...Definition of IT Strategy IT Strategy describes how information technology can be used to support an organization’s mission, objectives and strategies. For an IT Strategy to be successful it has to align with the organization’s overall gy g g corporate strategy and business strategies. A good IT Strategy requires a good understanding of the business, business p plan and goals, also an understnading of how changes are likely to impact the g g g y p business. It serves as a framework to meet business goals. IT Strategy determines what new systems are needed, or how the existing systems can be used to achieve these goals. y g IT Strategy is an iterative process. IT Strategy can be driven by the business strategy and also used vice versa to drive the business strategy. drive the business strategy Steps to Developing an IT Strategy Understanding your Business (what you do and who are your clients) 2. Defining Business Strategy based on Organization s 2 Defining Business Strategy based on Organization’s mission statement & objectives 3 3. Identifying what or how Technology can support & add y g gy pp value to the Business Strategy 4. Defining and Aligning an IT Strategy with the Business Strategy St t 1. Point #1: Understanding your Business Understanding your business, includes identifying the following: Products and service offerings Position in the market & competitors Key customers Current level of service and cost Critical information to the organization...
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...Explanation of the various elements of the marketing process Need help? ☎ 0115 966 7955 T he elements of the marketing process are ref erred to as "a set of controllable tools that the f irm blends to produce the response it wants in the target market, so it consists of everything the f irm can do to inf luence the demand f or its product”( Kotler and Armstrong, Principles of Marketing 2004, Tenth Edition, New Jersey Pearson Education Inc.). T he Elements of Marketing or Marketing mix which is f amously known as the “4P’s of Marketing”( stated by McCarthy in 1960) which include Product, Price, Placement or Place and Promotion. When these elements of marketing are analysed with the Easyjet case study, it gives a good example as how the 4P’s help an organization scale to new heights with increased sales and customer base. T hey are; Product:- In the respective case study as Easyjet is a airline industry, its main f leet consists of Airbus A320200, Airbus A319 and Boeing 737-700. Easyjet is a budget airliner and intended to attract business customers and leisure travelers spending lesser time travelling between destinations. T he company does not provide complimentary meals or ref reshments on board to reduce costs and increase space to accommodate more customers, whereas customers can buy items on board by using Easyjet Bistro (buy on board programme). T he onboard programme also helped the airliner to increase its revenue. Easyjet has also got other value added services like Eastcars...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...La Trobe University CORPORATE STRATEGY MIB PROGRAM applies to any student in this class MIB, MBA or MMM INDIVIDUAL ASSIGNMENT Worth: 40% of your total mark IF YOU DON’T UNDERSTAND THE QUESTION, YOU CAN’T ANSWER IT ASSIGNMENTS • An assignment is not about telling a story, story or giving an explanation. explanation • It is about research, analyses and consideration • It is also about answering the question being asked. ASSIGNMENTS • Assessment Criteria • Research • Analysis • Understanding • Argument • Structure Explanation ≠ Analysis ASSIGNMENTS • Must use the readings in the Subject p g , q g Outline – page 3, the Required Reading • 1 500 words minimum – 2 500 words 1,500 d i i 2,500 d maximum • Ho e cellent m st these words be? How excellent must ords ASSIGNMENTS : # 1 “ Better a consistently applied mediocre gy, strategy, than a series of ad hoc brilliant strategies.” Do you agree with this statement? • Discuss using: • At least 3 theoretical perspectives and perspectives, • At least 3 organisational examples What is Strategy? • St t Strategy is a set of i t f • Objectives, • Policies and Policies, • Plans • taken together define the scope of a business and together, its approach to survival and success. • We could also say that the particular policies, plans, and objectives of a business express its strategy for coping with the complex competitive environment environment. • Each Business Strategy is unique. ASSIGNMENTS: # 2 “ In usual...
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...worldwide. Ans: T Page: 4 2. Although the Internet has increased in popularity, it has actually led to increases in company expenses. Ans: F Page 4 3. Consumer e-commerce is five times greater than business-to-business e-commerce. Ans: F Page 4 What Is Strategic Management? 4. Optimizing for tomorrow the trends of today is the purpose of strategic management. Ans: F Page: 5 5. Even though useful, strategic planning has been cast aside by corporate America since the early 1990s. Ans: F Page: 5 Resource allocation is included in strategy-formulation activities. Ans: T Page: 5 6. The terms strategic management and strategy implementation are synonymous. Ans: F Page: 5 7. A vision statement is, in essence, a company’s game plan. Ans: F Page: 5 8. Strategy implementation is often considered to be the most difficult stage in the strategic-management process because it requires personal discipline, commitment and sacrifice. Ans: T Page: 6 9. The final stage in strategic management is strategy implementation. Ans: F Page 6 10. Strategy formulation, implementation and evaluation activities occur at three hierarchical levels in a large diversified organization: corporate, divisional and functional. Ans: T Page: 6 11. One of the fundamental strategy evaluation activities...
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...S T R U C T U R E IS N O T O R G A N I Z A T I O N Diagnosing and solving organizational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors. R O B E R T H. W A T E R M A N , J R . , T H O M A S J. P E T E R S , A N D J U L I E N R. P H I L L I P S 14 T h e Belgian surrealist Ren~ Magritte p a i n t e d a series of pipes and titled the series Ceci n'est pas une pipe: this is n o t a pipe. The p i c t u r e of the thing is n o t the thing. In the same w a y , a s t r u c t u r e is n o t an organization. We all k n o w that, b u t like as n o t , w h e n we reorganize w h a t we do is to r e s t r u c t u r e . I n t e l l e c t u a l l y all managers and consultants k n o w t h a t m u c h m o r e goes o n in the process o f organizing t h a n the charts, b o x e s , d o t t e d lines, position descriptions, and matrices can possibly depict. But all too o f t e n we behave as t h o u g h we d i d n ' t k n o w it; if we w a n t change we change the s t r u c t u r e . Early in 1977, a general c o n c e r n with the p r o b l e m s o f organization effectiveness, and a p a r t i c u l a r c o n c e r n a b o u t the n a t u r e o f the relationship b e t w e e n s t r u c t u r e and organization, led us to assemble an internal task force to review our client w o r k . T h e natural first step was to talk extensively to consultants and client executives a r o u n d the w o r l d w...
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..."Double taxation" refers to the fact that the corporation itself must pay taxes on its net profits, and the stockholders must also pay taxes on the portion of those same profits distributed to them as dividends.Answer T "Knocking on the doors" of businesses an entrepreneur would like to buy—although they are not advertised "for sale"—is a waste time. Answer F ____ percent of small businesses sell on credit.Seventy-seven ____ recognizes any improvement in quality may improve a company’s competitive ability.Return on quality _____ are those things that a business owns which have value.Assets _____ is simply the money owed the firm by customers because they’ve purchased goods or services on credit. Accounts receivable ______ gives owners the security of a sales contract but permits them to stay at the “helm” for several years.The two-step sale ______ is a small number of customers to give you feedback on specific issues in your business—quality, convenience, hours of operation, service, and so on.Focus Group ______ is not a primary goal of a competitive intelligence program: All these are primary goals of a competitive intelligence program ______ is the process of creating and delivering desired goods and services to customers, and involves all of the activities associated with winning and retaining loyal customers. Marketing ______ publishes Annual Statement Studies, showing ratios and other financial data for over 650 different industrial, retail, and wholesale...
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...C. M E R L E C R A W F O R D STRATEGIES FOR NEW PRODUCT DEVELOPMENT Guidelines for a critical company problem C. Merle Crawford is a faculty m e m b e r at the University o f Michigan. In spite o f much evidence o f its success, many managers hesitate to establish a policy for new product development. Their indecision often arises f r o m two reasons: they fear that a defined strategy may discourage innovation and they are uncertain how to formulate a new product strategy. The author o f this article discredits the f o r m e r notion and, in reply to the latter, proposes the guidelines f o r developing such a statement. As new products are essential to the continued success o f most firms, the strategy must exist and must be operant i f the firm is to avoid wasted time, effort, and money as well as employee confusion and discouragement. For longer than most of us care to remember, Dan Gerber has been proclaiming that babies are his business, his only business. With some nostalgic regret I read recently that he has altered his strategy: he now permits limited diversification b e y o n d products for babies. A leading toiletries manufacturer has an equally tenacious, though unpublicized, commitment to only those new, nonfood, packaged goods that do not compete itemto-item with Procter and Gamble. Richard Rifenburgh, president of Mohawk Data Sciences, manufacturers of peripheral computer equipment, was cited recently in Fortune as a man who, at the present time, would...
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...pe fo TABLE OF CONTENTS a e easu e e t tool: a o e ie of its usage a d sustai a ility TOPICS PAGE i ii iii iv-v LETTER OF TRANSMITTAL DECLARATOIN ACKNOWLEDGEMENT ABSTRACT CHAPTER ONE INTRODUCTION 1.1 Background of the study 1.2 Objective of the study 1.3 Scope of the study 1.4 Methodology 1.5 Limitations of the study BALANCED SCORECARD 2.1 Overview of the Balanced Scorecard (BSC) 2.2 Objective 2.3 Design 2.4 Original design method 2.5 Improved design method 2.6 Popularity 2.7 Variants and alternatives CRITICAL ANALYSIS ON THE CONCEPT & USING OF BALANCED SCORECARD WHETHER IT IS THE UNIVERSAL SOLUTION FOR THE BUSINESS MANAGEMENT? 3.1 Crucial investigation of the concept and using of Balanced Scorecard 3.2 A comprehensive new approach for the measurement and management 3.3 Is the Balanced Scorecard a universal key to the business management? 3.4 Balanced Scorecard: a question of conjecture and application CHAPTER FOUR: THE SUSTAINABILITY OF THE BALANCED SCORECARD 4.1 The Balanced Scorecard: an instrument for sustainability management 4.2 Different possible approaches of integrating environmental and social aspects 4.3 The process of formulating a sustainability Balances Scorecard 4-7 5 5 5 6 7 8-15 9-11 12 12-13 13 14 14 14-15 16-25 CHAPTER TWO CHAPTER THREE 17-21 21-22 22-23 23-25 26-32 CHAPTER FOUR 27-28 28-30 31-32 1 A iti al a alysis of Bala ed “ o e a d as a pe fo a e easu e e t tool: a o e ie of its usage a d sustai a ility ...
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...Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 Training and Development Strategy and Its Role in Organizational Performance Abdus Sattar Niazi (Corresponding Author) MS Scholar, Iqra University Islamabad Campus, Pakistan Ph: +92 302 8500 777, Email: a.niazi55@hotmail.com Received: August 01, 2011 Accepted: August 11, 2011 DOI: 10.5296/jpag.v1i2.862 Abstract In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’ and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance. Keywords: Training and Development, Strategy, FMCG, Organizational Performance 42 www.macrothink.org/jpag Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 1. Introduction The objectivity of training and development and its continued learning process has always been leverage with the FMCG industry and now it has become rather an over arching trend of...
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...Chapter 15—Marketing Performance Measurement MULTIPLE CHOICE 1. The balanced scorecard measures the performance of a business unit from: |a. |a customer perspective. | |b. |a financial perspective. | |c. |a learning and growth perspective. | |d. |all of the above. | |e. |(a) and (b) only. | ANS: D PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 2. The level of marketing control that examines whether the strategy is being implemented as planned and whether it produces the intended results is termed: |a. |strategic control. | |b. |annual plan control. | |c. |strategic component control. | |d. |profitability control. ...
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...CHAPTER SEVEN STRATEGY FORMULATION: CORPORATE STRATEGY True/False 1. Corporate strategy deals primarily with the choice of direction for the firm as a whole and the management of its business or product portfolio. Answer: T (pp.164-165) 2. Corporate parenting is the coordination of cash flow among units. Answer: F (p.165) 3. The most widely pursued corporate directional strategies are those designed to achieve growth. Answer: T (pp.165-166) 4. A merger is a transaction involving two or more corporations in which stock is exchanged, but from which only one corporation survives. Answer: T (p.166) 5. A strategic alliance is a partnership of two or more corporations or business units to achieve strategically significant objectives that are mutually beneficial. Answer: T (p.166) 6. The two basic growth strategies are concentration and strategic alliances. Answer: F (p.166) 7. Vertical integration is going backward on an industry’s value chain. Answer: F (p.167) 8. Vertical integration is the degree to which a firm operates vertically in multiple locations on an industry’s value chain from extracting raw materials to manufacturing to retailing. Answer: T (p.167) 9. Forward integration is often more profitable than backward integration. Answer: F (p.167) 10. BP Amoco and Royal Dutch Shell are examples of fully integrated firms because they internally make 100% of their key supplies and completely control their distributors...
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...oe Mak t n ln Rv riw H tl ieve oe T iiac mp t e a l o amak t gp n Y uaew l met u eti h s o l e x mp f s e e rei l . o r e o o s h n a c s c ne t s g i w e p n i y u o nmak t ga ti s o tn a a u e h n l n g o r w d a n rei cvi . n it e T ce t amak t gp no y u o nt go y u b s e s p a e o rae rei l f o r w o rw o r u i s, l s n a n e c n i r u p p l Mak t gPa Pos f ae L anmoea o s e o r o u r rei l r ot r. e r r t d a n n w w wp l l . m. w .a a oc ot o Ce t amak t gpa ta g t rs l rae rei ln h t es eut n s B ssln s f r. o p wee b D c Tp Mak t g etel g ot e N w o rd y u t a e rei . i wa n “ i listepo e so b i igs p ot g Smpie h rc s f ul n u p rn f d i d c me tt nfr o r reiga e d . o u nai o y u mak t o n g n a” •F c s nat na drs l ! o u o ci n eut o s •P ce wi a v e n e a l ak d t d i a d x mpe h c s •E s frcs &b d es ay oeat s u gt V rin1 . es o 10 $ 7 .5 1 99 “ raea a t npa fr o r C e t n ci ln o y u o mak t gt go y u b sn s . rei o rw o r u ie s” n •Pee t o r l wi s l rsn y u pa t t e n h y •Is n d wno d n t t o la ! a w wp lat.o w .ao l c m o L anmoea er r t A o thsmak t gpa b u ti rei ln n N me , c t n , n n mb r i teoin l l ma h v b e c a g d a ds b tni p ro s fh oin l l tx ma a s l ai s a d u esn h r i p n y a e e n h n e , n u s t l ot n o te r i p n e t y o o ga a a a i ga a h v b e o t dt pe ev c ni nii a dpo r tr i omai . a e e n mi o rs re o f e t l n rpi...
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...Assignment 5: Financial Management BUS 508 - Contemporary Business Summer Quarter 2012 Introduction In contemporary business within the technology industry, the digital technology age has grown into one of the most profitable industries, especially centered on telecommunication. The United States of America is one of the most technologically advanced countries in the world. The United States mobile market continued to grow and updates its quality and service to the customer. T mobile and AT & T are the top two successful mobile companies that provide telecommunication service to the users. In the following paper will analyze how the company attempt to make profit from rising consumer demand after the crash. It will evaluate the change in consumer demand trends after the crash for T mobile and AT &T. The paper will discuss at least two strategies that multinational corporations can undertake in order to make profit by leveraging the growing consumer demand. Companies that attempted to make profit from rising consumer demand after the crash. How they attempted to make a profit after the crash and discuss any unethical practices. T-Mobile USA and AT&T provide mobile wireless communication services. The Companies offer wireless services including digital voice, messaging, and high-speed wireless data services, as well as phones and accessories. The companies serve customers throughout the United States. T-Mobile USA, Inc. is a global marketing-information-services...
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...Victoria DeGuzman 4/19/2016 T-Mobile Name: T-Mobile USA Industry: Telecommunications Website: www.t-mobile.com BACKGROUND and HISTORY T-Mobile USA is a national provider of wireless voice, messaging, and data services capable of reaching over 293 million Americans where they live, work, and play. Around the country, our Personal Coverage Check gives customers a clear picture of their local coverage. Presently John J. Legere is an American businessman who is the chief executive officer and president of T-Mobile US. -Mobile US Inc. said earnings nearly tripled in the fourth quarter as the wireless provider continues to add customers at a solid clip as of Feb, 2016. T-Mobile reported 2.1 million net ads in its latest period, bringing its tally for the year to 8.3 million. Meanwhile, the company boosted branded postpaid customers--the most lucrative type of wireless subscriber--by 1.3 million in the quarter. T-Mobile continued to be the fastest growing wireless company in America in the third quarter of 2015 as customers continue to flock to the Un-carrier for value, flexibility and choice. The Company reported 61.2 million total customers at the end of the third quarter, growing its base by 2.3 million total customers. T-Mobile has successfully delivered over 1 million total net customer additions for the past ten quarters and more than 2 million in five of the past seven quarters. ANALYSIS VIA PORTER’S FIVE FORCES MODEL The five forces applied to T-Mobile gives the management...
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