Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
INTAKE II (MBA-2)
Submitted by:
Muhammad Fadel
Table of Contents
I.
II.
BG Background..............................................................................................................................................................................................3
Current Situation ..........................................................................................................................................................................................4
A. Past/Current Performance .................................................................................................................................................................4
B. Strategic Posture .....................................................................................................................................................................................4
1. BG Mission ............................................................................................................................................................................................4
2. BG Objectives ......................................................................................................................................................................................4
3. BG Strategies .......................................................................................................................................................................................4
4. BG Policies ............................................................................................................................................................................................4
III.
Corporate Governance .........................................................................................................................................................................5
A. Board of Directors ..................................................................................................................................................................................5
B. Top Management ....................................................................................................................................................................................5
IV.
External Environment (EFAS) Opportunities & Threats (SWOT) ....................................................................................5
A. Societal Environment (PEST Analysis) .........................................................................................................................................5
1. Political-Legal .....................................................................................................................................................................................5
2. Economic ...............................................................................................................................................................................................6
3. Socio-cultural ......................................................................................................................................................................................6
4. Technological ......................................................................................................................................................................................6
B. TASK Environment Industry Analysis ...........................................................................................................................................6
V. Internal Environment (IFAS) Strengths & Weaknesses (SWOT) ............................................................................................7
A. Corporate Structure...............................................................................................................................................................................7
B. Corporate Culture ...................................................................................................................................................................................7
C. Corporate Resources .............................................................................................................................................................................7
1. Marketing..............................................................................................................................................................................................7
2. Finance ...................................................................................................................................................................................................7
3. Research & Development ..............................................................................................................................................................8
4. Operations ............................................................................................................................................................................................8
5. Human Resources .............................................................................................................................................................................8
6. Information Systems ........................................................................................................................................................................8
VI.
Analysis of Strategic Factors (SFAS) ..............................................................................................................................................9
A. Key Internal and External Strategic Factors (SWOT) .............................................................................................................9
1. Strengths ...............................................................................................................................................................................................9
2. Weaknesses .........................................................................................................................................................................................9
3. Opportunities ......................................................................................................................................................................................9
4. Threats ...................................................................................................................................................................................................9
B. Review of Current Mission and Objectives .............................................................................................................................. 10
VII.
Strategic Alternatives and Recommendations ....................................................................................................................... 10
A. Strategic Alternatives ........................................................................................................................................................................ 10
B. Recommended Strategy .................................................................................................................................................................... 10
VIII.
Strategy Implementation ................................................................................................................................................................. 11
IX.
Strategy Evaluation & Control ....................................................................................................................................................... 11
I.
BG Background
Started as Bayan Translation Services in late 2002, Bayan Group Cultural Investments (BG) is an SME
that has been built to last, as the Owners usually say. BG has been committed to delivering integrated
sets of various language and content services including full range of multilingual written translation,
simultaneous interpretation and conferencing, copy editing, subtitling, technical writing, software
interface localization and website globalization. Capitalizing on the success achieved in this service
function, BG has started slightly to expand to language and translation training activity. BG has also
certain other strategic areas of functionality under current study and consideration including econtent development/publishing, hard-copy publishing, accredited language training and multilingual
content production.
BGs past performance has passed through different stages of successes and failures as well, which
held the company back from achieving a worthy success due to, among other reasons, the following:
-
Starting mid-2011, BG has been awarded a considerably good project that helped the organization gain
more stability; settle all past liabilities and commitments. The Companys Current Situation Analysis
shows good growth potential in case a perfect match could be developed between opportunities
available in external environment and the internal BG strengths created along the past 10 years.
II.
Current Situation
A. Past/Current Performance
Improved financials, 100% liability-free for the first time since late 2007, price/earnings
ratio positive
o
B. Strategic Posture
1. BG Mission
2. BG Objectives
To grow the local Egyptian language and content service business and become one
of the top 5 largest providers nation-wide;
To achieve leadership in total customer satisfaction as measured on quarterly, biannual or annual basis through acknowledged customer satisfaction measurement
methods.
3. BG Strategies
4. BG Policies
B. Top Management
Currently, BG outsources 90% of multilingual translation and content processing activities
which gives BG a better room to focus on the business operation. Outsourcing is awarded
to one main subcontractor with few other subs.
o
The majority of BG top management team have been trained and promoted from
within the Company, while only few of them came in from different backgrounds;
Being few in number, they need further training on business perspective issues; and
2. Economic
a. National economic indicators are raising higher after an almost 2 years of
retreat and continued losses; (O)
b. Global and regional forecasts predict that Egypt is about to witness an
upheaval in investments in order to contribute to peace throughout the
region; (O)
c. Multinational tycoons are back to invest in long term projects
(multinationals and global organizations constitute 60-70% of BGs targeted
customers for 4th quarter of 2012 and 2013); (O)
3. Socio-cultural
a. Local culture pays humble attention to the role of translation as a key
profession and standard business; (T)
b. Egyptian middle-aged nationals have sustainable attraction to learn foreign
languages; (O)
4. Technological
a. Technology reduces operation costs. Technology helps BG create virtual
workspace where each team member works from home and connect with
colleagues through the web; (O)
b. Technology connects to global vendors and clients, through online
translation portals (e.g. proz.com & translationcafe.com) ; (O)
c. Field-specific technologies and software enhances
effectiveness (Trados & SDLX are just examples); (O)
efficiency
and
V.
content creation, interpretation & conferencing, finance and personnel, marketing and
sales ... etc; (S)
b. Considerable room for delegation where only major decisions goes for CEO; (S)
B. Corporate Culture
a. Customer satisfaction is a top priority: all BG team is collectively responsible for total
customer satisfaction; (S)
b. Quality inseparable: both executives and smaller subordinates are committed to quality
performance that keep the BG brand differentiated; (S)
c. The major part of BG corporate culture is built on the founders personal philosophy and
vision including concern for quality delivery, staff satisfaction, innovative approaches
and top-notch performance; (S)
d. Friendly environment: working on content creation and/or processing requires a quite
business environment, friendly interaction attitudes and peaceful atmosphere and BG
pays a large attention to this. (S)
C. Corporate Resources
1. Marketing
a. Bayan Group brand advertising is consistently showing only on YellowPages;
recently repeated advertising has been carried in a newly launched, industryspecific magazine; (W)
b. Major volume of work orders come through WoM (word of mouth); (S)
c. Focus on marketing as a whole is very weak; no sales team; no considerable
marketing activities; no specific marketing budget or plan; (W)
d. Language and translation training promotions recently showed on
FaceBook (S)
2. Finance
a. Low financial reserves with limited budgeting; (W)
b. BG becomes debt free for the first time since 2008; (S)
c. Last 2011 quarter ad through 2012, BG revenues are up, stable and secured; (S)
3. Opportunities
a. Global market is growing an higher demand levels are being developed;
b. National economy is starting to regain strength;
c. Predictions of in-country flowing foreign investment;
d. Technology positive impact on operation costs and connectivity;
4. Threats
a. Slow short-term economic performance;
b. Competition is getting stronger;
c. Entry barriers are too low;
d. Threat of substitute.
B. Recommended Strategy
1. Pause/proceed with caution strategy for a duration of 6-12 months, so that BG can
consolidate financial resources needed for a growth strategy;
2. Quality and process improvement should be maintained and therefore, certain capital
investment should be directed to R&D;