Changes to current operations can include:
Staff, including recruiting and training new staff and retraining current staff
Work practices, including altering existing practices and introducing new ones
Premises, including expansion, refitting or finding new premises
Equipment, including adapting and duplicating existing equipment and purchasing new
equipment
Legal issues and compliance with regulations
Financial practices, including refinancing, and
Adopting new billing and/or accounting methods
The viability of proposed changes to operations must be determined and then communicated to
all key stakeholders because the success of the changes depends on their support. The key
stakeholders will not give the level of support needed unless they clearly understand the benefits
of the changes and have confidence that the proposal has been properly assessed.
3.3 Document newly identified report on marketing opportunities and required
changes to operations
R 1. review your notes made from the collaborative session:
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list and make adjustments if required, to the Change Management Plan
attach the finalised version of the Change Management Plan
include a rationale on why these changes were adopted or not used
R 2. word count is not critical.
Upon the receipt of the feedback from the stakeholders, make the necessary adjustments to your
earlier findings where necessary.
Changes which need to be made in response to new marketing opportunities must be
documented:
To ensure all changes, including knock-off effects, are identified and appropriate plans
are made to manage them
As a means of informing all personnel who need to know about them
New markets can require an organisation to develop additional capacity to some of its current
operations or to introduce new practices and procedures, depending on the relationship of the
new market to its current markets.
A wholesaler of dried and canned foods would need to increase the capacity of its operations if it
became the sole distributor for a major breakfast cereal manufacturer but would not need to
make major changes to its current practices and procedures.
The new market could promote the market for bakery products from the same manufacturer and
it could also knock out another brand of breakfast cereal. If the same wholesaler became a
distributor of fresh meat it would have to introduce new procedures, equipment, and work
practices and would become subject to a new set of regulations and laws.
The changes will be determined by the nature of the organization, its current markets and
operations, and the new marketing opportunity. Some organizations and some markets would
require changes in other areas, while some organizations would not need to consider some of
these factors. Each organization must determine and document its own changes for each new
market it enters.
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