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Boys transitional living facility

Category: Business & Management Paper Type: Assignment Writing Reference: APA Words: 4744

Sojourners Transitional Living in Grand Rapids, Sojourners Transitional  Living | Kent | Cost, Ratings, Reviews, and License

Executive Summary

When faced with the inevitable eviction or misconduct in Allegheny County, a few temporary sleep projects can be called for. The non-profit arrangement of these assets will provide both accommodation for the present and help families find another, permanent home in which to live. This will only happen once they have gained some stability with their financial situation. Top projects. Part of the nonprofit benefits will go to veterans, single caregivers, or women. Some units and goods are available to all if they meet payment limits. In case the location is not close to you, ask for directions. Customers of these temporary homes may receive further assistance. This will include dinner, admission to the preparatory work and career counseling, and general basic preparation skills. Prosecutors often join non-profit organizations and government agencies throughout Allegheny County for the purpose of maintaining organizational support and assisting people who apply for assistance. Part of the basic landmarks can be found below.

Organization Summary

The Chrysalis Women's Short Life Lives to provide a safe and peaceful place to stay for older women in a beautiful, beautiful, religious climate. Workers live in 3 apartments in Boise, Idaho. Our women have been imprisoned, destitute, arrested, or chemically abused. Citizens attend basic Chrysalis skills classes twice a week to find out how you can continue each day freed from addiction. Classes are designed to improve success. Citizens are also required to attend their decision-making church and recovery group gatherings outside Chrysalis. Chrysalis ’mission is to continue to be a strong asset in the area, providing homes that are well-kept around, and a spirit of praise and appreciation. We have a good reputation in our area and strive to be successful in the business and in the projects we offer. Chrysalis provides assets, data, and action to residents to empower and hold their progress back and forth in your community as productive people who can live comfortably.

Startup Summary

Pittsburgh Temporary Housing is a start and not a social service organization run by a prominent Pittsburgh service. The organization was founded by Amy Rand with knowledgeable experience and training to lead the association. Amy is currently working on assembling a strong Board of Trustees that will be important to the organization. Pittsburgh Temporary Housing is an organization that provides temporary accommodation and basic power to prepare boys. It provides assistance to boys, who are often in need, as they come from lower-level connections, which often hurt into independent, independent lifestyles. In addition, it helps customers in youth reunification as well. This is especially important as 80% of customers have young children but no guardians.These are just the ladies of the city who work as an office and are the only ones with a long way to go. Any holy shrines usually offer 30 days or less of stay even though Transitional Housing donates for two years. Employees are a trusted performance coach, an AIDS guide, and a family reunion advocate to help clients. The office provides clients within an eight-business program that demonstrates basic skills. This community approach to consolidation is a cornerstone of building content for customers. Techniques include self-improvement, job preparation, drug abuse management, relationship building skills, community contribution, hobbies, and self-reliance (Chandra, 2011).

Temporary Housing has identified two segments of the age-old client market; people under the age of 30 and people 30 years and older. Qualifications are important in view of the high level of customer service, and those in the youth market segment with very young children. The under-30 age group is growing at an annual rate of 9%, while the age group of 30 years and older is growing at 8%. The two separate circles have 165,454 and 158,745 customers expected. The majority of customers come from low-income people's circles. These pieces can be difficult to talk to, but their use of Housing administration can provide them with some important benefits.Amy Rand is a great force that motivates the association and fulfills the role of Executive Director. Amy received a B.S. degree in Sociology from Case Western Reserve University and Master's in Non-revenue conducted by administrators from the University of Pittsburgh. In addition, he has some time for a community outreach project. While filling in as the company's program manager for Pennsylvania's Young People's Violence Program, Amy developed an effective reinforcement program that formed the basis for Transitional Housing's collaborative approach to coping. During her tenure as program manager, Amy established a comprehensive organization of individual communication with local professionals and pioneers. This will be helpful in raising the profile of Flexible Houses within your area as it greatly affects collection tests.

Legal Entity

To provide temporary and periodic support for women at risk of institutional planning, transgender women from institutionalized, feminized, or from an abortion or other medical office. Providing Life Skills classes aimed at improving individual and family skills at work and at home, reducing marital / family struggles, and building minds and strengths to support the distribution of strong, recovery and meaningful commitment in your community. To provide an advanced Christian climate in which progress and worldly development can take place. Giving the case to management and recovery enhances community management to achieve well-being and self-regulation through promotion, planning, communication, documentation, training, board support, and administrative assistance. Restore the occupant so that they can reconnect with the local area and be released from Chrysalis within 6 to one and a half year from the date of the phase.

Services

Marsha Tennyson founded Inner light in 1997 in Long Beach, California, after 9 years as Vice President of Women's Programs at the Los Angeles Mission. Ms. Tennyson moved to Boise, Idaho in 1999 to open the City Light Home for Women and Children of the Boise Rescue Mission. He spent 2/2 years as Director of City Light and it was there that he realized the great need for a temporary stay in Idaho. In May 2001, Inner light was incorporated in Idaho and co-operated as Chrysalis Women's Transitional Living Inc. Providing daily opportunities for guidance and satisfaction for women whose lives have been crushed by past coercion and abuse, is Chrysalis' job. To welcome everyone is made into a kind and important person, our ultimate goal is to present a life-changing opportunity by giving reason and perspective to women whose unruly lives. Chrysalis provides a safe climate that would build a strong relationship with God, themselves, and other people through short life, recovery skills, training, deep development, and instruction.

Market Analysis Summary

The Board of Directors meets once a month to discuss the financial planning and work of Chrysalis annually. The Board of Directors ensures quality improvement in the transfer of services, develops controls for the control functions, and evaluates the activities of quality assurance problems and recovery strategies. In addition, they are informed about the needs of the community and the people involved. Qualified staff successfully complete the operation of Chrysalis. The Board receives a monthly report from the Director on the monthly results relating to citizens, program status, and practice.

Market Segmentation

The Transitional Living Program (TLP) at Promise House prepares destitute youth ages 18 through 21 years of age with the aptitudes and schooling important to become free, profitable grown-ups. The's program will likely assist earlier destitute youth with creating required autonomous living aptitudes in a supporting climate that offers steadiness, consistency, and security. Made for more established adolescents who genuinely have no different assets, the program gives no-cost:

·         Haven (as long as year and a half) and fundamental necessities like food and attire

·         Clinical and dental consideration

·         Mental appraisals and psychological well-being administrations

·         Directing

·         Schooling help

·         Occupation fitness assessment and vocation arranging administrations

·         Fundamental abilities preparing

·         Sporting chances

·         Help finding and renting condos

·         Case the executives

Target Market Segment Strategy

Youth can travel through the program at their own speed and hold admittance to advising and case the board benefits even in the wake of leaving Promise House. LGBT Group Home Because LGBT teenagers face an especially high danger of getting destitute and regularly show up with a one of a kind arrangement of extra necessities, Promise House has made a gathering home to serve these young. Customers in this gathering home get specific advising and case the executives, notwithstanding all administrations recorded previously. Quick Rehousing Program Youth in the Rapid Rehousing Program are put in a condo and get three or a half year of lease, case the executives, and backing administrations like those got by our private customers. Every adolescent gets a Case Manager who fills in as their place of contact assisting them with exploring local area assets and figure out how to live autonomously.

Service provider Analysis

When all that has been said is done, the TLP cycle is like any other human help the system also includes visual evidence and customer referral, testing or potential testing, management performance, termination, and testing. Wise thinking about one of these components before starting should limit future system reconstruction, except that the creation of a more systematic cycle will need to be measured over time. An obscure and straightforward reference method is the best way to create "reference inviting" contacts. Early transfers of integrated materials, including sound system releases, customer eligibility models, and reference materials will help ensure a good start with an adequate list of computers. Government child support services, youth testing, and other local office staff have many projects and office management that go straight ahead and may have a few other options for TLP clients. Therefore, it is important in planning, especially at the outset, to look for common, continuous communication with reference sources. All TLP indicators are tested to see if they meet the general qualification requirements. Eligible people are then tested to determine if they will be accepted as TLP clients.

Alternatives and Usage Patterns

TLP customer target planning is the result of a test cycle. This great plan provides clear objectives and time limits for customer support in the TLP program. The objectives are in all areas of skills development (prevention and performance), school / work, accommodation and treatment. Management practice requires the separation of common sense, responsibilities, and reorganization of system members. Specific categories or categories of extended function and opportunity as customer approaches to obtaining an independent status should be defined. This plan should reflect the extent of the customer’s failure to meet the ideas and obligations such as the conditions and levels of customer return in previous stages. This should be predictable for all customers, however it affects the circumstances and needs of individual customers. The plan should identify clear and concise learning that should be taught as a process of implementation and balancing security with effective use. There should be a strategy for self-preparation and evaluation after levels of readiness to report system prosperity in preparing TLP clients for independence. Guessing and timing of many physical activities, including business and education, should be set.

Strategy and implementation Summary

Customer management may be based on your office, effort, or combination of both. It is even more important to consider understanding the use and level of access, strategy, and rate of customer evaluation, as well as the amount, qualifications, or equity of individual management and collections to be advertised. The closing or ending cycle is a feature of everyone's help. In its broader context, the end begins with the main management plan, because the customer encounter in the system is actually a continuation between phase and exit. Reducing the steps of what triggers the end of the feature (i.e., system output) and premature conclusion (i.e., inability to perform or complete acceleration) is as important as thinking backwards (i.e., the customer has done well throughout the process and needs temporary help after climax due to an emergency, etc.) and follow-up. . This is sometimes a good idea for TLP programs - when to offer additional types of assistance and when to eliminate a client in this program. An ambiguous end-to-end approach should be set for customers who leave the program successfully and effectively. A large part of these expectations include setting standards or basic procedures, procedures, and meetings and playing potential situations to ensure that the system is set to respond in an efficient and effective manner as opposed to a positive and defensive approach. Program evaluation measures success and compliance with goals and strategies successfully resolved.

Competitive Edge

Temporary houses are in a wonderful market situation to get the chance to get more power and goods because of their poor weight. This limits the ability of Transitional Housing to provide boys with a longer and more permanent housing than a typical "changing area". No one else can offer the benefits of same-gender, sensible long-term pull, stay with preparation skills. Temporary homes will be powerful in their marketing efforts to increase the office's awareness to targeted customers, as seen within the area to help raise revenue, as well as get directions from other local administrative offices (Spender, 2014). Our current program consists of private administration of young people placed in a child and youth service area or Juvenile Probation offices. These youths are subjected to a variety of reasons including or not restricted, misbehavior, abuse, negligence, delinquency, lack of vigilance, drug and alcohol abuse, emotional distress and crime. We are working with the youth while they are still considering assisting them to restore their homes. There are times, however, when a young person is doing well within our program or even locally and needs help with advancing into adulthood because they need emotional support networks. Many young people in CYS / child care structures and Juvenile Justice agencies do not have the necessary support to make a smooth transition. Our private administration departments will include these more experienced young people who need to not see how they can live on their own. The new management will focus on those skills that are expected to support the home independently including energy standing, cooking, cleaning, planning, self-care, board time, energy, and many other important free living things.

Marketing Strategy

Finally,the test should answer two key questions: (1) Has the program been effective in achieving what it says it will (will) have? moreover, (2) Did the plan work as intended? Essential testing relies on developing test guides, devices, and methods ahead of time and carefully integrating the relevant information into the life span of the program. Another way to predict an independent life expectancy rate is the Independent Living Service Delivery Continuum (Cook and Ansell 1986). Continuing to see the protection of life skills and experience in its most important building independently. Tl'ansitionalliving projects can provide types of assistance in any of the four periods of continuity: informal, formal, directed, and aftercare care. The extraordinary class sees people acquiring basic life skills through extraordinary perception and experimentation. This stage will usually take place from the beginning of a person's life further, through the remaining stages. At the right time, the survival of the fittest is achieved through formal leadership and exercise that aims to provide insight. This phase will be where most interim projects start using a formal education program or a planned practice session.

Fundraising Strategy

The Temporary House has three critical points that will be used to help make it more technologically and financially sound:

Services

This is especially important on the grounds that opponents are less secure than residents. A balanced climate allows boys to deal with self-esteem issues amidst the most stressful and overwhelming ward conditions. Same behavior settings also allow for sisterhood to build, allowing boys to bind and build important, strong connections together. Ultimately, it reduces risk among residents.

Time to stay

Temporary housing can give customers the opportunity to stay awake for two years in the office. The ability to stay for a longer period of time is fully extended to increase the chances of recovering / repairing skills / independence (Kourdi, 2015).

Strengthening Program

This eight-business plan, which is fully integrated by the residents (which is largely due to the fact that the program is close to the duration of the customer stay) contributes significantly to building / providing independent, confident ladies. The advertising program for temporary housing will be twofold. One purpose is to highlight issues related to targeted customer management. The next objective is to build the attention of Temporary Houses within the area to improve support efforts (Campbel, Edgar, & Stonehouse, 2011).

The main purpose of trying to increase visibility within the client area will be through the improvement of organizations and other social organizations, for example, home abuse coverage, alcohol treatment, prisons and shelters (post-prison and pre-release breaks). These are the "best workers" who are in the best position to make references to people who need to be managed. By building relationships with these organizations, further customer support can be invested. These connections can be built in a variety of ways including endless open houses for organizational staff to allow them to experience the "vibe" of things like keeping in touch with the people who work there as well.

Momentum Houses will similarly strive to create visibility within the local customer registration space just as well as corporate collection obligations. Exercises, for example, partnerships in community broadcasting, sponsorships / one-day lectures, and other community events aimed at providing Transitional housing within the area as a pioneer and a strong community service organization. Fundraising efforts are being made more successful when people think of Temporary Housing and the good work they are doing.

Fundraising Strategy

Temporary housing will depend on a variety of sources of resources, to some extent to form a general utility plan, in part to reduce dependence on any single source. Part of the asset is readily available, with some, for example, prizes awaiting payloads / installments of six to several months.

Peace Auction (and other authoritative tests): Annual peace closures will be held to create goods and produce visibility within your area. The exchange will ask for administrative and sales gifts and thereafter close the sale of members. This will increase the organisation's revenue just as it increases the visibility of Temporary Houses as the closest members are the highest paid social workers. There will be another series of exercises (Mulford & Comiskey, 2011).

Joined Way: This non-profit community organization is a campaign to break the promise of land that collects money and then distributes goods to nearby circles.

Pennsylvania Department of Development (local government): Funds are available from this administration office

Mahoney County Alcohol and Drug Addiction Services (nearby government): This regional organization has facilities accessible to organizations that assist with alcohol and drug administration.

Establishment awards (public and private funds): This is a rich source of affordable income.

Business and corporate gifts: A single company gift requesting program would be a sponsorship of a room-to-room partnership. With adequate company support for the various rooms, the cost of remodeling / furniture for each quarter of the residence can be reduced or eliminated. HUD (government): This resource is donated to the input agencies.

Fundraising Forecast

The funding gauge shows that it depends on the need for half a year before there is enough supplies to get the system on the road. On a typical opening day of the seventh month, the start of funding will run from the second to the fourth month with large numbers showing approximately five to six months (Fridson & Alvarez, 2011).

Basic services will be used to anticipate the start, however Temporary Houses will require a significant amount of pre-installation of the building. It would be good if you realize that the hard work of promises of recruitment is not one thing or the time of year. To get real performance, Transitional Housing must increase assets consistently. Therefore, one of the basic functions of the Executive Director is to collect promises.

Funding Forecast

Year 1

Year 2

Year 3

Year 4

Year 5

Funding

United Way

$115,000

$126,500

$139,150

$153,065

$168,372

Federal Government

$70,000

$77,000

$84,700

$93,170

$102,487

Local Government

$38,500

$42,350

$46,585

$51,244

$56,368

Corporations/Individuals

$60,000

$66,000

$72,600

$79,860

$87,846

Organizational Activities

$20,500

$22,550

$24,805

$27,286

$30,014

Total Funding

$304,000

$334,400

$367,840

$404,624

$445,086

Direct Cost of Funding

Year 1

Year 2

Year 3

Year 4

Year 5

Expenses for Organizational Activities

$2,460

$2,706

$2,977

$3,274

$3,602

Administrative Expenses

$41,040

$45,144

$49,658

$54,624

$60,087

Subtotal Cost of Funding

$43,500

$47,850

$52,635

$57,899

$63,688

 

Milestones

The controlled process of practice puts kids in a non-parenting position where they can apply the experience and expertise they have gained so far in an atmosphere that requires flexibility along with a safety net to shield them from failures that could have life-threatening repercussions (Cook and Ansell 1989). A low-supervision apartment environment is typified by this point. Freedom without the help of a safety net is the aftercare step. Usually, that is the stage that TLP clients either continue to function on their own effectively or revert to an earlier phase. On a spectrum, physical environment solutions range from full monitoring and structure to limited supervision. TLP youth can advance through a variety of settings as they complete successfully. Program phases or they can continue in a single area of greater freedom and transparency as they proceed. Certain challenges the physical climate provides staff-to-client ratios, options for completion of transitional living activities, and access to neighborhood services. Originally, Kroner (1988) described much of the options for setting and their features for TLPs.

Management Summary

An important consideration when choosing any cost setting. Many settings require a specific type of staff, be it local administrators or on the other hand contractual arrangements with mortgage owners or roommates living in flats. Organizations own or rent condos. Often, houses are provided, or condoms. Projects can also create unusual deals with very high prices or ride and stay real estate agents. Several strategies were devised to reduce common costs, for example, providing free food and less sleep to existing counselors rather than using full-time employees. Another incentive is to allow community counselors to continue with the day-to-day business where young people are regularly associated with educational and work exercises. It has never happened before that the youth of the program add to their living expenses while continuing with the program. Defendants alike may be asked to add to their child's costs. Many countries use childcare payments to pay for the temporary management of life. Similarly, as it is important to be fully aware of the type (s) of the TPL setting, it is important to consider who will contribute, and what structure or amount, to the cost of the private setting. Typical institutional arrangements include the preservation of youth equity rights and rehabilitation offices and the focus on mental illness and illness. When all that has been said is done, these arrangements are binding on a large number of residents and patients and are often overlooked, emphasizing maintaining a critical level of structure and consistency.

Financial Plan

Surplus and Deficit

Year 1

Year 2

Year 3

Year 4

Year 5

Funding

$304,000

$325,280

$348,050

$372,413

$398,482

Direct Cost

$43,500

$46,545

$49,803

$53,289

$57,020

Other Costs of Funding

$0

$0

$0

$0

$0

Total Direct Cost

$43,500

$46,545

$49,803

$53,289

$57,020

Gross Surplus

$260,500

$278,735

$298,246

$319,124

$341,462

Expenses

Payroll

$82,800

$88,596

$94,798

$101,434

$108,534

Account Name

Depreciation

$4,596

$4,918

$5,262

$5,630

$6,024

Leased Building

$48,000

$51,360

$54,955

$58,802

$62,918

Utilities

$24,000

$25,680

$27,478

$29,401

$31,459

Insurance

$9,600

$10,272

$10,991

$11,760

$12,584

Payroll Taxes

$12,420

$13,289

$14,220

$15,215

$16,280

Other

$0

$0

$0

$0

$0

Total Operating Expenses

$181,416

$194,115

$207,703

$222,242

$237,799

Surplus Before Interest and Taxes

$79,084

$84,620

$90,543

$96,881

$103,663

EBITDA

$83,680

$89,538

$95,805

$102,512

$109,687

Interest Expense

$0

$0

$0

$0

$0

Taxes Incurred

$0

$0

$0

$0

$0

Net Surplus

$79,084

$84,620

$90,543

$96,881

$103,663

 

Pro Forma Cash Flow

Year 1

Year 2

Year 3

Year 4

Year 5

Cash Received

Cash from Operations

Cash Funding

$304,000

$334,400

$367,840

$404,624

$445,086

Subtotal Cash from Operations

$304,000

$334,400

$367,840

$404,624

$445,086

Additional Cash Received

Sales Tax, VAT, HST/GST Received

$0

$0

$0

$0

$0

New Current Borrowing

$0

$0

$0

$0

$0

New Other Liabilities (interest-free)

$0

$0

$0

$0

$0

New Long-term Liabilities

$0

$0

$0

$0

$0

Sales of Other Current Assets

$0

$0

$0

$0

$0

Sales of Long-term Assets

$0

$0

$0

$0

$0

New Investment Received

$0

$0

$0

$0

$0

Subtotal Cash Received

$304,000

$334,400

$367,840

$404,624

$445,086

Expenditures

Year 1

Year 2

Year 3

Year 4

Year 5

Expenditures from Operations

Cash Spending

$82,800

$91,080

$100,188

$110,207

$121,227

Bill Payments

$129,040

$141,944

$156,138

$171,752

$188,927

Subtotal Spent on Operations

$211,840

$233,024

$256,326

$281,959

$310,155

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out

$0

$0

$0

$0

$0

Principal Repayment of Current Borrowing

$0

$0

$0

$0

$0

Other Liabilities Principal Repayment

$0

$0

$0

$0

$0

Long-term Liabilities Principal Repayment

$0

$0

$0

$0

$0

Purchase Other Current Assets

$0

$0

$0

$0

$0

Purchase Long-term Assets

$0

$0

$0

$0

$0

Dividends

$0

$0

$0

$0

$0

Subtotal Cash Spent

$211,840

$233,024

$256,326

$281,959

$310,155

Net Cash Flow

$92,160

$101,376

$111,514

$122,665

$134,931

Cash Balance

$110,160

$121,176

$133,294

$146,623

$161,285

 

Pro Forma Balance Sheet

Year 1

Year 2

Year 3

Year 4

Year 5

Assets

Current Assets

Cash

$110,160

$117,871

$126,122

$134,951

$144,397

Other Current Assets

$23,000

$24,610

$26,333

$28,176

$30,148

Total Current Assets

$133,160

$142,481

$152,455

$163,127

$174,546

Long-term Assets

Long-term Assets

$0

$0

$0

$0

$0

Accumulated Depreciation

$4,596

$4,918

$5,262

$5,630

$6,024

Total Long-term Assets

($4,596)

($4,918)

($5,262)

($5,630)

($6,024)

Total Assets

$128,564

$137,563

$147,193

$157,496

$168,521

Liabilities and Capital

Year 1

Year 2

Year 3

Year 4

Year 5

Current Liabilities

Accounts Payable

$8,480

$9,074

$9,709

$10,388

$11,116

Current Borrowing

$0

$0

$0

$0

$0

Other Current Liabilities

$0

$0

$0

$0

$0

Subtotal Current Liabilities

$8,480

$9,074

$9,709

$10,388

$11,116

Long-term Liabilities

$0

$0

$0

$0

$0

Total Liabilities

$8,480

$9,074

$9,709

$10,388

$11,116

Paid-in Capital

$45,000

$48,150

$51,521

$55,127

$58,986

Accumulated Surplus/Deficit

($4,000)

($4,280)

($4,580)

($4,900)

($5,243)

Surplus/Deficit

$79,084

$84,620

$90,543

$96,881

$103,663

Total Capital

$120,084

$128,490

$137,484

$147,108

$157,406

Total Liabilities and Capital

$128,564

$137,563

$147,193

$157,496

$168,521

Net Worth

$120,084

$128,490

$137,484

$147,108

$157,406

Conclusion

Citizens from time to time have the openness to take an active interest in physical activity linked to the foundation of independent living, even though the most important opportunity and responsibility is given every time a young person is about to be released. Extensive collecting homes are located within the area, and young riders are open to direct contact with the gym and people who may find themselves alone (e.g. administrators, schools, mobility structures, guiding offices, and emotional support networks). Since most homes provide fewer residents than institutional arrangements, they can provide stable and independent communication, criticism, open-ended casual exercise (e.g. party readiness, shopping, clothing, work). A common result for residents when they are relieved of the darkness of the situation or the feeling of misfortune in the people who have provided the framework of daily assistance. This often disappears during the early stages of TL as teens develop new emotional support networks. Significant diversity or familiarity with the home-gathering space used by the Neon Street Center in Chicago. The program maintains a 30-unit structure where customers have their own accommodations but share standard food, food preparation, and sporting fire


References

Campbel, D., Edgar, D., & Stonehouse, G. (2011). Business Strategy: An Introduction. Macmillan International Higher Education.

Chandra, P. (2011). Financial Management. Tata McGraw-Hill Education.

Fridson, M. S., & Alvarez, F. (2011). Financial Statement Analysis: A Practitioner's Guide . John Wiley & Sons.

Kourdi, J. (2015). The Economist: Business Strategy 3rd edition: A guide to effective decision-making. Profile Books.

Mulford, C. W., & Comiskey, E. E. (2011). The Financial Numbers Game: Detecting Creative Accounting Practices. John Wiley & Sons.

Spender, J.-C. (2014). Business Strategy: Managing Uncertainty, Opportunity, and Enterprise. OUP Oxford.

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