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:

1. I made the decision to release [Novel A] in the last month of the fiscal year. As a result, we had all the revenue in our last fiscal year and all the returns in this fiscal year. I must be smarter about this in the future.

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.

1. I depended heavily on movie tie-ins for major revenue yet had no control over the timing of the movie release. [Novel B], [Novel C], and [Novel D] movies were all set for Summer / Fall 2008 releases, yet the studios delayed all three with no new release dates set.

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.

1. I overestimated how easy it would be to sell-in our new line of [Category E] novels. It is still early in our move into this category, but initial sell-in is lower than I anticipated.

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.

1. I haven't acquired enough [certain type of authors]. I'm committed to providing novels that satisfy this felt need in the marketplace. It is a successful genre and other publishers have had good success with it.

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.

1. I need to create a better balanced revenue plan. As is apparent this November (with only one title releasing), the lack of major, revenue-driving products in every month is having a negative impact. I won't let this happen again.

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

Answer rating: 100% (QA)

Segmentation Targeting and Positioning STP Model for pakfoodsstore 1 Segmentation Demographic Segmentation Divide customers based on demographic facto... View the full answer