Executive Summary Sample 1
用英文写商业计划书的格式
用英文写商业计划书的格式Business Plan Template.1. Executive Summary.This section briefly summarizes the key points of your business plan, including your company's mission, market opportunity, unique value proposition, financial projections, and key milestones. It should act as a teaser to whet the reader's appetite for more details.2. Company Description.In this section, provide a detailed overview of your company, including its legal structure (e.g., LLC, Corporation), industry classification, and location. Describe your company's mission, vision, and core values. Explain what your company does, who your target customers are, and how you differentiate yourself from competitors.3. Market Analysis.This section delves into the market opportunity foryour business. Include research on the target market's size, growth potential, and trends. Analyze your targetcustomers' needs, preferences, and buying behaviors.Identify your competitors and assess their market share, strengths, and weaknesses. Finally, explain how your business will capitalize on market opportunities and outcompete rivals.4. Organization and Management.In this section, introduce your team and explain their qualifications, expertise, and roles within the company. Describe the company's ownership structure and governance mechanisms. Explain how you plan to manage growth and expansion, including any plans for hiring additional staffor outsourcing.5. Products and Services.Detail your company's products or services, including their features, benefits, pricing strategies, and how they meet customer needs. Explain how your products or services differentiate from those of competitors and why customers would choose them. Provide any relevant intellectual property or patents your company holds.6. Marketing and Sales Strategy.In this section, outline your marketing and sales plans to attract and retain customers. Include strategies for market positioning, branding, advertising, promotion, and pricing. Explain how you will generate leads and convert them into sales. Describe your sales process, including any unique selling techniques or customer service strategies.7. Funding Request.If your business plan involves seeking funding from investors or lenders, this section should detail your financial needs and how the funds will be used. Include projections for income statements, cash flow statements,and balance sheets for the next three to five years.Explain how the requested funding will help achieve your business objectives and what the expected return on investment (ROI) is for investors.8. Financial Projections.Provide detailed financial projections for your business, including income statements, cash flow statements, and balance sheets for at least three years. These projections should be based on realistic assumptions and demonstrate your understanding of the financialimplications of your business plan. Include any key assumptions or risk factors that could affect yourfinancial projections.9. Appendices.Include any additional documents or materials that support your business plan, such as market research reports, competitive analysis, product brochures, or any relevant legal documents (e.g., patents, licenses).Remember that a business plan is a living document that should be updated regularly as your business grows and evolves. It should serve as a roadmap for guiding your company's strategy and operations and attracting investors or lenders. Take your time to craft a comprehensive and professional business plan that accurately reflects your company's vision and goals.。
Executive Summary
Executive SummaryEye -in-the-SkyBlue Sky of China is a large state enterprise subordinated to China Aviation Industry Corporation and has a history of 55 years. It is the earliest manufacturer specialized in producing airborne, airdropping and aviation sport products in China. It gained ISO9001 quality system certification in 1998. It has a history of 22 years to develop and produce hot air balloon, is the pointing and developing unit approved by General Administration of sport of China and China Aviation Industry Corporation .It developed and produced first hot air balloon and first hot airship of China in 1984. Then the first paraglider, first skyscraper-rescue parachute of China and so on were developed and produced. It also took part in the cooperation work of the project of Chinese spaceflight with cosmonaut in 2003 and gained diploma of first spaceflight with cosmonaut of China. Now its products of standard hot air balloon, irregular hot air balloon, spurt painting hot air balloon, parasender, paraglider, skyscraper-rescue parachute, paramotor and so on are widely used in traveling and sightseeing, advertisement, aviation sport, aviation measuring and screening to meet with different requirement in different field.Blue Sky also provides technical support and training of balloon operation and maintenance. Our hot air balloon products for export have reached the international level, and have been exported to 11 countries. As the policy support in trade to BONGOLA of Chinese government, we have a great interest in the market of BONGOLA and the the program Eye-in-the-sky.The program Eye-in-the-Sky is a great challenge to BONGOLA government and also to suppliers, considering the situation of BONGOLA.(1) As the reason of long time of war, the biggest problem to BONGOLA government is the lacking of money, which is the key to this program. Without enough money, suppliers will not enter the program, so the program and the recovery of the country is just a dream.(2) The staff employed is not well educated and they have no knowledge in flying, so the training of these staffs for flying and maintenance is a hard work for the supplier, and it may have a great effect on the success of the whole program.(3) The country's infrastructure is really very poor. This may increase the difficulty and time limit for putting into practice of the project.The program Eye-in-the-Sky is the security of Game Reserves which the government holds as a direct and correct way to attract more attentions and investings from abroad. So success or failure of the program has a lot of effect. The government should choose the most beneficial supplier.Considering these problems, Blue Sky could take a lot of advantages to BONGOLA government:(1)Low cost. It not just means that the price of our balloon is low, but also means the cost of the program Eye-in-the-Sky and the following operation of Game Reserves will be low if you choose Blue Sky. The balloon doesn't need a strict condition of area for taking-off and landing compared with ultra-light aircraft and UA V, which saves a large sum of money for BONGOLA government. In addition, the cost of regularoperation and maintenance of balloon is the lowest.(2)High cost performance .Despite of lowest price, all of our balloon for export are certificated and with high quality. We have the highest cost performance, which the government concerns a lot.(3)Safety. We should take into consideration of safety of three sides: safety of game wardens, visitors and animals. When the emergency that the visitors or the animals are in danger occurs, saving measures should be taken at the first time. At that time, balloon is the only choice.(4)Political and financial support .Blue Sky is a state enterprise of China, which represent a lot of meaning for BONGOLA government. As Chinese government intends to invest a lot in BONGOLA, this program has a great probability to be the first investment .Blue Sky could become a bridge between the government of China and BONGOLA. By using this relationship, BONGOLA government could obtain further political and financial support from Chinese government and attract investment from other Chinese companies and merchants, which will accelerate the steps of BONGOLA's recovery.(5)Experiences. Blue Sky has exported our products to 11 countries, we have abundant experiences in cooperation with foreign clients and we know how to communicate with them in the project.(6) Good training of employers. Blue Sky has a special and effective way to make a layman to be a certificated operator or maintenance technician.(7) Effective execution of the whole program and short time for program. Compared with ultra-light aircraft and UAV, the operation and maintenance is easier and the infrastructure is simpler. This will reduce the risks of whole program and make it easier to realize. And the time it needs will be shorter, which means Game Reserves could be brought into practice earlier. Time is money.(8)In view of the situation of BONGOLA, we could permit BONGOLA government to pay by installments.We believe that Blue Sky will be your best choice. With our products and services, BONGOLA will gain more than what you pay.。
商业营销策划英文方案怎么写
商业营销策划英文方案怎么写Table of Contents:1. Executive Summary2. Introduction3. Market Research and Analysis4. Target Market Segmentation5. Positioning and Differentiation6. Product Strategy7. Pricing Strategy8. Distribution Strategy9. Promotional Strategy10. Sales Strategy11. Evaluation and Control12. Conclusion1. Executive Summary:The executive summary provides an overview of the marketing plan, highlighting key objectives, strategies, and expected outcomes. It should be concise yet comprehensive enough to provide a clear understanding of the entire plan.2. Introduction:In this section, provide an introduction to the company and its current market position. Discuss the reasons for developing a marketing plan and the objectives to be achieved.3. Market Research and Analysis:Conduct thorough market research to understand the current market trends, competition, consumer behavior, and demands. Analyze the data to identify potential opportunities and challenges.4. Target Market Segmentation:Segment the market based on factors such as demographics, psychographics, and behavioral patterns. Define the target market segments that align with the company's goals and objectives.5. Positioning and Differentiation:Develop a positioning strategy that highlights the unique features and benefits of the company's products or services. Identify key points of differentiation that set the company apart from its competitors.6. Product Strategy:Outline the company's product strategy, including new product development, product improvements, and product diversification. Define the product life cycle stages and strategies to be implemented at each stage.7. Pricing Strategy:Determine the pricing strategy based on market research and analysis. Consider factors such as costs, competitor pricing, and perceived value. Develop a pricing model that maximizes profitability while remaining competitive.8. Distribution Strategy:Define the channels of distribution through which the company's products or services will reach the target market. Evaluate existing distribution channels and explore new opportunities to optimize distribution efficiency.9. Promotional Strategy:Develop a comprehensive promotional strategy that includes advertising, public relations, sales promotions, and digital marketing. Allocate a budget and set specific goals for each promotional channel.10. Sales Strategy:Define the sales strategy, including sales targets, sales force structure, training, and incentives. Develop a process for lead generation, prospecting, and closing deals. Implementa customer relationship management (CRM) system to manage customer interactions.11. Evaluation and Control:Establish key performance indicators (KPIs) to track the success of the marketing plan. Regularly monitor and evaluate the plan's effectiveness and make necessary adjustments to achieve desired results. Implement a system for reporting and reviewing progress against goals.12. Conclusion:Summarize the key elements of the marketing plan and emphasize the overall objectives and strategies. Highlight the expected outcomes and the potential impact on the company's growth and profitability.In conclusion, a comprehensive business marketing plan requires a detailed analysis of the market, identification of target segments, development of effective strategies, and continuous evaluation and control. By implementing a well-designed marketing plan, XYZ Company can enhance its market position, attract more customers, and achieve long-term success.。
个人创业走访报告格式及范文
个人创业走访报告格式及范文英文回答：Introduction:The report on personal entrepreneurship visit serves as a comprehensive document detailing the insights and experiences gained from interacting with entrepreneurs and observing their businesses. This report aims to provide anin-depth analysis of the entrepreneurial ecosystem, the challenges faced by startups, and the strategies employed by successful businesses.Report Format:1. Executive Summary- Brief overview of the visit- Key findings and impressions2. Background Information- Profile of the entrepreneur(s) visited- Business model and industry sector3. Methodology- Description of the approach taken for the visit - Interview questions and data collection methods 4. Findings- Business operations and management practices- Market analysis and customer insights- Financial performance and funding strategies 5. Challenges and Opportunities- Issues faced by the business- Potential areas for growth and expansion6. Recommendations- Suggestions for improvement- Best practices for other entrepreneurs7. Conclusion- Summary of the overall experience- Reflections on the lessons learnedSample Report:During my visit to "Innovative Tech Solutions," a startup specializing in AI-driven software development, I had the opportunity to meet with the founder, Jane Doe. With a background in computer science and a passion for innovation, Jane embarked on her entrepreneurial journey two years ago.The company operates on a subscription-based model, offering customized software solutions to small and medium-sized businesses. The primary focus of the industry is to streamline operations and enhance productivity through the use of artificial intelligence.My methodology involved conducting a semi-structured interview with Jane, observing the work environment, and reviewing financial statements and market research reports. The findings revealed that the company's management practices are highly flexible, allowing for rapid adaptation to market changes.Challenges faced by "Innovative Tech Solutions" include intense competition and the need for continuous product innovation. However, opportunities for growth are abundant, particularly in expanding to new markets and formingstrategic partnerships.Based on my observations and analysis, I recommend that the company focuses on building a strong brand identity andinvests in customer relationship management to retain and expand its client base. Other entrepreneurs can learn from Jane's emphasis on adaptability and the importance of staying ahead of technological trends.In conclusion, the visit provided valuable insights into the world of entrepreneurship. It highlighted the importance of resilience, innovation, and strategic planning in the pursuit of business success.中文版：引言：个人创业走访报告是一种全面记录与创业者互动及观察其业务所获得的洞见和体验的文档。
Executive Summary
A Review of Critical Human Factors Issues forAviation Team TrainingMichael G. LennéAir Operations DivisionSystems Sciences LaboratoryDSTO-TR-1466ABSTRACTThis report reviews literature relevant to team training in complex environments. While technological developments allow for the training of higher-order cognitive skills in complex simulated environments, in the absence of sound learning methodologies, training systems may not fully achieve their desired objectives. There are relatively few attempts in the literature that focus on how best to use technology to support effective training, and little research effort has involved the use of technology in the development of effective training programs for teams rather than individuals. The effectiveness of team training systems, and specifically, the measures of team outcomes and team processes that could be used to measure team performance in distributed training, are also reviewed. Some areas for future research relevant to distributed team training are identified.RELEASE LIMITATIONApproved for public releasePublished byDSTO Systems Sciences Laboratory506 Lorimer StFishermans Bend, Victoria 3207 Australia Telephone: (03) 9626 7000Fax: (03) 9626 7999© Commonwealth of Australia 2003AR- 012-832July 2003APPROVED FOR PUBLIC RELEASEA Review of Critical Human Factors Issues forAviation Team TrainingExecutive SummaryThis report was prepared for Task Number AIR 01/248 Distributed Mission Training Systems for RAAF. The Distributed Mission Training (DMT) task at DSTO is initially focussing on RAAF F/A-18 operational requirements involving Aircrew, Regional Operator Centre Command Teams, and Air Defence Ground Environment Tactical Data System Operators.This report reviews literature relevant to team training in complex environments. The first section reviews the psychological literature concerning cognitive processes for teams, with a focus on shared situation awareness, mental models, and team decision-making. The main aim of this section is to highlight some of the higher-order processes that are believed to be highly developed in effective teams.The second section reviews the more prominent and relevant forms of team training and instructional strategies. While the Event-Based Approach to Training teams in complex high technology environments has been widely used in the military domain, there may also be a role for other forms of team training, such as team coordination training and cross training, in distributed team training. The extent to which these other forms of team training might be involved in distributed training would depend largely on the extent to which the critical team processes are adequately covered in the EBAT approach.The final section of the report considers the measurement of team performance. Team outcome measures assess whether the team as a whole was successful in achieving its objectives, whereas team process measures are required to determine how the team went about achieving its objectives. The significant majority of this section concerns measures of team processes. Measures of the core dimensions of teamwork identify the degree to which teamwork behaviours are displayed by the team. These measurement tools can contain generic teamwork behaviours, in the case of the Teamwork Observation Measure, or identified teamwork behaviours that are specific to a given scenario for a given team, in the case of the Targeted Acceptable Responses to Generated Events or Tasks approach. While being more labour intensive, this latter approach offers the greatest potential for measurement of team processes for Distributed Mission Training. The measures of shared mental models and situation awareness are very much aimed at the individual level and collated to represent team values, hence further effort should be directed towards exploring measures where the team is the unit of analysis.While there have been many studies that have examined different aspects of team training and performance, very little is known about team processes and performance fordistributed teams. Some future areas of research are identified that aim to increase our understanding and measurement of distributed team processes and ultimately enhance the effectiveness of Distributed Mission Training.AuthorsMichael G. LennéAir Operations DivisionMichael Lenné is a Research Scientist specialising in Human Factorswithin Air Operations Division. He has a B.Sc. (Hons) in Psychologyand a Ph.D. in Human Factors Psychology from Monash University.He has extensive experience in the use of simulation to measure theinfluence of factors such as operator experience, workload, fatigue,and drugs on performance. His work currently includes exploringtechniques for optimising the effectiveness of team training.____________________ ________________________________________________Contents1.INTRODUCTION (1)PETENCIES AND COGNITIVE PROCESSES FOR TEAM TRAINING (4)2.1Competencies that affect teamwork (4)2.1.1Cognitions (4)2.1.2Behaviour (5)2.1.3Attitudes (5)2.1.4Principles, Guidelines, and Specifications (7)2.1.5Summary (8)2.2Cognitive Processes for Teams (8)2.2.1Control of attention (9)2.2.2Shared Situation Awareness (9)2.2.2.1 A definition and model of situational awareness (10)2.2.2.2Team situation awareness (12)2.2.3Shared mental model (13)2.2.4Strategies (14)2.2.5Metacognition (14)2.2.6Team Decision-Making (14)2.2.6.1Naturalistic Decision-Making (15)2.2.7Team processes for distributed teams (17)2.2.8The analysis of cognitive processes (18)2.2.8.1Approaches to Cognitive Task Analysis (19)3.THEORETICAL PERSPECTIVES ON LEARNING AND INSTRUCTIONALSTRATEGIES FOR TEAM TRAINING (24)3.1Theoretical perspectives on learning and skill acquisition (24)3.1.1Implications of learning theory for measuring performance duringtraining (28)3.2Instructional strategies for team training (29)3.2.1Team Coordination Training (29)3.2.2Cross Training (32)3.2.3Team Self-Correction Training (33)3.3Approaches to team training in complex high-technology environments (34)3.3.1The Instructional Systems Development Process (34)3.3.2Event-Based Approach to Training (EBAT) (36)3.3.2.1How does EBAT differ from other frameworks for training design?403.3.2.2Specific Event-Based Learning Methods (41)3.3.3Summary (41)4.MEASUREMENT OF TEAM PROCESSES (43)4.1Measurement using the TARGETs methodology (48)4.2Other studies of team process measurement (52)4.2.1Team knowledge (54)4.2.1.1Shared mental models (56)4.2.1.2Situational awareness (58)4.3Transfer of training (59)4.3.1Summary (61)5.CONCLUSION (62)6.REFERENCES (64)List of TablesTable 1. Examples of Cognitive, Behavioural, and Attitudinal competencies for team training (adapted from Salas & Cannon-Bowers, 2000) (6)Table 2: An example to illustrate the link between training objectives and performance measurement using EBAT (adapted from Dwyer et al., 1999) (40)Table 3. Summary of some of the studies that have measured teamwork dimensions and processes (45)Table 4. Dimensions and key factors for the TOM (adapted from Crane et al. 2000) (51)Table 5: The four ATOM dimensions of teamwork and definitions (adapted from Smith-Jentsch et al, 1998, p. 71) (52)GlossaryAAR After Action ReviewAAW Anti-Air WarfareACAQ Aircrew Coordination Attitudes QuestionnaireACT Adaptive Component of ThoughtATOM Anti-Air Teamwork Observation MeasureAWACS Airborne Warning and Control SystemCAS Close Air SupportCDQ Coordination Demand QuestionnaireCIC Combat Information CentreCMAQ Cockpit Management Attitudes QuestionnaireCRM Crew Resource ManagementCTA Cognitive Task AnalysisCDM Critical Decision MethodCTC Combat Training CentreCWA Cognitive Work AnalysisDMT Distributed Mission TrainingEBAT Event Based Approach to TrainingHTA Hierarchical Task AnalysisISD Instructional Systems DesignLOFT Line of Flight TrainingMSEL Master Scenario Event ListNDM Naturalistic Decision MakingRPD Recognition Primed Decision MakingSA Situation AwarenessSAT Surface Attack TacticsGlobal Assessment TechniqueAwarenessSAGAT SituationSALIANT Situation Awareness Linked Indicators Adapted to Novel Tasks SME Subject Matter ExpertTACT Team Adaptation and Coordination TrainingTADMUS Tactical Decision Making Under StressTARGETS Targeted Acceptable Responses to Generated Events or Tasks TCR Transfer Cost RatioTER Transfer Effectiveness RatioTDT Team Dimensional TrainingTOM Teamwork Observation MeasureTRS Teamwork Rating ScaleVE Virtual EnvironmentWDA Work Domain AnalysisDSTO-TR-14661. IntroductionThis report was written for Task Number AIR 01/248 Distributed Mission Training (DMT) Systems for RAAF. The DMT task at DSTO is initially focussing on RAAF F/A-18 operational requirements involving Aircrew, Regional Operator Centre Command Teams, and Air Defence Ground Environment Tactical Data System Operators.This report reviews literature relevant to team training in complex environments. Technological developments allow for the training of higher-order cognitive skills associated with human performance in complex simulated environments. Technology alone however does not ensure that effective training will occur. In the absence of sound learning methodologies, training systems may not fully achieve their desired objectives. There are relatively few attempts in the literature that focus on how best to use technologyto support effective training. This latter point is a critical issue and is the major focus of this review. Furthermore, very little research effort has involved the use of technology in the development of effective training programs for teams rather than individuals. Another key focus area of this report is the effectiveness of training systems, and specifically, exploring the measures of team outcomes and team processes that could be used to measure team performance in distributed training. In essence the core question that is being addressed in this review is this - How should technology best be used to provide an efficient and effective environment for distributed team training?Before commencing with the review of the literature it is instructive to explore the conceptof DMT in the Australian context. There are some objectives of DMT that become apparent when considering RAAF sources of information. Two broad objectives are to develop an aircrew training system that accommodates mission rehearsal, and to developan aircrew training system that provides effective team training and learning of cognitive skills involved in complex air operations.The first objective relating to mission rehearsal encompasses the belief that forces should “train the way we fight’ (Layton, 2000). Training needs to prepare the forces for combat by simulating as closely as possible the combat environment in which they are likely to find themselves. Exercising and training only one component of the force, or training each part separate from the others, results in no opportunity for exercising the interactions and building the cohesion that will be essential for effective operations.The second objective relating to effective team training really emphasises the need for effective team training of cognitive rather than motor skills. The DMT system purpose is to enable defence personnel to learn and practice the intellectual skills involved in complexair operations such as rapidly analysing incoming data, deducing threat intentions, coordinating action, and optimising system employment. DMT will not provide the required motor skill training needed to varying degrees by all aircrew and ground crew, but rather has the primary goal of team learning (Layton, 2000).DSTO-TR-14662 It seems that DMT has potential benefits that relate specifically to crew performance and other benefits that relate to operational/organisational performance. Of greatest interest to human factors researchers are the benefits that relate more specifically to crew performance as improving crew performance seems to be a logical primary goal of DMT, and it is what training programs aim to achieve and what human factors researchers can measure and evaluate in an experimental setting.There are a number of potential benefits from DMT that relate to crew performance:1. Firstly, improved opportunities for team training and review of performance andtactical doctrine - Teamwork, communication and coordination training can be undertaken in a manner not possible with live exercises as events can be frozen and restarted to ensure learning points are understood. DMT can be used for exploring situations that have occurred in exercises for further evaluation and education adding to the team learning value.2. Crew preparedness - Crews should be better prepared for the unexpected as theywould have experienced a wider range of possible combat situations than is possible during normal training (Layton, 2000).3. Maintenance of combat proficiency - Potential for gaining and maintainingproficiency levels without increasing flying hours.4. Enhanced reserve aircrew training - DMT may allow the maintaining of reservecrew at a useful currency status (Layton, 2000).Of course there are other benefits from DMT that do not specifically relate to crew performance such as:1. More efficient use of (limited) actual flying hours - flying hours could be used morefor refining intellectual skills rather than for their initial learning.2. Trialing of new equipment – the research and development that DSTO couldundertake to support air operations would be enhanced by being able to analyse DMT missions, evaluate proposed tactical changes, and trial new equipment options (Layton, 2000).It is important to note that the limited documentation available concerning DMT emphasises issues such as team training, intellectual skills, team learning, and transfer of training. The DSTO approach to DMT should consider that the training system to be developed should ideally foster both efficient team training (i.e., team learning of cognitive skills) and maintenance and attainment of combat proficiency and readiness via mission rehearsal.Having briefly outlined what a distributed training system is aiming to achieve, the report following reviews literature that is relevant to the attainment of these goals. Primarily, this literature concerns issues such as the identification of key competencies, instructional strategies, and measures of performance as they relate to team functioning.DSTO-TR-1466 To embark on a review of the training and team performance literature is indeed a sizeable task. In an attempt to tie together the areas of training theory and practice, it is worthwhileto draw upon a conceptual framework for organising the training research proposed by Cannon-Bowers et al. (1991). This framework aims to clarify the relationship between various areas of training theory and between theory and practice. It also incorporates three important questions relevant to training research: (1) What should be trained (what are the knowledge, skills, and attitudes that must be trained)? (2) How should training be designed? (3) Is training effective, and why? There are conceptual and theoretical developments, as well as training techniques, associated with each of these questions. In the interests of clarity and providing a link between areas of research and practice, the organisation of this review of research relevant to team training will follow the framework described by Cannon-Bowers et al. (1991).3DSTO-TR-146642. Competencies and cognitive processes for teamtrainingIt is important to reiterate that, at this point in time, DMT does not focus on manual control skills, and as such, the majority of this section focuses on higher-order cognitive processes. There is a sizeable body of literature on the required competencies that should form the basis of team training. These competencies will be the initial focus of this section, but then discussions will move to higher-level team ‘processes’ and associated research.It should also be stated that virtually none of the team training literature pertains to distributed teams, that is, when team members are at physically different locations. While there are certainly bound to be some differences in the functioning of distributed versus co-located teams, it is instructive to consider what is already known about how co-located teams function before considering the functioning of distributed teams.2.1 Competencies that affect teamworkPublished literature over the last decade describes three major components, that when combined, define teamwork. These competencies are cognitions (knowledge-based competencies), behaviour (skill-based competencies) and attitudes (attitude-based competencies) (Salas & Cannon-Bowers, 2000).It is worth mentioning here some of the basic elements that make up a team. Indeed there are a number of characteristics that have been established in the literature that define the characteristics of teams. Some of these are that: team members have meaningful task interdependencies; team members hold shared and valued objectives/goals; team members are hierarchically organised; team members hold specialised roles and responsibilities; team members use multiple information sources; team members possess adaptive mechanisms; and team members perform through intensive communication processes (Salas & Cannon-Bowers, 2000).2.1.1 CognitionsTeamwork has a cognitively-based element in that knowledge is required in order to perform the team tasks. It has been suggested that team members must possess compatible mental models (knowledge structures) of their team-mates’ roles, the tasks, and the situations that the team encounters, in order to be effective (Salas & Cannon-Bowers, 2000). These knowledge structures create expectations and allow for individuals to make predictions concerning how to perform during both routine and novel situations (Cannon-Bowers, Salas, & Converse, 1993).Research also suggests that team members should possess knowledge about the purpose and objectives of their mission, and the norms that are expected to be followed. They must also understand the importance of teamwork, their individual roles, and theDSTO-TR-1466 responsibilities of their team-mates (Cannon-Bowers et al., 1993; Cannon-Bowers, Tannenbaum, Salas, & Volpe, 1995).Cue strategy associations are a key knowledge-based strategy (Cannon-Bowers et al., 1993; Cannon-Bowers et al., 1995). That is, team members need to be able to make an association between a set of cues and the actions that need to be undertaken – the cues in the environment should trigger team members to behave in a particular way. It is this type of knowledge that allows team members to perform frequently without the need for overt communication (Salas & Cannon-Bowers, 2000).The concepts of knowledge structures, mental models, and other cognitive processes important for effective team functioning are pursued in detail in a later section (section 2.2). The aim here is merely to provide an overview of the different types of competencies that contribute to teamwork.2.1.2 BehaviourTeam members require the skills to allow them to perform and act in a timely and accurate fashion. As such there has been considerable research directed toward uncovering consistent behaviours of effective teams. There are actions that team members can take that have been shown to influence teamwork. For example, these include: performance monitoring; performing self-correction; providing tasks and motivational reinforcement; using closed-loop communication; adapting to unpredictable situations; being assertive, and; employing implicit or explicit coordination of activities. According to Salas & Cannon-Bowers (2000) the skill-based competencies that are associated with effective teamwork include adaptability, mutual performance monitoring, team leadership, communication, assertiveness, and conflict resolution.2.1.3 AttitudesAttitudes about the task and other team members will have a significant impact on teamwork. Willingness to remain in the group, team morale, beliefs of the importance of teamwork, and motivation of the team members all influence the effectiveness of teamwork. Collective orientation, being the disposition to receive and value inputs from others, and self-efficacy, are other critical factors in facilitating teamwork.Teamwork is the seamless integration of related knowledge, skills, and attitudes that team members use to optimise performance. It is important to have an understanding of these knowledge, skills, and attitudes, as they are the target of team training, which of course aims to improve effective teamwork (Salas & Cannon-Bowers, 2000).Table 1 below provides some generic examples of cognitive, behavioural, and attitudinal competencies for team training.5DSTO-TR-14666 Table 1. Examples of Cognitive, Behavioural, and Attitudinal competencies for team training (adapted from Salas & Cannon-Bowers, 2000).Nature of teamcompetencyDescription of teamcompetencyKnowledge Skills Attitudes Context-driven Taskspecific,team specific• Cue strategy associations• Task-specific team-mate characteristics• Team-specific role responsibilities• Shared mental models• Team mission, objectives, norms, resources• Task organisation• Mutual performance monitoring• Shared problem-model development• Flexibility• Compensatory behaviour• Information exchange• Dynamic reallocation of functions• Mission analysis• Task structuring• Task interaction• Motivation of others• Team orientation (morale)• Collective efficacy• Shared visionTeam contingent Task generic,team specific• Team mate characteristics• Team mission, objectives, norms, resources• Relationship to larger organisation• Conflict resolution• Motiva tion of others• Information exchange• Intra-team feedback• Compensatory behaviour• Assertiveness• Planning• Flexibility• Morale building• Cooperation• Team cohesion• Interpersonal relations• Mutual trustTask contingent Task specific,team generic• Task-specific role responsibilities• Task sequencing• Team role-interaction patterns• Procedures for task accomplishment• Accurate task models• Accurate problem models• Boundary-spanning role• Cue-strategy associations• Task structuring• Mission analysis• Mutual performance monitoring• Compensatory behaviour• Information exchange• Intra-team feedback• Assertiveness• Flexibility• Planning• Task interaction• Situational awareness• Task-specific teamwork attitudes Transportable Taskgeneric,team generic• Team work skills • Morale building• Conflict resolution• Information exchange• Task motivation• Cooperation• Consulting with others• assertiveness• Collective orientation• Belief in the importance of teamworkDSTO-TR-14662.1.4 Principles, Guidelines, and SpecificationsTraining should be based on solid principles and knowledge of human learning, and trainers should rely on theoretically driven and empirically validated instructional principles to drive the instructional design process. Salas and Cannon-Bowers (2000) present some categories of principles for teamwork. These categories are general, adaptability-related, communication-related, performance monitoring/feedback-related, interpersonal relations, and coordination/cooperation-related principles. More specifically, those authors also put forward a number of general principles that relate onlyto the design and delivery of team-training programs. Salas and Cannon-Bowers (2000) state that these principles are supported by evidence of their utility and effectiveness. Some of these principles of team training are:• Team training must facilitate information presentation, demonstration of teamwork behaviours, practice, and feedback;• Teams must be provided with immediate feedback about their performance during training;• Team members who require transportable competencies (i.e., generic competencies applicable across a range of situations) must receive training at the individuallevel;• Transfer will be facilitated when individuals receive training directed at individual skills before receiving training at the team level;• Transfer will be facilitated when the transition from individual to team training is based on the formation of shared knowledge and understanding of the team andits tasks; and• Teams that need to develop team-specific competencies from either team-contingent or context-driven categories must receive training that includesfeedback that facilitates the formation of shared or common expectations for taskperformance.Some guidelines for team training are also put forward. These guidelines translate the principles into practice, and thus aid in the design and development of team-training programs (e.g., exercise the team with a variety of novel situations to build an adaptive repertoire). These guidelines have been developed to provide some insight into the selection of appropriate competencies for team training (i.e., not all competencies will be of similar importance across different teams and tasks). Some competencies may be specificto a particular task or team, or generic in that they may apply across teams and tasks. In considering the competencies that need to be trained, it is important to consider the stability of both team members and the tasks performed over time. The nature of team and task stability will align the competencies required to one of the four categories (Cannon-Bowers et al., 1995). Specifications are more precise statements about how team training should be designed, and state specifically what to do and when to do it.7DSTO-TR-14668 2.1.5 SummaryThe preceding four sections briefly discuss the three major generic types of competency thought to be required for effective team functioning, and some principles and guidelines to promote their implementation in training programs. While the principles and guidelines are intuitive and of general interest value, they are descriptive only and do not provide any solid guidance relating to how to develop or structure a team-training program. Nonetheless even a brief examination of the team training literature yields many references discussing team competencies, principles, and guidelines.While there have been many competencies identified in the team training literature, there are some that appear to be more critical than others. In reviewing the team work literature, Dickinson et al. (1992, as cited in Dickinson & McIntyre, 1997) identified and defined seven core components of teamwork as part of a teamwork model. These core components are as follows:1) Communication is a major component of teamwork processes, and is a mechanismthat links the other components of teamwork.2) Team orientation refers to the attitudes that team members have toward oneanother, the team task, and the team leadership, as well as including team cohesion.3) Team leadership includes the structure provided by the designated leaders as wellas other team members. It also emphasises the importance and planning to support team member functions.4) Monitoring and awareness of the activities and performance of other teammembers is also an important team process. It implies that individual team members have a good understanding of the tasks of other team members.5) Feedback is critical in that giving and receiving of feedback among team membershelps teams to adapt and learn from their performance.6) Backup behaviour concerns assisting other team members to perform their tasks,which assumes a degree of task interchangeability among team members, and willingness to provide and seek assistance.7) Coordination reflects an organised execution of team tasks such that teammembers respond as a function of the behaviour of others. Coordinated team performance is dependent upon effective teamwork dimensions such as communication, monitoring, and backup.The following section addresses some of the cognitive team processes that underpin these dimensions of teamwork.2.2 Cognitive Processes for TeamsTeams process information, make decisions, solve problems, and make plans. Thorndike & Klein (1989, as cited in Klein 2000) suggested that teams can be considered as an intelligent entity, and hence it is possible to try to identify the key cognitive processes required by the tasks that depend on teamwork. The cognitive processes important for teamwork defined。
分析师调研报告模板英文
分析师调研报告模板英文Analyst Research Report[Title of the Report][Date]Prepared by:[Your Name][Your Title][Your Organization]Table of Contents:1. Executive Summary2. Introduction3. Methodology4. Background5. Market Analysis6. Company Overview7. Financial Analysis8. Conclusion9. Recommendation10. References1. Executive Summary:The executive summary provides a brief summary of the key findings and recommendations of the research report.2. Introduction:The introduction section provides an overview of the report,including the purpose, scope, and objectives. It also outlines the structure and methodology used in the research.3. Methodology:This section explains the research methodology adopted, including the data collection methods, sample size, and data analysis techniques. It ensures transparency and reliability of the findings.4. Background:The background section provides the necessary context and background information related to the topic of the research report. It includes industry trends, market dynamics, and relevant regulations.5. Market Analysis:This section analyses the size, growth rate, and trends of the market. It includes market segmentation, target audience, and competitive landscape. It provides insights into the market opportunities and challenges.6. Company Overview:This section provides an in-depth analysis of the company under review. It includes information about the company's history, products/services, market position, and key competitors. It helps understand the company's strengths and weaknesses.7. Financial Analysis:This section analyzes the company's financial performance, including revenue, profitability, liquidity, and solvency. It also includes key financial ratios and comparisons with industrybenchmarks. It helps evaluate the company's financial health and performance.8. Conclusion:The conclusion section summarizes the key findings and insights derived from the research. It highlights the strengths, weaknesses, opportunities, and threats (SWOT) of the company and provides a high-level overview of its future prospects.9. Recommendation:The recommendation section provides actionable recommendations based on the research findings. It suggests strategies for the company to capitalize on its strengths, address weaknesses, and leverage market opportunities. The recommendations should be clear, specific, and supported by evidence.10. References:This section lists all the sources of information used in the research report. It includes academic articles, industry reports, company websites, and other credible sources. Proper citation and referencing are essential to ensure the integrity of the research. This analyst research report provides a comprehensive analysis of [topic]. The report aims to assist investors, industry stakeholders, and decision-makers in making informed decisions. It offers valuable insights into the market dynamics, company performance, and future prospects. The recommendations provided can serve as a guide for strategic planning and decision-making.Disclaimer: This research report is for informational purposes only and should not be considered as financial or investment advice. The information provided is based on the best available data at the time of research and is subject to change. Readers are advised to conduct their own due diligence and consult with appropriate professionals before making any investment decisions.[End of Report]。
Executive Summary
OCI Feedback ReportExecutive SummaryOverviewThe Organizational Culture Inventory (OCI) was administered to 1505 members of Sample Company to assess its current culture. The OCI measures “what is expected of members,” or, technically speaking, behavioral norms and expectations which may reflect the more abstract aspects of culture such as shared values and beliefs. The inventory assesses the strength of twelve different behavioral norms associated with three general types of cultures—Constructive, Passive/Defensive, and Aggressive/Defensive. Additionally, the inventory assesses outcomes associated with these different cultural norms, including members’ role clarity, role conflict, perceptions of service quality, and satisfaction.The OCI was also used to measure Sample Company’s ideal culture in terms of the behaviors that should be expected of members. The differences or “gaps” between Sample Company’s current and ideal culture profiles, as well as the impact of its current culture on outcomes, provide the basis for developing plans for strengthening Sample Company’s long-term effectiveness. Current CultureIn terms of the general types of culture measured by the OCI, the current culture of Sample Company is viewed by members as being (from strongest to weakest):♦ Aggressive/Defensive; which involves expectations for members to approach tasks in forceful ways to promote their status and security (includes norms and expectations forOppositional, Power, Competitive, and Perfectionistic behaviors).♦ Passive/Defensive; which involves expectations for members to interact with other people in cautious and tentative ways to protect their own security (includes norms andexpectations for Approval, Conventional, Dependent, and Avoidance behaviors).♦ Constructive; which involves expectations for members to interact with people and approach tasks in ways that will help them to meet their higher-order needs for satisfaction and growth (includes norms and expectations for Achievement, Self-Actualizing,Humanistic-Encouraging, and Affiliative behaviors).The current culture is low in terms of the amount of agreement among members regarding the behaviors that are and are not expected. With respect to the specific behavioral norms assessed by the inventory, Sample Company’s current culture is described as:♦ Competitive (Aggressive/Defensive); which involves expectations for out-performing peers, winning at all costs, and maintaining an image of superiority.♦ Oppositional (Aggressive/Defensive); which involves expectations for opposing the ideas of others, pointing out flaws, and making “safe” decisions.Human Synergistics/Center for Applied Research Sample Company Copyright © 2003. All Rights Reserved. July 2005EXECUTIVE SUMMARY ii The behavioral norms and expectations currently communicated and reinforced within Sample Company are described in detail in Section 2 of the Feedback Report.Ideal CultureIn comparison to the current culture, members believe that Sample Company’s culture should ideally be (from strongest to weakest):♦ Constructive♦ Aggressive/Defensive♦ Passive/DefensiveThe ideal culture is high in terms of the amount of agreement among members regarding the behaviors that should and should not be expected. More specifically, members describe the ideal norms for Sample Company as:♦ Humanistic-Encouraging (Constructive); which involves expectations for being supportive, constructive, and open to influence in dealing with one another.♦ Achievement (Constructive); which involves expectations for setting challenging goals, establishing plans to reach those goals, and pursuing them with enthusiasm.The behaviors that members believe should be expected to maximize Sample Company’s long-term effectiveness are described in detail in Section 2 of the Feedback Report.Cultural GapsOn the average, the largest discrepancies between Sample Company’s current and ideal culture profiles are in the Constructive cluster. In terms of the twelve specific cultural norms, members report the largest gaps in the areas of:♦ Avoidance (Passive/Defensive); which involves expectations for being non-committal, never being blamed for mistakes, and staying out of trouble.♦ Affiliative (Constructive); which involves expectations for being friendly, open, cooperative, and sensitive to the needs of the work group.Section 2 of the Feedback Report includes an analysis of the gaps between Sample Company’s current and ideal culture profiles at both the scale and item levels.Impact of Culture on OutcomesOrganizational culture typically has a strong impact on members’ role clarity and conflict, satisfaction, and evaluations of service quality. As measured by the OCI, these outcomes at Sample Company (compared to other organizations) are as follows:♦ member role clarity is below average,Human Synergistics/Center for Applied Research Sample Company Copyright © 2003. All Rights Reserved. July 2005EXECUTIVE SUMMARY iii ♦ member role conflict is above average (below average is preferred),♦ quality of service is below average, and♦ employee satisfaction is above average.Section 3 of the Feedback Report describes Sample Company’s results along the survey items used to measure each of these outcomes. This section also includes comparative profiles that illustrate how these outcomes differ depending on members’ reports of the culture. (Within organizations, there are differences in how members view the culture of their subgroups, and these differences have a systematic impact on the outcomes measured by the OCI.)Implications for Culture ChangeMany organizations are interested in re-directing their current cultures and moving toward the ideal specified by their members. Movement in this direction requires that internal structures, systems, technology, and skills/qualities, as well as the organization’s mission and philosophy, be aligned with the values underlying the ideal OCI profile. More generally, factors at the member/job, manager/unit, and organizational levels should be assessed to ensure that they reinforce desired behaviors.For example, Humanistic-Encouraging cultural norms have been found in organizations where jobs are designed to maximize members’ responsibility, autonomy, and knowledge of results; where excellent performance is recognized and rewarded; and where mistakes are viewed as opportunities for learning and improvement. Such norms have also been found in organizations where managers demonstrate a concern for people, as well as task, and where members at all levels are involved in identifying ways to improve the organization and increase its productivity. Thus, Humanistic-Encouraging norms may be promoted through levers such as: ♦ job design,♦ performance management systems,♦ manager development programs, and♦ opportunities for employee involvement.Achievement cultural norms have been found in organizations that reward members who set and attain realistic (as opposed to impossible) goals that are based on self-improvement (rather than on outperforming co-workers). Such norms have also been found in organizations where decision making is decentralized, job responsibilities are broadly defined, and the vertical lines of communication are open and clear. Subsequently, Achievement norms may be promoted through levers such as:♦ employee goal setting,♦ reinforcement (reward) systems,♦ organization design, andHuman Synergistics/Center for Applied Research Sample Company Copyright © 2003. All Rights Reserved. July 2005Sample CompanyJuly 2005 Organizational Culture Inventory TMFeedback Reporthuman synergistics/center for applied research, inc.TABLE OF CONTENTS INTRODUCTION.........................................................................................................................SECTION 1I NTRODUCTION TO THE OCI F EEDBACK R EPORT.......................................................................................1-1T HE O RGANIZATIONAL C ULTURE I NVENTORY.............................................................................................1-2H OW C ULTURE W ORKS............................................................................................................................1-3P LANNING FOR C ULTURAL C HANGE..........................................................................................................1-5A BOUT THIS R EPORT...............................................................................................................................1-5F UTURE S TEPS........................................................................................................................................1-6 ORGANIZATIONAL CULTURE (ALL RESPONDENTS)...........................................................SECTION 2 T HE OCI C IRCUMPLEX.............................................................................................................................2-1 T HE C ULTURAL N ORMS M EASURED BY THE OCI.......................................................................................2-2 Y OUR O RGANIZATION’S C URRENT C ULTURE.............................................................................................2-5 Y OUR O RGANIZATION'S I DEAL C ULTURE...................................................................................................2-9G AP ANALYSIS AND I TEM-BY-I TEM R ESULTS............................................................................................2-12O RGANIZATIONAL R EADINESS FOR C HANGE............................................................................................2-27 OUTCOMES OF CULTURE (ALL RESPONDENTS)................................................................SECTION 3 O UTCOMES A SSESSED BY THE OCI..........................................................................................................3-1G AP B ARCHART OF THE O UTCOME I TEMS.................................................................................................3-1O UTCOME B ARCHARTS AND T ABLES.........................................................................................................3-3I MPLICATIONS OF THE O UTCOME S CORES.................................................................................................3-7C ORRELATIONS BETWEEN YOUR O RGANIZATION'S C ULTURE AND O UTCOMES.............................................3-9C OMPARATIVE P ROFILES.......................................................................................................................3-14 PLANNING FOR CULTURAL CHANGE....................................................................................SECTION 4D EFINE R ESULTS TO BE A TTAINED............................................................................................................4-2S PECIFY C ULTURAL C HANGE T ARGETS AND G OALS..................................................................................4-4I NCREASE R EADINESS FOR C HANGE.........................................................................................................4-6I DENTIFY L EVERS FOR C ULTURAL C HANGE...............................................................................................4-7 SUBGROUP RESULTS..............................................................................................................SECTION 5I NTERPRETING THE S UBGROUPS' C ULTURE R ESULTS................................................................................5-1I NTERPRETING T HE S UBGROUPS' O UTCOME R ESULTS..............................................................................5-2S UBGROUP P ROFILES, T ABLES, AND B ARCHARTS.....................................................................................5-4 APPENDICESD EMOGRAPHIC F REQUENCIES.....................................................................................................................A Human Synergistics/Center for Applied Research Sample Company Copyright © 2003. All Rights Reserved. July 2005INTRODUCTION Human Synergistics/Center for Applied ResearchSample Company Copyright © 2003. All Rights Reserved. July 20051-1Introduction to the OCI Feedback ReportWith ever-growing competition and shorter product and service life cycles, most organizations have found that standardized methods and strict controls are no longer a viable way to run abusiness. Now, more than ever, organizational success is dependent upon management’s ability to empower members to think and behave like owners. That’s why, in addition to monitoring traditional financial and production performance indicators, many organizations are directinggreater attention to the internal factors and conditions that have an impact on their performance.The Organizational Culture Inventory (OCI) was developed in response to the demand for a reliable and valid measure of organizational culture that distinguishes effective organizations from those that are less effective. In turn, the OCI Feedback Report is designed to help change agents, managers, and members understand and use the information obtained from an OCI administration within their organization.This Feedback Report summarizes your organization’s OCI results. The results are based on the responses of members within your organization who completed the OCI. The informationcontained in this report will be instrumental to your organization’s development efforts. Specifically, it will enable you to:♦ understand your organization’s culture in terms of the behaviors that are currently expectedof members (Section 2);♦ identify the behaviors that ideally should be expected for your organization to be successful(Section 2);♦ discern the impact of your organization’s culture on members (Section 3);♦ establish a direction for your organization’s cultural change efforts (Section 4), and♦ determine whether subcultures exist within your organization (Section 5).INTRODUCTION Human Synergistics/Center for Applied ResearchSample Company Copyright © 2003. All Rights Reserved. July 20051-2The Organizational Culture InventoryThe Organizational Culture Inventory (OCI) is an integral component of Human Synergistics’ multi-level diagnostic system for individual, group, and organizational development. The OCI measures “what is expected” of members of an organization—or, more technically, behavioral norms and expectations which may reflect the more abstract aspects of culture such as shared values and beliefs.The inventory presents a list of statements which describe some of the behaviors and personal styles that might be expected or implicitly required of an organization’s members. Some of the cultural norms measured by the OCI are positive and supportive of constructive interpersonal relationships, effective problem solving, and personal growth; others are dysfunctional and can lead to unnecessary conflict, dissatisfaction, and symptoms of strain on the part of organizational members. More specifically, the OCI measures twelve different cultural norms that are organized into three general types of cultures:♦ Constructive cultures , in which members are encouraged to interact with others andapproach tasks in ways that will help them to meet their higher-order satisfaction needs(includes Achievement, Self-Actualizing, Humanistic-Encouraging, and Affiliative cultures).♦ Passive/Defensive cultures , in which members believe they must interact with peoplein defensive ways that will not threaten their own security (includes Approval, Conventional, Dependent, and Avoidance cultures).♦ Aggressive/Defensive cultures , in which members are expected to approach tasks inforceful ways to protect their status and security (includes Oppositional, Power,Competitive, and Perfectionistic cultures).The types of culture measured by the OCI have a direct bearing on the activities of members and the functioning of the organization—and have been shown to be related to important outcomes such as member satisfaction, motivation, teamwork, product/service quality, and other criteria of organizational effectiveness (e.g., sales performance). These expectations or cultural norms result from, and are reinforced by, organizational structures, human resource management systems, managerial styles, and other factors that can be changed—at least to some extent—by those in leadership positions. Thus, the Inventory is appropriate for use in cultural change programs.The OCI has been adopted by numerous organizations and completed by more than 2,000,000 individuals. Organizations have used the Inventory to diagnose their cultures and plan change programs, to identify the “ideal” culture for maximizing their effectiveness, and/or to monitor the impact of organizational development efforts. More specialized applications have included programs on cultural (ethnic) diversity within organizations, individual career counseling, and union-management relations.INTRODUCTION Human Synergistics/Center for Applied ResearchSample Company Copyright © 2003. All Rights Reserved. July 20051-3How Culture WorksThe theoretical model shown on the next page presents the major causal factors (levers forchange ) that shape and reinforce behavioral norms and expectations as measured by the OCI. As depicted by the model, the operating cultures of your organization is not directly determined by its values (or ideal culture ), nor is it directly influenced by its missions and philosophies. Rather, the behavioral norms and expectations that emerge within organizations are directly influenced by their internal structures, systems, technologies, and skills/qualities.♦ Structure refers to the manner in which components (such as people, tasks, and roles)are ordered and coupled to create organization. Aspects of structure that can influence an organization’s operating culture include its design (such as degree of centralization,formalization, and specialization) and the extent to which it promotes or restricts members’ involvement and empowerment.♦ Systems refer to the interrelated sets of procedures—such as human resource,information, accounting, and quality control systems—an organization uses to support itscore activities and solve problems. Human resource management systems, including goal setting, reinforcement, performance management, training and development, and selection and placement, are among the most powerful factors for shaping—as well as redirecting—the operating culture of an organization.♦ Technology refers to the methods by which an organization transforms inputs intooutputs. Aspects of technology that have been found to have an impact on the operatingculture of organizations include job design, job complexity, and degree of interdependence among members.♦ Skills/qualities of organizational members—particularly those who hold leadershiproles—can shape, reinforce, and change the operating culture of an organization. Examples of relevant skills and qualities revolve around communication, sources of power andinfluence, methods for conflict resolution, and job security.To the extent that your organization’s internal structures, systems, technology, skills/qualities, and mission and philosophy are all in alignment with its values, the organization’s operating culture will more closely reflect its ideal culture. In contrast, the operating culture will be considerably different from the organization’s ideal when causal factors are not in alignment with the organization’s values and ideal culture.The model also illustrates that your organization’s operating culture determines outcomes at the individual, group, and organizational levels. For example, culture has been found to be associated with satisfaction, motivation, and stress at the individual level; teamwork and inter-unit coordination at the group level; and product/service quality and external adaptability at the organizational level.Keep in mind that there are many factors that potentially lead to and result from cultural norms. Some of those factors are included in the model and are specified above; others have yet to be studied. Research conducted over the past 15 years using the OCI and the Organizational Effectiveness Inventory (OEI) provide support for the relationships described here.INTRODUCTION Human Synergistics/Center for Applied ResearchSample Company Copyright © 2003. All Rights Reserved. July 20051-5Planning for Cultural ChangeSection 4 of this report guides you in using your organization’s OCI results in “Planning for Cultural Change.” The Planning for Cultural Change section begins by taking you through an analysis of your organization’s results along the outcomes measured by the OCI; then walks you through an analysis of your organization’s culture and identification of critical gaps; and ends by helping you to delineate the steps that can be taken to close gaps and improve along outcomes.Once you have completed this process, you will have outlined a plan that includes the keyactions to be taken to facilitate positive change (i.e., levers for change) as well as the factors to be monitored to gauge the success of your organization’s change efforts (i.e., targeted cultural gaps and outcomes). This same approach can then be used by subgroups within your organization to develop complementary improvement plans at the subgroup level.About this ReportThis report contains an “Executive Summary” of your organization’s OCI results. The Executive Summary provides a general overview of your organization’s current culture, the ideal culture, the impact of the current culture on outcomes, and some of the implications for yourorganization’s development efforts.The Feedback Report itself includes:♦ A description of the current culture of your organization compared to the ideal culture asmeasured by the OCI (including gap analyses at the scale and item levels).♦ Information regarding your organization’s readiness for change as measured by theideal OCI.♦ Your organization’s results on the outcomes of culture as compared to our “HistoricalAverage (based on over 1000 organizational units) and “Constructive Benchmark”(based on 172 organizational units with predominantly Constructive cultures).♦ OCI comparative profiles and correlations that illustrate the impact of your organization’sculture on particular outcomes.♦ OCI results regarding culture and outcomes broken down by subgroups.♦ Project administration and demographic information.INTRODUCTION1-6Future StepsCollecting data on your organization’s current and ideal culture and outlining action plans for improvement based on that data are the first steps toward increasing your organization’s effectiveness. After you have completed reviewing the OCI Feedback Report and have outlined action plans for improvement at the organization and subgroup levels, it is recommended thatyou proceed by:♦ Refining organizational and subgroup action plans. In refining your organization’s and subgroups’ action plans, you may consider a more preciseassessment of the levers for change in your organization. The OrganizationalEffectiveness Inventory (OEI) is an assessment tool that enables an organization tomeasure the impact of its culture (on members, groups/teams, and the organization) aswell as the factors and conditions that likely drive or shape that culture. The OEImeasures the clarity and focus of an organization’s mission and philosophy, as well asassesses the internal structures, systems, technology, and skills/qualities that representpotential levers for change. Thus, using the OEI will help you to pinpoint those leversmost critical to successful culture change within your organization.♦ Getting members involved in the process. As you get more specific regarding the changes that need to be made within your organization and subunits, you willprobably want to get the input of those who are likely to be affected by the changes.Getting people involved in the cultural change process during the planning stages willenable you to identify unanticipated obstacles, provide you with more ideas, and raisethe level of commitment to change initiatives.♦ Implementing organizational and subgroup action plans. This is where you put your plans into action. Continue to get people within your organization involved,delegate, and seek out volunteers. Don’t be discouraged if the process starts out slowor if things are not working out exactly as planned. Rather, stay focused on your goalsand be prepared to modify the original plans as warranted.♦ Monitoring your organization’s progress. Keeping track of how well you are doing relative to your goals is critical—it enables you to determine whether your planswere on target or need to be modified; it guides you in directing people’s efforts; and itcan be an excellent boost to motivation. You’ll want to reassess the cultureapproximately 1½ to 2 years after your initial administration of the OCI and then every1½ to 2 years after that to make sure that your organization’s culture is moving in thedesired direction.Organizational Culture (All Respondents) The Organizational Culture Inventory (OCI) assesses the culture of your organization at the level of behavioral norms and expectations. Members of your organization responded to the OCI either in terms of the extent to which certain behaviors and personal styles are expected (i.e., the current culture) or in terms of the extent to which certain behaviors and personal styles should be expected (i.e., the ideal culture). Current and ideal culture results are each plotted on the OCI circumplex.The OCI CircumplexThe OCI measures twelve different cultural norms. Individual scores for these cultural norms are aggregated to the organizational level and are plotted on to a circular diagram known as a circumplex (shown below). Cultural norms that are located next to one another on the OCI circumplex (e.g., Achievement and Self-Actualizing) are more closely related than cultural norms that are located further apart (e.g., Achievement and Conventional).Copyright © HumanSynergistics InternationalCopyright © by HumanSynergistics InternationalThe OCI circumplex allows you to compare your organization’s scores along the twelve cultural norms to the scores of 921 subunits (e.g., departments and divisions of other organizations). When you record your unadjusted (or “raw”) score for each cultural norm on the circumplex, you convert the results for your organization to percentile scores that provide a more realistic picture of the culture (similar to when you evaluate your performance on a test, in part, by comparing how you ranked relative to everyone else who took the test). The bold center ring represents the 50th percentile. Scores falling below the 50th percentile are low relative to other organizations. Scores that fall above the 50th percentile are high relative to other organizations.The Cultural Norms Measured by the OCIThe cultural norms are organized on the OCI circumplex such that those toward the top reflect expectations for behaviors that are directed toward higher-order needs for growth andsatisfaction ; those toward the bottom reflect expectations for behaviors that focus on meeting lower-order needs for security . Cultural norms located on the right side of the circumplex reflect expectations regarding interactions with people ; cultural norms located on the left reflectexpectations regarding task -related behaviors. The distinctions between satisfaction andsecurity and between people and task define the three clusters of cultural norms measured by the OCI: Constructive, Passive/Defensive, and Aggressive/Defensive.CONSTRUCTIVE CULTURAL NORMS(Promote Satisfaction Behaviors)(11:00) An Achievement culture characterizes organizations that do things well and value members who set and accomplish their own goals. Members of these organizations establish challenging but realistic goals, develop plans to reach these goals, and pursuethem with enthusiasm. Achievement organizations are effective; problems are solvedappropriately, clients and customers are served well, and the orientation of members (aswell as the organization itself) is healthy.(12:00) A Self-Actualizing culture characterizes organizations that value creativity, quality over quantity, and both task accomplishment and individual growth. Members ofthese organizations are encouraged to gain enjoyment from their work, developthemselves, and take on new and interesting activities. While Self-Actualizing organizations can be somewhat difficult to understand and control, they tend to be innovative, offer high-quality products and/or services, and attract and develop outstanding employees.(1:00) A Humanistic-Encouraging culture characterizes organizations that aremanaged in a participative and person-centered way. Members are expected to besupportive, constructive and open to influence in their dealings with one another. AHumanistic culture leads to effective organizational performance by providing for the growth and active involvement of members who, in turn, report high satisfaction with andcommitment to the organization.(2:00) An Affiliative culture characterizes organizations that place a high priority on constructive interpersonal relationships. Members are expected to be friendly, open, andsensitive to the satisfaction of their work group. An Affiliative culture can enhanceorganizational performance by promoting open communication, cooperation, and theeffective coordination of activities. Members are loyal to their work groups and feel they “fit in” comfortably. Copyright © by Human Synergistics International。
英语作文提案的格式及范文
英语作文提案的格式及范文英文回答：Business Proposal Format.1. Title Page.Proposal Title.Date.Proposer's Name and Organization.Client's Name and Organization.2. Executive Summary.Brief overview of the proposal.Statement of the problem being addressed.Proposed solution.Expected benefits.3. Table of Contents.List of sections and subsections.4. Introduction.Background information on the problem.Definition of the scope of the proposal.5. Statement of the Problem.Clear and concise description of the problem.Data and evidence to support the problem statement.6. Proposed Solution.Description of the proposed solution.Explanation of how the solution addresses the problem. Benefits and advantages of the solution.7. Implementation Plan.Detailed steps to implement the proposed solution.Timeline for implementation.Resources and budget required.8. Evaluation Plan.Metrics to measure the success of the solution.Methods for evaluating the results.9. Conclusion.Summary of the proposal.Call to action.10. Appendices.Supporting documents, such as research reports, data analysis, or financial projections.Business Proposal Template.Title Page.Proposal Title: Innovative Strategies for Enhancing Customer Engagement and Loyalty.Date: March 15, 2023。
营销策划方案的英语作文
营销策划方案的英语作文1. Executive SummaryThe purpose of this marketing planning proposal is to outline a comprehensive strategy to promote and sell a new product in the market. The product, named "Innovate-X", is a revolutionary device that combines cutting-edge technology with user-friendly design to enhance everyday tasks for tech-savvy individuals. This proposal will provide an overview of the market analysis, target audience, marketing objectives, strategies, and tactics to effectively promote and sell Innovate-X.2. Situation Analysis2.1 Market OverviewThe technology market has grown exponentially in recent years, with consumers increasingly seeking innovative and efficient devices to simplify their lives. According to market research, the global tech market is projected to reach $3 trillion by 2025. This presents a significant opportunity for Innovate-X to not only enter but thrive in the market.2.2 Target AudienceThe target audience for Innovate-X consists of tech-savvy individuals aged 18-35, who are early adopters of new technology and are willing to pay a premium for innovative and user-friendly products. This group is typically well-educated, digitally connected, and values convenience and efficiency in their daily lives.3. Marketing Objectives3.1 Increase Brand AwarenessThe primary objective is to raise brand awareness of Innovate-X among the target audience. This will be achieved through a targeted advertising campaign using various digital marketing channels, such as social media platforms, influencers, and online publications.3.2 Generate SalesThe ultimate goal is to generate sales and achieve market penetration. To accomplish this, a mix of marketing strategies, including online and offline sales promotions, will be employed to drive customer engagement and motivate purchase decisions.4. Marketing Strategies4.1 Digital Marketing CampaignA comprehensive digital marketing campaign will be launched to create brand awareness and engage with the target audience. This campaign will consist of a combination of tactics,such as social media advertising, search engine optimization (SEO), content marketing, and email marketing.4.2 Influencer MarketingPartnering with influential individuals in the technology and lifestyle space will further amplify brand awareness and drive product consideration. These influencers will be selected based on their relevance to the target audience and their ability to authentically promote Innovate-X.4.3 Public RelationsUtilizing public relations tactics, we will pitch media outlets and secure product reviews and features. This will not only generate positive coverage but also enhance credibility and trust in the brand.4.4 Offline Sales PromotionsTo drive sales and encourage trial, offline sales promotions will be conducted, including in-store demonstrations, experiential marketing events, and partnerships with retailers to offer exclusive discounts and promotions.5. Marketing Plan Execution5.1 TimelineA detailed timeline outlining the different stages of the marketing plan execution will be developed to ensure that all activities are carried out in a timely manner and aligned with the overall marketing objectives.5.2 Budget AllocationAn appropriate budget will be allocated to each marketing activity based on their expected impact and ROI. This will ensure that resources are utilized effectively and efficiently.6. Monitoring and Evaluation6.1 Key Performance Indicators (KPIs)Several KPIs will be identified and tracked to evaluate the success of the marketing plan. These may include brand mentions, website traffic, social media engagement, sales conversion rates, and customer feedback.6.2 Regular ReportingRegular reports will be generated to provide an overview of the marketing campaign's performance, highlighting successes and areas for improvement. These reports will be shared with the management team and used to inform future marketing decisions.7. ConclusionThis marketing planning proposal presents a comprehensive strategy to effectively promote and sell Innovate-X in the market. By targeting the right audience, employing various marketing strategies, and closely monitoring performance, we believe that the objectives of raising brand awareness and generating sales can be achieved. With the implementation of this plan, Innovate-X will be positioned as a leading innovative device, serving the needs of tech-savvy consumers worldwide.。
季度总结报告英语范文(3篇)
第1篇Date: [Insert Date]Prepared By: [Your Name]Department: [Your Department]To: [Recipient's Name/Department]---Executive SummaryThis report provides a comprehensive summary of the activities, achievements, challenges, and future plans for the [YourDepartment/Division] during the [Insert Quarter]. The report is divided into several sections, each highlighting key aspects of our performance and strategic initiatives.---1. IntroductionThe [Insert Quarter] has been a period of significant activity and progress for the [Your Department/Division]. We have focused on several strategic initiatives aimed at enhancing our operational efficiency, customer satisfaction, and market positioning. This report outlines our key accomplishments, challenges encountered, and the strategies we have implemented to address these issues.---2. Key Achievements2.1 Project Completion- Project A: Successfully completed on [Insert Date], exceeding the original timeline by [X] days. The project delivered [Insert Key Outcome], resulting in [Insert Impact on Business].- Project B: Achieved milestones [X, Y, Z] within the scheduled timeframe. The project is currently on track to be completed by [Insert Date].2.2 Financial Performance- Revenue for the quarter increased by [X%] compared to the same quarter last year, reaching [Insert Amount].- Expenses were managed effectively, resulting in a net profit of [Insert Amount], a [X%] increase from the previous quarter.2.3 Customer Satisfaction- Customer satisfaction ratings improved by [X%] compared to the previous quarter, with a net promoter score (NPS) of [Insert Score].- [Insert Key Customer Feedback] has been received, indicating high levels of customer satisfaction with our products/services.2.4 Employee Development- Implemented a new training program, resulting in [X%] of employees completing at least one training module.- Recognized [Y] employees for their exceptional performance through various incentives and awards.---3. Challenges and Lessons Learned3.1 Resource Allocation- Encountered challenges in resource allocation due to increased project workload. This led to delays in certain projects. To address this, we have implemented a more efficient project management system and reallocated resources based on priority.- Lesson Learned: Effective resource planning and allocation are crucial for meeting project timelines.3.2 Market Competition- Increased competition in the market has put pressure on our pricing strategies. We have conducted a thorough market analysis and adjusted our pricing models to remain competitive.- Lesson Learned: Continuous market analysis and proactive strategy adjustments are essential for maintaining a competitive edge.3.3 Employee Retention- Experienced a higher turnover rate in the quarter, which impacted team productivity. We have initiated a retention program that includes performance-based bonuses, career development opportunities, and improved work-life balance initiatives.- Lesson Learned: Investing in employee well-being and career growth is crucial for maintaining a stable and productive workforce.---4. Future Plans and Initiatives4.1 Project Pipeline- [Insert Key Projects in Pipeline]: Aim to complete [Insert Project] by [Insert Date] and [Insert Project] by [Insert Date].- [Insert Additional Projects]: These projects are expected tocontribute significantly to our growth and market share.4.2 Marketing Strategy- [Insert Key Marketing Initiatives]: Increase digital marketing efforts by [X%] and expand our social media presence to reach a wider audience.- [Insert Additional Marketing Activities]: Implement targeted campaigns to engage new customers and retain existing ones.4.3 Employee Development- Continue the training program and introduce new workshops to enhance skills and knowledge.- Implement a mentorship program to facilitate knowledge transfer and professional growth.---5. ConclusionThe [Insert Quarter] has been a productive and challenging period for the [Your Department/Division]. We have achieved significant milestones while also encountering and addressing various challenges. As we move forward, we remain committed to our strategic initiatives and are confident that our future plans will drive our success. We look forward to continued collaboration and support from all stakeholders.---Attachments- Project A Final Report- Financial Performance Analysis- Customer Satisfaction Survey Results- Employee Development Plan---Signatures[Your Name][Your Title][Your Department/Division][Company Name]---Note: This is a sample quarterly summary report. Please customize the content to fit the specific details and requirements of your organization.第2篇IntroductionThis quarterly summary report provides an overview of the key activities, achievements, challenges, and future plans for the [Company Name] during the period of [Start Date] to [End Date]. The report aims to provide stakeholders with a comprehensive understanding of the company’s performance and strategic direction over the past three months.1. Executive SummaryDuring the quarter, [Company Name] has achieved significant milestonesin line with our strategic objectives. We have successfully launched new products, expanded our market reach, and strengthened our relationships with key partners. However, we have also faced several challenges that required innovative solutions and strategic adjustments.2. Financial Performance2.1 Revenue and ProfitabilityOur financial performance for the quarter has been robust, with a total revenue of [Amount] and a net profit of [Amount]. This represents a [Percentage] increase in revenue and a [Percentage] increase in netprofit compared to the same quarter last year.2.2 Key Financial Metrics- Revenue Growth: [Percentage] increase from the previous quarter.- Cost of Goods Sold: [Percentage] decrease from the previous quarter.- Operating Margin: [Percentage] improvement from the previous quarter.- Net Profit Margin: [Percentage] improvement from the previous quarter.3. Business Operations3.1 Product DevelopmentDuring the quarter, our product development team successfully launched [Product Name], a [Product Description]. The product has received positive feedback from customers and has contributed significantly to our revenue growth.3.2 Market ExpansionWe have expanded our market reach by entering new geographical markets. Our team has established partnerships with local distributors and retailers in [Region/Country Name], which has helped us increase our market share.3.3 Sales and MarketingOur sales and marketing efforts have been focused on promoting our new products and strengthening our brand presence. We have conducted several marketing campaigns, including social media promotions, email marketing, and participation in industry events. These efforts have resulted in a [Percentage] increase in leads and a [Percentage] increase in sales.4. Key Achievements4.1 Strategic PartnershipsWe have formed strategic partnerships with [Partner Name] and [Partner Name], which will help us enhance our product offerings and expand our market reach.4.2 Customer SatisfactionOur customer satisfaction score has improved to [Score] out of 10, based on the latest customer feedback.4.3 Employee EngagementWe have implemented several initiatives to improve employee engagement, including team-building activities, training programs, and recognition schemes. The employee engagement score has increased to [Score] out of 10.5. Challenges and Opportunities5.1 Challenges- Competition: Intensified competition from new entrants in the market.- Regulatory Changes: Changes in regulations that could impact our operations.- Supply Chain Disruptions: Potential disruptions in the supply chain due to global events.5.2 Opportunities- Emerging Markets: Opportunities to expand into new emerging markets.- Innovation: Potential to innovate and develop new products to meet customer needs.- Technology: Adoption of new technologies to improve operational efficiency.6. Future Plans6.1 Product DevelopmentWe plan to invest in research and development to launch [Number] new products by the end of the fiscal year. These products will cater to the evolving needs of our customers and strengthen our market position.6.2 Market ExpansionWe aim to enter [Number] new markets by the end of the fiscal year, leveraging our strategic partnerships and local market knowledge.6.3 Sales and MarketingWe will continue to invest in sales and marketing initiatives to increase brand awareness and drive customer acquisition.7. ConclusionThe quarter has been successful for [Company Name], with significant achievements in all areas of our business. We are well-positioned to face the challenges ahead and capitalize on the opportunities that lie ahead. Our team is committed to delivering exceptional results and ensuring the continued growth and success of our company.Appendices- Financial Statements- Product Development Timeline- Market Expansion Strategy- Sales and Marketing Campaigns- Employee Engagement InitiativesEnd of Report第3篇IntroductionThis Quarterly Summary Report aims to provide a comprehensive overview of the key activities, achievements, challenges, and future plans for the quarter ending [Month], [Year]. The report covers the period from [Start Date] to [End Date] and is intended to inform stakeholders, team members, and management about the progress and performance of our projects and operations.I. Key Activities and Achievements1. Project A: Development and LaunchDuring the quarter, Project A made significant progress. The following milestones were achieved:- Completion of the initial design phase, including detailed technical specifications and user interface mock-ups.- Development of a robust prototype that was tested internally and received positive feedback.- Launch of the product to the market, with an initial marketing campaign that resulted in a 15% increase in website traffic and a 10% rise in sales inquiries.2. Project B: Customer Support and Satisfaction ImprovementOur customer support team focused on enhancing customer satisfaction and resolving issues promptly. Key achievements include:- Introduction of a new ticketing system that reduced response times by 20%.- Implementation of a customer feedback program that resulted in a 25% increase in customer satisfaction scores.- Training sessions for customer support staff on effective communication and problem-solving skills.3. Marketing CampaignsThe marketing team executed several campaigns to promote our products and services:- Launch of a targeted email marketing campaign that resulted in a 30% increase in email sign-ups.- Collaboration with [Influencer/Partner] to reach a wider audience, leading to a 40% increase in social media engagement.- Development of a new website design that improved user experience and resulted in a 20% increase in online sales.II. Challenges and Issues1. Resource ConstraintsDespite the successes, the quarter was also marked by resource constraints. The limited budget and personnel availability impacted the timelines and scope of certain projects. To address this, we areexploring alternative funding options and optimizing our resource allocation.2. Supply Chain DisruptionsThe global supply chain disruptions caused by the ongoing pandemic presented a significant challenge. We experienced delays in receiving critical components for Project A, which impacted our development timeline. To mitigate this, we are diversifying our supply chain and exploring local suppliers.III. Future Plans and Goals1. Project A: Scaling and Expansion- Focus on scaling up production to meet the growing demand for the product.- Develop a comprehensive marketing strategy to expand the customer base.- Explore partnerships with industry leaders to enhance productvisibility and credibility.2. Project B: Continuous Improvement- Implement a continuous improvement program to further enhance customer satisfaction.- Regularly review and update the ticketing system to ensure efficient customer support.- Conduct periodic training sessions for customer support staff to stay updated with the latest industry trends.3. Marketing and Sales- Develop a comprehensive marketing plan for the next quarter, including targeted campaigns and promotions.- Strengthen our online presence by optimizing our website and social media platforms.- Explore new sales channels and distribution partners to increase market reach.ConclusionThe quarter ending [Month], [Year] has been a period of significant progress and challenges. We have achieved notable milestones in our projects, customer support, and marketing efforts. However, we also faced resource constraints and supply chain disruptions that required our attention and adaptability.Looking ahead, we are committed to addressing these challenges and focusing on our future plans. With the continued support of our team members, stakeholders, and partners, we are confident that we will achieve our goals and deliver successful outcomes in the coming quarters.End of Report[Your Name][Your Position][Your Company]。
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Executive Summary (student sample 1) Surfing is one of today's fastest growing sports. The surf industry is fairly new and has great potential for growth. It has long been a dream of many surfers to combine the two past times of surfing and listening to their favorite music, and our product, The Surfer Speaker , makes that dream a reality.
Today over 400,000 surfboards are sold world wide per year, and the industry is estimated to yield over 4 billion dollars per year. [Pitta, 2003] The largest population, of the estimated 2.4 million surfers, are males between the ages of 15 and 25, who also happen to be the largest consumers of music technologies. According to our surveys, it was found that 92% of the surfers surveyed were interested in The Surfer Speaker .
The idea of combining technology with surfing is not a new one. In 2004 Intel created a prototype of a computer built into a surfboard. Another similar product is the South Australian Shark Shield which wards off sharks using a pulsing electric field embedded in the surfboard. These two products, which have a limited market audience, show a growing trend for mixing technology with surfing.
The Surfer Speaker, which fits into any surfboard, provides a way to play music through an iPod. The iPod, which is strapped to the user's arm, uses iTrip technology to send a wireless signal to an internal FM receiver, which then transmits the sound through the speaker. In addition, a solar panel also located on the surfboard uses sunlight to recharge the battery in the speaker component. This makes the system completely self-sufficient; in other words, not dependent on an adapter to recharge.
Surfers are individualists, and we at Surfer Innovations Inc.have embraced that quality by offering design options to our consumers. Our engineers have designed the perfect speaker component placements to maximize maneuverability and speed based on the type of surfboard being modified. We have optimal placement designs for longboards, shortboards, and body boards. A variety of different color speaker faces and solar panels are also available to our customers, because every surfboard is as individual as its owner and his or her choice of music.
Our implementation plan will be carried out in two parts: prepare for manufacturing, and marketing and selling the product. In preparation for manufacturing we plan to hire cheap labor and train them to customize any surfboard, and purchase wholesale components in bulk to cut down on costs. In marketing and selling the product we plan to hire knowledgeable salespeople. To promote our product we will sponsor young surfers, team up with companies selling complimentary products, and involve the company in surfing community events such as competitions. The total estimated cost for the installation and fabrication of The Surfer Speaker is $79.50 - $95.50, not including markup.
The Surfer Speaker is the newest surfboard modification in a growing market eager for inventive new products and upgrades. We at Surfer Innovations Inc. believe that The Surfer Speaker will create a new wave of surfers who enjoy listening to music while surfing. With our proposal we offer you the chance to join an industry with a strong trend of growth. 摘要（学生样品1） 冲浪是当今发展最快的体育项目之一。冲浪产业是相当新的，具有巨大的增长潜力。一直以来，很多网民的梦想，这两个过去的时代相结合冲浪，听自己喜欢的音乐，而我们的产品，上网扬声器，让这一梦想变成现实。 今天，超过40万冲浪板销往每年世界各地，而业内人士估计，每年产量超过40十亿美元。估计240万网友[八色鸫，2003最大的人群，是时代的15和25，谁也恰好是音乐技术的最大消费者之间的男性。根据我们的调查，发现接受调查的网友中92％有兴趣的冲浪议长。 结合技术和冲浪的想法是不是一个新的。在2004年的英特尔创建内置到冲浪板一个计算机的原型。另一个类似的产品是南澳大利亚鲨鱼盾采用脉冲电场嵌入在冲浪板其中辟鲨鱼。这两款产品，其中有一个有限的市场受众，显示了混合技术冲浪增多的趋势。 冲浪者扬声器，它适合任何冲浪板，提供了一种方法，通过一个iPod来播放音乐。在iPod，这是绑在使用者的手臂，使用安西门技术发送无线信号到内部FM接收器，然后传送通过扬声器的声音。此外，太阳能电池板也位于冲浪板利用太阳光充电电池在扬声器组件。这使得系统完全自给自足;换言之，不依赖于一个适配器进行充电。 冲浪者是个人主义者，而我们在冲浪创新Inc.have接受质量通过提供设计方案给我们的消费者。我们的工程师设计出完美的扬声器元件的布局，最大限度的基础上冲浪板的类型机动性和速度进行修改。我们有最佳的布局设计的长板，shortboards和身体板。各种不同颜色的音箱面和太阳能电池板也可为我们的客户，因为每一个冲浪板是作为个人作为它的主人和他或她选择的音乐。 我们的实施计划将分两个部分：对制造，营销和销售的产品做准备。在准备生产，我们计划雇佣廉价劳动力，培养他们自定义任何冲浪板，并购买组件批发散装削减成本。在市场营销和销售的产品，我们计划聘请懂行的销售人员。为了促进我们的产品，我们将赞助年轻的冲浪者，团队与公司销售免费产品，并涉及该公司在网上冲浪的社区活动，如比赛。预计总费用为冲浪扬声器的安装和制造为$ 79.50 - $ 95.50，不包括标记。 冲浪者议长是一个日益增长的市场渴望创造性的新产品和升级最新的冲浪板修改。我们在冲浪创新公司认为，冲浪议长将创建一个新的冲浪者谁喜欢听音乐边上网的浪潮。我们的建议，我们为您提供的机会，加入一个行业增长的强劲态势。