Rica E.

Mullet
BSBA 2-A

INDUSTRT OVERVIEW

To provide the best, most relevant services to our clients, we

organize our teams into specialized industry segments. These multi-
disciplined teams combine industry know how with skills and
experience in assurance, business advisory, taxation, corporate
finance and other consulting services to offer. Our Indonesian
specialists are connected to global PwC networks of industry
specialists to provide global best practices and expertise, combined
with local knowledge.

The industry overview for your business plan, also called a

market analysis, should define the industry that your business
belongs to, the major characteristics of that industry and its major
existing players. Where do their strengths and weaknesses lie? How
will your business be able to compete with their strengths and
improve on their weaknesses?

A local foods business, for example, would be part of the

grocery store and supermarket industry. Based on your research
from a reputable business data provider, such as
grocery/supermarket specialists D&B Hoovers, you would explain
that this industry is dominated by large companies such as Kroger
and Safeway. You'd then note that smaller companies can compete
by serving a local market effectively, offering unique products or
providing superior customer service.

CAPACITY MANAGEMENT
Capacity management's primary goal is to ensure that
information technology resources are right-sized to meet current
and future business requirements in a cost-effective manner. One
common interpretation of capacity management is described in
the ITIL framework. ITIL version 3 views capacity management as
comprising three sub-processes: business capacity management,
service capacity management, and component capacity
management (known as resource capacity management in ITIL
version 2).

As the usage of IT services change and functionality evolves,

the amount of central processing units(CPUs), memory and storage
to a physical or virtual server etc. also changes. If it is possible to
understand the demands being made currently, and how they will
change over time, this approach proposes that capacity planning for
IT service growth becomes easier and less reactive. If there are
spikes in, for example, processing power at a particular time of the
day, it proposes analyzing what is happening at that time and make
changes to maximize the existing IT infrastructure, for example, tune
the application, or move a batch cycle to a quieter period. This
foresight from proactive capacity planning identifies: any potential
capacity related issues likely to arise and justifies any necessary
investment decisions to the business and IT stakeholders i.e. the
precise server requirements to accommodate a future growth in IT
resource demand, a technology refresh or a data
center consolidation.
These activities are intended to optimize performance and
efficiency, and to plan for and justify financial investments. Capacity
management is concerned with:

Monitoring the performance and throughput or load on a

server, server farm, or property
Performance analysis of measurement data, including analysis
of the impact of new releases on capacity
Performance tuning of activities to ensure the most efficient use of
existing infrastructure
Understanding the demands on the service and future plans for
workload growth (or shrinkage)
Influences on demand for computing resources
Capacity planning of storage, computer hardware, software
and connection infrastructure resources required over some future
period of time.

Capacity management interacts with the discipline

of Performance Engineering, both during the requirements and
design activities of building a system, and when using performance
monitoring as an input for managing capacity of deployed systems
LOWER COST
A type of pricing method where a business sets a comparatively
low price in order to enhance the demand for its product among
consumers, as well as its competitive position in the market. A low
cost pricing strategy is an alternative marketing approach that a
business can use as an alternative to differentiation and focus pricing
strategies, and it tends to be most successful when the product is
fairly generic and high volume production is possible. Also called
a low price strategy.
Lower of cost or market (LCM or LOCOM) is
a conservative approach to valuing and reporting inventory.
Normally, ending inventory is stated at historical cost. However,
there are times when the original cost of the ending inventory is
greater than the net realizable value, and thus the inventory has lost
value. If the inventory has decreased in value below historical cost,
then its carrying value is reduced and reported on the balance sheet.
The criterion for reporting this is the current market value. Any loss
resulting from the decline in the value of inventory is charged to
"Cost of goods sold" (COGS) if non-material, or "Loss on the
reduction of inventory to LCM" if material.

FASTER AND CONTINUOUS SERVICE DELIVERY

Continuous Delivery is the ability to get changes of all types—
including new features, configuration changes, bug fixes and
experiments—into production, or into the hands of
users, safely and quickly in a sustainable way.
 Our goal is to make deployments—whether of a large-scale
distributed system, a complex production environment, an
embedded system, or an app—predictable, routine affairs that can
be performed on demand.
We achieve all this by ensuring our code is always in a
deployable state, even in the face of teams of thousands of
developers making changes on a daily basis. We thus completely
eliminate the integration, testing and hardening phases that
traditionally followed “dev complete”, as well as code freezes.

Why continuous delivery?

It is often assumed that if we want to deploy software more
frequently, we must accept lower levels of stability and reliability in
our systems. In fact, peer-reviewed research shows that this is not
the case—high performance teams consistently deliver services
faster and more reliably than their low performing competition. This
is true even in highly regulated domains such as financial
services and government. This capability provides an incredible
competitive advantage for organizations that are willing to invest the
effort to pursue it.
The practices at the heart of continuous delivery help us
achieve several important benefits:
Low risk releases. The primary goal of continuous delivery is to
make software deployments painless, low-risk events that can be
performed at any time, on demand. By applying patterns such
as blue-green deployments it is relatively straightforward to achieve
zero-downtime deployments that are undetectable to users.
Faster time to market. It’s not uncommon for the integration
and test/fix phase of the traditional phased software delivery
lifecycle to consume weeks or even months. When teams work
together to automate the build and deployment, environment
provisioning, and regression testing processes, developers can
incorporate integration and regression testing into their daily work
and completely remove these phases. We also avoid the large
amounts of re-work that plague the phased approach.
Higher quality. When developers have automated tools that
discover regressions within minutes, teams are freed to focus their
effort on user research and higher level testing activities such as
exploratory testing, usability testing, and performance and security
testing. By building a deployment pipeline, these activities can be
performed continuously throughout the delivery process, ensuring
quality is built in to products and services from the beginning.
Lower costs. Any successful software product or service will
evolve significantly over the course of its lifetime. By investing in
build, test, deployment and environment automation, we
substantially reduce the cost of making and delivering incremental
changes to software by eliminating many of the fixed costs
associated with the release process.
Better products. Continuous delivery makes it economic to
work in small batches. This means we can get feedback from users
throughout the delivery lifecycle based on working software.
Techniques such as A/B testing enable us to take a hypothesis-driven
approach to product development whereby we can test ideas with
users before building out whole features. This means we can avoid
the 2/3 of features we build that deliver zero or negative value to
our businesses.
Happier teams. Peer-reviewed research has shown continuous
delivery makes releases less painful and reduces team burnout.
Furthermore, when we release more frequently, software delivery
teams can engage more actively with users, learn which ideas work
and which don’t, and see first-hand the outcomes of the work they
have done. By removing the low-value painful activities associated
with software delivery, we can focus on what we care about most—
continuously delighting our users.
If this sounds too good to be true, bear in mind: continuous
delivery is not magic. It’s about continuous, daily improvement—the
constant discipline of pursuing higher performance by following the
heuristic “if it hurts, do it more often, and bring the pain forward.”

PART-BASED ACTIVITY
Activity based costing (ABC) assigns manufacturing overhead
costs to products in a more logical manner than the traditional
approach of simply allocating costs on the basis of machine hours.
Activity based costing first assigns costs to the activities that are the
real cause of the overhead. It then assigns the cost of those activities
only to the products that are actually demanding the activities.
Rica E. Mullet
BSBA 2-A

Communication

“Any act by which one person gives to or receives from another

person, the information about that person’s needs, desires,
perceptions, knowledge, or affective states. Communication may be
intentional or unintentional, it may involve conventional or
unconventional signals, may take linguistic or non-linguistic forms, and
may occur through spoken or other modes.” Or in simple words;

Communication is the exchange of ideas, opinions and

information through written or spoken words, symbols or actions.
Communication is a dialogue, not a monologue. In fact, communication
is more concerned with a dual listening process. For communication to
be effective, the message must mean the same thing to both the
sender and the receiver.

Business Communication

Business Communication is any communication used to promote

a product, service, or organization – with the objective of making sale.
In business communication, message is conveyed through various
channels of communication including internet, print (publications),
radio, television, outdoor, and word of mouth.

In business, communication is considered core among business,

interpersonal skills and etiquette.
 Historical Background
Thousands years ago, people used to communicate orally. Greeks
used a phonetic alphabet written from left to right. After that, many
books appeared on written communication principles. As a result of
this, Greek started her very first library.

When communism was ruling China, communication had become

the biggest challenge not only within the vast government, but also
between the government and people of China. Postal services were
then ;launched in China. Rome introduced the postal service after
China. After that paper and printing press was invented in china that
made communication much easier.

Hence, today’s principles of communication are founded on a

mixture of ancient oral and written traditions.

Organization
It’s an arrangements between individuals and groups in human
society that structure relationships and activities (Business, Political,
Religious or social). In other words, an organization is a group of people
identified by shared interests or purpose, for example, a “Bank”.

Lifeblood of an Organization
Communication is the lifeblood of an organization. If we could
somehow remove communication flow from an organization, we would
not have an organization.

It is needed for:

 Exchanging information
 Exchanging options
 Making plans and proposals
 Reaching agreement
 Executing decisions
 Sending and fulfilling orders
 Conducting sales

When communication stops, organized activity ceases to exist.

Individual uncoordinated activity returns in an organization. So,
Communication in an organization, is as vital as blood for life.

Types of Business Communication

1. Internal Communication

Communication within an organization is called “Internal

Communication”. It includes all communication within an organization.
It may be informal, formal function, or department providing
communication in various forms to employees.

Effective internal communication is a vital mean of addressing

organizational concerns. Good communication may help to increase job
satisfaction, safety, productivity, and profits and decrease grievances
and turnover.

Under Internal Business Communication types, there come:

 Upward Communication
Upward communication is the flow of information from
subordinates to superiors, or from employees to management. Without
upward communication, management works in a vacuum, not knowing
if the messages have been received properly, or if other problems exist
in the organization. By definition, communication is a two-way affair.
 Yet for effective two-way organizational communication to occur, it
must begin from the bottom.

Upward Communication is a mean for the staff to:

 Exchange information
 Offer ideas
 Express enthusiasm
 Achieve job satisfaction
 Provide feedback

 Downward Communication
Information flowing from the top of the organizational
management hierarchy and telling people in the organization what is
important (mission) and what is valued (policies). Downward
communication generally provides information – which allows a
subordinate to do something. For example, instructions on how to
complete a task. Downward communication comes after upward
communications have been successfully established.

This type of communication is needed in an organization to:

 Transmit vital information

 Give instructions
 Encourage 2-way discussion
 Announce decisions
 Seek cooperation
 Provide motivation
 Boost morale
 Increase efficiency
 Obtain feedback

Both Downward & Upward Communications are collectively called

“Vertical Communication”

 Horizontal/Literal communication
Horizontal communication normally involves coordinating information,
and allows people with the same or similar rank in an organization to
cooperate or collaborate. Communication among employees at the
same level is crucial for the accomplishment of the assigned work.

Horizontal Communication is essential for:

 Solving problems
 Accomplishing tasks
 Improving teamwork
 Building goodwill
 Boosting efficiency

2. External Communication

Communication with people outside the company is called “external

communication”. Supervisors communicate with sources outside the
organization, such as vendors and customers.

It leads to better:

 Sales volume
 Public credibility
 Operational efficiency
 Company profits

It should improve:
 Overall performance
 Public goodwill
 Corporate image

Ultimately, it helps to achieve:

 Organizational goals
 Customer satisfaction