For Teacher IN_THE_MIDDLE_OF_THE_NIGHT (business policy)

WHY and how the material is important and relevant to the course content

· Material is important to learn how to analyze the good deals and bad deals of a business.

· Material in this article is important to know the pros and cons of buying famous brands (logo companies) and local household brands.

· The material in this article also describes the potential benefits to invest in local companies, as we know that Warren Buffett also invested in Coca-Cola, American Express and in Gillette but these deals did not make him a deal maker. Investing in logos raise the competition, at the end day, we save nothing.

HOW:

· This article delivers very important points of business strategy like making a long term planning to achieve specific goals.

· It also emphasize on the management of business strategy to keep it on the track.

· This article also gives us a reminder of reviewing of a business strategy to avoid the potential losses and maximizing the profits.

· There are many tips to develop business strategies in this article. For example, focus the deal, not the company; invest to create something unique instead of investing on logs.

WHAT: What practical managerial implications the material has?

· As a manager, we must have a focus on the business profitability.

· As a manager, before we make deal, all financial figures, history of figures and company history and profile must be viewed carefully. And after taking over the company, strategy and figures must be viewed frequently to know the market trends and competitor’s plans and strategies.

· Rush to the deal if it has a potential, do not delay to let it go to other hands.

· Goals and objectives must be clear to the manager and his/her staff and everybody must be equipped properly with efficient tools to reach company’ goals and objectives.

· Train and help people when and if required. Human resources should be focused to work as a team as well as must be capable to achieve specific individual targets.

REFERENCE