executive summary defining the new division of existing business, writing homework help

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Write a 350-word executive summary defining the new division of existing business. Share your Vision, Mission, final business model, and value proposition, and list your key assumptions, risks, and change management issues. Quantify the growth and profit opportunity and planned impact on various stakeholders.

Note: Any investor should be eager to meet with you after reading your executive summary.

Attached is the Strategic Business Model plan to read to make the executive summary.

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Running head: BUSINESS MODEL AND STRATEGIC PLAN Business Model and Strategic Plan Aurora Moreno BUS/475 May 9, 2017 Rodney Greene 1 BUSINESS MODEL AND STRATEGIC PLAN Table of Contents Table of Contents Executive Summary1 Strategic Plan Part 1: Existing Business or New Division; Vision, Mission, and Value Proposition2 Strategic Plan Part 2 SWOTT Analysis- Internal and External Environmental Analysis; Supply and Value Chain Analysis3 Startegic Plan Part 3: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives, Balanced Score Card and its impact on stakeholders; the Communication Plan4 Conclusion 5 Reference Page 2 BUSINESS MODEL AND STRATEGIC PLAN Executive Summary 3 BUSINESS MODEL AND STRATEGIC PLAN Strategic Plan Part 1: Existing Business or New Division; Vision, Mission, and Value Proposition 4 BUSINESS MODEL AND STRATEGIC PLAN 5 For the success of a company, three keywords hold the most importance, mission, vision and value. These essential elements are what makes up a company. The selected company for this plan is "Samsung." Samsung is the leading technology manufacturer worldwide whose vision is to “Inspire the world, create the future” (Samsung, 2017). This new division that I am proposing will focus on contributing to lowering electronic waste in landfills by five to seven tons a year; this will be the focus of Samsung Pro Terra by 2020. Collaborating with consumers for a more sustainable future is our vision. Mission Statement As a worldwide leading retailer and manufacturer of advanced technologies, Samsung’s new division “Samsung Pro Terra Program” is a service that will be offered to consumers all over the world. This is a program for customers to turn in their non-working Samsung products and will receive a voucher towards a new Samsung product. This will also help in reducing waste in landfills, as we will be recycling these items to make innovative products. The name of the division itself depicts that the company believes in the wellbeing of the environment. The mission of Samsung Pro Terra is to help keep up the world with the latest technologies while decreasing the amounts of natural resources. This is a creative solution to help lower amounts of toxic waste from landfills and reducing toxics like mercury and lead in the soil and water. More than 20 million tons of electronic waste are produced each year, and Samsung Pro Terra wants to work to help lower that number down and help keep the environment safe for other generations to come. Customer Needs BUSINESS MODEL AND STRATEGIC PLAN 6 This service will help customers save hundreds of dollars by making products that will be of higher quality and be easy fix, thus, lowering the prices of our many products manufactured by Samsung. While also aiming at providing a cleaner and safer environment to its consumers. Customers' needs covered by the Program are to provide easy access to the latest technologies with accessible prices by giving discounts when customers redeem the vouchers. Secondly, the company works under a sustainable ecological model where using the latest technology also means to contribute to a positive environmental cause. With this rationale, customers will truly feel that they are relying on a brand that provides powerful, high-end products and most importantly solutions for day-to-day life. Also, by getting the Samsung products, they are cooperating with environmental care. It can be clearly seen as a win-win scenario. The Creation of the Vision The vision statement defines the purpose and values of the company along with its future objectives. Samsung Pro Terra's vision is to collaborate with its consumers for a more sustainable future. "Sustainable development is a development that meets the needs of the present without compromising the ability of future generations to meet their needs" (1987 Brundtland Report). Pro Terra wants to make sure that the present is safe for us to be in, to not breathe in toxins, to not drink contaminated water, to be able to help the environment be prepared for many other healthy years. Samsung Electronics vision is "Inspire the world, create the future" (Samsung, 1995-2017). It believes that through innovation today, it leads to a better tomorrow. Samsung's Division Pro Terra's vision is “Collaborating with consumers for a more sustainable future.” BUSINESS MODEL AND STRATEGIC PLAN 7 By the year 2020, Pro Terra will contribute to the environment by removing five to seven tons yearly. This will lower the numbers from 20 million tons to twelve to fifteen tons yearly. Starting in the winter of 2017, Samsung will have evaluation centers within it vendor’s stores such as Best Buy, AT&T, T-Mobile, etc. There will be specialists that evaluate the item brought into the store and determine the quality of the item, and from there the value of the voucher is given to the customer. We want to get back as many products back, so these items would not make it into the trash bins of backyards. We want to make a call to the public to please help, and what a better way than to offer incentives. Giving and receiving. Vouchers to purchase other Samsung products will not be the only things given. Business Model The quality of Samsung products and the service Pro Terra will be offering will force customers to give back, while receiving. This will have an increase on products, decrease in prices, all while improving the environment. Offering greater value at a lower price is a common way to satisfy the needs of price sensitive customers. Low price value propositions have important implications for the rest of the business model. Pro Terra value proposition is to lower prices on its products, thus, customers will know they are receiving excellent quality products for the low prices they are paying. We also aim to help customers reduce costs on the products they are purchasing, whether it is a smartphone, smart tv or a home appliance, which is an important way to create value. Secondly, we aim to reduce the risk a customer may have when they purchase a product. We offer guarantees to reduce risks that can go both ways, for the company and the consumer. Making BUSINESS MODEL AND STRATEGIC PLAN 8 products and services available to our customers who have previously lacked services with our company. This will result in from our new division’s business model, new technologies, or by combining both. Samsung is the leading company in technology, thus offers its customers and corporations access to their fine products and services that will be greatly affordable to them. With Samsung now offering smart televisions with built-in applications and high definition, they will want to trade their old electronics for the most modern ones. They will have every movie and every series they wish to access within their fingertips. With accessibilities like these, they will want to have smart appliances at home. Appliances such as refrigerators, dishwasher, washer and dryers, stoves, smartphones, and medical devices for hospitals as well that can all be of great use with just an application of a smartphone. Strategic direction is defined as the plans or actions taken by the company is an attempt to assist the company to fulfil its mission and vision, giving it motivation to keep growing. Principles Social obligation and morals are essential to any organization attempting to enter into the world and attempting to manage the intensity of the vicinity of our division. Pro Terra will work given its main qualities and morals that will be of admiration for and from others for what it wants to accomplish with the environment. This will give customers quality products It is our social responsibility of every individual to contribute in giving back to the environment. It is our duty to give back to what feeds us and gives us our daily life's pleasures so BUSINESS MODEL AND STRATEGIC PLAN 9 we can continue to enjoy more of these privileges for more years to come. By providing society with this program, it will help assist customers based on their society needs. This program will provide a unique partnership with the community which will demonstrate Samsung values and respects towards its consumers and most importantly towards the environment. The direction will allow everyone to achieve the goal. Culturally, young adults are looking to keep up with the latest technologies, the newest smartphone, and the next television that is in. Young adults are also now looking into ways that they can reduce waste, by recycling cans, plastics, cardboard, recycling food to reuse as soil. There are many ways we can help the environment. I believe that if well a put a little part, many great things can come of it for the world. BUSINESS MODEL AND STRATEGIC PLAN 10 Strategic Plan Part 2 SWOTT Analysis- Internal and External Environmental Analysis; Supply and Value Chain Analysis BUSINESS MODEL AND STRATEGIC PLAN 11 Introduction Samsung Electronics is one of the leading high-tech manufacturers in the world. The SWOT analysis tool is critical in making strategic decisions of determinations for new products or already existing products. The SWOT analysis stands for Strength, Weakness, Opportunities and Threats of a company. The analysis evaluates the company’s external and internal forces to improve the key structures, operations, products and strategy. Samsung External Forces External SWOT Opportunities Threats Expanding worldwide Legal barriers may prevent from using recycled material Global companies to increase competition Economic Crisis Legal and Regulatory Global Economic Technological Innovation Social Environmental Competitive Innovation of new technology Competition from other companies Committing to innovate Apple and other companies which will allow the company starting to surpass Samsung to be the leader in technology Building relationships with the consumers By using recycled items for new products, this will help the environment by keeping electronics off landfills. Build powerful reputation Established competitors Samsung Internal Factors Internal SWOT Strengths Weakness BUSINESS MODEL AND STRATEGIC PLAN Strategy Clear and specific strategies Structures New structural design Processes and systems Communications and expectationns Financial and Human Resources Ecological safe products Resources Goals 12 Incapacities Does not have own OS Strategic Opportunities Culture Improve company culture Technologies Most successful manufacturer of technologies Research to create new products Innovations Intellectual Property Leadership Decades of experience Changes in management The SWOT analysis is effective because it can identify the strategic advantages and disadvantages of a business venture (Pearce & Robinson, 2000). When the pros and cons have come upon, a decision will be made on the strategic direction of the company. External forces are what happens outside a company. Companies such as Samsung, are not in control of such factors. It is important to recognize these and be able to adapt to the changing business climate. It is essential to describe the opportunities and threats during a SWOT analysis. Environmental Analysis When a new division is going to start, it is fundamental to have an appropriate evaluation of environmental factors as it can lead to the success or the failure of a company. By creating an effective environmental plan, this can have a great impact on Pro Terra’s strategic plan. Once the BUSINESS MODEL AND STRATEGIC PLAN 13 opportunities and threats are identified, this will let us know where we need to put more attention to and what we should be focusing on. By looking outside the environmental factors, this can help in discovering things that can greatly affect the company. After conducting an environmental analysis, things can shift into a positive or negative direction and tough decision will have to be made. If an analysis is positive, this can lead to successful opportunities. If it looks negative, then we might have to propose a new strategy that could have a positive outcome. External Forces External analysis is information about the company’s industry, political and social environments as well as the competitors of the company. Pro Terra will analyze the opportunities that it can take advantage of, and also see the possible threats that can have a negative impact on the company and minimize the threats. Samsung Pro does not have control over these external forces, thus, it will perform external environmental analysis often, and this way, it can aide in having the competitive advantage over others. Legal and Regulatory Legal and regulatory forces are a very important aspect in determining how successful a company can become. The government may impose its rules, such as taxes, enforcing federal laws to protect employees and consumers, along with other factors that may improve the quality of the economy. Government can come in into Pro Terra and put us in as a charitable contributor and help customers receive a deductible charitable contribution for their taxes, along with other incentives. Competitors Samsung is aware of its competitors, which can greatly affect our strategies. New entrants in the market are also taken into consideration as well as acquisition amongst BUSINESS MODEL AND STRATEGIC PLAN 14 companies. A weighted competitive strength analysis can identify the strengths or weaknesses of the company. These measures may be the brand awareness, the reputation of the brand and its products, the amount of advertising they do, and the list goes on. Strengths that Samsung has are the quality and the performance of their electronics and appliances. Samsung has a good reputation, with a small glitch when their cell phones were exploding. It has manufacturing skills, in which Pro Terra wants to contribute in. The capabilities of new product innovations and the cost position of their products. And when competitors notice change, they will also adjust, but we have to be steps ahead of them. Economic There is demand for electronics and appliances, thus it is close to general economic growth rates. If there is an economic negative growth, this could impact the company negatively. Innovation Innovation is always being transformed by technology, and are always testing new ideas. With more products and surveys they are able to understand the needs and the wants of its consumers. With the latest technology, Samsung has a numerous of innovative products, cellphone, televisions, appliances and the efficiency of the products will help improve the value of their customers. Social Factors Social factors describe that communities play a big part in a company. Building relationships with consumers with our services provided and will have them coming back to returning old goods and purchasing new ones. Thanks to social media like Facebook, Instagram, and Twitter, it makes it easier to interact with its consumer's worldwide, making it a great tool. BUSINESS MODEL AND STRATEGIC PLAN 15 But always on the lookout for the society’s social preferences when it comes to their needs and wants. Internal Forces Internal analysis is performed to identify the strengths and weaknesses of a company. It enable the company to make good strategic decisions, and to decide new strategic alternatives. There are many strategies that can be used to have a company on its feet. We can start by having employees that are experienced in what they do and that are ethically prepared to help achieve goals of the company. We want our employees to emphasize the importance of recycling products, not just to help lower prices, but to also assist the environment. By Samsung using these recycled materials; they can save money from buying their products that can be repaired and use. It may not work for one product, but it may for another. Culture Samsung has come a long way, and many successes helped build a great organizational culture. Achieving these goals will provide an analysis of the Samsung Pro Terra when it is compared to its competitors. This will contribute to build a loyalty brand that cannot be equaled by other companies. Technology Samsung Pro Terra is focused on recycling all electronics to make new and innovative products. Technology and innovation are the external factors for Samsung. These factors describe the technology that is developed by big business and the methods used by Samsung to reuse and recycle used products to make new ones. The company's program is focused on getting electronic waste from the landfill, while also using many parts or these old electronics to make new ones, this way products can decrease in price, have more consumers, all while helping the BUSINESS MODEL AND STRATEGIC PLAN 16 environment. We want to make sure that everyone is up to date with the latest trends and making it affordable for them. Failing to recognize new opportunities that may exist within these factors, will cause the company to lose clients. Resources Our organizational resources are the assets an organization has for doing work activities and processes. These include financial, physical, human, intangible and structural cultural resources. These play a very important role in determining the capabilities or competencies and core competencies. These are also a source of competitive advantage. SWOT ANALYSIS Organizational Direction The part of the company’s leadership, plays a major part of the business internal factor. We provide formal structure and direction with our mission and vision statements. Samsung Pro Terra is committed to promote a safe environment for all people, to make them feel valued and respected, not just customers, but employees as well. As employees are a big factor for the success of the company, we respect and embrace their diversity, their strengths and talents, which gives the company extraordinary results. Not only for the company, but for themselves and the shareholders. Without our diverse community, the company would not be where it is at. BUSINESS MODEL AND STRATEGIC PLAN 17 Strategic Plan Part 3: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives, Balanced Score Card and its impact on stakeholders; the Communication Plan BUSINESS MODEL AND STRATEGIC PLAN 18 Balanced Scorecard and Communication Plan SAMSUNG PRO TERRA BALANCED SCORECARD MISSION: To help keep up the world with the latest technologies while decreasing the amounts of natural re VISION: To collaborate with its consumers for a more sustainable future. STRATEGIC ACTION PLANS PERFORMANCE MEASURES TARGET OBJECTIVES Financial Perspective Maximize cost efficiency • Execution of the budget • Number of personnel with • In for program operations in consistency with up-to-date information su and evolvement strategic plan • Cost of service overhead • Understanding and as a percentage of total managing cost drivers costs • Reduce turnover costs • Rate of turnover, differentiated by period • Minimize or eliminate of service absenteeism • Rate of absence • Minimize worker compensation costs • Compensation payroll rate for workers • Engage employees to • Rate of lost work days identify areas of opportunity Increase profitability • Establishment of • Return on investment • In communication methods measure e.g. Financial tw that enhance return on Sector Assessment th investment Program • Benchmarking service • Comparison of cost of costs services with the budget and against the benchmark Increase market share • Market segmentation • Percentage of increase in • In market share th • Process and promotional tw innovation Customer Value Perspective Improve customer • Definition of services and • Number of completed • In satisfaction validation of customer actions cu expectations • Verification of completed • Compilation and analysis Service Level Agreements of survey results based on customer experience • Development of service standards Maintain customer value • Development of • Percentage of processes • Co baselines through plans with a baseline to BUSINESS MODEL AND STRATEGIC PLAN Reduce customer turnover • • Improve employee commitment • • Improve rewards and recognition • • • Enhancing proper recruitment and selection of right individuals for the program • • • Workforce planning • • • 19 negotiated with customers Incorporation of • Customer satisfaction customer feedback into survey strategic planning • Survey of help desk Provision of timely and performance accurate responses to customer requests Business Process Perspective Identification of • Survey items for the commitment drivers opinion of select personnel Development of plans to affect positive change Identification of high • Survey items for the scoring processes of the opinion of select program personnel Evaluation and communication of best practices Enhancement of ways to implement rewards and recognition Identification of • Rate of turnover attributes of effective • Customer satisfaction performance of survey processes Use of technology for effective recruitment and screening of applications Integration of positive messages about organization and program efforts into recruitment Establishment and • Rate of turnover implementation of • Time taken to replace planning tools • Completed actions Analysis of turnover data Identification of populated classifications and development of replacement strategies • Re tu pr • In em • In em • Re co • Ti BUSINESS MODEL AND STRATEGIC PLAN Succession planning • • • Improve communication and sharing of information • • • • Improve productivity of program processes • • • • • Measuring process performance • • Establishment of best practices Development and modeling of succession plan Definition of population that needs succession planning Definition of communication channels Creation and implementation of scorecards for relevant services Improvement of data integrity Development and implementation of a data warehouse Identification of consulting opportunities for specific events Continuous development of process implementation Streamlining processes and adding automation where necessary Regular review and enhancement of existing documentation Implementation of remedies for respective processes Identification of diverse benchmarks Establishment of relevant metric to measure process performance 20 • • Rate of turnover Time taken for succession • Ev de • Survey items for the opinion of select personnel Completed actions • Ev co da Customer satisfaction survey Number of documented and updated processes Survey items for the opinion of select personnel Measuring return on investment Completed actions • Im fro m Comparing performance to benchmark Survey scores Number of complaints arising from respective processes Accomplished process goals • Pr re gu • • • • • • • • • • BUSINESS MODEL AND STRATEGIC PLAN Reduce non-compliance risks • • • Improve fairness at the program division • Establish operations metrics • • • Improve level of organizational capability • • Improve employee satisfaction • • Reduce employee turnover • • Align program with organizational culture • 21 Creation of program • Compensation costs for audit employees and outsiders Development of • Employee and public analytical tools to claims identify service-related • Compliance findings risks Establishment of relevant tools, training, and consultation Performance of equity • Audit outcome analysis at the division, including analysis of pay, promotions, and terminations Development of relevant • Customer satisfaction measures and metrics survey scores Communication of measures and metrics to stakeholders Integration of metrics with performance goals Learning and Growth Perspective Identification of gaps in • Completion of program employee skills using skills learning plan relevant measures • Nature of courses Development of learning delivered tools and plans • Validation of employee competency Establish effort to brand • Survey items for the the program as a great opinion of select innovation personnel Pilot strategies that may • Relevant turnover data improve satisfaction Establishment of survey • Survey items for the questionnaire to prove opinion of select commitment and personnel retention • Turnover statistics Assessment of reason for employee turnover Recording, analyzing, • Percentage of time and using lessons leaders devote to learned mentoring • • Au Ev an • Au • Ev co • Im ca be • Po su • Re • Ev pr or BUSINESS MODEL AND STRATEGIC PLAN • Uphold continuous technological innovation • Development of best practices for aligning processes with organizational culture Research and implementation of emerging technologies 22 • Number of processes that baseline lessons learned • Information technology (IT) research budget as a percentage of IT budget Potential Risks, Mitigation Plans, and Ethical Implications Perspective Risks Mitigation Financial • Loss of funds and resources • Growth and diversity of revenue base • Loss of commitment of • Adoption of financial relevant stakeholders management best practices Customer • Damage to reputation and • Ensuring customer lost information engagement and participation in relevant activities • Loss of knowledge commitment of customers • Adoption of customer motivation best practices Business Process • Misaligned processes to • Continuous review of meet objectives processes and relating processes to intended • Loss due to non-compliance outcomes with government, federal and local regulations • Improving mentoring procedures • Delayed processes and the resulting opportunity cost • Loss of ideas, skills, and commitment of employees Learning and • Loss of employees and • Holding regular meetings with Growth equipment employees to identify potential gaps • Adoption of outdated technology • Monitoring suppliers’ tooling to detect potential deterioration Financial Perspective Potential risks include loss of funds and resources and loss of commitment of relevant stakeholders. Plans for mitigating the risks may involve growing and diversifying the revenue base for continued operations of the division. It may also involve adopting financial management best practices that would enable management to account for all expenses and ensure they allocate minimal funds to critical processes. The resulting ethical implication would be maximization of benefits for customers and other stakeholders in terms of continuous operations for reduction of environmental waste. • Ev ac te Ethical Im Maximize and other • • • • • • En op Cr aw M co Hi th an bu Pr le Pr in BUSINESS MODEL AND STRATEGIC PLAN 23 Customer Perspective Potential risks may include damage to reputation of the course of the division and lost information among customers regarding the relevance of the division. It may also include loss of knowledge and commitment of customers to the course of the division. Mitigation plans may involve ensuring customer engagement and participation in relevant activities and adopting customer motivation best practices such as providing awards to customers who deliver the highest amount of relevant waste. This would serve to ensure transparency of operations while creating customer awareness. Business Process Perspective Risks involved may be misalignment of processes that hinder achievement of objectives, loss due to non-compliance with government, federal and local regulations, delayed processes and the resulting opportunity cost, and loss of ideas, skills, and commitment of employees. To mitigate such issues, management may ensure continuous review of processes while relating processes to intended outcomes. It may also work to improve mentoring procedures. Ethical implications may include minimization of losses for contributors of funds as well as highlighted importance of the need to adhere to laws and regulations during business processes. Learning and Growth Perspective Achieving the respective objectives involves risks such as loss of employees and equipment and adoption of outdated technology. Mitigation plans may include holding regular meetings with employees to identify potential gaps and monitoring suppliers’ tooling to detect potential deterioration. The consequence would be a work environment that promotes continuous learning and development and protects stakeholder interests. Internal Communications Plan Audience Period Event Purpose Kickoff presentatio n To inform Members of members of the the division division of the program scope and respective tasks One month Program Program before management management establishment of the division Change requests To provide information to for decision making, addressing and escalating issues, resolving barriers, and handling change requests To provide information that During implementati on of the program Process team Program leaders management Throughout the program Process team Program leaders and management Status report Members of the division Stakeholders and Responsible Person(s) Authority to Release Channel of Commun ion Meeting Team meeting Bulletin board Meeting BUSINESS MODEL AND STRATEGIC PLAN Training highlights the nature of ongoing processes Provide personnel with basic training needs 24 members of the division All staff engaged in the program program management Four weeks before program implementati on Process team leaders and program management Conferen calls Program management and relevant stakeholders Strategic Objectives Communications Plan Audience Channel(s) of Communication To communicate customers’ right in Customers Personal letter, providing feedback and making complaints newsletter, website, social media To communicate key roles and Employees Newsletter responsibilities Purpose To communicate how volunteers can participate in relevant activities Volunteers Personal letter, newsletter To communicate technological requirements in relation to business process and learning and growth perspectives To communicate planned activities, deliverables, and progress of performance in relation to objectives Suppliers Personal letter Media Media release, briefings Meeting Conferen calls Training docume Purpose of C Channel(s) To inform cus provide and o impacting the To ensure all complete and To keep emp between mee To develop k employees w clarify inform To develop co with the indiv agencies. Per newsletters w and vision sta transparency To prepare b strategic obje align with tec would recom To establish o input withou attendance a BUSINESS MODEL AND STRATEGIC PLAN 25 Summary: Strategic Objectives Communications Plan Customers There is need to communicate customers’ right in providing feedback and making complaints. This may involve use of personal letters, newsletters, the organization website, and social media. The communication channels may be suitable for providing a source of reference that would inform customers on how they can provide and obtain feedback on issues impacting the strategies of the division. Employees Personnel need to adequately understand key roles and responsibilities for themselves and those working with them. An appropriate communication channel may be through newsletters. The channel may ensure all employees receive complete and similar information while keeping them informed between meetings. Volunteers Volunteers are vital to the course of the division and hence, it is necessary to communicate how they can participate in relevant activities. Appropriate communication channels may be personal letters and newsletters. Such channels may contain mission and vision statements to promote transparency. This in turn may enhance collaborative partnerships with relevant individuals and agencies. Suppliers It is also vital to communicate technological requirements to suppliers in relation to business process and learning and growth perspectives. A suitable channel is personal letters because communication may include preparation of brief updates on the strategic objectives to ensure they align with technologies suppliers would recommend. Media Media is critical to the course of the division as it allows reach to a larger audience. Therefore, it is important to communicate planned activities, deliverables, and progress of performance in relation to objectives through media release and briefings. Such channels may establish opportunities for public input without the necessity of attendance at a meeting. Metrics Years Incentive Customer Satisfaction 71% 76% 81% Discounted products Increase of Market Shares 3% 4.5% 5.5% Profits Increase of Employee 3% 3% 3% Promotions Productivity Increase of Revenue 6% 8% 10% Growth of the company
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Explanation & Answer


Executive summary
My company of choice for this proposal is Samsung Technologies. This company is a leading
manufacturer and distributor of electronic devices including smartphones, tablets, and laptops
among many other products. My proposal is to come up with a new division called Samsung
Pro Terra which will focus how the company can lower electronic waste in landfills by five to
seven tons a year. Our vision for this particular divisio...

Just what I needed…Fantastic!


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