Moma Monaz Tapas Lounge Business Description College Essay Help

Executive Synopsis

This report contains the company's background information, as well as its former operations in their previous location. Here, the article will analyze the drawbacks of the prior place of business and the deficiencies that accompanied the location. The document will assess the company's operations at the prior base and attempt to compare them to the activities they would likely engage in at the new base. This will be accomplished by analyzing the disparities between the two operational bases and determining ways to harmonize them. It will focus on the potential repercussions that the company may suffer as a result of their shift of base. The company will have the same advantages.

These will be examined in stages, beginning with the financial issues that are likely to be impacted by the company's migration or base change. Will the change result in positive or negative impacts, and if the effects are unfavorable, how can they be reversed or lessened to guarantee a smooth transition if the company's base is affected? This will be considered with other considerations, such as economic implications, technological, operational, and timetable, among others that are likely to have an effect on the organization.

The article will then present an overview of the many recommendations that should be considered when changing the base, as well as the aspects that must be implemented to ensure a successful transition. Regarding the change of basis, a conclusion expressing the project manager's opinion on the transfer will be discussed. How to ensure they retain existing clients and acquire new ones, and how the organization may successfully adapt to the new climate.

Background Material

The company specializes in the installation of chemical control systems for water quality. These materials are utilized for the sale and installation of amperometric and redox chemical controllers. The controllers are vital equipment for the management of swimming pools in the United Kingdom, Europe, and the United States. Local governments, who demand services for public pools, schools, commercial clubs, vacation parks, and houses, are the company's most important clients in its old base. The company employs 1 manager, 3 assistant managers, 2 administrative officers, 2 designers, and 8 sales personnel. The structure implies a small team, which facilitates the relocation of the base because a smaller team is typically less cumbersome and more mobile, allowing for easy transportation. The workforce and operations of the company will be transferred together with the company itself. This should be a smooth transition, and any potential obstacles should be mitigated by reason and the discovery of new methods of operation.

The area to which the company is relocating appears vast enough to easily and comfortably accommodate this population. These will alleviate any congestion caused by the move from earlier locations. The corporation intends to hire a new employee to maintain the laboratory, so boosting its workforce by one. However, it should be emphasized that the majority of the purchased area of 1,500 square meters will be used by the company to keep the equipment that staff would need for operations (vaus 2001).

Activities for project management

For a proper understanding of the activities that the company should engage in, they will be explored in segments:

Technological and system verification

The technology component of the transfer is crucial. The company should verify that the company's actions are recorded, as well as the technology employed by the company at the former base, including the software and hardware engaged in their processes at the former site, and determine if it wishes to update the systems. It would be prudent to attempt to maintain the system to avoid upsetting the staff too much. Due to the fact that they will be transferring the personnel from their former site rather than hiring new ones, they will need to keep a substantial amount of their existing operational style. This is done to facilitate a smooth transfer for personnel into the new workplace. The organization of units and operating style should remain largely unchanged from their previous mode of operation. Given that the company will have relocated, it will be difficult for employees who are accustomed to using specific software to do a specific work to adapt to new software that performs the same functions. Therefore, the phase of technical transition should be conducted on a departmental level. One department should be transferred at a time to ensure a fully functional unit before going on to the next, resolving any difficulties that arise during the transfer process as they arise (Creswell 2003)

Legal activities

It is possible for the operations of one region to be legal in that region but illegal in another. Therefore, it would be prudent for the company to conduct a legal audit of the new field of operations and verify the legality of the methods. Before operations commence, the tax systems and any other variables that will keep the business on the right side of the law should be reviewed and implemented. Partnering with the appropriate local authorities for the legal procedures involved in establishing the business at that time and the governing ordinances should be fully ensured (Mark L. Mitchell 2009)

Plan your activities

Schedule refers to the time it will take to complete the project. When a project takes too long to finish, employees may lose interest, which can have severe effects on the business. The personnel should be enthusiastic about the project, and a delay could be detrimental to the organization. The estimated duration of the project can be established using payback calculations and other methods. The duration should be reasonable and not excessive.

Operational endeavors

Here, the project is evaluated to determine if it will achieve its intended purpose. The corporation may have suggested the change of base for a variety of reasons. The causes may include legal or social issues at the prior site, technical issues such as electricity or water issues, or perhaps the clients stopped purchasing the items, or there was greater competition in the former location and they stood to enjoy monopoly in the other (Creswell 2003)

The explanation could be the size of the facility in their prior location, which was likely smaller than the facility they desired to transfer to.

Market

This is a critical aspect of the project as it helps determine the significance of the firm in the new base. The new location's market is vital, because without an active market, the business is unlikely to prosper and the project would likely fail. In order to determine the position of the company and its services in the region, the project evaluates the market potential of the new location. The market must be viable enough for the company's products and services to be consumed; only then will the company be able to generate revenue and profits ( Vaus 2001).

The project also considers the market's dominance as an important issue. Before any competitors in the same industry enter the market, the company should have a small number of competitors in its new base in order to strengthen its monopoly and earn the consumers' loyalty and confidence. This is intended to give them an advantage in promoting their products at the new base. Thus, a potential market is a significant component that must be considered during the project's implementation.

Resources

This section focuses on the quantity of resources required for the project's execution. By examining the resources necessary for the effective completion of the project, it is simple to determine whether the acquisition or securing of these resources would affect or impede the company's routine business operations at their former base.

If securing funding for the project disrupts the normal flow of activity at the parent company, the project is deemed dangerous because it could affect the company's production and earnings. Therefore, the resources required to complete the project should be accessible without disrupting or diverting the normal flow of operations at the older base. The dependence of the new base on the older base should be kept to a minimal to prevent output losses or decreases on the older base. The initiative should aim to make the new base operationally independent (Creswell 2003).

Culture

The cultural side of the project focuses on how the project's implementation is expected to alter the enterprise culture of the organization, particularly in light of the environmental change. If the project interferes with the company's culture rather than preserving it, implementing the project is fraught with risk. This is necessary because, as a result of the cultural shift, the staff sent to the new base may have to acclimate to new ways of doing things, which may take some time.

This phase of adjustment poses a significant threat to the organization, since the personnel who are transferred from the older base are likely to be less productive as they focus the majority of their energy and time on adapting to the new culture of the new base. It is critical, then, that the cultural characteristics of the organization are maintained even in the new site, so that the staffs, who are a vital resource, are not compromised and their output levels are maintained even in the new location.

Finance

The financial viability of the project is crucial to the project's success. This is the case since practically every aspect or component of the project relies on financing in some way. Therefore, the financial part of the project should be considered from a variety of perspectives, sectors, or facets. Following is a brief evaluation of the many criteria used to determine the project's financial viability:

Total anticipated project expenses

The anticipated cost of the entire project should be accurate, or a representation of the real amount required to properly complete the entire project. Therefore, the project's budget should be sufficiently adaptable to account for any crises that may arise during its execution. If the project is to be carried out so as to avoid abandonment along the road, the budgeted funds must be sufficient to cover all phases of the project.

Profits projected

The quantity of money allocated to the project should be proportional to the anticipated revenues from its implementation. It is illogical for a corporation to execute a project if the expected earnings do not justify the amount of capital allocated to it, as doing so would result in enormous losses.

Recommendation

Numerous elements influence the execution of the project; therefore, a thorough evaluation must be conducted to ensure that the execution of the project remains sensible. The project must adhere to its budget, and the budget must be adaptable enough to accommodate changes that are expected to occur throughout its execution.

To guarantee that the performance of the personnel is not harmed by the move to the new location, the company must also consider keeping its culture in the new location. This will ensure that the company's output rate remains constant and is not affected by variables such as staff adaptability or morale.

The availability of potential markets in the new base should also be considered, as they are the backbone of the firm without which it cannot succeed. Thus, the initiative should increase the company's market share in the new location (Mark L, Mitchell 2009).

Conclusion

It is obvious from the preceding that, notwithstanding the project's feasibility, a number of other variables must be considered prior to its execution. The project is likely to fail or wreak havoc on the company's productivity and earnings if the aforementioned elements are not evaluated and analyzed with great care. Consequently, objectivity and a critical evaluation of the project's viability are necessary.

However, if the proper precautions are taken, the project has the potential to be a resounding success, as the company can use its knowledge of the operations at the other base to modify the operations at the new base, thereby ensuring that any mistakes made during the establishment of the former base are rectified.

I would then encourage the organization to take the initiative and execute the move, but it must adhere to the correct procedure to ensure a seamless resettlement.

References

Creswell, J. W. 2003. Design methodologies include qualitative, quantitative, and hybrid methods. Sage was established in Chicago.

2009, Mark L. Mitchell and J. M. Mitchell discuss research design. New York City: Cengage

Vaus, D. D. 2001. Social research involves research design. Sage was established in Chicago.

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