Assignment/Project Front Sheet: CIM Membership Number
Assignment/Project Front Sheet: CIM Membership Number
Assignment/Project Front Sheet: CIM Membership Number
CIM Membership
Number
12998007
Unit Title
Marketing Managing
Level/Award
Accredited Study
Centre
Candidate Number :
Board :
70889221
June 2014
Page 1 of 36
Candidate Number :
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June 2014
Content:
Executive Summary
Task One Cover Page
1.0 MQMS and Performance measuring
1.1Introduction
1.2Standards Brief and Outline
1.3 MQMS comparison
1.4 Recommendations
Task Two Cover Page
2.0 MQMS and Management
2.1 Management and leadership traits
2.2 Recommended Management Style
2.3 FMM skills gap assessment and development
Task Three Cover Page
3.0 MQMS and Teamwork
3.1 Successful team characteristics
3.2 Employees Requirement
3.3 Management approach
Task Four Cover Page
4.0 MQMS and Budget
4.1 Information Sources' Evaluation
4.1.1 Internal sources
4.1.2 External sources
4.2 Justification and cost benefits analysis CBA
4.2.1 Intangible Benefits
4.2.2 Net Tangible Benefits
5.0 Conclusion
Bibliography
: Organizational Brief
Appendix I
: Description of Marketing Function
Appendix II
: QMS Systems comparisons
Appendix III
: Deming Questionnaire
Appendix IV
: The integrated team Development Framework
Appendix V
: MQMS Benefit Net present value calculations
Appendix VI
: Forecasted organizational revenues
Appendix VII
Appendix VIII : MQMS costs Net present value calculations
Task Five Cover Page
Justification of presentation and Report Style
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Page 2 of 36
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Executive Summary
Al-Fozan Electrical Material's 'Al-Fozan' weak corporate values achievement is a result of its
weak marketing processes 'MP' which need to be improved. Even Al-Fozan has ISO-9001;
it's function was reduced to be a documentation system within finance, accounting and
inventory management and it hasn't any effect on different MP. That generated the need for
the selection of a Marketing Quality Management System 'MQMS', which could be effective
in Al-Fozan marketing business unit 'MBU' for performance improvement.
After a comparison between lean system, Deming's' total quality management TQM
approach, six sigma and theory of constraints TOC, as per the Al-Fozan's MQMS
requirements, Deming's TQM has been recommended to be the most suitable for Al-Fozan's
MBU, since Deming's guidelines will focus on different MP, it has a full scope on the
marketing business unit MBU, it has application history in sales and marketing, also it has a
team development initiative, with leadership and cross functionality involvement. But AlFozan should detail each process's tasks to avoid its limitation, assess the current status
through Deming's questionnaire and follow the guidelines for successful implementation
results.
For successful implementation, Al-Fozan Marketing Manager's 'FMM' managerial and
leadership needed traits and skills has been assessed according to Deming's requirements for
Leadership using different skills assessment tests, which identified FMM's several strengths
and few skills limitation, which was a base for FMM's selling and consulting leadership
approach for Al-Fozan complicated corporate environment, and his personal development
plan PDP for his limitation's which will be based massive open online courses 'MOOC'
providers as coursera.com.
Another aspect for successful implementation is to have a successful and effective team,
where Al-Fozan Marketing team FMT has been assessed against Sheard and Kakabadse's
(2001) integrated team-development successful team characteristics with its major areas as
task, individual, group and environment, this assessment detected some critical changes to be
progressed, then different key roles and functional roles has been defined and individual
changes has been stated, these two changing aspects will be critical for successful MQMS
implementation, also it will affect the FMM's managerial approach, afterwards an appraisal
has been stated for the FMM successful team management approach, taking in consideration
the task, individual and group's changes and aspects at each team's developing stage.
In order to build a business case, information is needed from several sources, where internal
sources and external sources has been investigated and its impact on budget where Sales
figures, Inventory cost and market trends proved to have a high impact on budget, while ERP
updates and competitors has a medium impact, while training staff has a low impact on
budget in spite of its high return benefits. Afterword intangible benefits has been stated, also
tangible benefits has been the base for a cost-benefit analysis based on Al-Fozan's forecasted
revenues after the MQMS improvement, which proved that Deming approach is beneficial.
(469 words)
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Page 4 of 36
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Focus and
Benefits
Limitation
TQM (Deming
Approach)
Evolving system of
precepts, practices,
tools and techniques for
improving quality to
satisfy customer needs
& expectations
Six Sigma
TOC
Structured methods,
practices and tools for
reducing all sources of
variation in order to
improve quality,
satisfy customer
needs, and improve
the bottom-line
- effective processes
- Uniform output
- Statistical or system
analysis is not valued.
- Lack of structured
process
- System interaction
not considered
- Process is
improved
independently
Effectiveness on a
Marketing
(Business Unit BU)
Applicability and
history in marketing
Marketing scale
Strategic
Tactical
Operational
QMS improvement
- Deliver value to
multiple stakeholders
- Build Long term
dynamic network-wide
capability for sustained
competitive advantage
High
TQM (Deming
Approach)
- Meet customer
expectations
- Improve profitability
and shareholder
value
Six Sigma
TOC
High
- Increase customer
satisfaction
- Create economic
wealth (higher
profitability and
shareholder value)
Moderate
- Maximize
throughput
- Improve net profits
moderate
Could be applied
without history
Could be applied
without history
High
High
High
- Continuous processes
improvement
Moderate
High
High
- Continuous
processes
Partial
Moderate
High
- Continuous process
specific
Partial
Moderate
High
- Continuous
operational
Page 5 of 36
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- Gradual incremental
change
Compatibility with
MQMS core concepts;
Improve marketing
values through better
management of
processes as;
- Value proposition.
- Customer
segmentation,
Satisfaction and
retaining.
- Suppliers.
- Sales.
- Marketing
information system.
- Team development
- Quality
- Quality Control
- Cross-functional
- Leadership and
management.
- Bench marking.
Implementation cycle
- Plan Marketing
objective's outputs
expectation that is
needed to be
achieved.
- Do your plan, and
collect data while
you are doing it.
- Check the collected
data and compare it
to standards and
expectations.
- Act with the
appropriate
corrective actions
and determine the
root cause to the
variance in results.
Yes
Applicable, since
Deming's TQM is
effective on BU scope
and it has been applied
marketing and sales
BU. And it focuses on
improving MP to reach
quality through team
development,
maintaining, leadership,
cross functional
operation. But AlFozan should detail
each process's tasks to
avoid its limitation.
Table 1.2: Adopted from (Bozdogan,2010) ,(Manktelow,2014)
Expert needed
Evaluation for AlFozan
improvement;
- Discrete change
Reduce all sources of
variation through
structured process
improvement, using
data management and
teamwork, but It
concentrate on specific
process at a time.
No
Even it has a rigid
improvement structure,
it isn't effectively
applicable, since six
sigma is mainly for
plant floor with
moderate applicability
on marketing as a BU
level, also it has a
discrete improvement,
and the MP
improvement is a
separate process.
improvement;
- Incremental change
Improve workflow in
QMS, concentrate on
key leverage points
offering a protection
against interruption and
stops, and meanwhile
ensure people learning.
It focus on production
process and its weakest
point
- Identify the
constraints which
hinder MP's flow.
- Exploit the MP and
improve it to get the
utmost of it.
- Subordinate and
pace the other MP to
the constraints
process.
- Elevate, if the
overall output is not
satisfactory, further
improvement is
applied.
- Repeat for new
constraints that may
appear.
No
TOC is exclusive for
the plant floor, Which
makes it not applicable
at Al-Fozan Business.
Page 6 of 36
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1.4 Recommendations
Al-Fozan's most suitable MQMS will be Deming's TQM, since it mainly focuses on MP
beside its Al-Fozan's evaluation stated in table 1.2, But Al-Fozan needs to implement a
structured detailed processes for each MP to avoid its limitation (Table 1.1).
A questionnaire (Appendix III) based on Deming 14-step should be conducted with AlFozan's employees, backed-up with census in depth internal interview with managers
discussing the questionnaire's results, then different MP should be designed taking in
consideration the following guidelines:
#
Aspect
Improve constantly
Institute Training
Institute Leadership
Action required
Al-Fozan MQMS process should have structured MP implemented for the purpose to achieve
the following values:
- Shareholder's value to increase profit and dividends. (Simkin and Dibb,1998).
- Customer's value increasing satisfaction and customers' life time (Cross and Smith,1997).
Moreover these values should be constantly communicated to the team.
Al-Fozan should Motivate to produce more with fewer inputs, which is a good quality
productivity measure, but several caveats must be taken in consideration as; Marketing planning
process quality and the risk within for each market in GCC, also it should focus on more
differentiated products as wiring accessories due to its higher profits, high return customer
segments as contractors, and to understand the diminishing return on investment.
All MP should be carefully designed, but a fast Strategic advantage cycle SAC is an important
MP (Palmer et al.,2011). Where Al-Fozan needs to have an adequate MkIS in place (Jobber,
2013): Internal reports, Market intelligence, Marketing decision support, and Marketing
research processes. These processes will enhance Al-Fozan's value proposition.
Al-Fozan has a good evaluation Supplier price/quality criteria has been conducted. Hence no
action required.
Using Plan-Do-Check-Act Deming cycle as Illustrated in table 1.2 Al-Fozan needs to apply it on
several MP especially, reporting processes since it doesn't exist, and product/market strategies
due to current weak strategies.
Due to current modest calibers in Al-Fozan, a development plan should be in place.
Al-Fozan's managerial responsibility must be to MP quality, also Managers should act as a team
couches with Participative and transformational leadership.
Employees should have better communication which could be measured through employees'
contribution level in decision making and mistakes' blaming level.
Departments' should cooperate to develop the MP's quality through periodical Cross functional
meetings.
Breakdown Barriers
Between Departments
Eliminate Slogans,
Manager should encourage employees to detail task's process, expected outcome, how to achieve
10 Exhortations, and targets
results and appraisal system, and then negotiate a common ground for implementation.
the workforce
11 Eliminate Numerical Quotes Management by numerical budget achievement. Even it should be process based budget.
Remove Barriers to Pride of AL-Fozan should eliminate judgment of individual and transform employees to aim for better
12
process quality and performance, though listening to productive ideas.
workmanship
Encourage Education and
Incentive schemes for self-development should be implemented to encourage self-development.
13
self-improvement
Take actions for
Management should be committed to the MP development.
14
transformation
Table 1.2: Adopted from (Manktelow , J ,2014), (Sherratt et al,2012),
9
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Page 8 of 36
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Leadership
Management
Type
Description
Motivation
Organizing and
coordinating tasks
Monitor and
Control MP quality
Disseminate
necessary
information
Self-awareness
Evaluation of Al-Fozan
Marketing Manager 'FMM'
Score
99/120
83
61/88
70
36/40
90
39/40
99
86/100
86
62/66
93
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Developing
Individual and
delegation
85/100
85
90/100
90
75/100
75
Characteristics
Situations
Strengths
Limitations
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Trait
Motivation
individuals
Score
%
To decrease the MQMS budget, FMM will depend on solution as; massive open online
courses 'MOOC' providers as coursera.com, private studies as DCIM and on-the-job learning.
FMM developed a personal development plan 'PDP' for all the skills with score lower than
85%. As follows:
83
70
Development Plan
Measure
Time scale
- Whetten &
Cameron (2011)
assessment
questionnaire.
- HR 360
appraisals.
11 weeks (total)
Communication
skills
75
- Locke and
Latham (1984)
assessment
questionnaire.
- HR 360
appraisals.
11 weeks
10 weeks
8 weeks
6 months (total)
6 months
3 moths
15 weeks
10 weeks (total)
- HR 360
appraisals.
7 weeks
7 weeks
10 weeks
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Task
Key factor
Clearly defined
goals
Priorities
Roles and
responsibility
Individual
Self-awareness
Effective team
Understand
MQMS
objectives
Cohesive team
alignment
Agreed and
understood by
individuals
Appropriate
behavior to
team's need
Marketing
specialists
Sales
Change required
Full evaluation for market manager in table 2.2, with
PDP in table 2.3
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Managers
Salesmen
Financial
Controllers
Purchasing
Specialists
Customer
Service
specialist
Table 3.2 (sherratt et al. 2011), (Piercy,2002), (Belbin,2010)
Storming
Performing
Norming
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Staff
training
costs
Monetary
motivational
cost
ERP update
Inventory
cost
ISO-9001
Renewal
Table 4.1
Evaluation
(Why it is important?)
Al-Fozan usually bases its marketing spending on sales revenues, which illustrate the importance of
revenues' analysis to indicate the current profitability and the contribution margin for each product
range, the seasonal variation in the GCC market. Even marketing budget shouldn't be based on sales
budget. These analyses will be inputs in designing several MP, which are responsible to improve the
MQMS effectiveness, through enhanced customers' segment targeting that enhance profitability, to
illustrate the importance of MQMS to senior management.
Al-Fozan has modest calibers due to its low salary schemes; moreover there is no employees'
development process due to low rate of return in the last period, but developing employees is a key
aspect of Deming TQM. Since it is a key aspect it will be included, But the employees' development
plan will be limited on sales managers and key individual for the first two years to increase the ROI in
these years, and those trained personal will conduct what they learn to their teams.
Revenues will increase with the MQMS development, which result higher bonus for sales and marketing
employees due to the current scheme, which may reduce the ROI of such investment, to avoid that a new
bonus scheme should be used.
Several processes need to be embedded within the ERP system as; visits, quotation, purchasing orders,
and CRM marketing intelligence reports, several reports should be standardized through the system, that
needs investment to update the current limited tasks ERP.
ABC analysis (selective inventory control), shows that there is a wrong stock mix which result a high
stock quantity of slow moving items and hinder the purchasing for other product ranges since the overall
stock value is fixed (owner policy), this could affect the implementation of MQMS, since some products
availability will be affected resulting a customer dis-satisfaction. That will lead to extra-promotional
activities to move this slow stock.
Renewal cost of ISO-Certificate to maintain the registration, which includes registrar cost and training
cost.
Impact on
Budget
High
Low
High
Medium
High
Low
Market
trends and
opportunities
PESTEL
analysis
Customers
Evaluation
(Why it is important?)
Due to the pure competition environment of Al-Fozan's product, competitor's market penetration level
and relationship with customers is crucial, which will affect the design of Al-Fozan CRM process,
where Al-Fozan could invest more in giveaways or promotions in order to develop or maintain its
relation. Also it could affect the pricing levels, sector, size, and product portfolio.
GCC countries dedicated US$1.8 trillion for regional development with average annual development
9% (Deloitte, 2013), that will generate a lot of electrical supplies opportunities, that emphasis the need
for a structured intelligence reporting process. Since these processes will give knowledge about new
product that could be supplied to upcoming new projects; as railways' products, led lighting, UPS
systems and high voltage equipment. This will increase the budget of market intelligence.
The most effective is the new labor law regulations and expenses accompanied to the new amendment
have higher fees on the expats, which increased the expenses and decreased profit margin.
Customer satisfaction report is crucial which needed to be detailed and integrated to the daily task of
marketing specialists and salesmen, which is a pre-alarm for customer churn rate.
Impact on
Budget
Table 4.2
Page 16 of 36
Medium
High
High
Low
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Benefits
ERP System
Staff Morals
Brand Image
Performance
measure
Inventory Cost
management
Suppliers
relation
Constantly
improve
MQMS intelligence process through ERP system will act as a data center that hold knowledge for better
decision making
MQMS employee development process will increase the employees' morals, which generate a healthy
learning environment, where they collaborate to increase their knowledge. This will result higher
individual's productivity.
MQMS aims to customer satisfaction, which result Al-Fozan's better market position which will increase
customer retention and increase customer life value.
MQMS standardized processes defined a certain performance standard that could be implemented
monitored and controlled. So that for any result deviation, the variance could be easily detected and
amended.
MQMS's supplier evaluation process and intelligence process will provide purchasing department
knowledge that could increase Al-Fozan negotiation power, inventory cost planning and management,
which will increase customer value and shareholder value.
MQMS supplier evaluation process will advise the suppliers who should be maintained.
MQMS will provide a core for further improvement in all MP.
Benefits
Staff time
saving
Staff
Retentions
Staff
Productivity
Inventory
Costing
ERP system will save reporting time for salesmen, sales manager and FMM
(Appendix: V)
The employees' development plan and involvement in decision making will retain
talents, which will decrease the training cost of new employees.
Due to the MQMS processes and motivational scheme, it is expected that the
productivity of the system will increase with annual rate of 5% annually.
Profitability
improvement
Total
NPV for 5
years
investment
(SAR)
1,643,241.60
3,569,741.28
2,366,267.90
76,896,435.56
84,475,686.34
Page 17 of 36
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4,385,000.00
12,030,492.27
220,350.00
16,946,990.27
ERP update
Monetary motivational cost
ISO-9001 Renewal
Total
(
(
)
)
5.0Conclusion
Deming TQM process is the most suitable system for developing MP, since it help in
developing shareholders and customers' values effectively, also with an adequate FMM's
leadership approach, FMT's successful effective team development, and Deming principals'
right implementation, Al-Fozan could achieve 13% gross profit (Appendix V), and 398.5%
ROI deployed.
Page 18 of 36
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- Bibliography
References:
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Journals:
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Avita Business Institute (2014) The Six Sigma Method or Demings? [online]
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Manktelow , J (2014) Performance Management and KPIs Linking Activities to Vision and
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March 2014]
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2013
Sales
Margin
GP
%
Sales
Margin
%
(MSAR) (MSAR) %
T.SALES (MSAR) (MSAR) GP
T.SALES
33.9
4.1
12.0
9%
37.0
5.0 13.4
9%
39.1
3.9
10.0
11%
39.5
4.5 11.5
10%
50.9
78.1
48.2
55.7
11.0
44.9
361.71
6.7
7.0
6.0
7.2
0.1
3.6
38.6
13.1
9.0
12.5
12.9
1.1
8.0
11%
14%
22%
13%
15%
3%
12%
100%
54.5
84.3
55.4
64.2
13.0
49.3
397.188
8.0 14.7
8.7 10.3
7.8 14.1
5.3
8.2
0.1
1.0
4.3
8.6
43.6 11%
Sales
Retailers
MEP Contractors
End Customer
14%
24%
62%
Page 23 of 36
14%
21%
14%
16%
3%
12%
100%
Candidate Number :
Board :
70889221
June 2014
Competitors:
Al-Fozan main competitors per territory are as follows:
Leader
Follower 1
Follower 2
Fahd Elmidaas
Olayan Group
Al-Fozan
ALABDULKARIM
AL-ABDULKARIM
Al-Fozan
Al-Tharw
Al-Fozan
Qatar
Elsewedy
Electro-trade
Al-Fozan
Bahrain
BICC
Abu Dhabi maritime &
mercantile international
Al-Fozan
AL-JALAL
TRADING EST.
Everest
Al Zubair General
Trading(Dubai)
UAE
Page 24 of 36
Candidate Number :
Board :
70889221
June 2014
6 Salesmen,
1 Sales Support,
0 CRM specialist
6 Salesmen,
1 Sales Support,
0 CRM specialist
1 Salesmen (Bahrain)
6 Salesmen,
1 Sales Support,
0 CRM specialist
6 Salesmen,
1 Sales Support,
0 CRM specialist
6 Salesmen,
1 Sales Support,
0 CRM specialist
1 Salesmen,
1 Sales Support,
0 CRM specialist
5 Salesmen,
1 Sales Support,
0 CRM specialist
Page 25 of 36
Candidate Number :
Board :
70889221
June 2014
Goal
Defining feature
Core concepts
Focus
Implementation
TQM (Deming
Approach)
Since early 1980s
- Meet customer
expectations
- Improve
profitability and
shareholder value
Evolving system of
precepts, practices,
tools and techniques
for improving quality
to satisfy customer
needs & expectations
Six Sigma
TOC
Since mid-1980s
Since mid-1980s
- Increase customer
satisfaction
- Create economic
wealth (higher
profitability and
shareholder value
Structured methods,
practices and tools for
reducing all sources of
variation in order to
improve quality, satisfy
customer needs, and
improve the bottom line
- Maximize throughput
- Improve net profits
- Concentrate on
process
management to
reduce sources of
variation.
- Establish close
links to customers
& suppliers
- Ensure heavy
leadership
involvement
- Develop an open
organisation
- Workers trainings
and empowerment
and fulfilment.
- Determining
customer
expectations
- Focus on core
business processes
- Integration of
design,
development &
production
operations
- Establishing
strong links to
suppliers
- Concentration on
specific prioritized
business processes
- Focus on reducing all
sources of variation to
improve quality,
increase efficiency &
shorten cycle time
- Concentration on
production processes
- Focus on the weakest
point (constraint)
impeding workflow
and causing both
delays & inefficiency
- Top-down
directive process
involving heavy
multi-level
management
participation
- Using a portfolio
of practices, tools
& techniques to
- Top-down directive
process involving
structured management
engagement (project
champions, sponsors)
- Using DMAIC (Define,
Measure, Analyse,
Improve, Control) as
the dominant
- Top-down directive
process involving
management
participation
- Using structured
process employing
focusing steps (to
remove constraints),
ten-step Decalogue
Page 26 of 36
Candidate Number :
Board :
70889221
June 2014
change
- Use of outside experts
(providing facilitation,
mentoring, training,
implementation services)
or internally managed
process
Mode of
Improvement
and Change
Enterprise scale
Strategic
Tactical
Operational
Enterprise Scope
Networked
enterprise
Core Enterprise
Business Unit
Factory Floor
Continuous process
improvement; gradual
incremental change; planned
systemic enterprise change
& realignment
implementation method
- Largely internally
managed process with
support/facilitation by
outside experts
Continuous process
specific improvement;
incremental change (in
discrete small or
large steps)
for system-wide
management, and
drum-buffer-rope
production
scheduling method
for managing
production line
- Mostly internally
managed process
with
support/facilitation
by outside experts
Continuous operational
improvement;
incremental change
Full
Full
Full
Partial
Moderate
Full
Little
Moderate
Full
Little
Partial
Full
Full
partial
partial
little
Full
Full
Full
moderate
Full
Full
partial
moderate
Full
partial
moderate
Full
Page 27 of 36
Candidate Number :
Board :
70889221
June 2014
Question
1
5
Bad
Excellent
Top management provides for research and development to meet customer needs
4
5
8
9
Quantitative and qualitative market data analysis is constantly and systematically gathered.
top management support the belief that quality must be "built into" the product not "inspected
into" it
Ending the practice of awarding business based on price tag alone
10
supplier selection is based on both quality and price rather than price only
11
12
13
14
15
16
17
18
19
20
21
22
23
Supervisors lead in a way that is consistent with the aims of the organization
24
25
26
Employees seek their supervisors assistance when unsure of their tasks interfere with quality
27
Candidate Number :
Board :
70889221
June 2014
28
29
30
31
10
32
33
11
Top management provides its workers with the methods/procedures to meet goals
Top management, not the hourly workers, is responsible for removing obstacles that cause
defects/errors
Top management does not use vague slogans (for example, Do It Right The First Time) in
communicating with its employees
Eliminating numerical quotas
34
Work standards are based on quality and quantity rather than quantity alone
35
36
Numerical quotas are not given higher priority than quality of workmanship
Removing barriers to pride in workmanship
12
37
38
39
40
41
13
42
43
44
45
There are programs to broaden employees skills for future organizational needs
Taking action to accomplish the transformation
46
Top management takes action toward executing its quality improvement policies
Top management makes its quality improvement policies visible to all employees
Top management relies on internal or external consultants to implement its quality
48
improvement policies
Adopted from (Tamimi,N et al, 1995)
14
47
Page 29 of 36
Candidate Number :
Board :
70889221
June 2014
Page 30 of 36
Candidate Number :
Board :
70889221
June 2014
Sales Support
Salesmen
Sales Managers
Marketing
Manager
No. of
employees
7
33
7
425.00
4
4
4
Annually
Saving
43,200.00
324,000.00
91,200.00
20,400.00
Total (SAR)
o
Year
2015
2016
2017
2018
2019
419,907.60
1,643,241.60
368,197.20
323,190.00
283,449.60
248,497.20
Sales Support
Salesmen
Sales Managers
Marketing Manager
No. of
employees
7
33
7
1
Annually saving
62,208.00
466,560.00
131,328.00
29,376.00
689,472.00
Year
Present Value of Benefits (year)
Present Value of Benefits
478,800.00
2015
2016
2017
2018
2019
604,666.94
2,366,267.90
530,203.97
465,393.60
408,167.42
357,835.97
Based on HR analysis the productivity of the new employees compared to full developed
employee is 50% over the beginning 6 months (576 hours of productivity), also the turnover
percentage in marketing is 30%. Taking in consideration that Al-Fozan could retain
employees for 5 years, the following is what is saved every two years.
Sales Support
Salesmen
Sales Managers
Marketing Manager
No. of
employees
7
33
7
1
Year
Present Value of Benefits (year)
Present Value of Benefits
2015
1,511,667.36
3,569,741.28
2016
0.00
2017
1,163,484.00
2018
0.00
2019
894,589.92
Gain due to higher market share, amended product mix and better
costing.
2015
1.00%
2016
1.39%
2017
1.77%
2018
2.15%
2019
2.52%
3%
397,000,000
3%
436,700,000
3%
480,370,000
3%
528,407,000
3%
581,247,700
Page 31 of 36
Candidate Number :
Board :
70889221
June 2014
19,175,100
22,931,712
27,205,921
32,060,138
Year
Present Value of Benefits (year)
Present Value of Benefits
2015
13,926,760.00
76,896,435.56
2016
14,745,651.90
2017
15,478,905.94
2018
16,105,905.64
2019
16,639,212.08
Page 32 of 36
Candidate Number :
Board :
70889221
June 2014
2015
2016
2017
2018
2019
397,000,000.00
432,730,000.00
471,675,700.00
514,126,513.00
560,397,899.17
0.95
0.95
0.95
0.95
0.95
0.05
0.05
0.05
0.05
0.05
377,150,000.00
411,093,500.00
448,091,915.00
488,420,187.35
532,378,004.21
19,850,000.00
21,636,500.00
23,583,785.00
25,706,325.65
28,019,894.96
37,715,000.00
41,109,350.00
44,809,191.50
48,842,018.74
53,237,800.42
3,970,000.00
4,327,300.00
4,716,757.00
5,141,265.13
5,603,978.99
41,685,000.00
45,436,650.00
49,525,948.50
53,983,283.87
58,841,779.41
10.50%
10.50%
10.50%
10.50%
10.50%
Gross Profit/Year %
2015
2016
2017
2018
2019
397,000,000.00
436,700,000.00
480,370,000.00
528,407,000.00
581,247,700.00
0.85
0.8
0.75
0.7
0.65
0.15
0.2
0.25
0.3
0.35
337,450,000.00
346,184,000.00
353,756,775.00
359,888,559.10
364,258,634.46
59,550,000.00
86,546,000.00
117,918,925.00
154,237,953.90
196,139,264.71
33,745,000.00
34,618,400.00
35,375,677.50
35,988,855.91
36,425,863.45
11,910,000.00
17,309,200.00
23,583,785.00
30,847,590.78
39,227,852.94
Total GP
45,655,000.00
51,927,600.00
58,959,462.50
66,836,446.69
75,653,716.39
11.50%
11.89%
12.27%
12.65%
13.02%
1.00%
1.39%
1.77%
2.15%
2.52%
Gross Profit/Year %
Delta GP due to amendments
Page 33 of 36
Candidate Number :
Board :
70889221
June 2014
MQMS costs
Training Cost
ISO training
Soft skills Training
ERP updates
Bonus
ISO Certificate
registration
Total Costs year SAR
Present Value of Costs
(year)
Present Value of Costs
2015
40,000.00
64,000.00
5,000,000.00
3,374,500.00
150,000.00
2016
2017
2018
2019
90,000.00
100,000.00
90,000.00
90,000.00
3,461,840.00
3,537,567.75
3,598,885.59
150,000.00
3,642,586.34
8,628,500.00
3,461,840.00
3,627,567.75
3,938,885.59
3,732,586.34
7,567,194.50
16,946,990.27
2,662,154.96
2,448,608.23
2,331,820.27
1,937,212.31
Page 34 of 36
Candidate Number :
Board :
70889221
June 2014
Page 35 of 36
Candidate Number :
Board :
70889221
June 2014
Report Style:
The report design and style based on the 'psychology of persuasion' (Hogan, K, 2004)
techniques, where it has been designed in outcome-based thinking with target audiences' need
as a major objective to be achieved as; higher profits for shareholders through increasing
customer satisfaction through MQMS for the different MP. It used two important persuasion
laws as; Reciprocity law by emphasizing the corporate values from the target audiences and
why MQMS is important to develop it through the CBA's illustration of how beneficial is the
MQMS implementation. Also Contrast law by tables comparisons where different aspects
are put together to illustrate the relative differences; as MQMS selection process where
different QMS put together in a table to find the most suitable one, FMM skills 'assessment
where a comparison between managerial and leadership traits description and the current
strengths and limitation has been measured to illustrate the current FMM capability which
was the foundation for the PDP and FMT evaluation which helps illustrating the key changed
needed for successful team development.
The report also reflected an 'assertive behavior' (Sherratt et al, 2012) since it focus on the
problem not the people where it stated a constructive criticism for FMM and FMT with nonexaggerating style, also illustrated that the basic essence of MQMS is the acknowledgement,
encouragement and collaboration of individuals' point of views to detail the MQMS different
processes, and it was logical, clear and analytical where it stated the general concepts and its
key aspect that needed for successful implementation.
Presentation style
Page 36 of 36
1. The are a lot of heresy about why we do business?, but we all will agree that the
main two values of doing business is shareholders financial gain and customers
value,
2. but in order to sustain and develop these values we have to have sets of effective
processes, as purchasing process, team development process, and above all of this
the marketing process, which contain sales, market intelligence, communication,
and product development processes. Where to sustain shareholder values as profit
margin and dividends and customers values, we have to continually monitor, control
and develop these process. Simply as B. Franklin said Without continual growth and
progress, such words as improvement, achievement and success have no meaning.
3. The Fact is even though Al-Fozan is ISO-9000 certified we havent yet gotten the
utmost of these standards in the marketing Quality system management MQMS, but
the question is what is the benefits of investing in MQMS?
The benefit is more than 30 million with a cost of 1 million !! And the following will
illustrate that, but before we jump into the plan we have to understand why Deming has
been chosen to improve Al-Fozan
All Quality management systems QMS improve the quality in its own approach,
but to choose the appropriate a marketing quality system MQMS, you should
focus on its primary effect. Which makes the systems applicability as follows
A bad system will defeat a good person every time. Deming, that is why we will
illustrate Demings system key aspects to improve the MQMS. And we should stick to its
description and evaluate Alfozans processes according to its guidelines and questionaire
results, this is an overview for each Demings aspect, for further illustration you can go
in the report for table 1.2:
'Managers cannot be successful without being good leaders and leaders can't be
successful without being good managers'
FMM skills 'assessment where a comparison between managerial and leadership
traits description and the current strengths and limitation has been measured to
illustrate the current FMM capability which will be the basic foundation for the
personal development plan, for indepth illustration of assessment process check
table 2.1 and for indepth view of PDP check table 2.3
To decrease the MQMS budget, FMM will depend on solution as; massive open
online courses 'MOOC' providers as coursera.com, private studies as DCIM and
on-the-job learning. FMM developed a personal development plan 'PDP' for all
the skills with score lower than 85%. As follows:
10
11
'You build your people, your people will build your business, A 'Successful
teams are result of carful design, structure and maintenance the current team
has a significant gap in MP due to the absence of CRM specialist role. In the
following are some roles that are important to be recruited to build a team. Also
to check the change needed from each role kindly check table 3.2.
12
13
Marketing manager should take in consideration 'the forming out-out' and the
norming/storming cycle", where some key individuals never enter storming, as
they retreat into denial, even though the team is functional, this could lead that
the team will not perform as it should perform, that is why they needed to be
bought in the process.
14
15
16
17
18
19
20
21
22