2.0 HTM 209 – OM Performance and Strategy 290814

7/23/2019 2.0 HTM 209 OM Performance and Strategy 290814

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HTM209 Hospitality

Operations Management

Semester Two - 2014


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Welcome to HTM209

Hospitality Operations Management

Tutor : Julian Galt

Room : B2-24

E mail : [email protected]


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HTM209 Operations Management;Performance and Strategy


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Operations PerformanceRefer Slack et al. Pages 37 - 44

Operations management can make or break...!!

Compare the operations processes and outcomes for

the commissioning of the two terminals; Heathrow T5: processes, and outcomes; with...

Dubai T3: processes, and outcomes

What lessons for OM may be derived from

these examples...?


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Performance Objectives #4Refer Slack et al. Page 645

Objectives, plans, and progress may be assessed, based on

polar representations...;


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Polar diagrams for relative importance of performance

objectives for a taxi service versus a bus service

Cost

Quality Flexibility

DependabilitySpeed


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Reassurance

Crime

reduction

Crimedetection

Working withcriminal justiceagencies

Efficiency

Polar diagrams for a proposed police performance targets


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Performance Objectives #1Refer Slack et al. Page 60

Polar representations...;

Compare the uses of the polar diagrams in Fig 2.11,

on page 60

Sketch out a polar diagram that compares the

terminal openings for Heathrow T5, and Dubai T3.

Use the following criteria for your scales; Dependability

Baggage handling

Effectiveness

Process planning

Complexity

Expectations


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Operations Management: the story so far...

Input Resources

Output; Services

Products

Operations Management Processes...;

Inputs transformations - Outputs

Operations Activities

4 Ds: Direct: Design: Deliver: Develop

Operations Process Characteristics

4 Vs: Volume; Variety; Variation; Visibility

Productivity =Units produced

Input used

Operations Objectives and Strategies


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Measure of process improvement

Represents output relative to input

Only through productivity increasescan our standard of living improve

Judging Performance #1


Input used

From Heizer and Render 2011 PearsonEducation, Inc. publishing as Prentice Hall


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Judging Performance #2

Objectives, plans, and progress may be assessed, based on

polar representations...;


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Assessing an Organisations

Performance

Refer Slack et al. Pages 37 - 44

Operations management can make or break...!!

Triple Bottom Line...; define the three elements

How may effective OM contribute to profitability? What lessons may be drawn from Table 2.1, on page 42?

Explain the role of organisation culture in OM?

What advice may be derived from Table 2.2, page 42?

How may OM contribute to stakeholder interests?

Contribution to corporate social responsibility

(CSR)?


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Performance; 1-A

Refer Slack et al. Pages 37 - 44

Triple Bottom Line...; define the three elements; Social - responsibility for impact on society; impact on

peoples lives (People)

Environmental Extent to which business activity impacts

negatively on the planet (Planet)

Economic Profitability, return on assets (Profit)

Reduction of production costs

Achievement of customer satisfaction

Reduce risk of failure

Reduce the level of capital employed by increasing capacity

and building capability


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Performance; 1-B

Refer Slack et al. Pages 37 - 44 How may effective OM contribute to profitability?

Lessons drawn from Table 2.1, on page 42. OM results

in greater profitability in contexts where there is:

Staff involvement Flexible staff management

Waste is reduced

Work is efficient

The role of organisation culture in OMA participative

culture is more likely to be productive that a rigid andcontrolling culture

What advice may be derived from Table 2.2, page 42?

Reducing operating costs may be more effective for

improving profitability than increasing sales or prices


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Performance; 1-C

Refer Slack et al. Pages 37 - 44 How may OM contribute to stakeholder interests?

It is the responsibility of OM to understand the internal and

external stakeholders objectives and respond appropriately

Stakeholders have differing requirements

Shareholders ROI

Staff fair wages

Suppliers long term orders

Contribution to corporate social responsibility (CSR)? Related to Triple Bottom Line

Essentially, listening and responding to the needs of the

business stakeholders

Sustainable development


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Competitive factorsWhat do customers value?

Performance objectivesPriority actions: Ascot/Kelvin

A - Low price

B - High quality

C - Fast delivery

D - Reliable delivery

E - Innovative products / services

F - Wide range of products / services

G - Ability to change the timing or

quantity of products and services

Performance Objectives:Assign priority order to these hotel competitive factors (AG)

For the top three priorities how might these be delivered?


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Competitive factorsWhat do customers value?

Performance objectivesPriority actions: SITs Cafe

A - Low price

B - High quality

C - Fast delivery

D - Reliable delivery

E - Innovative products / services

F - Wide range of products / services

G - Ability to change the timing or

quantity of products and services

Performance Objectives:Assign priority order in this context (AG)

For the top three priorities how might these be delivered?


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Different competitive factors imply different

performance objectives

Competitive factors

If the customers value these..

Performance objectives

Then, the operations will need toexcel at these ...

Low price Cost

High quality Quality

Fast deliverySpeed

Reliable delivery Dependability

Innovative products and services Flexibility (products and services)

Wide range of products and services Flexibility (mix)

Ability to change the timing or quantityof products and services

Flexibility (volume and/or delivery)

Performance Objectives #1-1


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Speed

Flexibility

Cost

Dependability

Quality

The operations function can provide a competitive

advantage through its performance with the five

competitive objectives

Being RIGHT

Being FAST

Being ON TIME

Being ABLE TO

CHANGE

Being PRODUCTIVE



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Minimum cost,

maximum value

Minimum price, highest value

Fastthroughput

Quick

delivery

Reliableoperation

Dependable

delivery

Error-free

processes

Error-free

products and

services

Ability to

change

Frequent new

products, maximum

choice

The benefits of excelling

Dependability

Cost

Speed

Quality Flexibility



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Operations Management: the story so far...

Input Resources

Output; Services

Products








Input used


Operations Performance Objectives...;

Quality; Speed; Dependability;

Flexibility; Cost


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Performance Objectives #2Refer Slack et al. Pages 46 - 59

Objective Role Significance Business

Advantage

Quality

Speed

Dependability

Flexibility

Cost


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Performance Objectives #2-ARefer Slack et al. Pages 46 - 59

Objective Role Significance BusinessAdvantage

Quality Conforming to customerexpectations. Error free

products and services

Influences customer

satisfaction levels

Assists OM efficiency

Reduces costs

Assists with

dependability

Speed Increasing availability ofproduct or service

Customers are morelikely to purchase

Response time benefit

Reduces inventories,risks, matches supply

with demand

Dependability Product / service is whenand as needed and

promised

Provides competitive

advantage. Overrides

other customer

considerations

Saves time, increases

stability, &

effectiveness. Saves

money, waste

Flexibility Making changes tooperations product,

mix, volume, delivery

Allows for

customisation and

variety

Saves time, increases

speed, assists

scheduling

Cost Allowing outputs to bepriced to meet market

Costs saved may be

added into profits.

Universally attractive

Lower costs allow

lower prices.


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Performance Objectives #3Refer Slack et al. Pages 56 - 57

Objectives and progress may be assessed, based onproductivity...; i.e.: Output from operation/input to operation...


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Performance Objectives #3 -1Refer Slack et al. Pages 58 - 60

Discuss and prepare to report back as follows:

What key approaches are used by business to

improve productivity? Identify examples.

How might productivity be improved by OM within...: A motel?

A cafe-bar?

A hotel airport shuttle service?

(Note how will you: reduce costs; maintain outputs;

reduce waste: materials, time, underuse of facilities?


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Performance Objectives #3 -1Refer Slack et al. Pages 58 - 60

Discuss and prepare to report back as follows:

With reference to Figure 2.10 on page 58

Identify examples of competing tensions between theperformance objectives illustrated

Why is it necessary to improve all performance areas

in order to improve cost performance?


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OM Frame of Reference - Test

Input Resources

Output; Services

Products

OM - Qu3: (Element name)? ...;


Qu4: Operations... (Element name)?

4 Ds: Qu5: Name them...

Qu6: Operations... (Element name)?

4 Vs: Qu7: Name them...

Qu8: Measure of what? =Units produced

Input used

Ops Objectives Qu9: Define Strategies


Qu10: Name them...


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Operations Management: Frame of Reference

Input Resources

Output; Services

Products








Input used



Quality; Speed; Dependability;

Flexibility; Cost


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Operations Performance Objectives;Application to Penang Mutiara...#1

With reference to the case study on pages 64

and 65, consider and discuss in your groups,

and then note for the following points; Hotel location, features and environment

Develop a response to question 1 at the end of

the case-study

Hotel operating characteristics (quality,flexibility, dependability, time, costs)

Develop a response to question 2 at the end of

the case-study


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Operations Performance Objectives;Application to Penang Mutiara...#1-1A

With reference to the case study on pages 64 and 65;

Hotel location, features and environment

Malaysia; top of market, luxury 440 room hotel; lush

Indian Ocean coastal location;

Response to question 1, (at the end of the case-study)

Competes as a luxury operation; so must be managed to

ensure service, equipment, design, facilities all support a

top quality experience for guests

Never compromising any of the performance objectivesand outcomes. Careful planning, anticipation of problems

Balancing all POs to ensure quality is never reduced in

order to maintain competitive advantage as top-of-line...


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Operations Performance Objectives;Application to Penang Mutiara...#1-2A

With reference to the case study on pages 64 and 65;

Hotel operating characteristics

Quali ty - Highest priority; every aspect of OM supports this

Flexibi l i ty Meeting guest requests immediately. Never saying

No. Adjusting to seasonal demands. Having appropriate staff incontact with customers.

Dependabi l i ty All guest needs met reliably. Everything to plan

T ime Speedy responses to customer demands

Costs Reducing waste wherever possible (food, energy) Response to question 2 at the end of the case-study...

Quality of service keeps our volumes high and costs low

All performance objectives contribute to achievement of quality

and cost reduction: high room utilisation levels lead to profitability


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Performance Objectives #3 - 2Refer Slack et al. Pages 57 - 60

What Operations Management dilemma is

illustrated in the case on page 57? What has been the operations objective of Foxconn...?

How has this been achieved? Impact on the TBL?

What negative consequences appear to have

occurred?

How has the company attempted to minimise theproblem?

If you were asked to provide advice on this what

would it be?


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Performance Objectives #3 - 2Refer Slack et al. Pages 57 - 60

Operations Management dilemma (page 57)

Key objective of Foxconn...: Cutting of operational costs

How achieved:

Production has been moved to low labour cost regions

Impact on the TBL: Pushing workers very hard. Manyovertime hours utilised.

Negative consequences that appear to have occurred:

Regimented operation. 18 suicide attempts 2010; 14 fatal

Company attempts to minimise the problem:

Safety nets; provide counselling; advanced process design

Your advice on this: (Is the cause-effect conclusion correct?)


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STRATEGY

Operations Management


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What is strategy?

Strategic decisions means those decisions which

Are widespread in their effect on the organization

to which the strategy refers

Define the position of the organization relative to

its environment

Move the organization closer to its long-termgoals.

Slack et al. (2013)


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Slack et al. (2013)

the decisions which shape the long-term

capabilities ofthe companys operations andtheir contribution to overall strategy through

the on-going reconciliation of market

requirements and operations resources

Operations strategy is ..;


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Operationsis not the same as

operational

Operations are the resources that create

products and services

Operational is the opposite of strategic,

meaning day-to-day and detailed

So, one can examine both the operational andthe strategic aspects of operations

Slack et al. (2013)


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Microlevel of the process

Macrolevel of the total operation

Level of

analysis

Time scale

Short-termfor example, capacity

decisions

1-12 monthsDema

nd

1-10 yearsDema

nd

Long-termfor example, capacity

decisions

Level of

aggregation

Detailed

For example

Can we give tax services to the

small business market in

Antwerp?

Aggregated

For example

What is our overall business

advice capability compared with

other capabilities?

Level ofabstraction

ConcreteFor example

How do we improve our

purchasing procedures?

PhilosophicalFor example

Should we develop strategic

alliances with suppliers?

Operations management Operations strategy

Operations strategy is different to OM; note and explain

the key differences from the graphic above Slack et al. (2013)


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Purposes of Operations Strategy

To contribute directly to the strategic

objectives of the next level up in the

planning hierarchy; To help other parts of the business

make their own contribution to

operations strategy

Slack et al. (2013)


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What is Operations Strategy?Refer Slack et al. Pages 70 - 71

Strategy has a focus on....(what)?

Operations strategy may be differentiated from

organisation strategy in what ways?

Define and explain the three stages of

operations managements contribution to

business strategy...;

Implementing Supporting

Driving


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Microlevel of the process

Macrolevel of the total operation

Level of

analysis

Time scale

Short-termfor example, capacity

decisions

1-12 monthsDema

nd

1-10 yearsDema

nd

Long-termfor example, capacity

decisions

Level of

aggregation

Detailed

For example

Can we give tax services to the

small business market in

Antwerp?

Aggregated

For example

What is our overall business

advice capability compared with

other capabilities?

Level ofabstraction

ConcreteFor example

How do we improve our

purchasing procedures?

PhilosophicalFor example

Should we develop strategic

alliances with suppliers?

Operations management Operations strategy

Operations strategy is different to OM; note and explain

the key differences from the graphic above Slack et al. (2013)


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What is Operations Strategy? PP 70 - 71

Operations strategy focus: Decisions and actions setting the role, objectives and

activities of the business; contrasts with...;

Organisation strategy: Defines position of organisation rel. to its environment:

moving organisation toward its goals

Define and explain the three stages of operations

managements contribution to business strategy...;

Implementing: Basic OM role; effective implementation

Supporting: Developing improved OM capabilities

Driving: Where OM success creates long term competitiveadvantage; operations drive organisation strategy...
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Lets Look at a Model...

...not that sort of

model!!!

Challenges Operationsthi t f d l!!!
http://www.google.co.nz/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=jVAAdlW1wO8ZfM&tbnid=0NK14csXDrahkM:&ved=0CAUQjRw&url=http://dearrichblog.blogspot.com/2013/10/how-do-you-remove-blog-from-ban-list.html&ei=g9j6U-WMHM658gXqs4C4Dw&psig=AFQjCNH5LxNaJiTpnfSxW_f2pubv05ORRA&ust=1409034659899625http://www.google.co.nz/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=jVAAdlW1wO8ZfM&tbnid=0NK14csXDrahkM:&ved=0CAUQjRw&url=http://dearrichblog.blogspot.com/2013/10/how-do-you-remove-blog-from-ban-list.html&ei=g9j6U-WMHM658gXqs4C4Dw&psig=AFQjCNH5LxNaJiTpnfSxW_f2pubv05ORRA&ust=1409034659899625http://www.google.co.nz/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=jVAAdlW1wO8ZfM&tbnid=0NK14csXDrahkM:&ved=0CAUQjRw&url=http://dearrichblog.blogspot.com/2013/10/how-do-you-remove-blog-from-ban-list.html&ei=g9j6U-WMHM658gXqs4C4Dw&psig=AFQjCNH5LxNaJiTpnfSxW_f2pubv05ORRA&ust=1409034659899625http://www.google.co.nz/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&docid=jVAAdlW1wO8ZfM&tbnid=0NK14csXDrahkM:&ved=0CAUQjRw&url=http://dearrichblog.blogspot.com/2013/10/how-do-you-remove-blog-from-ban-list.html&ei=g9j6U-WMHM658gXqs4C4Dw&psig=AFQjCNH5LxNaJiTpnfSxW_f2pubv05ORRA&ust=1409034659899625


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Link strategy

with

operations

Give an

operations

advantage

Externally

supportive

Adopt

best

practice

Correct the

worstproblems

Internally

supportive

Externally

neutral

Internally

neutral

STAGE 1 STAGE 2 STAGE 3 STAGE 4

Stop holding

the

organisationback

Be as good

as

competitors

Be clearly

the best in

the

industry

Redefine the

industrys

expectations

Challenges

for operations

Operations

are expected

to be .

Hays and Wheelwrights 4-stage model (page 72)

...this sort of model!!!

Slack et al. (2013)

The role of operations can be defined b its aspirations


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Correct the

Worst

Problems

Internally

neutral

The role of operations can be defined by its aspirations

STAGE 1 STAGE 2 STAGE 3 STAGE 4

Stop holding

the

organisation

back

Adopt bestPractice

Externallyneutral

Be as good

as

competitors

Theability

toImplement

strategy

Link Strategy

With

Operations

Internally

supportive

Be clearly

the best in

the

industry

Theability

toSupportstrategy

Give an

Operations

Advantage

Externally

supportive

Redefine the

industrys

expectations

Theability

toDrive

strategySlack et al. (2013)


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Operations Strategy Contribution;Refer Slack et al. Pages 70 - 71

Review the Four Stage Model and

associated text on pages 71 and 72,

then note and prepare to report...

What is the purpose of the model?

Note briefly the development of operations

contribution at each of the four stages

How might a business judge the stage it is

operating at relative to the model?

At what stage is OM at Pret A Manger? (p18)


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Corporate strategy

Business strategy

Emergent sense of what

the strategy should be

Operational

experience

Operations strategy

Top-down and bottom-up perspectives of strategySlack et al. (2013)


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Nigel Slack and Michael Lewis

2003

Performance

Objectives

Market

Positioning

Customer

Needs

Competitors

Actions

The market perspective on operations strategy

Required

performance

Understanding

markets


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Nigel Slack and Michael Lewis

2003

Operations

Strategy

Decision Areas

The operations resource perspective onoperations strategy

Tangible and

Intangible

Resources

Operations

Capabilities

Operations

Processes

Understanding

resources and

processes

Strategic

decisions


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Operations strategy is the strategic reconciliation

of market requirements with operations resources

Performance

Objectives

Market

Positioning

Customer

Needs

Competitors

Actions

Required

performance

Understanding

markets

Operations

Strategy

Decision Areas

Tangible and

IntangibleResources

Operations

Capabilities

Operations

Processes

Understanding

resources and

processes

Strategic

decisions

Slack et al. (2013)


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Operations has to cope with the

clash between the nature ofexternal markets and the

nature of internal resources

Operations Resources

are.

Difficult to change

Technicallyconstrained

Complex

Slack et al. (2013)

Market Requirements

are.

Dynamic

Heterogeneous

Ambiguous


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What you

HAVE

in terms ofoperationscapabilities

What you

NEED

to compete

In the market

Market

Requirements

Operations

Resources

What you

WANT

from youroperations to

help youcompete

What you

DO

to maintainyour

capabilitiesand satisfy

markets

Strategic

ReconciliationSlack et al. (2013)

O ti t t i th t t i ili ti f


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Operations strategy is the strategic reconciliation of

market requirements with operations resources;

Capacity

Supply networks

Process technology

Development and

organisation

Quality

Speed

Dependability

Flexibility

Cost

Market Requirements

Understanding

Markets

Market

Positioning

Market

Segmentation

Competitor

Activity

Slack et al. (2013)


Understanding

Resources and

Processes

Operations

Processes

Operations

Resources

Operations

Competences

StrategicReconciliation

Required

Performance

Performance

Objectives

Strategic

Decisions

Operations

Strategy

Decisions


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Operations can kick-start two virtuous cycles

World ClassOperations

Understanding ofthe processes

Competenciesembedded in the

operation

Capabilities enhanceinnovation and improvement

Developing the resources whichlet the operations performancestay ahead of the competition

Internal and

Competitiveness Strong

marketing

High

margin

Investment

Developing customerscompetitors and stockholders;perceptions and expectations

External

Slack et al. (2013)


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The four perspectives on


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Top-downperspective

What the businesswants operations

to do

Operationsresourcesperspective

What operationsresources can do

What day-to-dayexperience suggestsoperations should do

Bottom-upperspective

Marketrequirementperspective

What the marketposition requiresoperations to do

Operationsstrategy


operations strategy

Slack et al. (2013)

The four perspectives on operations


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The four perspectives on operations

strategy (Complete, with reference to pp 73 - 82)

Four Operations

Strategy

PerspectivesStrategic Focus Key requirements

for operations...Top-down

perspective


Market

requirement

perspective

Operations

resources

perspective



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Top-downperspective

What the businesswants operations

to do

Operationsresourcesperspective

What operationsresources can do

What day-to-dayexperience suggestsoperations should do


Marketrequirementperspective

What the marketposition requiresoperations to do

Operationsstrategy


operations strategy

Slack et al. (2013)


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Corporate strategy

Business strategy

Emergent sense of what

the strategy should be

Operational

experience

Operations strategy

Top-down and bottom-up perspectives of strategy

Slack et al. (2013)



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market requirements with operations resources;

Capacity

Supply networks

Process technology

Development and

organisation

Quality

Speed

Dependability

Flexibility

Cost

Market Requirements

Understanding

Markets

Market

Positioning

Market

Segmentation

Competitor

Activity

Slack et al. (2013)


Understanding

Resources and

Processes

Operations

Processes

Operations

Resources

Operations

Competences

StrategicReconciliation

Required

Performance

Performance

Objectives

Strategic

Decisions

Operations

Strategy

Decisions


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Operations Strategy #1-2...;Also refer Slack et al. Pages 70 88; and 93

Using Figure 3.3 on page 73 of the text andassociated explanations (pages 73 84) as a

framework; Using the case information on pages 69 and 70,

briefly explain how the four operations

perspectives apply to Ryanair, and Flextronics

In your syndicate groups consider and prepare toreport back, on how Apple has differentiated their

retail outlets, by using assessment of market

requirements to drive strategy (refer Slack et al p76)

Ryanair


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Bottom-up

Top-down

Operations strategy

Operations

Resources

Market

Requirement

Ryanair

The four perspectives on operations strategy:

Efficient operations

Fast turnaround times

High employee productivityNo frills travel

Secondary airports

Internet bookings

Lowest fares

Safe service

On-time serviceNo add-ons

Clear strategy

Low cost operationBasic services

Efficiency

Cut poor contractors

Cut costs

Operate only 737s

Selling directly

Flextronics


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Top-down

Operations strategy

Operations

Resources

Market

Requirement

Flextronics



Integration - network

Supply chain management

Design-produce-distribute

Outsource supplier

Electronics partsVertical integration

Global supply chainLow cost components

Responsive service

Flexible serviceCost effective delivery


Industrial parks

Fast delivery

High volume / low cost

Low distribution costs


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The effects of the product/service life cycle on the organization

Sa

les

volume

Introduction Growth Maturity Decline

Volume Slow growth in

sales

Rapid growth in

sales volume

Sales slow down

and level off

Market needs

largely met

Customers Innovators Early adopters Bulk of market Laggards

Competitors Few or none Increasing

numbers

Stable number Declining

numbers

Variety ofproduct /

service

design

Possible high

customization or

frequent design

changes

Increasingly

standardized

Emerging

dominant types

Possible move to

commodity

standardization

Slack et al. (2013)


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Sales

volume

Introduction Growth Maturity Decline

Likely order

winners

Product/service

characteristics,performance or

novelty

Availability of

qualityproducts/services

Low price

Dependablesupply

Low price

Likely

qualifiersQuality

Range

Price

Range

Quality

Range

Dependable

supply

Dominantoperations

performance

objectives

FlexibilityQuality

SpeedDependability

Quality

CostDependability

Cost

The effects of the product/service life cycle on the organization

Slack et al. (2013)


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Operations Strategy #2...;Also refer Slack et al. Pages 77 - 88

Define and assess the impact of the following factors on

operations strategies...

The effect of the product lifecycle factors on;

Customers

Competitors

Operations performance objectives

Explain the distinction between;

Order-winning, and order-qualifying factors (p77-78) Structural...; and

Infrastructural decisions in operations strategy (p84-85)

(Also refer Table 3.3, page 84)

Operations Strategy #3 1


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Operations Strategy #3-1Application to Penang Mutiara...;Also refer Slack et al. Chapter 3...

With reference to the Hayes and Wheelwright model

on pages 71 72; At which stage of contribution do you consider operations

management at Penang Mutiara to be?

Justifications for your opinion?

Using Figure 3.3 on page 73 of the text and associated

explanations (pages 73 84) as a framework; Assess the level of applicability of the four operations

perspectives approach in the Penang Mutiara context,

using examples from each perspective

What specific capabilities, and intangible resources

may be applicable to Penang Mutiara? (See page 82)

Penang


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Operations strategy

Operations

Resources

Market

Requirement

g

Mutiara


Efficient operations Luxury service

Clear strategy

Cut costs

Operations Strategy #3 2


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Operations Strategy #3-2Refer Slack et al. Pages 77 79; and 91 - 92

Read the Long Ridge case example...

Evaluate services to members & non-members... (Ref Table 3.1 p79)

Performance

Objectives

For Members For Non-members Performance

gaps

Product / product

range

Quality

Speed

Dependability

Flexibility

Cost

2.0 HTM 209 – OM Performance and Strategy 290814

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Transcript of 2.0 HTM 209 – OM Performance and Strategy 290814