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Business networking is one of the most essential marketing strategies in the world (ODonnell, 2013). Business networking provides mutual benefits for the companies involved. Moreover, the activity enables companies to reach marketing leads and referrals that would otherwise be difficult to find using conventional advertising techniques. In the recent past, most business networking methods involved trade shows, among others.

However, technology has brought new business networking techniques such as online business networking. Internet-based business networking has revolutionized marketing. The technique has reduced the cost of marketing by making the world a digital village. It is now easier for businesses to the network from their stations through information technology than before. Moreover, businesses, which are barred by distance, can scale the costs through internet-based networking. Besides, business networking has enhanced collaboration between companies across the globe. This paper will explore business-networking strategies that enhance collaboration (Cross, Martin, & Weiss, 2006).

Business networking

Business networking is an essential socio-economic business activity, which enables individuals to create and act upon business prospects. When business people create, utilize and recognize business prospects through socio-economic methods then they are said to be networking. Activities such as mentoring were considered as acts that promote professional success (Walker, 2006). Business networking involves social networking activities to improve business interests. Business networking helps organizations to strengthen existing business relationships as well as build new business relations.

These relationships are expected to create new business prospects for the organizations involved in business networking. In most cases, professional networking services are implemented using information technology to promote business networking. Business networking has been tested in various countries globally. It has been realized that business networking is one of the most cost-effective ways of creating new business ventures. Moreover, business networking is more vital to businesses than marketing. Business networking is considered cost-effective because it utilizes fewer resources. However, it should be noted that business networking requires a personal commitment. In essence, companies offer more personal commitment than resources in business networking. Examples of business networking activities across the world include guanxi, blat and old boy networks (MacCormack, Forbath, Brooks, & Kalaher, 2007).

It should be noted that the above-mentioned networks are informal. However, formal networks require regular meetings, which may be conducted after a given specified period. Moreover, these businesses exchange referrals. Formal business networking involves meetings outside the circles to achieve one-to-one business networks. In some cases, business networking is done over the internet or through the business community.

In this regard, internet-based connections have seen substantially rise because of its capacity to bring people together at reduced costs irrespective of distance. The internet has made the world a global village thereby connecting big corporations and small businesses alike without incurring huge costs. Most internet-based businesses provide marketing information to improve trade levels. This has enabled large corporations to succeed in businesses both locally and offshore. In essence, business networking provides value chains and networks. Face-to-face business networking techniques have been utilized for many decades.

These techniques have been utilized by most companies worldwide in the search for leads. However, advancement in online marketing has taken center stage for most parts of business networking due to its reduced costs. Nonetheless, most companies tend to utilize both techniques to reach more leads as is often witnessed in trade shows around the world (Walker, 2006).

Online business networking has also proven to be good because it tracks all the details of business campaigns thereby promoting accountability. Most businesses utilize business networking in their marketing strategies. This happens because business networking helps businesses involved to develop trust among them that enables the businesses to raise their business profiles and brands. In most cases, business networking involves suppliers and businesses because the two groups of businesses require a strong sense of trust. Companies hold business secrets for competitive advantage. In most instances, suppliers know these business secrets.

Business networking between businesses and suppliers helps both parties to keep each others business secrets for a competitive edge. Networked businesses are usually supportive of one another. Besides, these businesses are always open to one another (Walker, 2006). Nonetheless, these are hierarchical business networks, which are usually selective. Either way, business networking benefits all businesses involved by strengthening collaboration.

Current strategies for networking

Business networking incorporates the conceptualization and management of many networking strategies. These include electronic commerce (EC), supply chain management (SCM) and consumer relationship management (CRM), among others (Sexsmith & Angel, 2011). While electronic commerce emphasizes the shaping of transactions, consumer relationship management emphasizes the relationship process.

On the other hand, supply chain management emphasizes production and planning activities. It is worth noting that businesses that represent electronic commerce network strategy tend to concentrate on contracting and information processes. In contrast, businesses that show a supply chain management strategy tend to concentrate on information that relates to the transformation and flow of goods from raw materials to finished products.

On the other hand, businesses that portray customer CRM tend to concentrate on awareness, after-sales, evaluation, and settlements with customers. Most companies tend to utilize all three network strategies to maximize their efficiency in business. Nonetheless, more strategies and frameworks have also been developed to improve service delivery to customers (Walker, 2006).

Companies are increasingly using business-networking strategies to reach their marketing goals. Moreover, companies are embracing collaboration as a way of increasing opportunities. These organizations develop relationships with the community and other stakeholders to complement their core expertise. This theory concurs with Druckers argument that no single company can solve all the grave issues facing the world (Shuman, 2010).

This has forced organizations to form business networks with other organizations to reach more customers or to complement their expertise. Current strategies for networking include digital networks that have created opportunities for collaboration. Digital networks play an important role in changing the way companies and customers collaborate. Of great importance are enterprise technologies that have been vital in promoting the success of collaborative business networks (Shuman, 2010).

These enterprises facilitate the building and functionality of business networks. Digital networks are essential in creating ways through which customers can engage in value creation for companies. These networks are especially significant because they lower the cost of reaching numerous customers for interactive business network activities. Moreover, these network strategies have enabled companies to tap into the social dimensions of consumers through constant monitoring of information from virtual communities. Essentially, digital networks have improved collaboration (Gomez-Arias & Genin, 2009).

Some of the most current business strategies for the network include internet-based networking technologies that have transformed business networking and collaboration. Some of these strategies have been lifted by the invention of the Cisco collaboration framework, which saved Cisco about 700 million dollars with the added advantage of providing increased production. The framework provides a clear path for increasing and accelerating business value (CISCO, 2016).

This framework is essential in providing methods that can be utilized in improving the sharing of knowledge among customers and other stakeholders of the company. Moreover, the framework can also be utilized to take advantage of social networking technologies utilized in a business environment. In essence, this framework can improve the productivity of the business by transforming operations thereby giving the business a competitive edge. Therefore, effective collaboration can be achieved through the implementation of concerted business networking strategies that actively manage people and technology (Dewar, Keller, Lavoie, & Weiss, 2009).

Also, the strategies should have the capability of managing new organizational processes. Besides, the strategies should help in developing and managing workflows as well as capabilities for increased efficiency. In case the named benefits are not achieved, the business can be exposed to damages and uncontrolled processes that would make the business to make a downturn (Word, 2009).

In essence, business-networking strategies that enhance collaboration can move companies faster, help those companies make smart decisions and enable them to source knowledge from a deep well. Moreover, these strategies can enable businesses to operate efficiently across barriers that include distance and time. Todays organizations are considered as a collection of their capabilities, which assemble to achieve a specific goal.

These networks are required to collaborate to achieve their respective as well as collective objectives (Shuman, 2010). Current business networking strategies are aimed at creating value for a dynamic collaborative network. Networking strategies require collaborative value swaps. Moreover, customers need to be involved in every step of product or service creation. The rise in business networks has taken apart past value chains to promote collaborative business networks for creating value. In essence, current strategies emphasize the need to satisfy customer needs with a focus on increasing efficiency at lowered costs.

Effects of collaboration

Collaboration is vital to modern businesses because it is at the center of business processes. Several metrics used to measure the effectiveness of organizations have that collaboration ensures efficiency. These metrics include business process reengineering and process-based tools, among others. Although most companies have spent heavily on collaboration software, it is worth noting that business-networking strategies offer the best ways of enhancing collaboration. Companies should have the ability to chart and scrutinize value attributed to employee networks (Shuman, 2010).

By emphasizing on value created by these networks, companies can achieve effective collaboration. When companies quantify the benefits of collaboration as well as their costs, the value of networks can be assessed. Moreover, this can be achieved by mapping interactions to provide a base for value assessment. In a business world that changes continually, new networking strategies provide collaboration potential.

In this regard, companies should take advantage of the new networking strategies to improve collaboration. An effective collaborative network should be dynamic. Also, it should be fit for its purpose. Moreover, an effective collaborative network should have the capability of iterating its components. Besides, the network should iterate how its components link to each other. It should also have a way of linking its components in an innovative manner (Marland, Spasser, Khan, & Overby, 2014).

An effective collaborative network should have the ability to leverage existing resources in an organization with the benefit of creating new value. A collaborative network is considered as a collection of businesses, organizations, or persons that have means and capital required to realize specific goals. Collaborative networks require vibrant processes, inventiveness, and agility. This becomes important because every organization wants to satisfy the customers needs.

In this regard, these organizations would require various interactive connections to satisfy consumers needs. Consequently, one organization can be forced to participate in different business networks concurrently to address customers needs. In most cases, the organization becomes the choreographer to ascertain multiple concurrent collaborative networks. In the present business dimension, collaborative networks define businesses.

Businesses are nowadays not considered competitive because of their goods. Instead, businesses are considered competitive based on their abilities to create and sustain business networks that are collaborative and work across cultural boundaries. Business networks should be able to enhance collaboration by delivering value to their members and customers. Moreover, it should be noted that business networks are impossible to be bought; instead, businesses should be ready to build collaborative networks from scratch (Shuman, 2010).

It should also be noted that organizations cannot build networks but individuals can build networks. Therefore, only companies with the capability of pulling together and running a group of shared networks can be viable. In essence, corporations today need not only specialized expertise but also collaborative capability. While most chief executives have noted the need for collaborative networks in their organizations, however, they have failed to achieve it within their organizations. Most of these chief executives cited a lack of expertise in collaborating externally given its complexities.

This brings to focus the need to shift ways of thinking when focusing on business networking to help achieve collaborative networks (Shuman, 2010). Chief executives need to explore the benefits of collaborative networks as a function of the costs involved. Therefore, organizations should appraise collaborative network design principles to ensure that they are fit for their businesses before proceeding with the implementation of the same.

Benefits of the better business network

An effective business network is one that enhances collaboration. For the benefits of the business network to be achieved, all stakeholders should be taken aboard to improve its effectiveness. This ensures that employees embrace a business network strategy to be implemented. A good business network has numerous benefits to its implementers (Applegate, Austin, & Soule, 2009). It has been proven that companies with an effective collaborative network have a great chance of improving their business processes. Effective networks enable businesses to reach consumers that are beyond their grasps concerning market or geography.

This is made possible because the internet has unprecedented reach throughout the globe. The Internet gives firms vast information regardless of their locations. Consequently, this lowers the cost of researching customer needs. The company can address consumer needs after utilizing digital networks to evaluate their needs. Additionally, effective business networks offer good scalability to firms. This ensures that companies can extend their reach with no ramifications on the quality of information. Therefore, more customers can be reached without affecting the quality of collaboration.

For instance, digital networks offer rich interactions with numerous consumers in a consistent manner. Besides, effective networks offer persistent interaction between customers and companies. This is in contrast to past strategies, which offered episodic engagement. New technologies have made digital networks more persistent in engaging customers (Applegate, Austin, & Soule, 2009).

Effective business networks offer standardization that guarantees increased data and intelligence sharing for members of a collaborative business network. Moreover, effective business networks cushion businesses from security concerns which envelope most networking strategies. Better networks embrace openness, which promotes the sharing of data and intelligence for improved efficiency.

Business networks offer additional benefits to firms if they can aggregate and analyze data on behalf of the business (Boudreau & Lakhani, 2013). For instance, Beiersdorf has a network that integrates intelligence by analyzing its data from external data companies like Nielsen. This information helps the company to know its achievements across various variables. Moreover, organizations such as Hawaii State have also utilized the geospatial platform for purposes of collaboration, which have been important in improving its disaster response techniques. In all these cases, it is evident that effective networks are vital to organizations.

Networks also help companies to build insights from customer interactions, which enable the companies to adapt to the ever-changing business environment. The benefits of the network will be extensive and invisible. Every enterprise will be expected to incorporate a collaborative network to succeed in business. Networks are beneficial to companies regardless of specialization.

The business network has the benefit of achieving a collaborative advantage (Huxham & Vangen, 2007). Collaborative advantage inspires individuals to achieve new heights that would otherwise be impossible. The business network also helps in harnessing cultural diversity. This is essential in creating shared goals for maximum productivity. Moreover, when collaborative advantage is achieved, then employees get job satisfaction because their efforts are appreciated. In this regard, employees can monitor their career progress. Effectively, employees who enjoy collaborative advantage have an edge over others because they possess better problem-solving skills.

Business networks also offer career opportunities to members of the network system. The business network builds employee confidence in sharing information that can improve business productivity (Boudreau & Lakhani, 2013). Moreover, the business network provides a direct link between consumers and company personnel that gives the company an idea of consumer needs. If well managed, the business network is vital to business enterprises and organizations throughout the globe.

Effective business network

The 21^st century has come with new demands from customers. Customers have reduced their spending power due to difficult economic times with increased demands. Consequently, firms face great pressure to offer increased value for their products and services to customers. Also, the firms face difficulties in improving efficiency even as they reduce the cost of production. It is also interesting to note that firms are forced to produce compelling goods or services. In essence, goods or services must be tailored to the customers needs. This has created the need for collaboration to help identify and address customer needs by networking with stakeholders such as suppliers, customers, and partners, among others. In this regard, companies are increasingly looking for ways of creating effective business networks that enhance collaboration (Boudreau & Lakhani, 2013).

An effective business network can only be achieved by incorporating employees and other stakeholders within and outside the organization. Also, a good collaborative network should be implemented to maximize the benefits of business networking for the organization. However, it should be noted that collaboration needs connectivity. Therefore, technological advances in connectivity have what it takes to enhance collaboration. Moreover, enhanced collaboration provides the platform for creating value-added goods or services (Boudreau & Lakhani, 2013).

Effective networks require that customers participate in creating, making as well as selling goods or services. This can only be achieved by improving connectivity between customers and organizations. An effective network promotes the creation of value. Business enterprises have evolved in the 21^st century through collaborative business networks. Effective networks require individuals involved to embrace the sharing of information (Boudreau & Lakhani, 2013).

Resistive cultures to data sharing would greatly impede the sharing of business intelligence thereby lowering the level of openness between members of a collaborative network. In this regard, an effective business network should be open. This enables it to have the capability of connecting with ant technology or protocol thereby widening the range for amassing business data. Additionally, an effective business network should be comprehensive to incorporate many partners with the ability to collaborate on a global scale. Besides, the effective network should have the capability of doing multiple processes.

For instance, the Amazon system has the capability of not only finding partners but also purchasing from them as well as tracking the status of shipments, among others. Furthermore, an effective network should be intelligent (Boudreau & Lakhani, 2013). This enables the network to aggregate and analyze information successfully. This would enable the network to unlock business opportunities as well as anticipate setbacks.

Steps and Actions

Before implementing a collaborative network system, all employees should be made aware of the system. Employees should also understand the technology platform that has been used to develop a new collaboration strategy. Moreover, it is essential to note that all stakeholders comprehend the significance and expected outcomes or benefits of the system to be implemented. This is aimed at ensuring that all employees understand and embrace the collaboration strategy to be adopted. The management should also examine if the organizational culture promotes information sharing. In case, employees are encouraged to hoard information, then this has to be eradicated to pave way for collaborative networks. Once the business has been set on a collaborative spectrum, the following steps must be followed in setting up a collaborative business network system (DeLoatch, 2016).

Senior managers should be enlisted to help promote teamwork between various departments in readiness for collaborative system enterprise. Firstly, the organization should also create business rationales for the collaborative network program to be implemented. This could be achieved by instituting business objectives and identifying a collaborative network system that supports the objectives. Secondly, the organization should teach its employees how to make good use of the collaborative system to be rolled out. This involves two main processes, one that teaches employees the technical aspects of using the system and the beneficial facets of utilizing it. Thirdly, the organization should evaluate the adoption and usage of the system by taking the correct measurements. Finally, the organization should find ways of keeping the employees involved with the system (DeLoatch, 2016).

Network pitfalls

As much as business-networking offers value to both companies and consumers, it also has pitfalls. For instance, when companies extend their networks, this exposes the company to multiple potential risks in terms of their security. This pitfall has discouraged most executives from participating fully in implementing collaborative networks because they are afraid of the risks involved when collaboration stops.

Vital company secrets could be leaked out when fractures develop between two or more collaborating networks (Sacchetti, 2012). Another pitfall that companies engaged in collaborative networks face is lack of standardization. Standardization of software has been made difficult because companies are unwilling to swap convenience for customization. These companies do not comprehend the need for standardization for increased data through business networks.

Government regulations sometimes curb the level of openness in collaborative networks. This can act as a pitfall to business networks because government regulations would limit the level of openness between networks thereby limiting the amount of data shared. People tend to hesitate when it comes to sharing data outside their departments or even beyond the business. This happens because they fear losing control of their departments or businesses (Sacchetti, 2012). This can be a pitfall in the business network when it hinders information sharing in collaborative networks.

Another pitfall that concerns business network happens when companies consider collaboration as outsourcing. In this regard, some companies apply production outsourcing to collaboration to lower their production costs. These companies do not gain all the benefits of business networking when they take the outsourcing approach to collaboration. Instead, they realize failure in reaching their objectives because no value is created.

Networking pitfalls are disruptive. Firms or individuals should have prior plans made before they get into the business network. In case one is attending a business event, the individual should understand the scope of going to that event beforehand to avoid confusion. Individuals should focus on how they are going to stand out at the event. They should also consider the unique values they are going to add to the event.

In the case of an internet-based network, the business should asses its suitability in the forum. Another network pitfall that should be avoided is forgetting to analyze potential participants. Failing to analyze participants in the network would mean that an individual or business does not comprehend the network strategy to be pursued. Time is also of the essence, businesses or individuals participating in the business network should keep time. Arriving late can give a lasting impression on partners thereby hindering progress (Sacchetti, 2012).

How to maintain a network

For companies to maintain networks, several risk factors should be considered. For instance, security issues should be evaluated o assess trust levels for openness. In most cases, companies are advised to offer a data-centric approach to collaboration. Although this approach offers zero trusts as it is known, it ensures that all required information for collaboration is availed. Most companies seek business interests in collaborative networks, consequently, maintaining the network requires that required data be availed to members. An effective network can only be maintained when standardization is encouraged.

Standardization would offer increased data as well as intelligence sharing for the creation of value in business networks. Government regulations should be accommodative for the sharing of data to help maintain the business network. This is essential because, in some countries, the kind of data shared between companies or individuals is restricted. This can hamper the maintenance of a good network. Maintenance of a business network requires organizations to control cultural resistance to information sharing. As mentioned above, most companies have organizational cultures that hider sharing of information. Besides, people are usually hesitant when it comes to revealing information surrounding the workings of their departments. This culture should be controlled to enable openness for effective collaborative networks (Sacchetti, 2012).

For companies to maintain the business network, they need to separate collaboration from outsourcing. By mixing the two business processes, trust can be destroyed because the firm would view others as a means to cut costs. In the end, little will be achieved and the business would be forced back to the drawing board. Firms that maintain networks go beyond wage arbitrage. These firms collaborate with other partners in the search for knowledge and skills with emphasis on improving their top-line.

It should be noted that while outsourcing seeks to replicate products at a cheap cost, the collaboration seeks new value on the products. Companies should, therefore, recognize the difference between outsourcing and collaboration to avoid mistakes in implementing a collaboration enterprise. In essence, firms that need to implement collaboration effectively should explore their calculated role for collaboration. The strategic role of the network should be following the business strategy (Miller, Besser, & Malshe, 2007).

Also, the company should plan adequately for rolling out a collaborative network. The company should also invest extensively to develop collaborative potential. The strategic role in developing a collaborative network should be to increase product differentiation. This can be achieved by leveraging members superior competences. Moreover, the company should consider members contextual knowledge. This would enable the company to assess drivers of product differentiation namely cost, capability, and context.

Companies should also think strategically if they expect to maintain a business network. Partner selection is very important for managers to achieve competitive advantages of collaboration. This requires an assessment of partner merits along with multi-dimensional lenses. This helps the company to decide on areas to invest strategically in-network and the technology to be utilized in that case. Firms should also recognize the fact that collaboration can only be maintained if it is applied in the correct situation.

That is, the approach taken by the company should be suitable for the challenge. It should also be noted that a business network requires trust. However, trust cannot be built without personal commitment. Therefore, companies should have the right individuals with the capacity to offer a personal commitment to a good collaborative network. Maintain a business network is not easy; a lot of commitment must go into its operation and running (Lockett, Jack, & Larty, 2013).

How business network differs globally

Different countries have various government policies and regulations concerning data and intelligence sharing. This factor greatly affects the effectiveness of collaborative networks. For instance, restrictive countries hamper openness between networks thereby reducing the efficiency of collaboration. On the other hand, countries that allow the flow of data like the United States promote collaborative networks thereby promoting the creation of value. Business networks differ concerning technologies utilized in their implementation. For instance, most third world countries use traditional business network strategies (Tang, 2011).

Most organizations and businesses in low-income countries use trade shows to develop their business networks. This involves attending local trade shows to increase personal networks. However, the reduced cost of technology has also enabled some medium and large-scale businesses in low-income countries to focus on internet-based networks in parallel with face-to-face networks. Most of these companies are yet to enjoy the full benefits of the business network because they have fewer resources to cover the added cost. Also, consumers in low-income countries tend to focus on basic needs. This reduces the effectiveness of business networking in low-income countries (Tang, 2011).

Case studies from low-income states have shown that the business network is not as revolutionary as it is in middle income and high-income countries. However, this failure does not disapprove of the benefits of the business network. Even a small dimension, businesses in low-income countries develop because of skills gained from interactions and business networking. It should be noted that informal business network is predominant in developing

Introduction

Marketing communications are messages and related media used to communicate with the target market. It involves all the traditional forms of promotion including advertising, sales promotion, personal selling, publicity and public relations. It also includes all points of contact between the organization and other stakeholders. Jefkins, F. W., (1982).

Marketing communication originally focused on the conception and implementation of printed marketing security; but this has changed in recent times through research to include the use strategic tools of branding and marketing in order to ensure dependability of message delivery throughout an organization. Holm, O. (1998), The change from customer service to customer relations and the change from human resources to human solutions are as a result of revolution in marketing communication. In branding, opportunities to contact stakeholders are called brand touchpoints. Etzel, M.J., Walker, B.J., & Stanton, W.J. (2004).

The development of the international marketing plan covers the same dimensions as those of domestic planning process. Kotler, P. (2003),

Integrated marketing communication

Integrated Marketing Communication (IMC) is a planning process build up to ensure that all product contacts received by a customer of a product or service, are relevant to that person and the same over time.

Littler, D., Leverick, F. (2004) It can also be defined as a holistic approach to promote buying and selling in the digital economy which comprises both online and offline marketing channels

Online marketing channels incorporates e-marketing campaigns or programs, from search engine optimization (SEO), pay-per-click, affiliate, email, banner to most recent web related channels for webinar, blog, RSS, podcast, and Internet TV. On the other hand Offline marketing channels are customary print (newspaper, magazine), mail order, public relations, industry analyst relations billboard, radio, and television. Schultz, Don E. (1999),

Integrated Marketing Communication is more than the harmonization of a companys departing message between different media and the uniformity of the message throughout. It is a marketing plan that is aggressive and that captures and utilizes an extensive amount of customer information in setting and tracking marketing strategy.

Moreover very few organizations have been able to change over to IMC from stand alone marketing efforts. But those organizations which have transformed themselves towards this arrangement are enjoying the rewards in terms of higher returns from investment in marketing activities, increase in brands equity and increased market share. Examples include companies like McDonalds, Logitech International, and Hyatt Regency.

IMC is bringing in a new period in which marketers combine communication messages across all available media channels into an uninterrupted brand experience. Low, George S. (2000), As part of a successful integrated marketing strategy, IMC combines public relations, social media advertising, online, and other communications variables into one solid entity all sharing the same message.

The means to effective integration is the cohesiveness between various marketing messages, and the understanding that marketing is essentially a conversation between a company and its prospective customer. Preston, Christopher (2000), It is not one specific marketing campaign or press release; rather, how the blending and execution of such disciplines express a message synergistically, and at every possible customer touch point.

IMC includes the various tools such as advertising, public relations, personal selling, sales promotion, direct & database marketing, sponsorship, event marketing, social media marketing, and online marketing (search, banner advertising, affiliate, etc.) Pickton, D., Broderick, A. (2001),

International Advertising

The success of advertising is to a large extent dependent on the cultural and linguistic attitudes of the target population.Advertising often uses informal language which may have limited understanding across national precincts and is rarely capable of being translated effectively. Petty, R.E., Cacioppo, J.R., & Schumann, D. (1983). To be successful advertising must draw from and be part of culture sharing the language and values of the target audiences. Unfortunately global brands like coke have build up universal arguments based on the common imagery lifestyle concepts and heroes.

The company needs to choose a medium(s) that gets the desired message to the target audience where they are likely to be ready to receive it. Advertising has several benefits for the advertiser. First the advertiser has control over the message. The advert and its message are prepared to meet the specifications of the advertiser. Therefore the advertiser can channel its message to a huge number of potential consumers in a single hit, at a relatively low cost per head. Percy, L., Rossiter, J., Elliot, R. (2002),

Advertising is swift when compared to other elements of the marketing communications mix (for example personal selling, where the whole sales force would require to be briefed, recruited or even trained). Therefore an advertiser has the opportunity to communicate with all (or many of) its target audience concurrently.

Advertising can be a useful tool in the mix, and provides good exposure. It can produce top-of-mind awareness, and draw prospects close to begin a conversation with the company that can lead to sales. With IMC, advertising gives people contact to you through a web site or phone number listed in the advertisement. Unless advertising leads quantifiably to an interaction or dealings with the company, it is seen as wasteful by most enterprises today. Thus IMC can use advertising to entice someone to check out a website, for example, but not make the commitment of exposing themselves to a salesperson.

This has been the impediment of advertising in the past: the ad either must be so forceful that it drives a hot prospect to your door, or it simply creates awareness of you or your product. By reducing the risk of disclosure and commitment (from the prospects perspective), and placing value and personalization in each interaction, the prospect is enticed into a relationship and transaction. Advertising can be a useful signboard that leads to the company entrance and finally to the cash register. Aaker & Biel, (1993), & Wells, (2000)

Branding

Branding is the creation of identification of the company or product, what it stands for, and a constructive relationship in the targets consciousness and is a very important element in marketing. It should be consistent throughout the IMC promotions. Foltner, K., & Mansfield, B. (2006). Coca-Cola has a characteristic look (the cursive writing, the shape of their old bottle), and is identifiable even all over the world. This put together with their ad campaigns; they create a happy recognition everywhere. Soerensen, Ralph Z. & Wiechman, Ulrich E. (1975),

Excellent communication depends upon an exchange. Each party must offer something of value, as perceived by the other, and they must be willing to exchange. With IMC, part of the value the company needs to gain from your prospect or customer is information about them, and a way to continue communications beyond an initial exchange. When the right incentive is created the prospects will provide the desired information. Tracking the information, building the marketing effort to meet their need will most likely lead to a transcendental relationship. Aaker, D. A. & Joachimsthaler, E. (2000).

Online marketing

Today many customers are online and companies that embrace IMC use the suitable methods to reach and retain them. Integrated Internet marketing strategy is where the money is today  blogs, search marketing and optimization are driving qualified traffic to websites and getting responses from the millions of internet users on a daily basis. Coca-Cola utilizes online media for a range of purposes including building brand knowledge, motivating trial, and of course, express reactions. Porter, M.E. (2001),

In New Delhi the Coca-Colas brand campaign for the 2007 summer extended to the new media platforms including www.myenjoyzone.com. It is a one stop interactive, online destination for Coca-Cola consumers in India. The innovative internet platform has over 4 Lac+ registered users, in the age band of 19-24 yrs. The site is extremely contemporary in its appeal and supports multi user capabilities to address all the key youth passions- be it music, gaming, cricket and movies

The company web site should be available at all times, and should provide relevant information. Shepard, David (1999), Coca-Cola posted the scripts for its Vanilla Coke ads on its site, with an open offer to consumers that they can make their own commercial and win $10,000. Further, the winning commercial was to be posted on Cokes own website: the brand and brand experience will truly be interpreted by a customer.

Although this goes back to the half-century-old practice of asking consumers to write taglines, it also goes far beyond it. When a commercial is officially placed on the website it is a whole new level of customer involvement in how the brand communicates. At the end of the day, of course, Coke still decides what speaks for the brand  but it is doing so more than ever in the language of the consumer. Since the purpose of marketing is to generate revenue, increase market share, drive preference to purchase, and/or build brand awareness, marketers need to find ways to do this effectively; and embracing an integrated marketing strategy is the first step.Wimmer, R. D. & Domminick, J. R., (2003).

The concept of IMC involves two fundamental aspects; stability of positioning, message and tone across all different media the simultaneous achievement of several specific marketing goals.

Goal of Integrated Marketing Communication

Integrated Marketing Communication is a management concept that is intended to make all the fundamentals of marketing communication such as advertising, sales promotion, public relations work together as a united force, rather than allowing each to work in separation.

Thus the purpose of integrated marketing communication is to generate and maintain a single look message in all elements of a marketing campaign.

A successful integrated marketing communication plan will customize what is needed for the client based on time, budget and resources to reach target or goals.

Reasons for the growth of IMC

There have been several changes in the advertising and media industry that have resulted in IMC becoming a most important strategy for most advertisers

• Shift from media advertising to several forms of communication (including promotions, product placements, mailers&)
• Shift from mass media to more specialized media, which are cantered on exact target audiences.
• The shift from a market dominated by manufacturer to a one that is dominated by the retailer. This shows the market control has gone into the hands of the Consumer.
• The shift from a general-focus advertising and marketing to data-based marketing.
• Shift from little agency responsibility to greater agency accountability. Agencies nowadays play a larger task in advertising than ever before.
• The shift from traditional compensation to performance-based compensation. This motivates people to do better because they are rewarded for the increase in sales or benefits they cause to the company.
• Shift from inadequate Internet access to widespread Internet accessibility. This means that people have access to what they want 24/7 and that the advertisers can also target different people 25 hours a day. Webster, Frederick E., Jr. (1998),

Benefits of IMC

Although a lot of effort is needed in Integrated Marketing Communications it also brings many benefits. It can generate competitive advantage, increase sales and profits, while saving money, time and strain. Schultz, Don E., (1993),

IMC covers communications around customers and facilitates them move through the different stages of the buying process. The organization concurrently consolidates its image; build ups a dialogue and fosters its relationship with customers.

This Relationship Marketing bolsters an attachment of loyalty with customers which can guard them from the expected assault of competition. The ability to keep a customer for life is an authoritative competitive advantage.

IMC also boosts profits through increased effectiveness. At its most central level, an integrated message has more impact than disorganized innumerable number of messages. In a hectic world, a consistent, consolidated and crystal clear message has a better probability of cutting through the noise of over five hundred commercial messages which barrage customers each and every day.

On another note primary research proposes that images shared in advertising and direct mail improves both advertising awareness and mail shot replies. So IMC can boost sales by stretching messages across several communications tools to create more opportunities for customers to become aware, stimulated, and eventually, to make a purchase

Cautiously connected messages also assist buyers by giving instant reminders, renewed information and unique offers which, when presented in a planned progression, help them move comfortably through the stages of their buying process& and this reduces their misery of choice in a multifaceted and hectic world.

IMC also makes messages more reliable and therefore more realistic. This diminishes the risk in the mind of the buyer which, in turn, cuts down the search process and helps to dictate the effect of brand evaluations.

Un-integrated communications drive disjointed messages which weaken the impact of the message. This may also confound, discourage and provoke nervousness in customers. On the other hand, integrated communications present a comforting sense of order. Phelps, Joeseph, T. E. Harris, and E. Johnson (1996),

Reliable descriptions and appropriate, helpful, messages help cultivate a long term association with customers. In this case customer databases can identify exactly which customers require what information when& and during their whole buying life.

Lastly, IMC saves money as it abolishes repetition in areas such as graphics and photography since they can be distributed and used in say, advertising, demonstrations and sales literature. Agency bills are trimmed down by using a single agency for all contacts and in case there are several agencies, time is saved when meetings bring all the agencies together  for seminars, innovative sessions, tactical or strategic planning. This eases workload and consequently stress levels  one of the many benefits of IMC.

Barriers to IMC

Notwithstanding its many advantages, Integrated Marketing Communications, or IMC, has many difficulties.

Besides the usual resistance to change and the special difficulty of communicating with an extensive array of target audiences, there are many other impediments which restrict IMC. These include: Functional Silos; subdued Creativity; Time Scale disagreements and a lack of Management experience. Kitchen, Philip J. and Don. E. Schultz (1999),

Take functional silos. Unbending organizational structures are infested with managers who protect both their budgets and their power support.

Sorrowfully, some organizational structures detach communications, data, and even managers from one another. For instance the PR department frequently doesnt report to marketing. The sales force hardly ever meets the advertising or sales promotion people and so on. Envisage what can occur when sales reps are not told about a new promotional offer!

And all of this can be provoked by turf wars or internal supremacy battles where definite managers oppose having some of their decisions (and budgets) established or even manipulated by someone from another department.

The two most difficult questions are what should a truly integrated marketing department look like? And how will it affect creativity?

It ought not matter whose original idea it is, but frequently, it does. An advertising agency may not be so passionate about developing a creative idea produced by, say, a PR or a direct marketing consultant.

IMC can limit creativity. No more wild and crazy sales promotions if they do not fit into the largely marketing communications strategy. The joy of widespread creativity may be stifled, but the inventive challenge may be greater and eventually more satisfying when operating within a rigid, integrated, creative brief.

Integrated Marketing Plan

A victorious integrated marketing communication plan will adapt what is needed for the customer according to time, budget and resources to arrive at target or goals. Small business can establish an integrated marketing communication plan on a small budget using a website, email and SEO. Large Corporation can create an integrated marketing communication plan on a large budget using print, mail order, radio, TV plus many other online ad campaigns.

The three stages of an integrated plan

It is not rational to imagine a multichannel cataloguer to go from customary segmentation to a fully integrated contact strategy suddenly. There is need to mitigate into an integrated marketing plan though a three-stage approach: simple segmentation, advanced segmentation, and marketing mix modelling.

Stage one: simple segmentation

This presumes that you can add a simple level of segmentation to have or not to have an e-mail address on file for the customer to the existing methodology. The matching segmentation thats always worked stays integral, with one added crease. As a substitute of launching e-mail campaigns to tens or hundreds of thousands of customers under one single campaign code or a handful of preview codes, the same segmentation practices for your e-mails are used just as in your print mailings, and can appraise response down to the segment level. Peltier, James W. and John A. Schibrowsky (1997),

When the period is complete, response is not measured on profitability solely for the e-mail promotion or the catalogue campaign but relatively for the entire communication string  all e-mails, catalogs, postcards, and everything else that added to those orders. Schultz, Don E. and Scott Bailey (Forthcoming, 2003), This becomes less important whether X e-mail or Y catalogue trooped the sale; the issue is put on two more-essential questions: How much was used up to get each order, and how cost-effective was each order when it came in? All correlated costs for a segment are reflected one against all associated sales.

No longer are e-mail campaigns computed separately against catalogue mailings and decisions made, perhaps incorrectly, that the catalogue is no longer necessary, because e-mail is working so well. Instead a truer representation of the whole performance is assessed based on the absolute set of links to a customer group. Shannon, C.E., Weaver, W. (1949),

Stage two: advanced segmentation

Applying an added progressed segmentation model to your multichannel business means moving from traditional RFM, frequency of purchases, and monetary spending levels dictate the classification of customers, to a plan where RFM is improved, particularly by channel. While RFM variables alone may decide how profound and how recurrent a file is mailed, CRFM (C representing purchase channel) looks initially at channel to verify the sequence and kind of communications (catalogs, e-mails, postcards, etc.). Ludlow; F. Panton. (1992)

There are two questions to tackle for each customer regarding purchase channel: through which channel did he make his first purchase, and through which channel did he make his most recent purchase? Then inquire if the first acquisition was compelled by a mailed catalogue or an online marketing endeavour. If you recognize that the customer was mailed a catalogue as a prospect but answered through the Web, its apparent that even though the customer is an online buyer, he still reacts positively to catalogue mailings.

If the same customer is a multi-user and has at all times countered through the Web, the temptation might be not to mail him again. This could be an oversight shunned by evaluating what drove that first channel purchase. Peppers, Don (2002),

If a customer is a catalogue responder or has responded to a catalogue mailing by phone or mail at any time during his life on your file, the mailings are taking part in his responsiveness, so he should be put on a communication plan that incorporates both e-mail and catalogue mailings. Clients obtained through online marketing efforts who have only ever responded by way of the Web may very well be candidates for far fewer catalogue mailings without a significant drop in performance. McArthur, D N., & Griffin, T., (1997).

Stage three: marketing mix modelling

Marketing mix modelling constructs on the notions of media blend modelling that are used by advertisers to establish the most successful frequency and fighting of space, television, radio, mailings, and other media. Wells et al., (2000) & Payne and Holt, (2001) By factoring for when communications are placed into the market and how reply comes in and goes out accordingly, you can take a more mathematical approach to projecting reaction.

A multivariate approach, marketing blend modelling takes into account the typical RFM variables along with first and most recent purchase channel, purchase frequency by channel, e-mail type by response (for instance, if a customer responds to promotional e-mail but doesnt buy online otherwise), monetary by channel (cumulative and average), and more. Working with a qualified modelling company or a database co-op to determine the right channel mix can add a significant level of difficulty to any direct marketers contact strategy. Kitchen, P J., (1999).

Test and measure

The majority multichannel marketers will discover themselves capable of executing stages one and two with relative simplicity. Still, theres no magical answer that says, Mailing eight times and e-mailing 46 times is the perfect mix. The answer is to investigate the various contact strategies against one another with apparent goals and control measurements. Young, Charles E., (2000) By means of sample sizes from which dependable results can be acquired, generate hold-out and frequency tests with a variety of combinations of catalogue and e-mail campaigns. The objective should be to discover the marketing mix that generates the highest level of sales and the lowest cost and maximum profit. In other words, the goal is to make the most of sales and ROI concurrently.

By generating a unique, relevant, and enduring brand position and developing a solid understanding of your customers purchasing behaviours, you give yourself perhaps the most important tool of all: a fighting chance. The function of the catalogue may be shifting, but the prospect for the multichannel merchant is as strong as ever when integrated with brand and executed through an absolute appreciation of the information. Gronstedt, A., & Thorson, E., (1996).

Budget Allocation

The integrated marketing communications plan must have a target budget and resources assigned to each element of the plan. Depending on the size of the budget, their might be the need to make trade-offs between methods to achieve the desired goals. In addition, there is need to have the internal or external resources aligned to carry out the plan. Schultz, D.E., Tannenbaum, S.I., & Lauterborn, R.F. (1996).

A good marketing communications plan can take the company marketing efforts to the next level. Test what works and feed the information back into the plan.

Conclusion

Advertising and other forms of promotion are an important part of the marketing process in many organizations. Over the years, the amount of money spent on advertising, Sales promotion, direct marketing, and other forms of marketing communication has risen enormously, across the nations.

To comprehend the role of advertising and promotion in a marketing program, one must understand the role and function of marketing in an organization. The fundamental mission of marketing is to combine the four controllable elements known as the marketing mix, into an all-inclusive program that makes exchange with a target market possible. The elements of the marketing mix are the product or service, price, place (distribution), and promotion.

For several years, the promotional function in most companies was dominated by mass-media advertising. However, more and more companies are recognizing the importance of integrated marketing communications, coordinating the various marketing and promotional elements to achieve more resourceful and successful communication programs.

There are a number of issues that have inspired marketers to move toward IMC as well as ad agencies and other promotional facilitators. Reasons for the growing importance of the integrated marketing communications sensitivity include a speedily changing environment with reverence to consumers, technology, and media. The IMC progress is also being driven by transformations in the ways companies market their products and services. A reallocation in marketing dollars from advertising to sales promotion, the rapid growth and development of database marketing, and the fragmentation of media markets are among the key changes taking place.

Promotion plays a vital role in marketing communication. It is accomplished through a promotional mix that includes advertising, personal selling, publicity/public relations, sales promotion, direct marketing, and interactive/Internet marketing. The intrinsic advantages and disadvantages of each of these promotional-mix elements influence the functions they play in the general marketing program in developing the IMC programs. The marketer must settle on which tools to use and how to mingle them to achieve the organizations marketing and communication objectives. Promotional management entails coordinating the promotional-mix elements to develop an integrated program of effective marketing communication.

The execution of integrated marketing is indispensable in todays market place. Consumers are presented with tonnes of information from thousands of different advertisers each day. It has developed into a custom to discard messages that have no constructive appeal to a particular need or attention. On the other hand, marketers should ensure that they are doing everything feasible to reach these consumers at a time when they are interested in value proposition. This requires that the message has to be where the consumers are looking all the time.

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Abstract

This paper will discuss management consultancy practices and will explore the benefits that SMEs will obtain from adopting management consultancy practices. Moreover, it will review various definitions of SMEs and compares management consultancy practices employed in Sri-Lankan SMEs and UAE. There are two types of research methodology employed in this paper. These include qualitative and quantitative methods. However, more emphasis will be put on qualitative research. The method of data collection employed in this research will be one to one interviews that will be conducted on selected five UAE small and medium-sized enterprises (SMEs). The conclusions that will be drawn from the research will offer some insight on whether SMEs should adopt management consultancy practices or not.

Introduction

Presently, the world of business is facing constant transformations and challenges. For small micro-enterprises to thrive in a more complicated environment, they will need to engage consultancy services in their businesses to help improve their performance. In every business, there comes a time when the management will require to expeditiously seek external expertise due to limited resources or when the available resources are being utilized maximally. The small micro-enterprises are faced with difficulties in trying to decide whether to hire consultants or not. This is largely due to the fact that they may not be sure of the costs involved, are not familiar with the business, they dont understand how to go about it or they are not certain whether they will get time to ensure that the work is done or not. Small businesses will need to hire consultants so as to get in touch with specific expertise that cannot be accessed within the organization. Qualified consultants have various skills, individual attributes as well as knowledge which they can pass to the regular employees. Every small business has special needs and necessities. However, there are several advantages that a business advisor can inject into a small business regardless of the sector or industry.

This paper will discuss management consultancy practices and also explore the benefits that SMEs will get from adopting management consultancy practices. Moreover, it will also review various definitions of SMEs and compares management consultancy practices employed among SMEs in Sri-Lanka and UAE. There are two types of research methodology employed in this paper. These include qualitative and quantitative methods. However, more emphasis will be put on qualitative research. The method of data collection employed in this research will be one to one interviews.

Definition of SMEs

Analoui and Karami (2003, p.24) confirm that there are several definitions of Small and Medium sized Enterprises (SMEs) due to a wide range of businesses that fall under this portfolio. The best definition of an undersized firm is still the one employed by the Bolton commission in its report on micro firms written in the year 1971. This report stated that an undersized firm is an autonomous business that is run by its owner (s) and possess a little market share. This report additionally adopted several statistical descriptions and approved that size is related to the sector. This implies that a firm of a specified size may be small in connection to a specific sector whereby the market is well established and there are several competitors; while a firm of corresponding size may be termed as large in different sectors with smaller number of competitors or fewer firms inside it. Moreover, an SME can be defined as a venture that has completed trade registration or corporate registration in agreement with law requirements and in conformity with the following criteria:

• In the mining, construction, quarrying and manufacturing industries, an SME can be a paid-in investment of 2.42 million US dollars or a smaller amount.
• In the fisheries, forestry and agriculture, gas, electricity and water, commercial, warehousing, communications and transportation, finance, real estate, and insurance, commercial and industrial services or personal or social services industries; a sales income of 3.03 million US dollars or a small amount in the previous year for an organization may qualify it for an SME.

The key factors that determine if a company is an SME include the annual revenue or the balance sheet and the number of staff. In the event that an organization has employees below two hundred and fifty, then it can be categorized as an SME. In addition, the yearly revenue for such an organization should be approximately 50 million Euros. it is also worth noting that there are business organizations that still employ less than 50 workers and as such, they may not be categorized as SMEs. They are rater referred to as small scale businesses. Hence, SMEs have a particular classification since they are not necessarily small businesses.

A firm is termed to be micro if it has employed less than ten employees and realizes annual income of two million Euros or less or a balance sheet sum of the same amount. In reference to the kind of business the government organizations are providing leadership, an SME is defined in relation to the number of regular staff as described below:

• In the construction, quarrying, manufacturing and mining industries, the number of constant employees must be lower than two hundred.
• Ventures with lower than one hundred constant employees are grouped as SMEs in the following industries: leasing and real estate industries, forestry, agriculture, animal husbandry and fisheries industries, gas, electricity and water industries; retailing and wholesaling industries; restaurant and hotel operation industries; insurance and finance industries; communications, warehousing and transportation industries; technical, professional and scientific industries; medical, social welfare and healthcare service industries; leisure, cultural and sporting service industries; educational service industries in addition to extra service industries. Small micro-enterprises also refer to businesses with less than five people who are working on regular basis.

The European Commission defines SMEs as small firms with maximum of ten employees who are employed on full-time basis. Additionally, the firm must realize annual revenue of a maximum of two million Euros or have a balance sheet of the same amount. The European commission also defines SMEs as micro firms with maximum of fifty employees who are employed on full-time basis and with a balance sheet of up to ten million Euros or annual revenue of the same amount (Johnston & Beaton 1998, p.200).

SME family business Vs non family business

There is no clear definition of what comprises a family business. However, a business with one family associate who is actively engaged in the business is considered to be non-family business, while a business with more than one family associate who is actively engaged in the business is perceived to be a family business.

Jones and Haven-tang (2005, p.74) emphasize that governance and competency are issues to be put into consideration for a family business to excel and for a plan for succession of management and leadership to continue. There is need for family businesses to constantly build up competencies and attract managers who possess managerial competencies for the businesses to excel because starting and managing a SME may face several challenges just like running a big firm. Individuals who own small businesses lack managerial capabilities which may lead to business failure. Studies demonstrate that family businesses are more likely to depend on networking rather than relying on formal education or on the job experiences in establishing successors. Business performance may also decline when family ventures concentrate on family visions of the business instead of focusing on maximizing profits. Family businesses are usually concerned with improving the lives of family members across generations (Poutziouris 2006, p.80). Therefore, the vision of family business differs with that of non-family business. In most cases, the aim of family business is to employ members of a family in the administration team and guarantee independent possession of the business.

Comparing SMEs and big firms

Harvie and Lee (2002, p.241) argue that there are operational disparities between large and small companies. Big and small firms vary on how they practice quality enhancement. These differences include structures, procedures of developing policies, and use of resources. The major distinguishing element of big firms is the presence of hierarchy with many levels of management. Big firms have high rank of standardization, specialization and formalization which small firms lack. SMEs are more advanced in developing improvement ideas due to their low extent of specialization. Large firms are bureaucratic while SMEs are mostly organic. The chain of arriving at decisions in large firms is extended as compared to small firms. It is evidenced that smaller firms are moderately and completely less likely to offer external training to all levels of employees as compared to larger firms.

Management consultancy practices and origins

Management consulting refers to the process of assisting organizations to enhance their performance mainly through studying the problems that are currently facing the business and coming up with enhancement plans. Businesses may rely on management consultancy services for several reasons. These encompass access to special skills offered by consultants and getting external (and most probably objective) opinion. Due to the fact that consulting firms are exposed to and linked with several organizations, they are informed of the best practices in the industry. However, the transferability of these practices from one business to another could be restricted by the nature of situation at hand. In addition, consultancies can offer assistance in transforming the management of an organization, implementing of new technology, establishing training skills, developing policies, or operational enhancement services. Management professionals frequently bring their personal proprietary frameworks or methodologies to direct detection of problems besides serving as the foundation for proposing more efficient methods of doing job tasks (Czerniawska & May 2004, p.211).

The origin of management consulting is attributable to the emergent of management as a special area of study. Arthur D. Little was the earliest firm to be established in the field of management consulting. This firm was established way back in 1886 by MIT don and was incorporated in the year 1909. Although this firm initially specialized in scientific research, it later developed into a universal management consultancy firm. Later on, Booz Hamilton was incepted before the start of 1915.This was the first consultancy firm to provide services to both government and industry customers.

The Glass-Steagall banking act paved way for various business ideas that were attached to offering consultancy services. Although consultancy services had been in place for long even before the start of 1930s, lack of well defined rules and regulations often led to conflicts when conducting the business. Since 1950s and beyond, consultancies expanded their businesses in America, Europe, South America and Asia. After the Second World War, several fresh firms in management consulting were established. This brought a scrupulous systematic move towards the study of strategy and management. In addition, several firms that were already running consultancy services during the1960s and 1970s were mainly motivated by knowledge obtained from various centers of excellence. Some of these centers included the Harvard school of business and Mckinsey. These learning centers were indeed instrumental in offering guided and practical knowledge on various consultancy related fields such as Strategic administration. Several other professional scholars also acted as impetus towards knowledge acquisition in the field of consultancy bearing in mind that they were also part and parcel of most consulting teams.

Sadler (2001, p.400) confirms that the industry marked significant development in the 1980s through 1990s by obtaining substantial significance in connection to state GDP. It is worth noting that firms which had engaged themselves in consultancy were quite small during the 1980s. However, there were about 30 firms that were in this business during the 1990s. This number had risen from merely five firms. At the start of 1980s, the industry experienced tremendous growth that was facilitated by the demand for organization and strategy consultancies. It is worth noting that information technology was largely responsible for myriads of development that were witnessed during the 1990s. In mid 1980s, the large accounting firms penetrated the information technology consulting sector.

Ernst & Young, PWC, Deloitte Touché Tohmatsu and KPMG were classified as the large four bookkeeping firms. These firms frequently provided advice plus their regular services. However, towards the end of 1980s and onwards, consulting services became more crucial in connection to the advancement in the market of auditing and accounting. Towards the mid 1990s, the above firms had developed more than the service providers interested on organization and corporate strategy. The consulting business went on as usual notwithstanding the case scenario whereby some of the well established firms divided their lines of service. The latter division was largely caused by Enron scandals. The situation was worsened when Arthur Andersen declined in terms of performance. The industry declined in the year 2001 prior to improving the previous year with a present inclination towards a clearer division of executive consulting firms.

Management consulting practices of SMEs in Sri-Lanka

The SMEs in Sri-Lanka contribute significantly towards the economy of this country by creating more employment opportunities, bridging the gap between sector growth inequalities besides income generation, modernization and technological improvement. Research indicates that Sri-Lankan SMEs add up to eighty- ninety percent of the total businesses and contribute twenty percent of the industry value. SMEs account for seventy percent of employment created in the trade sector. However, this sector is currently facing many challenges that are limiting faster development; especially difficulties in accessing finances, expertise development and entrepreneurship, market significance and enhancing competitiveness. For SMEs to remain competitive and strive for growth, they need to employ consultancy services. Management consultancy practices will help SMEs to formulate good policies that will enhance their effectiveness and efficiency. It is crucial for Sri-Lankan SMEs to consider the strategies implemented by adjacent regions, especially in Eastern parts of Asia. This is because SMEs in East Asia share similar constraints with Sri-Lankan SMEs that hamper their development (Annandale 2005, p.100).

There is an urgent need for SMEs in Sri-Lanka to seek management consultancy services which include business planning and strategy. This is because advice and support for SMEs in medium and low income states are faced with global challenges. There are a number of consultancy firms in Sri-Lanka that provides services to SMEs for instance, the Enterprise Development. This firm provides services particularly in remote areas. The objective of Enterprise development is to establish mentoring and training program that are sustainable. This program aims to develop and spread out several skilled business consultants who have the potential to deliver a wide range of services tailored to meet the needs of small micro enterprises in Sri-Lanka.

The business advisers in Sri-Lanka provides mentoring and on the job training to the local employees and trainees. They also help SMEs to come up with rational business evaluation plans. They moreover offer direct mentoring to help customers to develop essential skills such as marketing and financial reporting.

Annandale (2005,p.100) confirms that though a number of special credit schemes for small micro-enterprises have been initiated in Sri-Lanka, amid the policies instigated to enhance access to money, the preparation of business plan seems to be slow and thus, there is need for concern. At present, the Sri-Lankan small micro- enterprise toolkit offers some data on its website concerning the design of, and the motivation for, coming up with a business plan that is successful. For this to be achieved, management consultancy practices for SMEs in Sri-Lanka need to be improved to increase the efficiency and effectiveness of this sector.

Small micro- enterprises are more innovative and development oriented, thus they need more attention and joint support. Additionally, these firms have improved prospects for achievement because it is easy to manage their finances and administration. Moreover, SMEs would be more approachable to policy aid and facilitation. Lastly, if small micro-enterprises are provided with initial help and facilitation, they would have improved success.

Management consulting practices of SMEs in UAE

The SMEs sector in United Arab Emirates creates employment opportunities for more than fifty percent of UAE labor force. Small micro enterprises that employ below two hundred and fifty workers, conversely, lack appropriate business and marketing power to remain competitive. There are a number of consultancy firms in UAE that help SMEs to improve their businesses. For instance, the Flagship is the chief marketing and management firm in Dubai and is instrumental in this area. This firm helps SMEs to improve their marketing expertise by highlighting new global practices in addition to tailoring international practices for the domestic market that is increasing competence and outcome oriented. The SMEs in UAE need to engage consultants to get solutions and techniques that would allow them to get a bigger market share and establish better connections with their customers through effective management and marketing techniques (Biggs 2010, p.200). Marketing plays a significant role in the growth of SMEs. However, the need for advertising events to maintain and develop these organizations in a competitive corporate environment was never evident in the UAE.

Internal vs. external consultants

External consultants are people who help business organizations to come up with business strategies, lay out plans to reduce costs and create business plans, in addition to solving wide range of intricate issues. On the other hand, an internal consultant can be described as any group or individual that provides services to internal customers in a consultative ability. Secondly, external consultants provide business solutions which range from business plan to reorganizing operation procedures. While internal consultants provide services to internal customers in a consultative ability which include bringing a specialized administration advisory skill to enhance the base line performance of the organization or company: working within the corporate structure to resolve business problems and implement remedies in fields that encompass organizational efficiency or growth, improvement of the processes, or strategic scheduling: playing the role of a facilitator, change representative, educator, or instructor within your organization: aiding internal customers in a joint service group business, for instance finance; information technology; human resources; and quality management.

Moreover, external consultants usually take duration to comprehend the organizational culture, assess the situation, and come up with the best solution while, on the other hand, internal consultants are familiar with the organizational culture and its easier for them to solve problems (Lukas 1998, p.78). External advisors could be valuable in developing strategies and suggesting the way out. However, these advisors mostly lack an indulgent of the customer culture and more significantly how to incorporate change administration in the existing society as compared to internal consultants. The external advisors could be a valuable resource when an organization wants an objective scrutiny of skill or condition in a particular field while, internal advisors are employed across the organization from business planning/ corporate development to diverse human resources and additional service or support roles.

Lukas (1998, p.78) argues that despite the differences between external and internal consultants there exist similarities in the roles they play in business. These include: advisory firms mostly share a general move towards delivery entailing: understanding the condition and difficulty or opening that need to be tackled; developing the company case to sustain the general plan: defining the planned framework, launching baseline and recognizing and prioritizing openings: planning and building the key and creating execution plans: building up detailed execution plans, deliver payback and oversee optimization process.

Benefits of consultancy services

Indentifying of gaps and challenges within the businesses

From a careful review of literature, studies have shown that consultancy services play a significant role in ensuring victory and survival for small businesses (Sturdy et al 2009, p. 3). Notably, consultancy services help business owners to identify the gaps that exist within the numerous sections of their business. For this case, it is arguable that consultancy services also help small entrepreneurs to fill the gaps in their businesses in order to meet the interests of their clients. Needless to say, Smallbone and Welter (2001, p. 1 2) comprehend that most of the SMEs fail due to lack of know-how in certain areas, a factor that is attributed to limited skills and unfavorable organizational challenges. According to McKenna (2006, p. 23), it is evident that consultancy services help to improve the overall management of small businesses. This has to do with matters of rendering primary services to small scale consumers. In line with this, one can therefore, infer that such services are the core tools of marketing products and services provided by small and medium enterprises (Smallbone & Welter 2001, p. 17).

I agree with McKennas (2006, p. 72) arguments that SMEs should understand the market trends better in order to seize infrequent opportunities. Additionally, it is certain that consultants might know the market better than business people. For this reason, they help them to obtain a fresh look on the existing situation from a business point of view. Consequently, this helps SMEs to be able to identify goods and services that are on high demand at a given season. In addition to this, they help entrepreneurs to get a direction for running their businesses (Andriejute & Snieska 2004, p. 14). For this reason, consultants aid entrepreneurs to develop an organized thinking through which they are able to utilize their assets to meet the sales targets in a given time frame (Sturdy et al 2009, p. 5).

Aids the businesses with marketing skills

Shaw, Shaw and Turley (2000 p. 81) argue that in as much as a small and medium business would desire to grow, marketing is not an easy task. This is due the fact that it needs sophisticated strategies to allow business operators to reach out a large number of people within a short period of time. Sturdy et al (2009, p. 3) note that in order to be competent marketers, SME operators should have the skills to convince customers about the goods or services rendered in order to make their business competitive. For this reason, every small and medium entrepreneur should be convinced that consultancy services will help to boost and add value to their products in the market (Smallbone & Welter 2001, p. 43).

In connection to the above, empirical surveys have revealed that approximately 35% of SMEs collapse due to failure to examine the feasibility of their business ideas before implementing them (McKenna 2006, p. 34). Therefore, it has been proved that consultancy services benefit SMEs by helping them to examine the feasibility and viability of the businesses ideas before they implement them. At this juncture, feasibility test has to do with matters related to examining the technological, personal, legal, environmental, market and financial viability of a business (Andriejute & Snieska 2004, p. 13).That notwithstanding, economic scholars are quite unanimous that consultancy services help SMEs to conduct and carry out financial review, a factor that prevents premature failure of their businesses. Research has revealed that more than 50% of small and medium-sized entrepreneurs often give up running their business after realizing that they are not feasible financially (McKenna 2006, p. 42). Moreover, they lack better strategies of financing their businesses. For this reason, it is argued that consultants play a significant role in not just examining feasibility of a business but also on effective management of such businesses (Shaw, Shaw & Turley 2000 p. 81).

Impacts businesses with specific skills

According to Sturdy, et al (2009, p. 4), obtaining specific skills is one of the benefits that is derived from consultancy services. It is imperative to note that there are some skills that are non-existent or scarce in businesses. Therefore, hiring consultancy services acts as an eye opener for entrepreneurs to embrace the benefits of such skills. Notably, as the business expands it reaches a point where an entrepreneur and his management team need to consider external expertise in order to expand it fully (Andriejute & Snieska 2004, p. 14). Succinctly, this has to do with consideration of expertise such as skills, knowledge and resources that are limited or partially utilized, a factor that creates an opportunity for further investment. It is important to note that though some business has what it takes to grow in terms of skills and resources, there is need to look for better options within the external environment (Sturdy, et al 2009, p. 6).

Provide entrepreneurs with an independent view

In addition, empirical studies have revealed that consultancy services help small entrepreneurs to obtain independent view from consultants (Sturdy et al 2009, p. 11). It is essential to consider the fact that most of the consultants are non-members of the business and hence they bring in their objective and independent view related to the impending problems facing the business (McKenna 2006, p. 52). In connection to this, research has revealed that most businesses face challenges due to poor strategies of making decisions. In this case, difference in opinions causes chaos and conflicts, a factor that is likely to affect the growth and management of a business (Shaw, Shaw & Turley 2000 p. 83). To avoid such cases, consultants act as the best alternative to help the business to make decision on crucial matters. Note that consultants are never involved in internal politics and for this reason; they are likely to provide opinions and views that are unbiased (Andriejute & Snieska 2004, p. 15). In line with this, consultancy services assist entrepreneurs to obtain external perspectives and this encourages imagination and creativity.

Acts as a drive for change

McKenna (2006, p. 60) asserts that there comes a time when a business requires unique drive in order to change. In line with this, this author analyzes that comprehensive change in SMEs is crucial since it brings about growth and development. Nevertheless, management of change in a business is crucial and highly valuable in order to monitor the performance of a business. According to Smallbone and Welter (2001, p. 45), change management in business is crucial and its one of the most useful services rendered by consultants. In this case, studies have shown that 70% of the SMEs have benefited from consultancy services where they are able to structure and employ coherent approaches in realizing growth and development (Sturdy et al 2009, p. 14).

In order to experience such changes, there is need to conduct an assessment in the business in order to come up with recommendations related to areas that deserve changes. In this case, consultants are the best people to use while conducting such assessments. This is due to the fact that they are neutral and hence they will make recommendations that are not subjective. Note that whenever, employees happen to conduct such assessments, they are likely to make recommendations that will favor them in their areas of work. Moreover, such recommendations might not even be beneficial to the business. In this case, consultants will not only make recommendations just for the sake if improving the organizational structure but they will also ensure that the changes help to maximize productivity. McKenna (2006, p. 61) refers to consultancy services as catalysts for change. This is due to the fact that they also advise small scale entrepreneurs on how to implement recommended changes.

Acts as a tool for identification, classification and solving of problems in small businesses

Additionally, studies have shown that a large number of consultants watches over the process of problem solving and also advise the entrepreneurs on effective means of affecting a long-lasting solution. It is important to mention that most of problem solving techniques calls for the management to make major changes in businesses (Shaw, Shaw & Turley 2000, p. 84). For this reason, consultants play a significant role of making the managers to understand the effects of the changes made their value and benefits to the business. In line with this, McKenna (2006, p. 64) asserts that problems that affect small and medium entrepreneurs can be diagnosed and classified in levels. In most case, entrepreneurs fail to do this by themselves, and this causes multiple problems in businesses. Therefore, to avoid the hurdles, small and medium entrepreneurs employ consultancy services in order to help them change their course of thinking. According to Sturdy et al (2009, p. 9), failure to recognize and rank problems compels entrepreneurs to apply a common measure to all of them. In most case, this might be ineffective and uneconomical since different cases require distinct measures. Shaw, Shaw and Turley (2000, p. 82) comprehends that with the aid of consultants, it is easier for entrepreneurs to diagnose, classify and determine appropriate measures to be taken to solve each problem.

Acts as source of temporary and professional services in small businesses

Another benefit of consultancy services is that they provide small business entrepreneurs with temporary and professional services. It is imperative to note that small businesses often get themselves in a position whereby they lack adequate expertise (Shaw, Shaw & Turley 2000, p. 82). In this case, they are unable to hire or employ extra managers and employees. Therefore, studies have shown that most of them use consultants as temporary professionals. Notably, this helps the businesses to run well rather than breakdown due to lack of professionals.

In addition to this, evidence has shown that those businesses that use consultant services often perform well than those who decline such services. This is due to the fact that, whenever an entrepreneur engages some of the activities such as assessment to consultants, the managers are relieved. In this case, they are able to concentrate on core business activities such as controlling resources and monitoring the staffs. Besides this, consultancy services provide small and medium-sized entrepreneurs with interim management services. This entails temporary resources, skills and techniques that can be used in management. Notably, is normal

Quality Policy for the company in accordance with the ISO 9001:2008 requirements

Oberoi Hotels & Resorts is a five-star company that is governed by the ISO 9001:2008 quality policy (Oberoi Hotel, 2010). The reputation of the hotel both locally and internationally called for the need to formulate documentation that helps check and evaluate the quality management system to enhance the effectiveness of the hotel. The amazing services have enhanced recognition from all over the world, bringing forth a number of awards.

We are looking to position ourselves well globally and to ensure our presence is largely felt.

We attest to the fact that people are a great company asset and the company aims to demonstrate leadership to ensure these peoples needs are satisfied.

We strive to be an organization that is environmental friendly. The company is aiming to recycle products after use and encourage the usage of natural resources.

To realize this, the following measures will be undertaken:

• We are looking to undertake intensive research to ascertain the tastes of our guests and subsequently develop a product that meets their expectations.
• The company opts to employ from the wider world market. The individuals selected will be from different parts and have an exposure to different cultures. This will ensure the employees have a wide exposure.
• We bank our trust in the competent staff employed to provide state of the art services to the guests as the firm is committed to thriving economically. In addition, the company has an organizational culture that ensures mutual understanding and trust upon her employees. This is a positive move towards a cordial working relationship among the company workers.

Stakeholders

Chairperson

He/she is the nerve of the hotel. He is at the top of management organ responsible for decision-making and his/her decisions and actions have a direct impact on the organization performance. The major role of the chairperson is to monitor the welfare of the hotel and its organs. Company profitability, friendly environment to both the guests and employees are major needs of the Chairperson.

Bank

The banks service of advancing loans to the hotel makes it a major investor. The need for the bank is accountability in handling the accounting books. In addition, the bank is relying on the hotel revenue base and reputation.

Shareholders

Given the status of the hotel as a public limited company, shareholders are a vital component in the company. These individuals inject their fortune into the business and are responsible in the election of the members who make up the executive board.

Employees

They are responsible for the day-to-day operations of the hotel. The success of the company in terms of performance lies on them. The important need of the employee is an excellent working environment that ensures his health and welfare is taken care of.

Suppliers

These compose of individuals who provide external support to the company. Their services are unique as they cut across the entire operations of the hotel. They range from consultancy to provision of high-quality products used in the daily running of the hotel. Suppliers need is constant flow of services and goods to the company.

Five processes required to fulfill stakeholder needs

1. Ensuring provision of state of the art services and luxury to the hotel guests
2. Enhancing efficient management of interest and dividends; this incentive will protect the shareholders.
3. Efficient maintenance of accounting books to keep the bank trust.
4. Nurturing a comfortable environment and adopting an employee sensitive working culture.
5. Monitoring of suppliers contract and making renewals after appraising its services.

Task Inputs and Outputs

Parameters of performance

Key elements

1. Top-level management is vital for the motivation of employees. Their commitment towards formulation of sound motivational policies is paramount to the development of the company. Reward and benefit schemes are some of the ways to demonstrate commitment by the top management. The process of continual development calls for the allocation of enough resources by the management; this will keep many people in the course of development.
2. The company needs to be well versed with the feelings of the guests. Daily feedback from these guests ensures that their comfort is taken care of, and keeps in course the development of the hotel. The feedbacks from the guests help during decision making by management to ascertain whether the firm is on the right path.
3. Continuous feedbacks from employees helps keep the firm in its continuous development course. Employees are responsible for the growth of the firm because of their day-to-day operations. Maintaining equality among employees is paramount in enhancing motivation and building of confidence. The feedback information is important in evaluating feelings of employees towards the working environment.
4. Evaluating the information from the aforementioned procedures keeps the firm continuous development on track. Implementation of the above procedure is important if the company is to realize ultimate development.
5. The information in the above procedure is important for the companys decision-making organ. The company management needs to set goals and lay out plans on how to achieve the set goals. The employees and stakeholders views are necessary to contain conflicts if need be. In addition, the shareholders fortunes are invested in the company and therefore have a say in relation to the set goals. The goals are important in enhancing the companys continuous development.

Legislation requirement

Australian government is keen in the conservation of environment. Mining sector has been identified as the greatest contributor of environmental pollution. BHP Billiton is an example of companies in the mining sector. The company deals with an array of products ranging from uranium to petroleum mining. Considering the sensitivity of mining uranium and to help prevent environmental risks, strict legislative statutes have been formulated. BHP Billiton was undergoing expansion and therefore the need to abide with some federal and state legislation related to environmental control. Some of these are explained below.

Federal legislation

• Environmental Protection and Biodiversity Conservation Act 1999 (BHP Billiton, 2009):

  • The legislation postulates that the state is mandated to look into the projects that impact on the natural ecosystem or any nuclear project before tendering an approval.
• Australian Radiation Protection and Nuclear Safety Act 1998 (BHP Billiton, 2009):

  • The act is responsible for protecting the welfare of the public. Moreover, it helps protect the environment from the negative effects of radiation.
• Environmental protection Act 1981 (BHP Billiton, 2009):

  • The act addresses matters of the sea especially the disposal of materials into the sea. The aforementioned project needed shipment vessels to transport the raw materials, therefore the act is applicable to check the dumping of materials.
• National Greenhouse and energy reporting Act 2007 (BHP Billiton, 2009):

  • The undertaking of the project could lead to gas emissions above the required levels. The National Green House and Energy Reporting Act postulate the levels of regulated gases.

State Legislations

• Northern Territory Environmental Assessment Act.

  • The act is responsible for the assessment of the project environmental impact on the entire state (BHP Billiton, 2007).
• Adelaide Dolphin Sanctuary Act 2005:

  • The act is responsible for the protection of the dolphin family of Adelaide estuary. The company is in a bid to construct an additional port and there is need to comply with the act.
• Environmental Protection Policy 2007 (BHP Billiton, 2007):

  • This is a policy responsible for the regulation of noise pollution. The policy therefore helps foster a favorable working environment.
• Environment Protection policy 1994 (South Australia):

  • The aim of the legislation is to help in the reduction of emissions into the air by a project. Its main intention is to maintain good quality of the air. The initiation of the project will lead to emissions that might reduce the quality of the air. The project entails fuel burning.

Stakeholders of the organization and their needs

Investors

The investors of the company are those who have injected their savings in the company to facilitate its projects. These individuals include the shareholders and other business partners with the BHP Billiton. Their primary need is good financial returns on investment. This is achievable through the employment of sound business practices. Another need is the mitigation of risks. Effective mitigation of risks ensures the firm is kept on a strong financial footing (BHP Billiton, 2007).

Customers

The customers of this company are always corporate. The customer base is made of large organizations that have an interest in the mined raw materials. Their primary need is the quality of the output. Customers need value for their money and therefore a high quality product is of the essence. Getting after-sale services from the company is another customer need. The services are in the form of technical and commercial support.

Employees

They are an important component in the organization. They have several needs that include a favorable working environment. Another need is a good working culture that enhances career growth and development while creating opportunities.

Government

The term government encompasses both central and local government. The main objective is to ensure that the firm operates within the established legislation. In addition, they follow the company performance to ensure issues related to environment and other parameters are addressed.

Suppliers

These include both the local and international companies that help in the project. They are interested in timely payment for their services. In addition, they are keen on the quality requirement of the company in relation to its suppliers.

Processes that describe the organizations operations

Mining

Mining is a below the surface process that involves drilling into the earth surface before using a hoist to remove the mineral.

1. Boring: This is the use of a machine designed well to cut into the mine. Boring machine services comes after the cutting into the mine. This enlarges the surface area for human access. The process enhances the safety of the workers.
2. Hoisting: This is the use of a hoist shaft to remove the minerals that have been extracted from the mine. A stopping mechanism is important in the process to help prevent hazards as the process involves a pull against gravity laws, which is dangerous (BHP Billiton, 2007).

Processing

The harvested treasure needs to undergo filtration processes to remove the unwanted material and remain with the required mineral. The sub processes include:

1. Comminution  This is the process of breaking down the minerals and channeling them for filtration.
2. Floatation  This is the stage where filtration is done. The lighter materials are easily filtered at this stage.

Order processing

This entails the reviewing of available orders to ascertain their completion time. Mini processes of this are:

1. Contract review: At this state, the review is done to already established contracts to ascertain any differences in agreement. Given any difference, the customer is updated accordingly.
2. Order confirmation letter. This is done after successful review on the contract has been done. The letter is official and sending it to the client is paramount as it acts as order reference point.

Supply

This implies the transfer of the minerals to the end user. The sub processes include:

1. Pre-loading inspection  This ensures the checking of quality of the product as well as the space available for product placement.
2. Railway- This mode of transport enables the transportation of bulk and therefore necessitating the transportation of minerals through trains.

After- sale services

This is meant to enhance customer satisfaction and enhance the bond with the company. The sub processes include:

1. Follow-up  This is meant to acquire feedback information from the customer.
2. Technical assistance  The Company taking responsibility of providing expertise to help the customer helps nurture healthy relationships.

Main processes and environmental aspects

Mining

Processing

Environmental impacts

Mining

Processing

Objectives

Mining

Processing

Actions for targets

Mining

Processing

Methods that can be used to measure or monitor the progress.

Mining

Processing

Occupational Health and Safety Management System

Legislative requirements for a commercial construction company.

Construction is a necessary element in the day-to-day developments of an economy. The legislative organ is mandated to devise statutes that guide this industry. The various requirements covering the construction industry are discussed here.

Prevention of fall

This legislation ensures the safety of the public. It provides stiff penalties to issues of negligence in the side of the constructor.

Boom-lift safe work procedure

The workers on the side of welfare need guarantee from the constructor and therefore the machines used need to be safe to prevent hazards.

Noise

The law is instituted to regulate the nuisance caused by the construction machinery. Construction sites are not conducive for habitation because of the noise pollution.

First-Aid

This is the medical attention given to an individual at the first instance of an injury. The legislation requires all firms to comply with this provision to ensure safety of workers is maintained.

Health and safety induction for employees

The safety of citizens is paramount and this legislation covers the regulations of inducting workers. Ways of protecting oneself together with the description of how to operate machines are envisaged in this legislation.

Prepare a health and safety co-ordination plan

The legislation is looking to ensure the coordination plan is in line with the safety requirements.

Safe brick laying procedure

The foundation of a building is important in supporting the entire structure. The legislation seeks to ensure safety in accordance to the materials used.

Risks for companys operations

1. Faulty Scaffolding  This is an essential procedure in accordance to height requirements. It is a hazard that causes injury if it fails to be controlled by the company worker. Rechecking the scaffold before using it is a control measure.
2. Boom Lift Movement- This lift is important in reaching peaks of tall buildings. The load being carried may injure the worker below it. Constant communication between the lift operator and the workers is paramount to prevent this.
3. Noise  Workers may develop health implications when exposed to a lot of construction noise. Machine maintenance is important to control the noise. In addition, workers need provision of mufflers to control sound effects
4. Amputation  Heavy machines can cause serious damage to individuals if not properly operated. Workers need to be well versed with the operations of machines and the danger zones.
5. Lesions  Working with some machinery causes wounds to the workers of the company. Training and availing gloves to the workers is a sure way to prevent them.
6. Collision  This occurs when several lifts are operating at the same time. Collision causes injuries to both the worker and operators.
7. Explosion  Construction sites contain tanks i.e. the gas tanks that are of high pressure. Improper handling of these items is dangerous to the workers. The explosions can cause death in most cases. Storing these pressurized containers in a secure location helps curb the accidents
8. Excavation  This entails the use of material when establishing a building foundation. This can cause injuries to the workers as it entails the use of heavy machinery.
9. Manual material handling  This involves the use of manpower to extradite some tasks. Man is prone to error and mishandling of these equipments causes injuries to the worker responsible and other colleagues. These errors are controllable with the use of equipment handlers.
10. Fatigue  This is tiredness of the workers. It is caused by many working hours, which makes workers lose concentration and subsequently causing injuries. Workers need to be given enough resting time and work for small durations.

Risk assessment chart

Actions for the risks

List of References

BHP Billiton. 2007, BHP Billitons stakeho