Operational Business Management I (Horticulture)

Course CodeBHT326
Fee CodeS3
Duration (approx)100 hours
QualificationStatement of Attainment
 
Learn to formulate and evaluate sound business strategies.
 
Ensure effective business performance in today's fast changing world.

The social, political and economic environment, is rapidly changing; and the ability to adapt to change is often a rare commodity in a horticultural enterprise.

The need for change is however inescapable.

This course helps you develop your awareness and capacity to deal with change as it is happening in today's horticultural industries.

Lesson Structure

There are 9 lessons in this course:

  1. The Economic Environment
  2. External Influences on Horticultural Enterprise
  3. Information Management for Horticulture
  4. Strategic Planning in Horticulture
  5. Implementing Strategies
  6. PBL Project:Developing a Business Plan
  7. Business Control Systems for Horticulture
  8. Evaluating Horticultural Marketing
  9. Marketing Strategies for Horticulture

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

  • Explain the economic environment in which horticultural business operates.
  • Appraise the impact of external influences.
  • Establish the type of information required for operations in both commercial businesses and service organisations.
  • Examine the process and analyse approaches to strategic planning.
  • Examine the process and analyse approaches to strategy formation and implementation.
  • Prepare a business plan.
  • Assess the importance of business control systems utilising IT integration into financial management; prepare, read and interpret annual statements, appreciate the importance of
    • budgetary control.
  • Identify the benefits involved when preparing marketing plans; analyse organisational strengths, weaknesses, opportunities and threats.
  • Formulate customer-orientated and realisable strategies for selected markets.

How Do You Develop a Better Strategy?

Strategic planning:

  • Identifies the best business decisions.
  • Helps business to understand why these decisions are being made.
  • Knows how to implement these decisions to encourage and maintain business viability within a competitive and dynamic market.
  • Leads to change within a company.
  • Considers the future.

Business managers use strategic planning:

  • To understand the long-term objectives of a business.
  • To know its available resources.
  • To implement new ideas, big changes and decisions that are best suited to the nature and circumstances of the business now and to adapt these decisions as needed.
  • To decide on future business goals and to develop an approach to match these goals; but not to implement specific decisions that are based on future projections –decisions should be made in the present so business makes decisions at it keeps abreast of changes.
  • To recognise opportunities.
  • To recognise threats.
  • To analyse when and how is the best time to seize new business opportunities.
  • To match the businesses resources with new business opportunities.
  • To help make decisions that will influence long term, sustainable growth.

However for strategic planning to be successful (and useful), business managers must be able to think strategically and then apply this as strategic management.

Planning Your Marketing

Owners and managers of businesses are becoming increasingly aware of the importance of marketing their business.  However, many mistakenly think marketing as another word for selling, with some aggressive advertising and promotion thrown in.

However, true marketing moves far beyond just persuasion.  In its most simple form, marketing is finding out what the customer wants, and then setting out to meet their needs, provided it can be achieved profitably.

More formally, marketing is the managerial process of identifying customer requirements and satisfying them by providing customers with appropriate products in order to achieve the business’s objectives (Collins Dictionary of Business, 1995).

Marketing is not just selling, or advertising, or promotion.  It is customer focused, and requires you to organise your business in such a way that you can:

  • Identify your potential customers.
  • Identify their needs and wants.
  • Provide products/services to suit these needs and wants.
  • Tell your customers about your business and what it offers.
  • Persuade them to buy your products/services.
  • Ensure they are satisfied with their purchases.
  • Make a profit.

Marketing involves knowing and understanding the ‘who’, ‘what’, ‘where’, ‘why’, ‘when’, ‘how’, and ‘how much’ of your business.

WHO?  -- Your prospects: customers and competitor

WHAT? -- Your product/service

WHERE? -- Your location of premises and market

WHY?  -- Your customer’s buying motives and need

WHEN? -- The right product/service at the right place, at the right time

HOW?  -- Production, distribution and promotion

HOW MUCH? -- The price people will pay.  What you want to spend and what profit you will make.
 

 

WHO WILL BENEFIT FROM THIS COURSE?

This course held you to get a better and more balanced perspective on how to make a public, charitable or commercial enterprise more sustainable in today's rapidly changing world. 

Especially suited to professionals working in or looking to step up to a management role in horticulture.

More from ACS