Supporting change
Successful change is a product of many of the other themes forming the present strategy. Retaining a positive work
environment during periods of change relies upon clear lines of communication, timely and purposeful training and
development that equips people with the skills necessary to move into the new environment, and a support network for
people who are having difficulties as a result of the change.
Supporting change as a strategic theme will complement existing good practice with an awareness-raising programme
designed to equip the University community with an enhanced capability to design, implement and adapt to change.
 Outcomes
The individual will be able to:

• Understand how the changes that are occurring in his or her role, team or department relate to the broader strategy of their
college and the University
• Respond positively to the changes while being able to challenge aspects of the change and have his or her concerns
debated and answered
• Understand what stage has been reached in any given change programme and relate progress to a timed plan
The person responsible for directing others will be able to:

• Apply key concepts and models of change management and know how to apply basic change management techniques to
any organisational change he or she is leading.
The University will be able to:

• Implement internal changes effectively and sensitively

• Achieve the transition to a collegial structure
• Show that the adoption of a successful change management methodology has, over time, significantly and positively
influenced relationships with all employees within the University.

Workplace Wellbeing
The University has a duty of care for the people it employs. It aims to ensure that people working at the University are
productive, safe, healthy and engaged. Such positive perceptions of working at the University benefit both the individual and
the University.
Well-being encompasses a positive and healthy experience for people who work at the University. Its scope is wide, taking in
health and safety, the mental and physical health of staff and the provision of a professional and high-quality working
environment. All this is underpinned by a continuing commitment to the principles of diversity.
Successful workplace well-being will include improved engagement and commitment from individuals (eg individuals more
able and prepared to engage in ambassadorial roles), reduced risks to occupational health and safety (eg improved
awareness and training for managers in risk management), higher levels of staff satisfaction and reduced absenteeism.
All parts of the HR strategy have implications for workplace well-being and implicit in its delivery is the principle of
‘sustainability’ in which decisions and actions taken can be proven to be in the wider and long term interests of the University
and that economic, social and environmental goals are progressed simultaneously. Colleagues who feel that employment
practices are clear and fairly applied are more likely to engage with the University. There is also a close relationship between
student life and well-being, so liaison between colleagues working in areas that are developing in parallel and sometimes
overlapping provision is an important element of the strategy.

Outcomes
The individual will be able to:

• Respect the University because of the value it places on well-being

• Feel that the working environment is healthy and safe
• Access a range of services and resources in support of his or her own well-being
The person responsible for directing others will be able to:

• Understand his or her role in influencing the well-being of people he or she works with
• Identify and support the key well-being issues in his or her area of responsibility and be aware of the support available to
address any problems
• Understand how these issues link to college and University priorities
• Feel supported by senior colleagues and University services in managing workplace well-being
• Identify whom to ask for help or advice if an employee comes to them with difficulties
The University will be able to:

• Demonstrate that the strategy has a positive benefit on employee satisfaction

• Demonstrate that the strategy has a good effect on recruitment and retention
• Demonstrate that there is a robust system for managing environmental, health and safety risks with clear accountability
• Have confidence that leaders and managers are able to contribute effectively to the aims of the strategy

Employee relations
Employees will recognise the University as a fair and good employer.
Employee relations within the University will be characterised by an increasingly shared vision of the University’s future and
a framework of action and decision making that balances not only the need for consistent and fair practice across the
institution but also acknowledges and supports the virtue of local autonomy.
The employee relations culture will be one in which employees recognise that their interests are best served by the
University’s success in achieving its objectives.
The University will seek to build a good working relationship with the recognised trade unions and will feel able to share
sensitive information with union representatives in the confidence that they will recognise the best interests of both the
University and their members. A feeling of mutual trust will inform discussions between the University and the unions.
Employees and their representatives will feel confident when raising concerns that they will be treated seriously and that a
fair conclusion will be reached.
The University will seek to improve the way in which cross-University communication and dialogue is conducted.
The University, through the HR department, will continue to put in place progressive employment practices and policies that
are in keeping with its values and that will bolster its reputation as an employer.

Outcomes
The individual will be able to:

• Understand the objectives of the University and how his or her role contributes to their achievement
• Understand any limitations on action that are due to resource and funding constraints
• Recognise the prerogative of managers within the University to manage as best they can
• Be involved in setting the work priorities in his or her department
• Recognise clear standards of performance and conduct that are applied consistently
• Judge that his or her workload is reasonable
• Raise issues and feel confident that they will be taken seriously
The person responsible for directing others will be able to:

• Exercise a reasonable degree of discretion in leading others

• Represent difficult decisions and situations to his or her team
• Set objectives for his or her team and give them honest feedback on their performance
• Reward excellent performance
The University will be able to:

• Have the capacity and flexibility, within a legislative framework, to manage the University in the way it thinks best
• Take staff along with it in its decision-making
• Count on the support of its managers when explaining its decisions to staff
The union official will be able to:

• Represent members’ interests to the University and get a fair hearing

• Take a long view in the best interests of all members

Performance and reward

The HR strategy will continue to build on existing mechanisms of assessing an individual’s contribution against the
aspirations and targets of their academic discipline and/or department targets. The purpose is two fold, to facilitate the
conditions that encourage positive and meaningful performance discussions between the individual and those responsible for
the control or direction of the individual’s work and career (e.g. department head, principal investigator) and to develop
coherent policies and procedures that will, as well as identifying those whose contribution is exceptional to the norm of their
peers, tackle under-performance.
 There are a number of underlying presumptions that will inform the outputs of this theme:
1. All roles within the University can be defined in terms of expected contribution and that actual performance against
these expectations can be measured.
2. There is a legitimate link between individual performance and the rewards and recognition that the individual
receives.
3. Motivational and valued ‘reward’ may vary for different individuals and work groups, and will encompass financial
and non-financial elements.
4. For any performance system to work, it will need to be flexible to local needs whilst remaining true to accepted and
consistent principles of performance assessment.
The priorities are to deepen the knowledge, expertise and confidence of those responsible for the assessment of other’s
performance; to conduct an effective performance dialogue; and to strengthen the links between performance, reward and
personal and career development processes (eg SDRs and succession planning). The system will also bring in performance
improvement processes which will allow more timely and consistent handling of under-performance.

Outcomes
The individual will be able to:

• Discuss their performance and personal development in a way that provides them with a clear understanding of what is
required of them in their role(s)
• Have sufficient and regular opportunity to discuss their needs in relation to their immediate work responsibilities and broader
personal development
• Agree, with those responsible for assessing their performance, how discussions and meetings relating to this will be
structured and conducted
The individual responsible for assessing performance will be able to:

• Interpret into local practice University governing principles around performance discussions
• Agree the structure and manner of each performance discussion with the individual and therefore adapt their approach as
needed
• Clearly identify exceptional contributors and will have, at their disposal, a range of financial and non-financial mechanisms
with which they can reward, recognise and celebrate the individual’s achievements in a consistent and timely manner
• Identify under-performance, demonstrate clearly the nature and extent of performance shortfall to the individual and have
resources accessible to them to assist the individual to effect a performance improvement
The University will be able to:

• Demonstrate that structured performance discussions are occurring throughout the University between individuals and the
appropriate supervisory structure.
• Demonstrate that the performance system and the approach to rewarding individuals is a positive selling point to the external
labour market and forms an essential part of the University’s brand and reputation.
• Demonstrate an effective balance has been achieved between central principles and local autonomy in the implementation of
performance and reward practices.

Efficiency, excellence and innovation

HR itself will be required to undergo substantial changes at the same time as it supports the University’s transition to a
collegial structure. At the end of that change the HR function will have the following characteristics.
HR support to schools/colleges and budget centres will be respected for its understanding of the aims, objectives and
individual culture of these groups, for its assistance to managers in fulfilling their day-to-day management responsibilities,
and for its expertise in technical and legal matters. More generally, HR will be seen as progressive force, providing a
supportive service to the University, and helping it to capitalise on opportunities presented by wider political, economic, social
and legal development.
HR will support the University’s ambition to sustain and enhance a spirit of innovation by creating employment conditions that
value independent thinking and action.
In view of Birmingham anticipated to become one of the first majority non-white cities in the UK in the next ten years, a key
aspect of the University’s success will be its recognition as a good employer in relation to its approach to diversity, in all its
forms. Employment policies will be geared towards enabling employees to achieve balance between their work and the
enjoyment of fulfilling lives outside working time.
 The HR management information system will be comprehensive and, within the limits of data protection legislation, provide
for input, amendment and retrieval of information at a local level. The principle of single data input for multiple purposes will
be key to the efficiency of the system and its maintenance. The management information system will also form a strong
foundation for greater knowledge sharing and effective action. It will be an important component in the support given to the
University’s programme of change.

Outcomes
The individual will be able to:

• Get help in relation to his or her employment with the University in a timely fashion
• Access personal information and system applications that make working in the University easier.
The individual with responsibility for the direction of others will be able to:

• Handle most employment issues as a result of good training and access to professional advice and support within the HR
department
• Assess the risks associated with contentious issues and address them confidently and skilfully
• Access information, reports and analysis easily.
The University will be able to:

• Achieve its strategic aims as a result of a professional HR function providing a sound, accurate core service, and strategic
and consultancy expertise as required
• See speedier decision-making as a result of an increasingly confident, knowledgeable and skilled management team
• Gain an insight into the workings of the University through accurate, system-based information reporting and analysis and
consequently make more effective decisions.

Characteristics of Successful Businesses

A successful emerging growth business is likely to display many of the following characteristics:
1. Sensibly financed (with prudent mix of equity and debt).
2. Strong cash position (with access to follow-on or contingency funds).
3. Offers above-average profitability (in terms of return on capital invested).
4. Aims for rapid growth in revenues (with profits lagging but in prospect).
5. Targets expanding, or otherwise attractive, market segments.
6. Develops a strong franchise or brand.
7. Devotes substantial resources to innovation (R&D, offerings or market).
8. Competes on non-price issues (e.g. quality, service, functionality).
9. Very close to customers and responsive to their needs.
10. Seeks specialist/leadership image with superior offerings.
11. Well managed with high-grade staff & good people-management.

Behind every characteristic there should be an explicit strategy designed to increase the chances of success and not simply
aimed at reducing the likelihood of failure. For example:
• A growth business needs a cash war chest and not merely "adequate" debt facilities.
• Likewise, its management team must have the capacity to manage the present business as well as its growth.
Clarify Existing Business Strategies
In planning new strategies for a business, it is essential to define its current (implicit or explicit) strategies for the business as
a whole and its main functional areas - finance, marketing, sales, management, operations etc. Do this by setting out a series
of short strategic statements. Some examples:
• The business has been financed entirely from retained profits and without recourse to debt or external equity.
• The implicit sales strategy has been to offer a very broad range of products at premium prices and to invest heavily
in promotion.
• The senior management team has been drawn exclusively from family members.
• Instead of doing R&D, the business copies competing products and sells them at a discount.