Running head Implementation Strategy

Running head: Implementation Strategy
1
Jessica Richards
Purdue Global University
MT460-01: Management Policy and Strategy
December 20, 2018
Developing implementation action plan
Introduction: objectives
This implementation plan is designed for Andrews Company for

the year ending December 31st 2023. The main purpose of
developing this implementation plan is to develop
comprehensive and multifaceted strategic action plans to help
address issues that are critical to the success or failure of the
company.
Objectives of different departments in the company:
Research and development
Some of the goals and objectives of this department include the
following;
· To improve technical and analytical skills of personnel; with
the increasing advancement in technology, this is the main
objective of this department.
· To improve employee retention.
· To develop leadership abilities and potential of the team hired.
Finance department
· To increase revenue; since the company’s current revenue
($40,800) is less than the potential expenses leading to a net
loss and an increase in operating income of $4,839, the
company plans to increase its revenue to reduce the i ncreased
operating income.
· To manage costs; this objective goes hand in hand with the
objective to increase revenue. The company pan to manage costs
as it grows.
· To maintain appropriate finance leverage; the company plans
on increasing debt from $58,433 to some higher value since
debt financing is cheaper as compared to equity financing.
· Diversify and increase revenue streams; the company plans on
increasing sales of different products to increase its general
revenue since the company only receives revenue from the sale
of Able.
· To maintain profitability; the company plans on not only
increasing its revenue and reducing thus increasing its profits
but also to make it somehow constantly growing. Profitability
of a company should not fluctuate much.
· To ensure financial sustainability; since the external
environment is uncertain and out of control of the management,

the company need to remain financially stable and this may
sometimes encompass seeking outside sources of finance.
· To maximize shareholder’s wealth; the company since is a
business unit plans to satisfy the business units’ common
economic objective.
Marketing department
· To offer the best products; the department aims at providing
the best products in the market to allure customers to the
company’s products. This will happen especially when high tech
is used to produce products. Some of the products that may be
used include;
Name price
Bold $41.90
Dabble $44.50
Fast $42.50
Feast $42.50
· To increase market share; the company’s market share when
high tech is used is 0.7% and 6.5% when low tech is used,
therefore the company may decide to use low tech to produce
products to increase its market share.
· To improve customer retention by using customer database
like customer relationship management (CRM).
Production department
· To increase mass production; the company aims at increasing
its production level since this will help in reducing costs.
· To produce innovative products that help increase customer
base
· Differentiation of products; the company aims at producing
unique products to help customers differentiate the company
with others in the market.
· To minimize production time; the company aims at ensuring
production is done at the minimum time possible. This will help
to free up some corporate resources to help in additional
production lines or production of other products.
· To use resources efficiently; another objective of production
department is to maximize efficient use of company’s resources

and this can be accomplished through capacity requirements
planning.
Strategic initiatives and timeframe for these initiatives
The company plans at completing the following high level
activities to accomplish some of its prioritized goals and
objectives;
· Increase participative leadership style – this is a continuous
process in the company throughout its life or so long as the
company is not dissolved.
· To carry out comprehensive and strategic environmental
scanning to find required information in the research and
development department. The company can conduct a SWOT
analysis to get data – environmental scanning is a continuous
process and shall be carried out so long as the company exists.
· To conduct cash budgeting- financial planning will be carried
out quarterly for efficiency.
· Effective communication in the organization - this will happen
as a daily system of the company.
· To be market oriented to increase the sales revenue – daily
market research to be familiar with the market information.
· To retain the best personnel – best personnel shall be retained
for a period of 10-20 years or till retirement.
Balanced scorecard
Andrews is a manufacturing company and just like other
manufacturing companies, its main concern is operational
efficiency, that is, increasing output and decreasing production
cost. The company can achieve these objectives by pricing
products correctly, ensuring consumers can access products
easily.
Andrew’s balanced scorecard
Profit and revenue
Low cost production
Product and revenue mix
Lower costs of production operations
Additional production lines to maximize revenue
Head count management

Optimal value for price
Ensure product accessibility
Appropriate product assortment
Ensure consumer preference
Timely distribution
Management of finance
Comprehensive environmental scanning
Efficient purchasing process
Safety at all production levels
Effective communication of information and internal
transparency
Retain the best personnel
Critical success factors
· Relationship between customers and the company; the
company need to develop strong positive relationship with its
customers to achieve its revenue goal.
· Cost reduction; in order for the company to meet its cost
reduction goal, it should constantly embrace product designs
and efficiency.
· Employee turnover; the company should reduce employee
turnover to increase employee retention.
· Product quality
· Market share
· Customer satisfaction
· Productivity
Key performance indicators
High level key performance indicators will measure the overall
performance of the company while low level key performance
indicators will focus on the processes at departmental level such
as research and development, production, marketing and
finance.
High level key performance indicators: Financial metrics
· Profit; the company’s potential of generating high net profit is
relatively low since its projected income statement shows a net

loss of $12,523.
· Cost; the company is assessing efficient ways of reducing
costs through additional production lines.
· Cash flow financing activities; the company has a low
financial strength because it has negative net cash flow of
$27,325.
Low level key performance indicators
(i) Research and development
Low tech
· Price range: $15 - $35
· Performance: 7.3
· Reliability: 14000 – 20000 hours
High tech
· Price range: $25 - $45
· Performance: 10.9
· Reliability: 17000 – 23000 hours
(ii) Marketing
Low tech
Market share: 6.5%
High tech
Market share: 0.7%
(iii) Production
Low tech
Name
Automation
capacity
Utilization
Able
3.0
800
163%
Baker
6.5
1350
133%
Cake

7.5
1150
136%
Cent
4.5
700
200%
Daze
6.0
1300
119%
Eat
6.0
1000
140%
East
6.0
750
200%
High tech
Name
Automation
Capacity
Utilization
Bold
4.0
800
127%
Dabble
4.0
850
157%
Fast
4.9
1000

130%
Feast
4.9
800
200%
(iv) Finance
The company plans on selling more products to offset the loss it
is experiencing.
Guiding policies
The company will not only develop internal policies but it will
also develop external policies that will help in guiding the
company in trying to control the external environment factors
that may affect the performance of the company.
· Financial management policies to help in cash budgeting
· Confidentiality policies to help the company in keeping its
information to gain a competitive edge.
· Equal opportunities policies that help guide the development
of participative leadership style.
· Complaints policies that help guide achievement of effective
communication in the organization
· Recruitment policies that guide the human resource
department in employing the best personnel.
Enforcement policies
Normally leaders often blame subordinates when the company
performance is not appealing and they take credit when the
company performs well. This can be reduced by the following
policies;
· Work allocation policies; these help in knowing who exactly
lead to the failure of the company or which department
specifically did not perform as required that lead to the
company experiencing net losses.
· Communication policies; leaders or management personnel of
the company should use effective communication mediums to
help in laying information quite effectively in the company.
· Team development policies; the company’s management

should embrace team work since each team member will be
responsible to their teammates to be accountable to a clear plan
of action.
· Another thing that can enforce accountability in the company
is when the management knows the guiding policies of the
company. Knowing what policies to follow in every situation
help one in taking the initiative and being able to own their own
mistakes and not to blame them on others.
Systems to support strategic initiatives
· Financial systems; these include computerization of
accounting, cash budgeting and finance operations of a
company. This system also include personnel system because
headcount control and payroll of a company is an important
concern for the company.
· Operational systems; these systems help operational managers
to run the company in a daily routine. These systems affect the
company’s profitability and they include computer capacity
planning, technology forecasting and personnel performance
planning.
· Strategic systems; these are information systems that help the
company gain sustainable competitive advantage (SCA) which
can be gained if the company possesses and employs resources
and capabilities that are rare, non-substitutable, expensive and
those that cannot be merely duplicated by competitors.
Processes to facilitate strategic initiatives
Some of the processes that can fasten the strategic activities
planned include;
i. Determining the company’s readiness to be involved in taking
the strategic initiatives.
ii. Developing departmental teams and schedule for taking the
planned activities.
iii. Conducting a comprehensive and continuous environmental
scanning.
iv. Reviewing the data collected from the conduct of
environmental scanning and making the necessary decisions.

Standard operating procedures
They help the company in taking the strategic operations
correctly and in the same manner. Some of these procedures
include:
i. Safety precautions; they include procedures taken to improve
safety in every production level of the company.
ii. Quality assurance; they include procedures the company can
take to assure customers that their products are of high quality.
The company use the issue of samples prior to release of new
products.
iii. Complaints management; these help the company to deal
with the customer complaints.
iv. Fundamental operational procedures; these help the company
to develop other procedures.
v. Standard procedures for operating plant and equipment; these
help the organization in operating the production levels.
Resources needed
Allocation of resources is one of the basic activities in strategy
implementation. This include both financial and non-financial
resources that are available to the company and those that are
not available but are needed in the implementation process
therefore the company need to find a way to get them at the
required time.
These resources include financial resources, time, human and
intellectual resources, technological resources and physical
resources.
Accountability
The results and outcome of the strategic initiatives are made
possible by everyone in the company since every employee had
a role to play in the process and they all had their roles played
so well.

References
Podeswa, H. (2009). The business analyst's handbook.
Harvard Business Review Press. (2011). HBR’s 10 must reads
on strategy.
Walter III, K. (2010). The lords of strategy: the secret
intellectual history of the new corporate world.
The Blackwell Encyclopedia of Management. (2005). J. McGee
(Ed.), 2nd ed., Vol. 12. Malden, MA: Blackwell.

Unit 9 Assignment.htmlAssignment Details
Designing an Implementation Strategy
In this Assignment, you will culminate one Course Outcome
based on your design of a plan to implement a future-oriented
strategic plan of your Capsim Core simulation company:
MT460-5: Design a plan to implement a business strategy
throughout an organization.
Once a strategy is developed, it must be implemented. If a
sound strategy fails, it is usually due to poor implementation
planning, monitoring, measurement and a lack of corrective
action. Essentially, a strategic implementation plan is an action
plan, enhanced with tools to monitor and measure how
effectively and efficiently business activities are aligned with
strategic goals and objectives. In this Assignment, you will
design an implementation plan that monitors and measures the
alignment of your business unit and functional level business
activities with your enterprise and corporate level strategies for
your Capsim Core simulation company. You will develop two
deliverables in this Assignment as follows:
Implementation Action Plan Design Document
The implementation action plan you design will be a detailed
document outlining processes and procedures for your chosen
Capsim Core simulation company at the business and functional
levels (Research and Development, Marketing, Production, or
Finance) of strategy. The initiatives and activities related to the
functional level of strategy are carried out through the creation
and enforcement of standardized processes and procedures.
Policies and systems must also be reviewed and modified as
needed to ensure success, but should remain aligned with the
enterprise and corporate level strategies. You will use the
Balanced Scorecard (BSC) methodology and Key Performance
Indicators (KPI’s) to ensure all business initiatives and
activities are linked directly to the enterprise and corporate
level strategies to manage, monitor and measure performance of
the implementation plan. The data and metrics from your

Capsim Core Reports and Star Summaries will be useful in the
design of your implementation strategy. Use the following
guidelines to design your implementation action plan:Develop
an action plan to implement your strategy, to include the
following components:
Objectives: list of corporate (departmental) goals and
objectives.Strategic Initiatives: list of strategic initiatives
planned to achieve goals and objectives.Balanced Scorecard: an
overview of how objectives will be achieved using the BSC
methodology.Critical Success Factors: identify elements vital to
successfully achieving objectives.Key Performance Indicators:
list the key performance indicators for each objective.Time
Frame: establish timeframes and deadlines for each initiative
and task.Guiding Policies: list of policies needed to guide
strategic initiatives.Enforcement Policies: list of policies
needed to enforce accountability.Systems: what systems are
necessary to support strategic initiatives.Processes: list of
processes that will facilitate strategic initiatives across
functional areas.Procedures: list of standard operating
procedures that inform on task execution. Resources Needed: list
common and uncommon resources needed to complete each
initiative.Accountability: identify teams and roles that are held
accountable for results and outcomes of strategic initiatives.
Your action plan will be supported by intensive evaluation and
analysis of your strategies, company’s core competencies,
tactics, and strategic controls. You will need to complete the
following before developing your action plan matrix. You
should use theReview and refine the goals and objectives at the
enterprise and corporate levels of your Capsim Core simulation
company. Pay special attention to the goals and objectives of
your chosen department (Research and Development,
Marketing, Production, or Finance). At this stage, you should
have developed an entire organizational and departmental
strategy to use for this assignment. Ensure your goals and
objectives are designed appropriately using SMART
principles.Review and refine strategic initiatives for your

chosen Capsim Core simulation company department (Research
and Development, Marketing, Production, or Finance). Ensure
the strategic initiatives are aligned with the organizational and
departmental goals and objectives before moving
forward.Develop and Illustrate a Key Performance Indicator
tree, including each component:
Enterprise level strategic goalsCorporate level (departmental)
strategic goalsStrategic InitiativesCritical Success FactorsKey
Performance IndicatorsIn the format of a Balanced Scorecard
strategy map, illustrate the relationship between dimensions of
the Balanced Scorecard Methodology and your organizational
and corporate strategy. Illustrate the alignment of
organizational goals and objectives with the corporate
(departmental) goals and objectives. Create and align critical
success factors and key performance indicators with each
corporate goal and objective. Relate the critical success factors
and Key Performance Indicators with each dimension of
performance in the BSC methodology. Be specific and avoid
using generalizations when creating Critical Success Factors
and Key Performance Indicators.Explain the relationship
between the dimensions of the BSC methodology and your
organizational and departmental strategy. Thoroughly explain
the Balanced Scorecard strategy map you created.In a core
competency diagram, illustrate the connectivity between your
Capsim Core simulation company’s enterprise and corporate
level goals and objectives, company’s strategic core
competencies, and Key Performance Indicators. Be very specific
and avoid using generalizations when establishing and aligning
Key Performance indicators with your company’s core
competencies.Explain how your company’s core competencies
and the Key performance indicators are aligned with the
enterprise and corporate level goals and objectives. Thoroughly
explain how the Key Performance Indicators will measure
achievement of the higher level goals and objectives.Use a
minimum of three peer-reviewed research resources to
substantiate your strategic decision-making.

Here is the Unit 9 Assignment grading rubric.
Directions for Submitting Your AssignmentBefore you submit
your Assignment, you should save your work on your computer
in a location and with a name that you will remember.Make sure
your Assignment files are saved in the correct format (Microsoft
Word .doc or .docx).Submit your completed document to the
Unit 9 Assignment Dropbox.
MT460-6: COMPOSE BUSINESS POLICIES TO ENABLE
IMPLEMENTATION OF A STRATEGIC PLAN
Unit 10 Seminar
Management Policy and Strategy
*
UNIT OUTCOMESExplain how policies affect the performance
of an organization.Illustrate the connection between policies
that provide safeguards and policies that encourage
innovation.Design a policy manual to facilitate strategy
implementation.Compose policies that align all levels of the
business strategy hierarchy to facilitate a seamless
implementation plan.
*

UNIT SUMMARYThe cornerstone of a sound strategy is the
policy and procedures that guide and enforce its implementation
and maintenance over a duration of time. In this unit, you will
explain how policies affect the performance of an organization.
You will identify and illustrate the connection between policies
that provide safeguards for the strategy, and those policies that
encourage innovation. Also, you will consider the significance
of ethics in the practice of strategic management in the design
of a policy manual that facilitates strategy implementation.
Your policy manual should align all levels of the business
strategy hierarchy to facilitate a seamless implementation plan
for your strategies.
DISCUSSIONUngraded Team Discussion
LEARNING ACTIVITYCapsim SimulationPowerPoint
Presentation on Report #6Verbal NarrationElaborated on the
successes and failures of each department in detail and gave
strategic direction to each department manager.
ASSIGNMENTDevelop a professionally formatted policy
manual to support your Capsim Core simulation company’s
chosen department (Research and Development, Marketing,
Production, or Finance) strategy and implementatio n plan.It is
up to you to decide what policies and procedures are needed to
support and enforce your Capsim Core simulation company
strategy and implementation plan. At minimum, you should
compose five policies to help support and enforce your strategy

and implementation plan.Review Chapter 6 in “Writing
Exceptional Policies and Procedures” by Page (2009), and
Chapter 6 in “How to Develop Essential HR Policies and
Procedures” by McConnell (2005) found in the library. Each
Policy you compose should contain components such as the
following. Be thorough and detailed in the composition of your
policy manual.PurposePersons Affected (Scope)Policy
StatementResponsibilitiesProceduresFormsReferencesDocument
ApprovalsExplain how your policies affect the performance of
the organization.In the overview section your policy manual,
illustrate the connection between policies that provide
safeguards and policies that encourage innovation in relation to
the strategy and implementation plan goals and
objectives.Compose policies that align all levels of the business
strategy hierarchy to facilitate a seamless implementation plan.
Ensure that the purpose, scope, policies, and procedures are
aligned with the goals and objectives of each level of
strategy.Use a minimum of three peer-reviewed research
resources to substantiate your strategic decision-making.Your
policies should be written using “Active” voice.Your grammar
and spelling must be perfect in a policy manual.
How policies affect the performance of an organization.
Policies are important in a workplace as it helps reinforce and
clarify the standards expected of employees and help employers
manage staff more effectively as it defines what is acceptable
and unacceptable in the workplace.
Photo by Tim Gouw on Unsplash
Written policies and procedures should be at the heart of every
organization. While it is not currently required by law that

private companies to adhere to written policies and procedures ,
it is certainly in the best interest of all companies, regardless of
their size, to have formal, documented policies and procedures
and to periodically verify that they are operating
effectively.When an organization has written policies that
address potential sources of risk and require employees to know
them, one creates awareness of the need for risk management. It
is best to ensure that employees comply with company policies
intended to minimize risk.
Policies and procedures also provide clarity to the reader when
dealing with accountability issues or activities that are of
critical importance to the company, such as, health and safety,
legal liabilities, regulatory requirements or issues that have
serious consequences.
Photo by Ty Williams on Unsplash
Problem
Definition
Policies
and
Methods of
Analysis
Stake-
holders/
Politics
History of the Issue
Policy Formulation
“What can we do?”
Policy Implementation

“How do we make it work”
Policy: Development to Implementation
TYPES OF EMPLOYMENT POLICIES
The employment policies that you have will depend on the size
and nature of your business. For example, if your staff operate
machinery, it may be a good idea to implement a specific staff
policy on drugs and alcohol use. Performance & Innovation
PoliciesSafeguard Policies (Health & Safety, Diversity,
Harassment, etc…)Training & Development PoliciesEmployee
Pay and Benefits PoliciesIntellectual Property and Rights Policy
Illustrate the connection between policies that provide
safeguards and policies that encourage innovation.
Policies that provide safe guards connect with policies that
encourage innovation. Safeguarding means ensuring the overall
safety and wellbeing of individuals. It is about protection and
preservation of organizational interests. Safeguarding concerns
can include any form of harm including neglect, exploitation or
radicalization. An organization has the responsibility to act on
safeguarding of individual private information according to
law.An organization has the responsibility to obey laws and
regulations to safeguard stakeholders and shareholders from
harm.

SAFEGUARD POLICIES
Policies that innovate:
An innovation is the implementation of a new or significantly
improved product (good or service), or process, a new
marketing method, or a new organizational method in business
practices, workplace organization or external relations.
Innovation plays a key role in the economy and society by
contributing to growth and jobs and helping address social and
environmental challenges.Innovation is important for growth at
all stages of development, specifically by creating and diffusing
new technologies; different types of innovation play different
roles at various developmental stages.Innovation may be
characterized by several dimensions including (1) the degree of
novelty, (2) the type of innovation (product and process
innovation), (3) the impacts of radical and incremental
innovation and (4) the source of innovation (technological and
non-technological innovation).The notion of what innovation is
and what role policies to encourage innovation can play has
changed considerably over the past decades.
WHAT TYPES OF POLICY INTERVENTIONS ARE NEEDED?
The rationales and objectives of policy intervention in support
of innovation are wide-ranging, as are the policy instruments
used. The large variety of policy instruments and wider number
of actors involved have increased the complexity of the policy
landscape and made inconsistencies and redundancies more
likely.At the same time, appropriate measurement of innovation
and the conditions that affect it are critical for enacting policies
to support innovation. Measurement and evaluation enable
policy makers to justify particular types of interventions,

design appropriate policies with higher chance of success and
conduct suitable benchmarking exercises.
MEASURING INNOVATION POLICYAppropriate
measurement is critical for policy to support innovation since it
may help policy makers in accomplishing the
following:Assessing the contribution of innovation to achieve
social and economic objectives.Understandin g the determinants
of and obstacles to innovation to design policies with higher
chances of success.Evaluating the effectiveness of different
policy approaches, and consequently adapting current policies
or designing new ones.Benchmarking innovation performance
and conditions for innovation to those of other countries.
Policies that Innovate
Innovation Policy Mix Example
Design a policy manual to facilitate strategy implementation.
DEFINITIONS
POLICIESExpress rules, expectations and requirementsExplain
what to doAre realistic and attainableHave an active voice
(subject-verb-object)
PROCEDURESList steps to followTell “how” to perform a

jobHave an active voice and are imperative
STEPS FOR THE DEVELOPMENT OF POLICIES AND
PROCEDURES
Assess the Need
Research Best Practice
Develop a Writing Plan
Draft and Edit the Policy and/or Procedure
Obtain Approval
Engage in Communication and Education
Practice Review and Revision
*
Step 1: Investigate if an approved policy or procedure already
exists.: Check appropriate manuals, discuss with the
stakeholders involved (supervisor, P&P Coordinator)
Step 2: Complete a literature search (textbooks, internet,
library, etc.). Interview users regarding current practice and
ideas for best practice.. Benchmark with other similar areas.
Step 3: Review information collected. Set target dates: Rough
draft, draft # 1, review, draft # 2, committee approval, and
education.
Step 4: Review all resource documents: circle information you
want to keep, use x’s through information to delete, and make
notes on the document. Edit for wording, grammar, etc, Send to
stakeholders to review for clarity and accuracy.
Step 5: Send to the appropriate committee and Senior
Administration for approval.
Step 6: Distribute the policy and/or procedure. Ensure education
is provided for all those who are users.
Step 7: Set appropriate time for all policies and procedures to
be reviewed and updated and the length of time for retention.

FORMATTING DECISIONSFont and sizeFull margin
justification or left onlyWill the same font and size be used for
headings?How will headings and subheadings be identified?Line
spacing between paragraphs and points, headings and
subheadingsNumbering of steps and substepsExpression of
timeWill numbers in the text be words or
numerals?Identification of abbreviationsTense and tone used
*
Example of formatting decisions: Arial font, size 11, Page
Margins, Headings, Sub-Headings, Numbered points for
procedures (steps and sub-steps), Bullets for policies, Use of
numbers (e.g. Words are used to express numbers in mid-
sentence if it is from 1 to 10, Words are used for numbers 11 or
higher), Headers and Footers, References and Numbering of the
policy or procedure.
Compose policies that align all levels of the business strategy
hierarchy to facilitate a seamless implementation plan.
STAGES IN POLICY DEVELOPMENTIdentify needIdentify
who will take lead responsibilityGather informationDraft
policyConsult with appropriate stakeholdersFinalize / Approve
policyConsider whether procedures are
neededImplementMonitor / Review / Modify as needed
IDENTIFY A NEED FOR POLICY

Bank wire deposits can be sent to:
Policies can be developed:
In anticipation of need (e.g. child protection policies should be
in place once an organization starts to work with children or
young people); and In response to need (e.g. a policy position
on a government strategy may be developed in response to a
consultation paper). The organization needs to constantly assess
its activities, responsibilities and the external environment in
order to identify the need for policies and procedures.
IDENTIFY WHO WILL TAKE LEAD RESPONSIBILITY
Delegate responsibility to an individual, working group, sub-
committee or staff members, according to the expertise
required.
GATHER INFORMATIONDo you have any legal
responsibilities in this area? Is your understanding accurate and
up to date? Have other organisations tackled the same issue?
Are there existing templates or examples that you could draw
on? Where will you go for guidance?
DRAFT POLICYEnsure that the wording and length or
complexity of the policy are appropriate to those who will be
expected to implement it. Examples and Templates available in
Knowledge Base Folder

CONSULT WITH APPROPRIATE STAKEHOLDERSPolicies
are most effective if those affected are consulted are supportive
and have the opportunity to consider and discuss the potential
implications of the policy. Depending on whether you are
developing policies to govern the internal working of the
organization or external policy positions, you may wish to
consult, for example: Supporters; Staff and volunteers;
Management Committee members; and Service users or
beneficiary.
FINALIZE / APPROVE POLICYWho will approve the policy?
Is this a strategic issue that should be approved by the
Management Committee or is the Committee con dent that this
can be dealt with effectively by staff? Bear in mind that,
ultimately, the Management Committee is responsible for all
policies and procedures within the organization.
CONSIDER WHETHER PROCEDURES ARE
NEEDEDProcedures are more likely to be required to support
internal policies. Consider whether there is a need for clear
guidance regarding how the policy will be implemented and by
whom. (E.g. a policy regarding receiving complaints will
require a set of procedures detailing how complaints will be
handled). Who will be responsible for developing these
procedures? When will this be done? What will be the processes
for consultation, approval and implementation?
IMPLEMENTHow will the policy be communicated and to
whom? Is training required to support the implementation
among staff and volunteers? Should the organisation produce a

press release (for external policy positions)?
MONITOR / REVIEW / MODIFYWhat monitoring and
reporting systems are in place to ensure that the policy is
implemented and to assess usage and responses? On what basis
and when will the policy be reviewed and revised (if
necessary)?
WHAT POLICIES ARE NEEDED?External Policy
InfluenceInternal Policy Influence
EXTERNAL POLICY INFLUENCEThis involves development
of policy positions in relation to external issues or
developments which are pertinent to the organisation's
concerns. Engagement in the wider policy environment is often
important to protect service users, bene ciaries, to demonstrate
value to supporters or funders or to protect the future of the
organisation itself.
EXTERNAL POLICY INFLUENCE EXAMPLESAn overseas
development charity may need to adopt a policy position on the
government's response to a particular aid crisis; A community
group may need to adopt a policy position on the Council's
plans to redevelop a local play area for commercial purposes;
and A voluntary organisation may wish to adopt a policy
position in relation to proposed legislation which impacts on
their legal responsibilities or future funding potential.

EXTERNAL POLICY INFLUENCEIn order to be effective in
external policy development, an organization must ensure it
uses available opportunities to keep informed regarding external
developments which are relevant to the organization.
Organizations engaging in raising issues at a political level
need to ensure they are aware of political regulators and laws.
INTERNAL POLICY DEVELOPMENT
This involves development of policies, practices and procedures
to govern the organization's operations. These help to ensure
that the organization: complies with its legal responsibilities; is
able to demonstrate effective management and accountability;
provides clear guidelines for those involved in running
activities; and establishes clearly its beliefs, positions or
values, helping to ensure that these are supported through its
activities.
INTERNAL POLICY INFLUENCE EXAMPLESFinancial
management policies; volunteer policy;
complaints policy; confidentiality policy; recruitment policies;
and equal opportunities policy.
Even when there are no staff and the Management Committee
carry out the day-to-day work, there is still a need for written
policies to govern the organization's operations. Remember,
every policy decision made by the Management Committee
should be designed to help the organization realize its mission

(core purpose) and help it to operate more effectively.
POLICY RESOURCES
SHRM (2018). How to develop and implement a new company
policy. Retrieved from:
https://www.shrm.org/resourcesandtools/tools-and-
samples/how-to-
guides/pages/howtodevelopandimplementanewcompanypolicy.as
px
Page, S. Achieving 100% Compliance of Policies and
Procedures by Stephen Page: Retrieved from:
http://www.companymanuals.com/compliance/index.htm.
Round 5 - 2023
Sim ID Z78802_11
High Level Overview
Team Name Andrews Baldwin Chester Digby Erie Ferris
Average
Sales $19,214 $96,253 $62,067 $103,162 $69,231 $108,346
$76,379
Profit ($12,523) $9,193 $4,567 $12,827 $6,675 $13,478 $5,703
Contribution
Margin
(7.6%) 31.5% 35.2% 36.4% 32.0% 32.5% 26.7%

Emergency Loan $78,041 $0 $0 $0 $0 $0 $0
Stock Price $1.00 $44.69 $25.87 $53.75 $30.04 $48.08 $33.90
Market Share 4.2% 21.0% 13.5% 22.5% 15.1% 23.6% 16.7%
Research and Development
Use the Customer Buying Criteria, Product List and Perceptual
Map to help you design products for your
customers and analyze where your products are positioned
relative to your competition.
Customer Buying Criteria
Low Tech
Customer Buying Criteria Importance
Price $15.00 - $35.00 41%
Age 3 Years 29%
Reliability 14,000 - 20,000
Hours
21%
Positioning Performance 7.3
Size 12.7
9%
High Tech
Customer Buying

Criteria Importance
Positioning Performance 10.9
Size 9.1
33%
Age 0 Years 29%
Price $25.00 - $45.00 25%
Reliability 17,000 - 23,000
Hours
13%
Perceptual Map
Performance
S
iz
e
0 2 4 6 8 10 12 14 16 18 20
0
2
4
6
8

10
12
14
16
18
20
Product List
Name Pfmn. Size Reliability Age Revision Date
Able 5.9 12.5 19000 1.4 4-Oct-2023
Baker 7.7 13.8 19800 2 13-June-2023
Bold 9.7 9.2 22400 1.3 12-Sep-2023
Cake 5.8 13.4 17000 4.4 6-Jan-2024
Cent 8.1 10.4 20000 1.2 6-Sep-2023
Daze 7.2 13 18000 3.3 15-Jan-2023
Dabble 10.5 9.8 22000 1.3 15-Aug-2023
Dust - - - - 11-Mar-2024
Eat 6.9 13.5 16500 3 30-May-2022
East 6.2 12.8 16500 2.8 8-Jan-2022

Fast 10.7 9 22000 1.5 23-July-2023
Feast 10.3 9.5 22000 1.2 23-July-2023
Marketing
Look at each segment to assess how your products fit in the
market. View how many units each product sold
and their projected sales, and compare your product's price,
promo & sales budget to the competition. The
Customer Satisfaction Score tells you what your customers
think of each product.
Name Price Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able $34.00 529 497 No $1,000 26% $1,000 64% 10

Baker $29.70 1,699 1,604 No $1,350 48% $1,350 91% 28
Bold $41.90 62 58 No $1,350 48% $1,350 78% 0
Cake $23.90 1,551 1,463 No $1,150 59% $1,025 64% 22
Cent $35.80 402 594 Yes $1,150 59% $1,025 58% 10
Daze $33.50 1,443 1,358 No $1,450 45% $1,450 98% 25
Dabble $44.50 5 5 No $1,450 45% $1,450 85% 0
Eat $27.10 1,418 1,334 No $1,000 54% $1,000 60% 25
East $27.10 1,003 1,198 Yes $1,000 54% $1,000 55% 23
Feast $42.50 5 5 No $1,200 9% $1,500 81% 0
Low Tech Segment
Buying Criteria Importance
Price $15.00 - $35.00 41%
Age 3 Years 29%
Reliability 14,000 - 20,000 Hours 21%
Positioning Performance 7.3 Size 12.7 9%
Demand Information
Market Size 8,117
Units Sold 8,117

Growth Rate 10%
Market Share
Andrews (6.5%) Baldwin (21.7%)
Chester (24.1%) Digby (17.8%)
Erie (29.8%) Ferris (0.1%)
Name Price Units Sold
Potential
Sold
Stock Out
Sales
Budget
Customer
Accessibility
Promo
Budget
Customer
Awareness
Customer
Satisfaction
Able $34.00 36 35 No $1,000 11% $1,000 64% 0
Baker $29.70 194 189 No $1,350 62% $1,350 91% 2

Bold $41.90 893 868 No $1,350 62% $1,350 78% 31
Cake $23.90 4 4 No $1,150 40% $1,025 64% 0
Cent $35.80 294 430 Yes $1,150 40% $1,025 58% 14
Daze $33.50 197 192 No $1,450 77% $1,450 98% 3
Dabble $44.50 1,078 1,047 No $1,450 77% $1,450 85% 34
Eat $27.10 73 71 No $1,000 29% $1,000 60% 0
East $27.10 61 67 Yes $1,000 29% $1,000 55% 0
Fast $42.50 1,322 1,284 No $1,200 72% $1,500 100% 40
Feast $42.50 1,223 1,188 No $1,200 72% $1,500 81% 36
High Tech Segment
Buying Criteria Importance
Positioning Performance 10.9 Size 9.1 33%
Age 0 Years 29%
Price $25.00 - $45.00 25%
Reliability 17,000 - 23,000 Hours 13%
Demand Information
Market Size 5,375
Units Sold 5,375

Growth Rate 20%
Market Share
Andrews (0.7%) Baldwin (20.2%)
Chester (5.5%) Digby (23.7%)
Erie (2.5%) Ferris (47.3%)
Production
All information related to your Production department decisions
is below. View your product costs compared to
the competition, and assess the capacity, automation, and
utilization levels of each product.
Name
Primary
Segment
Price
Material
Cost
Labor Cost
Contribution
Margin
Units
Produced
Inventory
Automation
Next Round

Capacity
Next Round
Plant
Utilization
Able Low Tech $34.00 $10.10 $12.78 (7.6%) 1,287 2,995 3.0
800 163%
Baker Low Tech $29.70 $10.76 $9.07 30.5% 1,782 274 6.5
1,350 133%
Bold High Tech $41.90 $17.59 $10.40 32.9% 941 177 4.0 800
127%
Cake Low Tech $23.90 $8.39 $5.31 37.9% 1,491 130 7.5 1,150
136%
Cent Low Tech $35.80 $14.31 $10.84 31.3% 696 0 4.5 700
200%
Daze Low Tech $33.50 $10.30 $8.98 38.5% 1,541 292 6.0 1,300
119%
Dabble High Tech $44.50 $17.61 $11.36 33.9% 1,094 226 4.0
850 157%
Dust - - - - - - - 5.0 500 -
Eat Low Tech $27.10 $9.11 $8.25 33.2% 1,394 112 6.0 1,000
140%
East Low Tech $27.10 $9.19 $8.99 30.3% 996 0 6.0 750 200%
Fast High Tech $42.50 $18.55 $9.75 32.5% 1,287 239 4.9 1,000
130%

Feast High Tech $42.50 $17.70 $10.88 32.5% 1,188 82 4.9 800
200%
Finance
View high-level financial overviews - income statement, cash
flow statement and balance sheet - for each
company in your industry. Below, you can see how each of your
products contributed to your profitability.
Income Statement
Andrews Baldwin Chester Digby Erie Ferris
Sales $19,214 $96,253 $62,067 $103,162 $69,231 $108,346
Variable Costs $20,666 $65,944 $40,199 $65,650 $47,055
$73,158
Fixed Costs $4,031 $12,195 $11,405 $12,832 $8,665 $11,237
Other $0 $108 $107 $434 $153 $64
Interest $13,783 $3,574 $3,187 $4,110 $2,879 $2,729
Taxes ($6,743) $5,051 $2,509 $7,048 $3,668 $7,405
Profit Sharing $0 $188 $93 $262 $136 $275
Net Profit ($12,523) $9,193 $4,567 $12,827 $6,675 $13,478
Cash Flow

Cash from Operating ($27,325) $15,320 $10,019 $18,045
$13,036 $17,102
Cash From Investing $0 ($9,200) ($10,200) ($23,100) ($9,900)
($7,680)
Cash from Financing $27,325 ($4,991) $3,366 $8,299 $1,647
($1,289)
Net Change in Cash $0 $1,129 $3,185 $3,243 $4,782 $8,133
Starting Cash
Position
$0 $15,757 $14,136 $14,015 $12,635 $10,982
Closing Cash
Position
$0 $16,885 $17,321 $17,259 $17,417 $19,115
Balance Sheet
Current Assets $68,524 $35,234 $24,340 $38,106 $25,111
$37,080
Fixed Assets $4,800 $42,587 $40,587 $52,324 $35,886 $29,781
Total Assets $73,324 $77,821 $64,927 $90,430 $60,997 $66,862
Current Liabilities $80,403 $20,470 $13,134 $21,142 $12,976
$19,714

Long-Term Liabilities $2,600 $18,151 $19,171 $21,631 $16,577
$11,811
Total Liabilities $83,003 $38,621 $32,305 $42,772 $29,553
$31,525
Total Equity ($9,679) $39,200 $32,622 $47,658 $31,444
$35,337
Total Liabilities &
Equity
$73,324 $77,821 $64,927 $90,430 $60,997 $66,862
Product Financials
Able Total
Sales $19,214 $19,214
Variable Cost $20,666 $20,666
Able Total
Fixed Cost $4,031 $4,031
Net Margin ($5,483) ($5,483)
Other (Fees, Writeoffs) $0
Interest $13,783
Taxes ($6,743)

Profit Sharing $0
Net Profit ($12,523)
Round 5 - 2023High Level OverviewResearch and
DevelopmentCustomer Buying CriteriaLow TechHigh
TechPerceptual MapProduct ListMarketingLow Tech
SegmentMarket ShareHigh Tech SegmentMarket
ShareProductionFinanceIncome StatementCash FlowBalance
SheetProduct Financials
Unit 9 Assignment Grading Rubric
Assignment Criteria
Points
Possible
Possible
Earned
Comments
Action Plan Components:
Objectives: listed of corporate (departmental) goals and
objectives.

2
Strategic Initiatives: listed of strategic initiatives planned
to achieve goals and objectives.
2
Balanced Scorecard: provided an overview of how
objectives will be achieved using the BSC methodology.
4
Critical Success Factors: identified elements vital to
successfully achieving objectives.
4
Key Performance Indicators: listed the key performance
indicators for each objective.
4
Time Frame: established timeframes and deadlines for
each initiative and task.

4
Guiding Policies: listed of policies needed to guide
strategic initiatives.
2
Enforcement Policies: listed of policies needed to enforce
accountability.
2
Systems: explained what systems are necessary to
support strategic initiatives.
2
Processes: listed of processes that will facilitate strategic
initiatives across functional areas.
2
Procedures: listed of standard operating procedures that
inform on task execution.
2

Resources Needed: listed common and uncommon
resources needed to complete each initiative.
2
Accountability: identified teams and roles that are held
accountable for results and outcomes of strategic
initiatives.
2
Background Information:
MT460: Unit 9 Assignment
Ensured goals and objectives are designed appropriately
using SMART principles and strategic initiatives are
appropriately aligned with goals and objectives. 4
Developed and Illustrated a Key Performance Indicator
tree, including each component:
• Enterprise level strategic goals

• Corporate level (departmental) strategic goals
• Strategic Initiatives
• Critical Success Factors
• Key Performance Indicators
4
In the format of a Balanced Scorecard strategy map,
illustrated the relationship between dimensions of the
Balanced Scorecard Methodology and your
organizational and corporate strategy. Illustrated the
alignment of organizational goals and objectives with the
corporate (departmental) goals and objectives. Created
and aligned critical success factors and key performance
indicators with each corporate goal and objective.
Related the critical success factors and Key Performance
Indicators with each dimension of performance in the
BSC methodology. Was specific and avoided using
generalizations when creating Critical Success Factors
and Key Performance Indicators. 6
Explained the relationship between the dimensions of the
BSC methodology and your organizational and
departmental strategy. Thoroughly explained the
Balanced Scorecard strategy map. 6
In a core competency diagram, illustrated the connectivity
between Capsim Core simulation company’s enterprise
and corporate level goals and objectives, company’s
strategic core competencies, and Key Performance
Indicators. Was very specific and avoided using
generalizations when establishing and aligning key
performance indicators with company’s core

competencies. 6
Explained how company’s core competencies and the
key performance indicators are aligned with the
enterprise and corporate level goals and objectives.
Thoroughly explained how the key performance
indicators will measure achievement of the higher level
goals and objectives. 4
Used a minimum of three peer-reviewed research
resources to substantiate strategic decision-making. 6
Clarity / Organization (50%)
You are expected to meet the following requirements with
ease in a 400 level course. Penalties will be calculated as a
percentage up to 50% of the grade and will apply if the
following criteria are not met.
Applied expository writing style. Wrote in third person to
avoid bias.
-
Applied proper APA style referencing format. Used
headings and subheadings to create a flow of ideas and
topics within your writing.

-
No spelling and grammatical mistakes. -
Used appropriate language. -
Professional use of abbreviations and acronyms. -
Late Penalty (-20%)
Total
70
https://kucampus.kaplan.edu/DocumentStore/Docs10/pdf/WC/Se
ction6_Essay_Forms.pdf

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