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Project Analysis and Design

Group assignment

Section A 10 students

1.Abiy Shume ------------------------------------------------3024/10

2.Lidya Andarge ---------------------------------------------2999/10

3.Yonatan G/michaem --------------------------------------3135/17

4.Martha Mengistu -----------------------------------------2394/18

  • 1.Assume you have various investment opportunities at hand and there is financial crisis in the country due to COVID-19 Pandemic. How would you fix the priority of various investment proposals you have? Categorize your various proposals under priority I, II, III with explanations.

  • Invest inIndustries such as Health Care and Consumer Staples (Essentials) are currently under immense pressure and the professionals in these fields are working tirelessly during this time. But this, in turn, means that these businesses are generating consistent cash flow.

  • Invest in communication and technology services.Companies such as Google and Apple are part of the Communication Services and Information Technology respectively. Leveraging current technology, such giants would have found innovative ways of working remotely and pivot their business model accordingly. The negative impact to their businesses wouldn’t be that harsh in comparison.

  • Invest in less riskier investment options.for example

  • The standard deviation for the returns in Amazon (ticker: AMZN) is 0.0252 which means that the daily change in Amazon stock price will vary by 2.5%.

  • The standard deviation for the returns in Boeing Airlines (ticker: BA) is 0.0696 which means that the daily change in its stock price will vary by approximately 7 %

  • From the graphs above it can be seen that the variability in Amazon is lower than that of Boeing, implying that Amazon is a less risker investment option.

  • 2.Explain SWOT analysis in relation to market planning. Make SWOT analysis and design the appropriate marketing strategy for the following two projects:

  • firm that manufactures and sells medical devices (other than mechanical ventilators) plans to produce and sell mechanical ventilators.

  • An Audit firm (that renders auditing services) plans to start IFRS Consulting services.

  • i.The well-known SWOT analysis appears disarmingly simple. But avoid the temptation do it quickly or casually. Taking this valuable analysis for granted would be downright unfortunate.

  • Thoughtfully listing the STRENGTHS, WEAKNESSES, OPPORTUNITIES and THREATS of your situation should be done at least once a year…even better, twice a year. It’s a “big picture” exercise that challenges you to compile, analyze and evaluate the significant influences that work for or against your strategic objectives.

  • A SWOT analysis is useful for hospitals, medical groups, and individuals in private practice—it helps focus your marketing in areas that harbor the strongest benefits. Here are a few ideas to maximize the value and generate effective strategies from this exercise.

  • Sketch the quadrants.

  • Create a four-part grid on a single piece of paper to provide an overview that helps visualize the relationships.

  • Identify and list the key elements in each quadrant. Get these down on paper as the first step.

  • Internal: Strengths & Weaknesses

  • The top two sections (STRENGTHS and WEAKNESSES) both originate internally. These are things that you can control. Strengths are helpful; Weaknesses are harmful.

  • STRENGTHS: List of your capabilities and resources that can be the basis of a distinct competitive advantage. Ask: What are the most important strengths? How can we best use them and capitalize on each strength? Strengths could include:

  • a new and/or innovative service

  • capabilities or cost advantages

  • cultural connections

  • extraordinary reputation

  • other aspects that add value

  • special expertise and/or experience

  • superior location or geographic advantage

  • WEAKNESSES: What areas need improvement (or should be avoided)? Ask: What would remove or overcome this weakness? Weaknesses can sometimes be the absence of certain strengths, and in some cases, a weakness may be the reverse side of one of your strengths. Weaknesses might include:

  • absence of marketing plan

  • damaged reputation

  • gaps in capabilities or service areas

  • lagging in technology

  • management or staff problems

  • own known vulnerability

  • poor location or geographic barriers

  • undifferentiated service lines

  • External: Opportunities & Threats

  • The lower two sections (OPPORTUNITIES and THREATS) both originate externally. These are things that you cannot control. Opportunities are helpful; Threats are harmful.

  • OPPORTUNITIES: In addition to new or significant trends, what other external opportunities exist and how can we best exploit or benefit from each? Examples might include:

  • a market vacated by a competitor

  • availability of new technology

  • changes in population profile or need

  • Competitor vulnerabilities

  • lack of dominant competition

  • new market segment that offer improve profit

  • new vertical, horizontal, or niche markets

  • THREATS: Can include anything that stands in the way of your success. No practice is immune to threats, but too many people miss, ignore or minimize these threats, often at great cost. Ask: What can be done to mitigate each threat? Can a threat become an opportunity? Threats could include:

  • a competitor has an innovative product or service

  • a new competitor(s) in your home market

  • adverse changes in reimbursement or regulations

  • changing insurance plans and/or contracts for major area employers

  • competitors have superior access to channels of distribution

  • economic shifts

  • loss of key staff or associates

  • new or increased competition

  • seasonality shifts in market demand or referral sources

  • As a marketer you need to be aware of your firm's abilities and the market in which you operate. As you begin a marketing campaign, a marketing audit can help you recognize your external and internal environment. One particularly useful tool in a marketing audit is the SWOT analysis. The SWOT analysis assesses your internal marketing strengths and weaknesses as well as the external market opportunitie

  • Strengths

  • You should begin your SWOT analysis by looking at your marketing strengths. Your strengths are internal abilities or assets that give you a marketing edge. For instance, having excellent market research or a top team of designers to work on your ad campaign are strengths. Identify your strengths so you know what assets you have to work with in your marketing campaign.

  • Weaknesses

  • With your strengths identified, you need to move on and identify your weaknesses. Your weaknesses are any essential skills or assets that your firm is lacking. For instance, you may lack access to distribution channels through which to market your product or you might have poor brand reputation. Keep these weaknesses in mind and plan your marketing strategy around them.

  • Opportunities

  • Recognize opportunities in the external market. Look to your market research and identify growing target markets. For example, you might find that the number of immigrants moving into the area where you are marketing your products is growing. If you have a product that appeals to this group, you would then want to market your products specifically to them using ads that appeal to them, possibly even in their native language.

  • Threats

  • Look to the external markets for potential threats. Threats usually will come in the form of a competitor's marketing. For example, if you are marketing a food product and your competitor markets a similar product as being healthier, then it could pose a threat to your campaign. Address the threat by focusing on similar benefits if your market research shows that your customers are motivated by them, or on differences that might appeal to those same customers.

  • 3.Identify two project ideas (projects with no profit motive) which you can undertake.

  • i.Indicate the sources of identifying each project.

  • ii.Make stakeholder analysis of each project.

  • Prepare project concept note for each project.

  • Amnesty International

  • Sources

  • Amnesty International's global income was €244.5m (2012: €238.6m). As Amnesty International’s independency from political institutions is key, we do not seek income from governments or political organisations that may cause a conflict of interest in our human rights work. As such, a large majority of our income comes from small, individual amounts given by members of the public. As such, 95% of our income in 2013 was unrestricted (2012: 97%).Our main income categories are as follows:

  • 2013 (in millions)

  • Membership fees and donations from the public €179.1 73%
    Legacies and bequests €20.6 8%
    Other unrestricted income:
    Trusts and foundations €7.0 3%

  • Major donors €7.1 3%
    Government non-grant income €1.8 1%
    Corporations€1.3 1%
    Restricted income from all sources €12.3 5%
    Other income:
    Events and merchandise€6.8 3%
    Gifts in kind€0.2 0%
    Investment income€ 1.2 0% 1
    Other €7.1 3%
    Total €244.5 100%
    Stalkholder analysis

  • wide range of relationships continued to be managed across the movement with the people whose rights we seek to advance – human rights defenders, affected rights-holders, members of local partner organizations. The manner of engagement varies dependent on the context and scale of the work, and takes place through regular online and offline meetings, project planning and project review discussions and - in the context of research - interviews.
    The IS internal learning review of human rights project work over 2012-2013 (see NGO3) demonstrated that the sustainability, effectiveness and quality of our work has significantly increased over the last two years through a renewed emphasis on investing in networks, partnerships and work with rights holders. Positive progress has been noted towards a more participatory culture where
    Amnesty International staff actively involve affected communities and individuals at all levels of work (research, campaigning, advocacy, human rights education) and at all stages of project development,
    with examples of good practice in all regions.

  • For example, work on economic, social and cultural rights in Africa – particularly on the rights of people living in slums and informal settlements – has been highlighted as enabling more active participation and innovative approaches to engaging with rights holders. This has resulted both in rights holders becoming more empowered to claim their rights and in Amnesty International’s campaigns and messages becoming more effective. For example, Amnesty International supported slums residents to set up their own rapid response network to respond to forced evictions – which involved slum residents from over 10 slum settlements in Nairobi. In May 2013 - partly in response to the activism of the network – the Nairobi Governor sent an official to visit the slum settlement, and committed to follow-up on the resettlement of the evicted community of City Carton. As another example, human rights education in a community in Ghana has contributed to changes in attitudes there towards women. Women are now seen participating in community meetings and there have also been cases where women have gained access to land and where women were not subjected to forced marriages. Community ownership and mobilization have been key to achieving these outcomes.In addition to increased levels of collaboration with affected stakeholders in campaigning, advocacy and community empowerment, progress is also noted in involving stakeholders at the initiation/scoping phase of projects.

  • Project note

  • Amnesty International is committed to the principles of international human rights, which means that we do not support any one ideological, political, religious, or other model of government or society. In order to maintain a neutral and impartial approach to our work, we do not accept any government funding for our research and campaigning work.

  • The vast majority of Amnesty’s funding comes from individual supporters. Individual donations, and money raised by individuals through events such as participating in our annual Yoga Day event, sponsored road races, or organizing fundraising barbecues and film nights, are the primary sources of funding for Amnesty International.

  • Oxfam

  • Sources

  • The charity had a total income of £409m last year, of which £209m came from government and other public authorities.

  • Of the rest, £108m came from donations and legacies and £91m from sales in its shops.

  • Stalkholder analysis

  • Internal stakeholders of Oxfam

  • The main internal stakeholders of Oxfam are the Board of Supervisors, the Executive Board, staff, and volunteers. Oxfam International is governed by the Board of Supervisors, and the Executive Board. Both boards work very closely with each other to achieve the organisational aim to end poverty, though their roles are different. Less than 300 employees work with the Oxfam International Secretariat globally, while 10,000 employees and around 50,000 interns and volunteers work with the Oxfam affiliates (Oxfam International, 2020).

  • External stakeholders of Oxfam

  • The main external stakeholders of Oxfam are the donors and supporters, coalitions and alliances, suppliers, governments, the private sector, academic institutions, the wider public and the environment (Oxfam Internal, 2020). Oxfam’s aim is to end poverty, and therefore, the charity engages with the communities where poverty is prevalent. However, to eradicate poverty, the charity runs various projects which require money.

  • Influence of stakeholders on Oxfam

  • The employees and volunteers of Oxfam can influence it greatly. Particularly, the volunteers, who work for free, are very important for the charity to carry out its activities. Likewise, donors are also extremely important as without their donations, the charity cannot survive. Especially the donor governments can influence Oxfam significantly by introducing new rules and ending funding. It is worth noting that Oxfam may lose £29 million in European funding, and funding from the UK Department for International Development (DFID) because of its handling of Haiti and Chad scandals (Booth, 2018).

  • Project note

  • The objective of the assignment and tasksTo produce a strong visual content about the impact of Saving for Change particularly on CBED concepts for Change members entrepreneurial and the improvement of their leadership skill through difference dialogues of the target groups in 4 provinces (Siem Reap, OddorMeanchey, Banteay Meanchey and Pursat). The video will be in line with Oxfam's brand. This includes, but is not limited to:
    • visual that show people in real situation
    • visual that tell a story of people Oxfam working with
    • visual that connect with the audience
    • visual that treat the person or situation with dignity
    • content that reflect challenge, lesson learnt and sustainability
    The video maker shall capture the video in a natural setting.

  • Scope of the Assignment
    The stories should be confined to the Saving for Change members in Siem Reap, Oddar Meanchey, Banteay Meanchey and Pursat, with special focus to featured practices such as,their livelihoods, how they are marketing their farm products based on their development

  • business plan and their confidence in public speaking. And the video will be featuring in two

  • selective provinces-Pursat and Oddar Meanchey of 4 coverage provinces.
    Expected delivery outputs
    Three specific outputs are foreseen;
    • A 5 minutes video documentary with proper cover and label (10 DVDs). The video is in Khmer with sub-title in English
    • All raw materials generated during the assignment. This also include the 30 high quality photos with clear caption on the project impact

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