Detailed Implementation of BHDs Goals and Objectives - Research Paper Example

Operational Plan The operational plan focuses on the detailed implementation of BHD’s goals and objectives (Thomas, 2008). The study delves into the marketing operational plan. The study includes the technology phase. The operational plan guarantees accomplishment of established targets. Strategy and Implementation. Product diversification strategy includes setting up a sports retail store will be located in Hillsboro City, Washington County, Oregon (Dringoli, 2012). First, the sports complex focuses on the firearms market segment. The complex has a firearms shooting range. The gun and firearms retail store caters to the customer’s penchant to learn to shoot prior to buying their preferred firearm choices. Second, the sports complex has a paint ball shooting area. Projected Operational Income Statement. The operational plan’s projected income statement is based on Dickie’s actual performance. Appendix A shows the BHD’s projected income statement. The projection is based on Hillsboro’s 42,000 target age group market segment. The same projected annual income statement incorporates the target market’s 15 percent buyers. The computation is grounded on Dickie’s quarterly income statement (http://www.google.com/finance?fstype=ii&q=NYSE:DKS). Four P’s of the company’s operational Marketing Plan (Habiyaremye, 2011). Product. The BHD entity sells diverse products. The products are guns and ammunitions for the sports buffs, spots equipments, firing range services, and paint ball game services. BHD complies with all gun law requirements, including the Gun Control Act (18 U.S. C. Chapter 44) as well as the National Firearms Act (26 U.S.C. Chapter 53) (http://www.atf.gov/regulations-rulings/laws/). The BHD Corporation’s paint ball sports arena complies with Oregon’s safety, environment, and other legal requirements. Price. The prices of the BHD’s products are similar to the average competitors’ selling prices. The prices of the firearms are within the competitors’ price range. The prices generate continuing annual net profits. The selling prices are reasonable. Place. The firearms, ammunition and other sporting goods that BHD will be strategically located in Hillsboro City, Washington, County, Oregon based on February 2011 demographical statistics. Demographical data shows that Oregon has 3.8 million residents. Within Oregon States, Washington County has 530 thousand residents (http://www.ci.hillsboro.or.us/EconomicDevelopment/Demographics.aspx. In addition, Washington County’s Hillsboro City has 92 thousand residents. The statistical data shows that Oregon’s 1.2 million residents have civilian jobs. Specifically, Hillsboro’s unemployment rate is 7.6 percent (http://www.ci.hillsboro.or.us/EconomicDevelopment/Documents/HillsboroFacts.pdf). Promotion. The BHD Corporation will advertise the benefits of enjoying the countless benefits of BHD’s products and services in the television, radio, and newspaper companies within Hillsboro City, Oregon. The marketing plan focuses on generating loyal Hillsboro clients from the 15 years old to 44 year old age group range (42,000 prospects), at introductory discounted prices. Technology Plan. The company uses the latest technology in the firearms and other sporting goods market segment (Cainelli, 2007). The company sells sporting goods products like Kayaks, fishing equipments, sportswear, and gym workout equipments. The store’s technical staff offers free training to the aspiring sports enthusiasts. The store’s technical plan is to let the prospective customers feel how to hold and fire the guns and other preferred sports equipments, before they are purchased. Further, the paint ball sports arena uses the latest technology including AirSource brand gun cylinders. The customers’ playing area is changed once a month. The changes will entice the current and future paint ball customers to return for another paint ball challenging adventure. The BHD Corporation ensures that the paint does not harm the paint ball players’ skin eyes, or other parts of the body. The playing area’s safety is kept at maximum level to reduce accidents. Accidents may cause broken bones, bruises, and other injuries. The BHD entity also insures all its players in order avoid paying any liability for game injuries. The paint ball players are required to use safety suits in order to lessen accidents. The personnel are trained to prevent accidents, ensure players comply with BHD’s safety rules, and immediately come to the rescue of play are accident victims. Technology ensures players finish each paint ball game happy, not with a bruised skin. Furthermore, the firing range is also equipped with the latest firing range technology (Snow, 2007). The firing range shooter must use headphone type ear mufflers. The mufflers reduce or eliminate the ear-damaging effects of a fired gun. The shooters are required to sue safety goggles (glasses). The goggles ensure that firing of guns will not accidentally damage the firearm shooting customers. The firing range places the target sites 20 feet from the shooter. The back of the shooting target absorbs the fired bullets to ensure the bullets do not bounce and hit the shooters or the firing range onlookers. The firing range has an automatic target paper retriever. With the pressing of a button, the used target paper moves towards the outstretched arms of the shooter for replacement. The use of the target button prevents accidental shooting of a person who personally attaches a target paper at the target position. Technology reduces firing range accidents. Management Team. The management team focuses on supplying the needs of the prospective clients (Daft, 2009). The management is composed of only three officers. The officers are the organizers. The officers make decisions by voting. The alternative having the most number of votes will be implemented. With an odd number of managers, there will surely be a winning management decision. Organization Chart. The three organizers of the Limited Liability Company (Mancuso, 2011) are the corporate officers. Douglas was chosen the Chief Executive Officer. Douglas has the final say, in terms of financial matters. Douglas has two subordinate clerks. The second BHD organizer, Babatunde, was picked as BHD’s Chief Financial Officer. Babatunde has one finance department clerk. The job entails viably resolving all cash inflows and cash outflows issues. The third BHD organizer, Rodney, was the preferred chosen sales, purchasing, and marketing officer. Rodney has two sales clerks. Rodney has one clerk. Further, the clerks report to their immediate head. Babatunde’s clerk processes the financial reports’ supporting data. The reports include the balance sheet, income statement, cash flows and budget requirements of Douglas. Douglas’ clerk prepares the subsidiary documents needed for Douglas to prepare a proposed marketing strategy. Rodney’s clerk must fill the discriminating needs of BHD Corporation’s current and prospective clients. Management Team Gaps. There are management team gaps (Carpenter, 2011). First, the BHD officers should assign a president who presides over the meetings. Next, the BHD leadership must assign an internal audit manager who focuses on safeguarding of the company’s assets, liabilities and shareholders’ equity. The BHD Corporation should assign a corporate secretary who will keep the records of all BHD correspondences, decisions, and other relevant records. Analyzing the above discussion, the operational plan spotlights the detailed steps needed to reach BHD goals and objectives. The marketing operational plan includes the four elements. The technology phase increases customer loyalty. Evidently, BHD Corporation’s operational plan guarantees overshooting preset organizational benchmarks. REFERENCES: Atf (2012), retrieved August 13, 2012 from . Cainelli, G. (2007). Agglomeration, Technology and Business Groups. New York: Edward Elgar Press. Carpenter, M. (2011). The Handbook of Research on Top Management Teams. New York: Edward Elgar Press. Daft, R. (2009). Organizational Theory and Design. New York: Cengage Learning Press. Dickie’s Income Statement (2012), retrieved August 13, 2012 from . Dringoli, A. (2012). Corporate Strategy and Firm Growth: Creating Value for Shareholders. New York: Edward Elgar Press. Habiyaremye, J. (2011). Market Segmentation and 4 Ps. New York: Grin Press. Hillsboro City (2011), retrieved August 13, 2012 from . Mancuso, A. (2011). Form Your Own Limited Liability Company. New York: Nolo Press. Snow, R. (2007). Technology and Law Enforcement. New York: Greenwood Press. Thomas, A. (2008). Writing a Convincing Business Plan. New York: Barron's Educational Series. APPENDIX Appendix A: Projected one year income statement (BHD)   Thousands             Dickie's BHD     3 months 12 months     Revenue $ 1437 $ 24,150.00     cost 989 16,620.98     Profit $ 448 $ 7,529.02     selling & Admin expenses 313 5,260.23     Operating income $ 135 $ 2,268.79                 Read More