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This third and final phase, the refreeze phase is about

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  • "This third and final phase, the refreeze phase is about establishing sustainability and the standardoperating protocols in each teams of the unit. It brings about stability and continuity to thebusiness in line with sufficient flow of sales and reve..

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  • "This third and final phase, the refreeze phase is about establishing sustainability and the standardoperating protocols in each teams of the unit. It brings about stability and continuity to thebusiness in line with sufficient flow of sales and revenue. The model of change management is not specific to a period of time and remains largely activethroughout. Though can be officially implemented when a change is deemed to be necessary, theunfreeze process may slowly happen on its own even without being implemented. Therefore theorganization is expecting a continuous change management where the cycle is expected to berepeated continuously with observed patterns of time durations. In addition to the process of change management as a unit, each team needs to carry out theirown processes of change management in terms of sustaining their own operations with a longterms perspective. It is necessary that each team adopts to the model in accordance with theirown necessities and integrate the same on the main change management process of the strategicbusiness unit. Though the same model is encourages, in terms of a necessity the unit as whole orindividual teams can adapt different models, such as Kotter’s eight step model.Page | 51 Reference listChowdhury, A., & Mahmud, W. (Eds.). (2008). Handbook on the South Asian economies.Edward Elgar Publishing.Daft, R. L. (1999). Leadership: Theory and practice. Harcourt College PubDu, S., Bhattacharya, C.B. and Sen, S., (2007)‘Reaping relational rewards from corporate socialresponsibility: The role of competitive positioning’, International Journal of Research inMarketing, 24(3), pp.224-241.Gilbert, N. and Terrell, P., (2013) Dimensions of social welfare policy. Pearson Higher Ed.Granstrand, O., Patel, P. and Pavitt, K. (1997)‘Multi-technology corporations: why they have"distributed" rather than" distinctive core" competencies’, California management review, 39(4),pp.8-25.Kim, D.J., Kim, W.G. and Han, J.S., (2007)‘A perceptual mapping of online travel agencies andpreference attributes’, Tourism management, 28(2), pp.591-603.Kotler and Keller (2013). Marketing Management, 10. Pearson Education.Maldives Monetary Authority (2015) Annual review with key indicators [Online] AccessedURL: http://mma.gov.mv/mmr/AR14.pdf(Accessed 20 November 2016)McNamara, G., Deephouse, D.L. and Luce, R.A., (2003)‘Competitive positioning within andacross a strategic group structure: the performance of core, secondary, and solitaryfirms’, Strategic Management Journal, 24(2), pp.161-181.Nadler, D.A. and Tushman, M.L., (1999)‘The organization of the future: Strategic imperativesand core competencies for the 21st century’, Organizational Dynamics, 28(1), pp. 45-60.Report linker (2015) Hospitality industry in Maldives Market and Research stats [Online]Accessed URL:http://www.reportlinker.com/ci02226/Hospitality.html/coverage/Asia:Maldives(Accessed 20November 2016)Page | 52 Steenkamp, J.B.E., Van Trijp, H.C. and Ten Berge, J.M., (1994) ‘Perceptual mapping based onidiosyncratic sets of attributes’, Journal of Marketing Research, pp.15-27.STO (2016) About Us. Available at: http://sto.mv/About_Us.aspx (Accessed: 20 November2016). STO Maldives (2016) Facebook corporate page[Online] AccessedURL:https://www.facebook.com › ... › Wholesale & Supply Store (Accessed 29 November 2016)Trading Economics (2016) Maldives Inflation rate [Online] AccessedURL:http://www.tradingeconomics.com/maldives/inflation-cpi (Accessed 29 November 2016)Yellow pages (2016) STR Listings[Online] Accessed URL:http://yell.mv/search/Supermarkets(Accessed 20 November 2016) Page | 53 Appendix A: Business RatiosYear 1 Year 2 Year 3 Industry Profile Sales Growth 0.00% 67.08% 20.00% 8.60% Percent of Total AssetsAccounts Receivable 40.75% 28.15% 19.58% 24.40% Current Liabilities 10.21% 4.63% 3.25% 42.80% NET WORTH 89.79% 95.37% 96.75% 40.00% Percent of Sales Sales 100.00% 100.00% 100.00% 100.00% Gross Margin 78.30% 80.88% 80.88% 0.00% Selling, General & 42.29% 41.89% 40.77% 83.50% Administrative Expenses Advertising Expenses 2.14% 0.98% 0.98% 1.20% Profit Before Interest and Taxes 48.01% 51.99% 53.49% 2.60% Main Ratios Current 9.8 21.6 30.73 1.59 Quick 9.8 21.6 30.73 1.26 Total Debt to Total Assets 10.21% 4.63% 3.25% 60.00% Pre-tax Return on Net Worth 115.61% 81.43% 57.45% 4.40% Pre-tax Return on Assets 103.81% 77.66% 55.58% 10.90% Additional Ratios Year 1 Year 2 Year 3 Net Profit Margin 35.96% 39.00% 39.89% - Return on Equity 86.59% 61.07% 42.85% - Activity Ratios Accounts Receivable Turnover 3.98 3.98 3.98 - Collection Days 56 73 84 - Accounts Payable Turnover 9.1 12.17 12.17 - Payment Days 27 29 27 - Total Asset Turnover 2.16 1.49 1.04 - Debt Ratios Debt to Net Worth 0.11 0.05 0.03 - Current Liab. to Liab. 1 1 1 - Liquidity Ratios Net Working Capital 152,123 390,773 683,739 - Interest Coverage 0 0 0 - Additional Ratios Assets to Sales 0.46 0.67 0.96 - Current Debt/Total Assets 10% 5% 3% - Acid Test 5.81 15.52 24.71 - Sales/Net Worth 2.41 1.57 1.07 - Dividend Payout 0 0 0 - Page | 54 "

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