As Publisher, I take full ownership of failing to hit October's Target. I also take full responsibility
Question:
As Publisher, I take full ownership of failing to hit October's Target. I also take full responsibility to lead the turnaround to overcome the shortfall. The operating results reflect my leadership decisions, including some key factors below:
Starting with the Fiscal 09 Plan, I'm moving my major [Author A] release from March to April, which means we'll start our year with a bang. It also allows for revenue and returns for our top titles to occur in the same year from here forward.
I've learned not to lock in firm revenue projections based on movies I have no control over. While novelizations can be profitable, I will no longer include titles tied to movies on the Fiction Title Plan. They will drop-in only when the movie release schedule is 100% firm. Lesson learned.
I remain convinced of the viability and strategic wisdom of the investment we're making; it is simply a matter of building traction with sales, retailers, and consumers. My team and I have now stepped up and are doing more to drive [Category E] sell-inand sell-through.
However, I should have moved on this sooner since the time from acquisition to finished product is often well over a year. But I am now on track to recover the lost ground.
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Instruction to learner
Now refer to the context scenario above and based on the information provided in the scenario, complete the following questions to analyse the competence and capacity of the individual to contribute to future plans and change processes:
Question
Analyse the capacity and competence of the publisher in the context scenario by performing a gap analysis based on the provided information (you may prepare a gap analysis table). Also provide your strategies for developing competencies and capacity for the personnel
Financial Accounting and Reporting a Global Perspective
ISBN: 978-1408076866
4th edition
Authors: Michel Lebas, Herve Stolowy, Yuan Ding