Case Study

Name
Sheryar Sherazi

Roll #
04

Class
BSCE-5

Submitted to
Ma’am Raina
Scenario:-
As Ahmed's father looked back after some time he wondered about how the business had kept on
changing in any event, when he was unaware that changes were happening. He valued that
factors both outside the business and from inside had driven the need to make continuous
improvement to all parts of the business. Simply the reality he currently consistently thought of
'his cake baking' as 'the business' was a critical change in his own outlook that had been
significant with grappling with surviving in a more competitive and demanding environment.
Ahmed's father was able to look at the many techniques his sons had introduced in cake baking
and storage to see evidence of continuous improvement in how the business operated. Likewise,
customer service, sales and marketing, finance and administration all demonstrated similar
examples.
In a future of perceived continuous change Ahmed understood that more formal processes would
be needed to ensure continuous improvement in every aspect of the business if it were to not
only improve but quite literally survive of significance here was understanding that at present he
had no way of knowing if the changes they were introducing into the business were giving them
a competitive advantage, retaining the status, or actually falling behind their main competition.
No standards or benchmarks existed, other than what he gleaned from informal talks with others
in the industry. With so much at risk they had to do better.
Hence, he would like to improve hygiene cooking conditions with Muscat Bakery in Oman.
Also, the decision has been made by Ahmed and his father to arrange a management consultant
who specializes in the area of continuous improvement to discuss the options and processes for
introducing a formal continuous improvement program into the business.

Questions:
Assume you are the consultant. Based on the above case, analyses the continuous improvement
and its relevance to the business, a frequent four-step management method is used for continuous
improvement approach in business.
Read the case and analyze the benchmarking level followed by Ahmed, Evaluate the challenges
for the mentioned benchmarking, and what way will it help to get the edge over the competitors

Question no: 01
Assume you are the consultant. Based on the above case, analyses the
continuous improvement and its relevance to the business, a frequent four-
step management method is used for continuous improvement approach in
business.
Answer:
Frequent four-step management method:
1. Customer Service
2. Finance
3. Sales / Marketing
4. Administration
Customer Service:
Customer service is the provision of service to customers before, during, and after
a purchase. The perception of success of such interactions is dependent on
employees "who can adjust themselves to the personality of the guest".
Good customer service typically means providing timely, attentive, upbeat service
to a customer, and making sure their needs are met in a manner that reflects
positively on the company or business. Customer service is important because it
sets your business apart from competitors. It can make people loyal to your
brand, products, and services for year to come. In fact, 77% of customers say
they’re more loyal to businesses that offer top-notch service, according to our
trends report.
Finance:
The Finance function involves planning for, obtaining, and managing a company’s
funds. Finance managers plan for both short-term and long-term financial capital
needs and analyze the impact that borrowing will have on the financial well-being
of the business. A company’s finance department answers questions about how
funds should be raised (loans vs. stocks), the long-term cost of borrowing funds,
and the implications of financing decisions for the long-term health of the
business.
Sales or Marketing:
Marketing consists of all that a company does to identify customers’ needs and
design products and services that meet those needs. The marketing function also
includes promoting goods and services, determining how the goods and services
will be delivered and developing a pricing strategy to capture market share while
remaining competitive. In today’s technology-driven business environment,
marketing is also responsible for building and overseeing a company’s Internet
presence (e.g., the company website, blogs, social media campaigns, etc.). Today,
social media marketing is one of the fastest growing sectors within the marketing
function. The goal of Sales is to close the revenue the company needs in order to
operate profitably. Again, depending on the nature of the market and the
company size, Sales functional areas can vary in structure and approach:
inside/outside representation, vertical/horizontal focus, direct, etc. Sales works to
exploit the leads created by Marketing and activities generated by the sales force
itself.
Administration:
Administration are responsible for the work performance. They involves planning
for, organizing, staffing, directing, and controlling a company’s resources so that it
can achieve its goals. They plan by setting goals and developing strategies for
achieving them. They organize  activities and resources to ensure that company
goals are met. They staff  the organization with qualified employees
and direct them to accomplish organizational goals. Finally, they
design controls  for assessing the success of plans and decisions and take
corrective action when needed.
Question no: 02
Read the case and analyse the benchmarking level followed by Ahmed, Evaluate
the challenges for the mentioned benchmarking, and what way will it help to get
the edge over the competitors?
Answer:
Benchmarking:
Benchmarking is defined as the process of measuring products, services, and
processes against those of organizations known to be leaders in one or more
aspects of their operations. Or Benchmarking is a process where you measures
your company’s success against competitors to discover how to improve your
performance.
Benchmarking level followed by Ahmed:
There are two benchmarking level that are followed by Ahmed.
 1. Competitive benchmarking
2. Internal Benchmarking
Competitive benchmarking:
Competitive benchmarking is a method of researching competitors and industry
leaders for strategies, practices and services that help in establishing comparison
and benchmark for performance. This is a method of adapting to industry
processes as well as prevent losing out on market share. By comparing your
performance to your competitors, you can catch trends early and adjust your
marketing goals accordingly. Competitive benchmarking is a method for those
who want to maintain an edge by knowing where they stand. It’s a way of
determining the best processes, strategies, and techniques for achieving your
business goals via a set of metrics. Benchmarking is valuable to businesses
because it allows you to take a deeper dive into how you measure up against your
competitors. By identifying gaps in processes and examining how other leaders
are accomplishing their goals, you can maintain your advantage, stay on top of
important trends or moves in your space, or emulate their success.
Internal Benchmarking:
Internal benchmarking is a process in which a company or an organization looks
within its own business to try and determine the best practice or methodology for
conducting a particular task. Internal benchmarking involves looking inwards
which simply means that company attempts to learn from their own structure.
They compare similar operations within the organization which could be defined
and measured. Another important feature of internal benchmarking is that it
leads to continuous improvement which in turn leads to increased efficiency. The
basic idea is to gain efficiency in all processes throughout the organization across
various verticals , internal benchmarking is to identify those divisions of a business
which are doing well, and study their practices, which makes them more efficient
as compared to other sites. Once that is done, internal benchmarking begins with
setting some level of performance metric that a company wants a certain division
of the business to reach.