Introduction to Pharmacy Management PDF

INTRODUCTION TO PHARMACY MANAGEMENT PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Leading OUTLINE...

INTRODUCTION TO PHARMACY MANAGEMENT PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Leading OUTLINE ○ Directing and motivating the I. WHAT IS MANAGEMENT? employees to achieve organizational A. DEFINITION OF MANAGEMENT goals and objectives B. MANAGEMENT VS. LEADERSHIP Controlling i. BASIC FUNCTIONS OF MANAGERS ○ Measuring the performance and making necessary adjustments as II. FINANCIAL INTELLIGENCE needed A. LIVING A FRUGAL LIFE ○ Monitoring ideal vs. actual B. THE 7 HABITS OF HIGHLY EFFECTIVE performance PEOPLE i. THE 7 HABITS PARADIGM I. FINANCIAL INTELLIGENCE A. LIVING A FRUGAL LIFE Financially intelligent people know how to properly I. WHAT IS MANAGEMENT? manage their money. A. DEFINITION OF MANAGEMENT Avoid gambling and entering illegal businesses. Management is getting tasks done through others. 7 Frugality is about stopping the money leaks Consequently, managers are evaluated through performance of while still living a fulfilling life. Money leaks = collected performance of those they supervise. people they supervise spending. leaks spending - Learn to repair leaks and save for the future. B. MANAGEMENT VS. LEADERSHIP Avoid puncturing your bucket for liabilities, - is doing things right, while tama pagkagawa Management build your assets instead. Liabilities cost you - leadership is doing the right things. tama ang mga ginagawa money in the long run, while assets make you more money. Thus, while managers and leaders work with and Invest your excess wealth and make money through others to achieve organizational objectives work for you. in a changing environment, they are not the same. B. THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE Author: Stephen Covey Leaders Lead set > - Managers manage- keep Set the course. Keep things on course. “We are what we repeatedly do. Excellence then, is not an act, but a habit.” - Aristotle They set the vision, They organize and direction, and goals of monitor the day-to-day “A habit is at the intersection of knowledge, skill, the organization. operations. and desire.” - Covey KSD = D set vision direction and goals organice and monitor operations i. THE 7 HABITS PARADIGM , i. BASIC FUNCTIONS OF MANAGERS POLC Planningang , Planning Leadingto ○ Setting goals and objectives ○ Strategizing how to achieve it ○ Focusing the organization in a single direction Organizing ○ Establishing a structure for the organization ○ Determining individual jobs within it ○ Creating authority for decision making PHARM 116 (PHARMACY MANAGEMENT) Danniella Escopete Page 1 of 2  INTRODUCTION TO PHARMACY MANAGEMENT PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Habits 1-3 are Private Victory Habits. They focus on Habits 4-6 are Public Victory Habits. They focus on personal effectiveness and enable you to develop cultivating successful interaction with others and independence. establishing interdependent relationships. You can only achieve public victory after private victory. 1. Be proactive ○ Proactive people take the initiative. 4. Think win-win They act instead of being acted upon. ○ Mutual benefit is the best approach to P ○ Circle of Influence – Things you can T achieve a satisfactory outcome for all -control or change, e.g. your attitude, S parties involved. B mood, reaction to good and bad ○ Not readily visible. change or S things, treatment of other people. - control ○ Develop a deep understanding of the P ○ Circle of Concern – Things you - cannot S situation and the individual. control or change, e.g. other people, the weather, your mistakes, how other 5. Seek first to understand, then to be people treat you. understood ○ Having a proactive focus enlarges the ○ Listening with the intent to circle of influence, while reactive focus understand. reduces it. ○ Practice listening twice as much as proactive reaciete 2. Begin with the end in mind visit speaking. ○ Everything you do is examined within 6. Synergize the context of the whole. ○ Synergy occurs when the whole is ○ You must first know your goal and greater than the sum of the parts. develop a personal mission statement. ○ Emphasizes the power of ○ Mission Statement - A powerful collaboration. document that expresses your ○ The creative process should unleash personal sense of purpose and the best in people. meaning in life. It acts as a governing ○ Value people’s differences. Constitution by which you evaluate decisions and choose behaviors. 7. Sharpen the saw ○ Identify your deepest center. This will ○ Preventive maintenance and be your source of security, guidance, self-renewal result in a happy and and power., e.g. family and money. effective individual. ○ Make sure that your actions do not ○ Prioritize self-care. contradict your guiding principles. ○ Effectiveness lies in the delicate balance between production and 3. Put first things first production capability. ○ Develop a priority system. ○ Saying yes to something means saying no to something else. ○ All of your tasks exist on a matrix of urgency and importance. PHARM 116 (PHARMACY MANAGEMENT) Danniella Escopete Page 2 of 2 THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 I. INTRODUCTION TO MANAGEMENT THEORIES OUTLINE A. DEFINITION I. INTRODUCTION TO MANAGEMENT THEORIES Frameworks that guide decision-making, A. DEFINITION · organization, and optimization in various fields, B. IMPORTANCE including pharmacy management II. COMPARATIVE ANALYSIS OF Provide structured approaches to address complex MANAGEMENT THEORIES challenges and improve operational efficiency A. CLASSICAL MANAGEMENT THEORY i. SCIENTIFIC MANAGEMENT B. IMPORTANCE ii. ADMINISTRATIVE MANAGEMENT iii. BUREAUCRATIC THEORY 1. Efficiency - helps streamline processes, D reduce errors, and optimizing resource B. BEHAVIORAL MANAGEMENT THEORY A utilization i. HAWTHORNE STUDIES AND HUMAN RELATIONS THEORY 2. Patient Care - healthcare is also about taking ii. MOTIVATION THEORY (MASLOW’S care of our patients; enhancing patient HIERARCHY OF NEEDS) experiences, making sure we’re giving out the iii. MOTIVATION THEORY (HERZBERG) right medications or accurate dispensing, and iv. MCGREGOR’S THEORY X AND improving how we communicate during THEORY Y counseling C. MODERN MANAGEMENT THEORY 3. Adaptation - healthcare is always changing; i. SYSTEMS THEORY adapting to changing healthcare landscapes ii. CONTINGENCY THEORY and optimizing pharmaceutical services and make real differences III. RELEVANCE TO CONTEMPORARY PHARMACEUTICAL MANAGEMENT II. COMPARATIVE ANALYSIS OF MANAGEMENT A. PRACTICAL IMPLICATIONS THEORIES A. CLASSICAL MANAGEMENT THEORY IV. MANAGEMENT ROLES A. CHANGING ROLES OF MANAGERS AND Late 19th - 20th century MANAGEMENT B. MANAGERIAL ROLES BY HENRY Group of management approaches and MINTZBERG philosophies i. INTERPERSONAL ROLES ii. INFORMATIONAL ROLES These theories lay the foundation for modern iii. DECISIONAL ROLES management practices and are often considered the earliest systematic attempts to understand and V. CASE STUDIES improve organizational management A. CLASSICAL MANAGEMENT THEORY B. BEHAVIORAL MANAGEMENT Emphasis: Efficiency, structured organization, APPROACH C. MODERN MANAGEMENT APPROACH - standardized processes Limitations: Potential rigidity, limited D. PLANNING AND ORGANIZING ROLE OF adaptability to dynamic environments MANAGER E. LEADING AND CONTROLLING i. SCIENTIFIC MANAGEMENT (TAYLORISM) ROLE OF MANAGER Frederick Taylor Principles: Time-motion studies, work standardization, efficiency maximization PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 ○ Aims to maximize productivity by analyzing and optimizing each task, setting standardized procedures, and - incentivizing workers based on their performance Pharmacy Application: Streamlining prescription filling, optimizing resource utilization Core idea: match workers to their task based on their skills and abilities Result: increased efficiency and output O iii. BUREAUCRATIC THEORY g chain of command Max Weber Characteristics: - ○ hierarchical structure - power and authority are distributed in a clear chain of command - ○ formal rules and procedures - “backbone” - ensures consistent decision-making and actions ○ specialization - tasks are divided based ii. ADMINISTRATIVE MANAGEMENT (FAYOL) - on expertise resulting in greater efficiency Henry Fayol Pharmacy Context: hospital pharmacy Principles: planning, organizing, management, adherence to regulatory standards - commanding, coordinating, controlling ○ ensures a structured approach to f ○ Focuses on the overall structure and management of organization medication distribution, unique ○ Provide the framework for managing documentation, and patient care Theory organizations and include concepts na to like unity of command, division of labor, skill chain, etc ○ Aims to ensure that organizations function smooth by maintaining clear communication, well-defined rules, and hierarchical structure Pharmacy Relevance: efficient pharmacy team organization, inventory management PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari  THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 B. BEHAVIORAL MANAGEMENT THEORY ○ Highlighted the significance of social and psychological factors in Human Relations Theory employee’s behavior and performance From this study, it was revealed that the Emerged as a response to the perceived limitations employee’s perception of being valued and of the Classical Management Theory monitored, rather than just the physical changes had a substantial impact on their Focus on understanding and improving the productivity - interactions between individuals within Laid groundwork of human relation theory organizations with an emphasis on human behavior, motivation, and social dynamics ii. MOTIVATION THEORY “Employees are not merely cogs in a machine, but (MASLOW’S HIERARCHY OF NEEDS) they are complex individuals with emotions, needs, Motivating employees through fulfilling and aspirations. These all influence their work hierarchical needs behavior” Once needs are met, employees are more Seek to create a more holistic and humane approach inclined to seek social connections and to management aiming to enhance job satisfaction, acknowledgement for their contributions employee morale, and overall organizational The true power lies in accessing the pinnacle influence and performance. of the hierarchy which is- self actualization ○ this signifies individuals realizing their Emphasis: Human aspects, employee full potential and pursuing personal motivation, improved interactions growth Limitations: complexity in implementation, ○ for employees, this translates to varying individual needs opportunities for professional development, autonomy and creative i. HAWTHORNE STUDIES AND HUMAN decision-making RELATIONS THEORY (MAYO) ○ By offering avenues for self-actualization, organization can Hawthorne Effect Light Study - Conducted unleash peak motivation and by Western Electric (1920s-1930s) engagement ○ The researchers aimed to investigate Provides strategic blueprint for motivating the impact of changes in the lighting employees by embracing their diverse needs condition on the worker’s productivity and cultivating an environment conducive for ○ They started by gradually increasing growth, safety, satisfaction leading to job the lighting level on work areas and satisfaction observed whether the change led to increased productivity ○ As the lighting improved, productivity also increased ○ Continuation of the increased productivity even when the lighting was returned made researchers consider factors beyond the physical conditions like lighting ○ They recognized that the mere act of being observed and receiving attention motivated the workers to perform better PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 iii. MOTIVATION THEORY (HERZBERG’S TWO-FACTOR THEORY) Addressing hygiene and motivator factors for employee satisfaction > prevent - Hygiene factors - essential for preventing dissatisfaction, encompassing elements like pay, work condition, and job security > promote - Motivation factors - spark satisfaction and intrinsic motivation. Includes recognition, - responsibility, and growth opportunities Pharmacy Relevance: boosting staff motivation, enhancing patient care delivery and fostering a thriving workplace environment C. MODERN MANAGEMENT THEORY Encompasses the first two approaches, but reflecting changing workplace dynamics, globalization, and technological advancements Emphasizes flexibility, adaptability, and employee engagement, focusing on fostering innovation, collaboration, and continuous improvement Emphasis: holistic view of the whole organization/system, adaptability, context-specific approaches Limitations: complexity in analyzing iv. MCGREGOR’S THEORY X AND THEORY Y contingencies, potential challenges in integration Douglas McGregor Distinct insights into employee behavior and i. SYSTEMS THEORY management approaches Theory X - assumes that an employee Concept: Organizations are- interconnected inherently dislikes work, needs constant systems, focusing on interactions supervision, and seeks security more than - ○ Organizations as an intricate responsibility interconnected system rather than an Theory Y - perceives employee as isolated component self-motivated, capable of self-direction, and ○ This theory centers on understanding eager to take ownership of their task the interdependencies and Encourages us to reflect on our underlying interactions within these systems assumptions about employees and adapt our Pharmacy Application: coordinating patient management strategies accordingly care across various healthcare professionals Recognizing the potential of Theory Y can ○ collaboration of doctors, technicians, transform workplaces, nurturing a culture of pharmacists trust, creativity, and shared responsibility ○ Ex. Seamless systems (after consultation with a practitioner, system informs pharmacy of the medication prescribed - patient decides whether to avail or not) PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Application - depending on organizational context, goals, and challenges Holistic approach - incorporating elements from different theories for effective management IV. MANAGEMENT ROLES A. CHANGING ROLES OF MANAGEMENT AND MANAGERS Evolution from a traditional TOP-DOWN approach to a contemporary BOTTOM-UP approach Traditional Top-down model - hierarchical decision making where directives flow from upper management to lower levels ii. CONTINGENCY THEORY ○ Provides clear authority but can Approach: management adapted based on a hinder creativity and timely specific situation and external adaptation to changes factors/influences Contemporary Bottom-up approach - encourages input from all levels of ○ there is no one-size fits-all solution, organization, empowering employees to advocating for flexibility in contribute ideas and influence decisions management strategies ○ This environment promotes Pharmacy Context: tailoring strategies to innovation and fosters a sense of patient needs and market dynamics ownership, but can be more complex ○ ex. Pharmacies changed strategy to manage when lockdown happened The shift towards the bottom-up approach reflects a recognition of the values of diverse perspectives and agility needed to thrive in today’s rapidly changing business landscape III. RELEVANCE TO CONTEMPORARY PHARMACY MANAGEMENT A. PRACTICAL IMPLICATIONS Integrating elements - modern B. MANAGERIAL ROLES organizations often incorporate principles Henry Mintzberg from various theories Three major roles Tailoring approaches - choosing relevant theories based on specific management scenarios PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 i. INTERPERSONAL ROLES Solution: Manager called for an emergency meeting, gave out orders to have better 1. Figurehead - symbol of legal authority; organization in the pharmacy F performing ceremonial duties (e.g. signing of Theory: Scientific Management (Taylorism) documents and receiving visitors) Points to ponder: ↳ ○ Ex. Dean gives the opening remarks, Taylorism is used to have organized, personally welcomes visitors and signs optimized and standardized operations the important documents within the pharmacy. 2. Leader - motivating subordinates to get the Time motion study to observe what to job done properly change 3. Liaison - serving as a link in a horizontal (as Discover the bottlenecks in operations well as vertical) chain of communication B. BEHAVIORAL MANAGEMENT APPROACH ○ Ex. The three department chairs in the college have equal authority; the Case: 2 leader serves as the chain of Scenario: low morale employees alongside a communication (makes sure the three disorganized system, high workload environment positions of authority coordinate) due to improper management of manager. Solution: TChange of manager lead to an ii. INFORMATIONAL ROLES evaluation and change of system in the pharmacy Theory: Motivation Theory (Herzberg's two-factor 4. Nerve center - serving as a focal point for principle) nonroutine information; receiving all types of Points to ponder: information Motivations can greatly affect someone’s ○ Ex. If there are problems or nonroutine performance issues in the organization If you treat people right, they will return the 5. Disseminator - transmitting selected favor. information to subordinates Interactions between people affects 6. Spokesperson - transmitting selected someone’s will information to outsiders C. MODERN MANAGEMENT APPROACH iii. DECISIONAL ROLES Case: 3 Scenario: Improper counseling, medicines cannot 7. Entrepreneur - designing and initiating be located, disorganized structure changes within the organization Solution: Talk with “kuya” resulted in the discovery 8. Disturbance handler - taking corrective of major issues regarding the structure and action in non-routine situations behavior of employees. 9. Resource allocator - deciding exactly who Theory: Contingency Theory should get what resources Points to ponder: 10. Negotiator - participating in negotiating “No one size fits all” sessions with other parties to make sure the Promote open communication organization’s interests are adequately Empowering is important represented Different styles for different needs for different people V. CASE STUDIES D. PLANNING AND ORGANIZING A. CLASSICAL MANAGEMENT THEORY ROLE OF MANAGER Case: 1 Case: 4 Scenario: Slow workflow, no proper and organized Scenario: A health emergency prompted the system, high workload pharmacy to accommodate vaccinations with the help of immunizing pharmacist PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari THEORIES OF MANAGEMENT PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Solution: Consulted with other neighboring pharmacies if they would adapt to the problem. Planned and prepared for the new system (immunizing pharmacists). Hired and trained new people. Theory: Contingency theory may be applied Points to ponder: Health care professionals and businesses should be able to adapt to the varying needs of the community. Proper resource allocation Proper planning and preparation of the pharmacy is needed to implement a new system (immunization system) E. LEADING AND CONTROLLING ROLE OF MANAGER Case: 5 Scenario: A staff member is always absent and someone else is filling up for her. Absences became more frequent. Concern was raised to the manager alongside a salary increase, but was disregarded. Solution: Manager had a discussion with the employees, listening and attending to their concerns. Theory: Mcgregor’s Theory X and Maslow’s Hierarchy of Needs, and Herzberg’s two-factor principle. Points to ponder: Attendance monitoring alongside policies are crucial The basic security such as salary is vital, and may also act as a motivation to work Both intrinsic and extrinsic motivations are important PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Lyan Jodennie Eson, Joshua Mallari LEADERSHIP ESSENTIALS PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 A. HOW IMPORTANT IS A LEADER? OUTLINE In most cases, people will perform at about I. WHAT IS LEADERSHIP? 60% of their potential with no leadership at A. HOW IMPORTANT IS A LEADER? all, i.e. their default contribution due to need B. ARE LEADERS BORN OR MADE? for a job, peer pressure, etc. C. INTERPERSONAL EFFECTIVENESS Thus, an additional 40% can be realized if D. BEING A LEADER effective leadership is available. E. LEADERSHIP AGILITY B. ARE LEADERS BORN OR MADE? i. VUCA Both ii. TYPES OF LEADERSHIP AGILITY There are people who have inherent iii. CHARACTERISTICS OF HIGHLY leadership traits, e.g. good communicators, AGILE INDIVIDUALS naturally comfortable with other people, F. AUTHENTIC LEADERSHIP APPROACH comfortable with stepping up. G. ETHICAL LEADERSHIP However, others who do not have a “leader personality” can still learn as everybody is II. LEADERSHIP THEORIES capable of being a leader. Examples include A. AUTOCRATIC LEADERSHIP Mark Zuckerberg and Steve Jobs who are B. DEMOCRATIC LEADERSHIP introverts. C. LAISSEZ-FAIRE LEADERSHIP D. TRANSFORMATIONAL LEADERSHIP C. INTERPERSONAL EFFECTIVENESS E. TRANSACTIONAL LEADERSHIP The capability of an individual to influence F. SERVANT LEADERSHIP others competently G. CHARISMATIC LEADERSHIP Leadership is a direct function of three H. COACH-STYLE LEADERSHIP elements of interpersonal effectiveness: I. BUREAUCRATIC LEADERSHIP A ○ Awareness - knowing the J. SITUATIONAL LEADERSHIP environment, situation, and data K. COLLABORATIVE LEADERSHIP Ac available ○ Ability - competencies, capabilities III. ENTREPRENEURSHIP ○ Commitment - willingness to actually lead the team D. BEING A LEADER I. WHAT IS LEADERSHIP? To be a leader, you must assume: Leadership is the process of influencing and ○ That everything that happens to you guiding individuals or groups toward results in a situation that is in your achieving shared goals and objectives. It control involves setting a direction, motivating others, ○ That the attitude you convey is what making decisions, and facilitating you are judged on collaboration to achieve desired outcomes. ○ That what you think and do in your It is the social and informal sources of private life is what you will reap in your influence used to inspire action taken by public or corporate life others ○ You are what you think and believe It is mobilizing others to want to struggle ○ If you never meet a challenge you will toward a common goal never find out what you are worth It includes an understanding of when, where, and how to use more formal sources of E. LEADERSHIP AGILITY authority and power, such as position or It is the ability to take effective action in ownership. A good leader knows when to complex, rapidly changing conditions exercise their legitimate authority. It is the ability to anticipate and respond to According to Peter DeLisle, it is the ability to rapidly changing conditions and to effectively influence others, with or without authority. manage complex, interdependent relationships. PHARM 116 (PHARMACEUTICAL MANAGEMENT) Joshua Mallari, Danniella Escopete Page 1 of 5  LEADERSHIP ESSENTIALS PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 i. VUCA ○ Even without a catalyst, you create Leaders should learn to control and anticipate: changes intentional for a certain Volatility purpose Uncertainty Anticipate emerging threats and Complexity opportunities by continually scanning the Ambiguity environment for new developments View challenges with fresh eyes and a ii. TYPES OF LEADERSHIP AGILITY willingness to rethink past assumptions Context-setting Agility ○ Highly agile individuals are self-aware ○ How leaders select and frame and usually their own greatest critique important initiatives Are creative thinkers with a deep sense of ○ Ex. When an employee refuses to purpose follow certain changes, ○ Begin with the end in mind context-setting agility is how you Actively engage diverse stakeholders, explain and help them understand influencing and learning from them at the how relevant these changes are to same time your organization. ○ “If you are the smartest person in the ○ It is a matter of motivating your room, then you are in the wrong employees by proper framing. room.” A good leader knows that the Stakeholder Agility shortest way to succeed is to surround ○ How leaders fully understand the themselves with people who will perspectives held by different compliment their weaknesses. stakeholders and how they fully create Have the ability to ‘connect the dots’ between greater alignment with them seemingly disparate issues ○ It is the understanding of the market Have a broad set of behaviors that allow them ○ Ex. Visionary leaders, like Steve Jobs, to rapidly adjust their leadership style to the are able to look at their target demands of any given situation customers, anticipate what they are Are resilient in responding to the difficulties going to like, and align their products and discomforts with that. Seek feedback from multiple sources and use Creative Agility both mistakes and successes for continual ○ Ability to solve complex or novel learning and development problems ○ Creating something that will fulfill F. AUTHENTIC LEADERSHIP APPROACH other people’s needs by supplying Authentic Leadership Approach- innovation emphasizes the genuine transparent and ○ Ex. Waze, Grab ethical behavior of leaders. Self-leadership Agility Authenticity: Leaders true to themselves, ○ How proactive leaders are in learning fostering trust and transparency from their experience Components: Self-awareness, relational, ○ First and foremost, a good leader is a transparency, ethical/moral behavior leader of their own lives. They know G. ETHICAL LEADERSHIP their weaknesses, where to improve In general, leaders set the biggest impact on on, and how to improve. the ethicality of an organization. Thus, ethical leaders act as an inspiration to others. iii. CHARACTERISTICS OF HIGHLY AGILE Ethical leaders communicate and manage INDIVIDUALS their organization’s culture so as to promote Have an intentional, proactive approach to ethical action by subordinates. change An ethical leader looks for other people’s perspectives and asks: PHARM 116 (PHARMACEUTICAL MANAGEMENT) Joshua Mallari, Danniella Escopete Page 2 of 5 LEADERSHIP ESSENTIALS PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 ○ How is this going to impact other ○ High productivity, cooperation, low people? turnover, employee commitment ○ What are the negative impacts? ○ Is it the right one for our organization, However, this is an old school way of thinking about stakeholders, and clients? leadership. You cannot have one style and expect Most adults do not have an adequate moral people to follow and adjust for you. compass so they look outside themselves for guidance, i.e. primarily from their leaders. A. AUTOCRATIC LEADERSHIP A leader’s unethical behavior is copied by Characteristics: Centralized decision-making, subordinates even more readily than ethical limited team involvement. behaviors. The more rules a leader bends, the Applicability: Quick decisions, high-risk situations, more people will try to do the same thing. clear directives Although it is important for leaders to act ethically, they are vulnerable to unethical acts. B. DEMOCRATIC LEADERSHIP And most times, people have high opinions of Characteristics: Shared decision-making, team their own character and do not realize the involvement. substantial gap between how they think they Applicability: Collaborative environment, team are and how they truly are. empowerment Overconfidence renders leaders vulnerable to ethical mistakes. C. LAISSEZ-FAIRE LEADERSHIP Leaders often fall victim to instant Characteristics: Autonomy and freedom, entitlement bias, i.e. they think they deserve delegation and trust, hands-off approach more rewards than their subordinates Applicability: Experienced professionals, creative because of their higher position, even if it was projects, autonomy teams, research and distributed arbitrarily. development “Achieving high social status appears to make it not just lonely at the top but morally D. TRANSFORMATIONAL LEADERSHIP perilous as well.” Characteristics: Inspiring, visionary, fostering innovation II. LEADERSHIP THEORIES Applicability: Motivating teams, encouraging creativity, driving change E. TRANSACTIONAL LEADERSHIP Characteristics: Reward and punishment-based, task-focused Applicability: Structured environment, achieving specific goals F. SERVANT LEADERSHIP Characteristics: Focused on serving and empowering team members. Applicability: Team growth, employee development, fostering trust Theory L: missing management ○ Very low productivity G. CHARISMATIC LEADERSHIP Theory X: my way or the highway Characteristics: Inspiring vision, strong presence, ○ Job stress, low satisfaction, union effective communication, empathy and emotional forms intelligence. Theory Y: country club Applicability: Transformational change, crisis ○ Low achievement, good people leave situations, sstart-ups and innovation Theory Z: good manager PHARM 116 (PHARMACEUTICAL MANAGEMENT) Joshua Mallari, Danniella Escopete Page 3 of 5 LEADERSHIP ESSENTIALS PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 H. COACH-STYLE LEADERSHIP commitment Characteristics: Mentoring and guidance, The ultimate goal of the leader is to developmental focus, active learning, collaborative bring people in this level approach Applicability: Skill enhancement, professional Development level is task specific growth, employee empowerment, continuous ○ Ex. Senior employees who are D4, but learning culture D1/D2 in a virtual environment. I. BUREAUCRATIC LEADERSHIP Characteristics: Rule-based approach, hierarchy ii. DIRECTIVE OR TASK BEHAVIOR and structure, formal communication, Or ‘micromanagement’ standardization and consistency Involves clearly telling people: Applicability: Highly regulated environment, ○ What to do stable and routine tasks, large organization ○ How to do it J. SITUATIONAL LEADERSHIP ○ Where to do it ○ When to do it Characteristics: Adaptive approach, Involves closely supervising their developmental stages, directive and supportive performance behaviors, continuous assessment Applicability: Skill development, new employees, iii. SUPPORTIVE OR RELATIONSHIP BEHAVIOR performance improvement Involves: Primary focus is on the belief that there is not ○ Listening to people one best style, but a choice given a situation. ○ Providing support and encouraging “Successful leaders are those who can adapt their efforts their behavior to meet the demands of their ○ Facilitating their involvement in own unique situation.” ○ Problem solving and decision making This theory is based on the maturity level of the group and individuals, direction (task), Kailangan nating timplahin ang ating directive and and support (relationship). supportive behavior It is not something you do to people but something you do with people. iv. LEADERSHIP STYLES ACCORDING TO SITUATIONAL LEADERSHIP PARADIGM i. LEVELS OF DEVELOPMENT Subordinate’s development level ○ Competence: task, knowledge, skills D1 → S1 Directing Leadership Style ○ Commitment: motivation, confidence High directive, low supportive Leader defines roles of followers D1 Enthusiastic Beginner Problem solving and decision Low competence, high commitment making initiated by the leader New hire One-way communication D2 Disillusioned Learner D2 → S2 Coaching Some competence, low High directive, high supportive commitment Leader now attempts to hear 1-2 years in the organization follower’s suggestions, ideas, opinions D3 Reluctant Contributor Control over decision-making Moderate to high competence, remains with the leader variable commitment Two-way communication 2+ years in the organization D3 → S3 Supporting D4 Peak Performer Low directive, high supportive High competence, high PHARM 116 (PHARMACEUTICAL MANAGEMENT) Joshua Mallari, Danniella Escopete Page 4 of 5  LEADERSHIP ESSENTIALS PHARM 116 (PHARMACY MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Focus of control shifts to follower Leader actively listens Follower has ability and knowledge to do the task D4 → S4 Delegating Low directive, low supportive Leader discusses problems with follower Seeks joint agreement on problem definitions Decision making is handled by the subordinate They “run their own show” Make them a leader in their own projects What happens if we have a mismatch of leadership style with development level? People leave People are lost at work A leader’s goal is to build their followers as leaders themselves so they can start using less time consuming styles (S3, S4) and still get high quality results. K. COLLABORATIVE LEADERSHIP Characteristics: Team empowerment, open communication, shared decision-making, problem-solving together Applicability: Complex projects, cross-functional teams, innovation and creativity, organizational culture. III. ENTREPRENEURSHIP The recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures. Good entrepreneurs are able to anticipate needs not yet articulated by our global audience and meet them with products and services that set new standards The great inventions in the world fulfill inconveniences in our lives. PHARM 116 (PHARMACEUTICAL MANAGEMENT) Joshua Mallari, Danniella Escopete Page 5 of 5 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 A. IMPORTANCE OF PLANNING OUTLINE Planning will lead to better decisions and efficiency. I. PLANNING Resource allocation - reduced overlapping A. IMPORTANCE OF PLANNING Reduces uncertainties - forecasting or B. STEPS IN THE PLANNING PROCESS predicting what is going to happen (whether C. CHALLENGES WHILE PLANNING positive or negative) D. CHARACTERISTICS OF AN EFFECTIVE Provides direction - if there is a clear plan PLAN Minimizes impulsive and arbitrary decisions E. TYPES OF PLANNING - especially for the top management i. COMPONENTS OF PLANNING B. STEPS IN THE PLANNING PROCESS 1. Objective Setting - set what you want to II. STRATEGIC OPERATIONAL PLANNING achieve A. IMPACT OF STRATEGIC PLANNING 2. Forecasting - search for opportunities B. STEPS IN STRATEGIC PLANNING 3. Strategy Formation - choice of alternative i. AFTER PLANNING:EXECUTION course of action ii. AFTER EXECUTION: MONITORING 4. Standard Setting - formulation of derivative plans III. STRATEGIC MANAGEMENT PLAN 5. Review and evaluation (LOGICAL FRAMEWORK APPROACH) A. PROJECT VS PROGRAM B. LOGICAL FRAMEWORK APPROACH i. CHARACTERISTICS OF LFA ii. STEPS IN CONDUCTING LFA C. CHALLENGES WHILE PLANNING 1. Difficulty in accurate premising - even with I. PLANNING research and technology, there is no way to really predict what will happen in the future Answers the questions: What, How, When, and 2. Problem of rapid change - depending in the Who. It determines both the ends (target) and industry you are in means (how do you plan to get there or your 3. Time and cost factors strategies. It encompasses setting objectives as well 4. External Inflexibilities - politics or political as day-to-day decisions. climate, policy and procedure 5. Internal Inflexibilities - psychological, Strategic plan - “Where will we be in the future?” personnel unwillingness to change or adapt Business plan - “How do we get there” to change, internal bureaucracy (if the company is big, it has its own policies and procedures) D. CHARACTERISTICS OF AN EFFECTIVE PLAN 1. Linked to long term objectives - an effective plan is always based on the long term goals of an organization 2. Simple and Feasible - an effective plan must be simple so that it can be easily understood and followed 3. Direction For Action - plans must be action oriented 4. Flexible - while plans must be consistent, they should be flexible enough to meet the demands of the dynamic environment PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 1 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 5. Consistent - plans must not be changed II. STRATEGIC OPERATIONAL PLANNING unless necessary. Deviations must be tracked A disciplined effort to produce fundamental and controlled. decisions and actions that shape and guide what an organization (or other entity) is, what E. TYPES OF PLANNING it does, and why it does it. 1. Strategic Planning Requires a broad-scale information ○ Top Management decides gathering, an exploration of alternatives, and ○ 1 - 10 years (long-term plan) an emphasis on the future implications of ○ ex. President of the company - present decisions. increase the sales to P1M by the end of It can facilitate communication and the year participation, accommodate divergent 2. Intermediate Planning (also Tactical Plan) interests and values, foster orderly decision- ○ Middle Management making and successful implementation. ○ 6 months - 1 year ○ ex. Sales department head - increase A. IMPACT OF STRATEGIC PLANNING sales of the product to P250,000 in the 1. Establishes measurable evidence of first quarter by getting majority success market sale ○ Accountability for pharmacy 3. Operational PLanning leadership and staff ○ Lower Management ○ Objective measures for up-line ○ 1 week to 6 months reporting ○ How to execute the targets of Middle 2. Facilitates alignment with organizational Management priorities ○ Groundlevel - operators & personnel ○ Mission and Vision ○ ex. Area field sales manager - for each ○ Strategies and priorities sales agent to increase unit sales by 3. Supports a structured format for marketing meeting the quota for P10,000 per pharmacy contributions month ○ Specificity in goals, strategies, and metrics i. COMPONENTS OF PLANNING ○ Highlights alignment to the vision and mission of the company/organization B. STEPS IN STRATEGIC PLANNING 1. Customer Identification ○ Use Brainstorming technique to identify your customers i. Internal - stakeholders or potential partners (delivery apps, supplier, etc.) ii. External - target buyer demographic ○ Use to identify all those who are affected by the actions and outcomes of the organization 2. Objectives setting - Mission and Vision ○ Mission - statement of the basic purpose for a company’s existence and its values (role towards customers, employees, society) - what to do to achieve the vision PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 2 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 i. Build a compelling mission ○ Objectives - concrete attainments statement: that can be achieved by following a 1. Inspire support and certain number of steps. Ends toward commitment which all activity is directed 2. Motivate 3. Be convincing and easy 3. SWOT Analysis to grasp ○ Identify using Brainstorming process 4. Use proactive verbs to ○ Internal Factors describe what we do i. Strengths - what are the 5. Be free of jargon characteristics of your 6. Be short enough to be organization that are helpful in easy to repeat achieving your objectives: “What are some internal positive things about your organization?” “What does the community see as your strengths?” ii. Weaknesses - what is harmful to achieving the objective: ”What are some weaknesses in the organization?” :What does the community see as your weaknesses?” ○ External Factors i. Opportunities - helpful ○ Vision - clarifies the long term attributes of the environment: direction of a company (where is the “What are some opportunities company going) and reflects in your community in your management’s aspirations for the community or region?” “What company are some emerging trends?” ii. Threats - harmful attributes of the environment: “What are some provincial or national issues facing the organization?” “What are some technology issues that face the organization?” *Forecasting - looking towards the future through the eyes of today Internal Forecast - allows the organization to determine its capabilities for responding to the environment 1. Capital ○ Strategy - course of action created to a. Estimation of working-capital or cash achieve a long term goal - what to do needs in the operating period - cash to meet the mission inflows vs outgoes : possible shortages ○ Goals - long term aims that a b. Projected long-term financial needs company/individual wants to achieve - for investment in new equipment, operational level physical plant or other major projects - PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 3 of 8  STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 appraises investment proposals, TOWS Matrix estimation of cash ○ Future Quadrant (SO) - leverage c. flows for the proposals, evaluation of Strengths to maximize Opportunities cash flows “Attacking Strategy” 2. Expenses - generally more controllable than ○ External Fix-it (ST) - leverage Strengths revenue to minimize threats “Defensive a. Fixed expense - those that remain Strategy” unaltered regardless of revenue (rent, ○ Internal Fix-it (WO) - counter etc.) weaknesses through exploiting b. Variable expense - vary with income opportunities (Build strengths for estimated based on previously “Attacking Strategy”) established revenue forecast (greater ○ Survival Quadrant (WT) - counter units to be produced, greater expense weaknesses and threats (Build for the production, how the market strengths for “Defensive Strategy”) reacts, etc.) 3. Revenues - yearly allotment allocate to the organization, sale of their product and gifts from donors a. No. of sales x price/sale = revenue 4. Manpower - estimating the quantity and quality of manpower needed for present & future operations, based on revenue forecast, employee productivity data, estimates of resignations and retirements External factors 1. Political - when the political government keeps altering the “rules of the games” (RA 9502, all pharmacy assistants need NCIII, etc.) 2. Social - social trends and changes, orality, Example: values, ethics and tastes, changes in population 3. Economic - depends on an organization’s mission, the type of info available: GNP, disposable income, changes in price levels, percentage of workforce unemployed, interest rates, new housing 4. Market - estimated market demand and revenues, forecasting actions of competitors (ex. K12 - review centers, aging population in the community - pharmacists depend on the type of products, competitors in online selling, KPOP relevance) 4. Prioritize Issues and Establish Goals and Strategies ○ Prioritizing issues ○ Establishing goals and strategies/objectives PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 4 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 ○ SMART Objectives/ SMART Goals - ○ Accountability or Who - translate strategy into a SMART person/department responsible for Objective the objective Example: i. AFTER PLANNING: EXECUTION Execution Phase 1. Develop and Educate Teams 2. Gather Baseline Data and Refine Is this a SMART objective? Metrics - if needed Increase pharmacists’ clinical competence. 3. Develop Action Plans and Timelines Measure of success is attendance at 4 classes. and Targets - translate into smaller ○ SMART but not time bound goals and based on a feasible timeline ○ Revised: At the end of the year, to 4. Do it increase pharmacists’ clinical competence measured by the ii. AFTER EXECUTION: MONITORING pharmacists getting a score of 80% in Monitoring Phase a comprehensive exam. 1. Reports - at least quarterly from team Standardize 80% of the Pharmacy P&Ps leaders within the system 2. Take action as needed - to adjust or ○ Missing a lot of elements, not clear stay on course Implement a System-wide sterile 3. Dashboards or scorecards for visual compounding training program and achieve reporting and Routine presentations 90% pass rate for all participant to C-Suite - they can monitor their ○ Missing T progress towards their goal Standardize delivery route for all technicians. 4. Department Town Halls and Bulletin Measure of success is a 97% compliance rate boards and Newsletters - discussions on monthly audits and progress reports ○ SMART Pharmacists will be actively involved in ACOs III. STRATEGIC MANAGEMENT PLAN in 5 years. (LOGICAL FRAMEWORK APPROACH) ○ Lacking some elements Designed for other types of projects that are not businesses. Mostly used in public health settings 5. Define Metrics and Assign Accountability and Non-Governmental Organizations (NGOs) ○ Make measurable (SMART) objectives A. PROJECT VS PROGRAM more specific Project - A set of planned undertakings designed to ○ Metric - how will you measure the achieve specific objectives by implementing objective defined activities to accomplish outputs with given ○ How is it going to be measured resources/inputs within a specified time period. ○ When - time bound PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 5 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 Program - A collection of projects grouped together II. Situation Analysis - Is used to understand the to achieve greater impact where “the whole is more context. There are different analysis methods than the sum of the parts”. It may be defined by such as: activity or by group or location ie. a specific village Poverty analysis project. Academic literature review Institutional and governance analysis Together these projects will normally seek to Social analysis (incl. Cross cutting achieve more than the individual programs issues) Political analysis Program is better especially for national initiative Economic analysis because it is for the long term. (In the Philippine Stakeholder analysis setting, projects are more evident as it is easier and Managerial and capacity analysis faster to implement). Sustainability analysis B. LOGICAL FRAMEWORK APPROACH (LFA) 2. Stakeholder analysis - It is both a Design and Implementation tool - Those who are influenced by, and exert an - Used by international development influence on the project entity organizations such as: AusAid, EU. if you have an initiative, these organizations will require you to submit a clear LFA for an approval of funding - It is designed and created to respond to the following problem: 1. Vague Planning, objectives that are not specific or not realistic. 2. External factors not considered 3. Participation of target communities and stakeholders lacking - 4. Inadequate monitoring systems I. Steps on carrying out stakeholder analysis: i. CHARACTERISTICS OF LFA 1. Identify the principal stakeholders Finding the “roots before setting the (Various levels: Local, Regional, objectives National) Objectives and beneficiary oriented 2. Investing their roles, interests, relative participatory / Ownership power, and capacity to participate Consensus oriented 3. Identify the extent of cooperation or Focu on logical link conflict in the relationship between Systematic common sense stakeholders ii. STEPS IN CONDUCTING LFA 4. Interpreting the findings of the 1. Context/Situational analysis analysis and defining how this should I. The program Context - Research on the be incorporated into activity design external factors outside the immediate II. Four main groups of stakeholders control of the project but within which the Beneficiaries project must operate. Before implementing Imprementers any project within a community, you must Financing agents understand the context. Decision makers All factors or elements in the environment 3. Problem Tree (Problem analysis) - That can influence the project I. Focal problem - That can be influence by the project - Define and existing problem or prevailing situation PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 6 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 - Most often phrased with a “negative” statement (inappropriate, limited, etc) II. Problem tree - Examines the causal relationship to the problem - Substantial and direct CAUSES of problem - Substantial and direct EFFECTS of problem 4. Objective Tree (Objective analysis) - Convert the problems into positive achievements through establishing means/ends relationships - Check the logic of causality - The objectives at a level below should be necessary and sufficient to achieve the objective of the next rank up. - The identified focal problem will be your project purpose. The effect will be the overall objective of the program 6. Goals, Purpose, Outcomes, Activities 5. Strategy Analysis - Once you have made your choices regarding I. Goals what strategies to implement, you can now - Is consistent with government policies start focusing on action. and donor guidelines - Justification for the project within the content - Should include target groups and timing PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 7 of 8 STRATEGIC PLANNING PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 II. Purpose - Verify each level is linked to the next - Target group specified and ensure that each assumption is at - Contribute significantly to the goal the correct level - Outside immediate control of project - Worde as positive conditions that have - Formulate as desired state or process to prevail III. Outcomes (Outputs) - Precisely and verifiably defined - All essential outputs for achieving the - Evaluate for importance, relevance, purpose probability - Necessary means to achieving the 8. Writing the LFA Matrix purpose - Finalize and check if it is logical. Thus - Feasible in terms of resources becoming the final output - Precisely and verifiably defined - Quantity, Quality, Location, Time IV. Activities - All essential activities for achieving output included - Directly contribute to output level only - Only those to be performed by project - Stated in terms of actions - Realistic in terms of time, resources, capacity 7. Indicator, Means of Verification, Assumptions I. Indicators - Realistic measurable criteria - Perform standard in LF Matrix - Qualitative, quantitative, behavioral - Direct or indirect - At least one indicator II. Means of Verification - Specific sources from which the tatu of each of the indicators can be ascertained - Places to look for proof of achievements - Indicators and MOV’s must be practical and cost-effective and provide basis of project monitoring and evaluation III. Assumptions PHARM 116 (PHARMACEUTICAL MANAGEMENT) Rexie Eson, Joshua Mallari Page 8 of 8 BUSINESS PLAN PHARM 116 (PHARMACEUTICAL MANAGEMENT) Margarita M. Gutierrez | HYNITH: BSP 2023 | YEAR 2 SEM 1 | AY 2024-2025 B. HOW DETAILED SHOULD IT BE? OUTLINE Business plans differ widely in their length, I. WHAT IS A BUSINESS PLAN? appearance, content, and the emphasis A. WHY MAKE A BUSINESS PLAN? placed on different aspects of the business. B. HOW DETAILED SHOULD IT BE? Depending on your business and your intended use, you may need a very different II. TYPES OF BUSINESS PLANS type of business plan. III. 7 COMMON PARTS OF A GOOD BUSINESS II. TYPES OF BUSINESS PLANS PLAN (+ APPENDICES) Mini Plan A. EXECUTIVE SUMMARY ○ Less emphasis on critical details i. OTHER TOPICS ○ Used to test your assumptions, ii. OTHER TOPICS concept, and measure the interest of B. BUSINESS CONCEPT potential investors C. MARKET ANALYSIS Working Plan i. FOR INDUSTRY ANALYSIS ○ For business partners and owners so it ii. FOR CUSTOMER ANALYSIS has complete and almost total iii. FOR COMPETITION