...strategy - benchmarking Definition Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can taker place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?). The objective of benchmarking is to understand and evaluate the current position of a business or organisation in relation to "best practice" and to identify areas and means of performance improvement. The Benchmarking Process Benchmarking involves looking outward (outside a particular business, organisation, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the processes behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in critical functions within an organisation or in key areas of the business environment. Application of benchmarking involves four key steps: (1) Understand in detail existing business processes (2) Analyse the business processes of others (3) Compare own business performance with that of others analysed (4) Implement the steps necessary to close the performance gap Benchmarking should not be considered a one-off exercise. To be effective, it must become an ongoing...
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...Ho onda (A A) Th two decad from 196 to 1980 w he des 60 witnessed a s strategic reve ersal in the world motor rcycle indus stry. By the en of that pe nd eriod, previou usly well-fina anced Americ competito with seem can ors mingly impre egnable mark positions were faced w ket with extinctio Although most consum on. mers had an i initial prefer rence to pur rchase from them, these U.S. manuf facturers had been dislod d dged by Jap panese competitors and lost position despite tec n chnological s shifts that could have b been emulate as ed competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal com mbustion eng gines, repres sented Hond da’s opening move in the motorcycle field. In 194 Honda in e 47, ntroduced its first ...
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...For exclusive use Nanyang Technological University, 2015 9-384-049 REV: MARCH 16, 2011 E. TATUM CHRISTIANSEN RICHARD T. PASCALE Ho onda (A A) Th two decad from 196 to 1980 w he des 60 witnessed a s strategic reve ersal in the world motor rcycle indus stry. By the en of that pe nd eriod, previou usly well-fina anced Americ competito with seem can ors mingly impre egnable mark positions were faced w ket with extinctio Although most consum on. mers had an i initial prefer rence to pur rchase from them, these U.S. manuf facturers had been dislod d dged by Jap panese competitors and lost position despite tec n chnological s shifts that could have b been emulate as ed competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal...
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...MKT 3050 Exam 1 Things to Know Chapter 1 Marketing Definitions: making a sale, managing profitable customer relationships, satisfaction of customers’ needs. Social and managerial process by which individuals and organizations obtain what they need and want through creating and exchanging value with others The process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return. Goals: Attract new customers by promising superior value & Keep and grow current customers by delivering satisfaction Needs: states of felt deprivation Want: form human needs take as they are shaped by culture and individual personality. Demands: Human wants that are backed up by buying power. Customer Satisfaction Expectations: Customers form expectations about the value and satisfaction that various offerings deliver: If marketers set expectations too low, they may satisfy current buyers but fail to attract enough. If expectations too high, buyers disappointed. Promise only what you deliver, but try to deliver more than you can promise. Steps in the Marketing Process: Understand the marketplace and customer needs and wants, design a customer driven marketing strategy, construct an integrated marketing program that delivers superior value, build profitable relationships and create customer delight, capture value from customer to create profits and customer equity Marketing Myopia: The mistake of paying more...
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...------------------------------------------------- VISION to be the best bank for all our stakeholders. MISSION we aim to be a premier universal bank of international standing, committed to creating and providing the best possible value for our core constituents – clients, employees, shareholders, and the communities whom we serve. We shall exert all efforts to transform every opportunity to expand our sphere of business activities into instruments to help our constituents realize their own goals and aspirations. We shall strive to reach a highly diversified customer base through an extensive distribution network at the same time delivering a wide array of premium-value products and services with distinctive quality. We realize that our success depends on the quality of our people, the efficiency of our systems, and the strength of our organization. Hence, we shall continuously invest in our human resources to ensure a service force characterized by the highest standards of dignity, probity and professionalism. We shall constantly endeavor to be more responsive to dynamic market conditions, flexible in coping with customer needs, innovative in leading the competition, and united in pursuing common objectives. Our financial capability shall likewise be continually invigorated to maintain dynamism, growth and stability. Recognizing our responsibility to our shareholders, we shall exercise judicious management to consistently provide them with fair returns and...
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...E 16 – Business Management Strategy “A pattern or plan that integrates an Organization’s major goals policies & action sequences into a coherent whole” (Quim) Mintzberg distinguish b/w a strategy as 5 P’s:‐ Plan: Forward looking / Purposive deliberate Ploy: Plan Designed to deceive/confuse Pattern: Consistencies of behavior whether intended or not Position: In the market; relative to the Competition Perspective: Values attitudes Cultures of Managers Dimensions of Strategy Process ‐ Analysis Choice Implementation Content ‐ Environment in which the Organization exists & cope with ‐ PESTEL ‐ 5 forces ‐ Life Cycle Model ‐ KsFs / CsFs model ‐ Competition Analysis Content ‐What strategic decisions should be made by the organization ‐Missions ‐Objectives ‐Stakeholders ‐where to compete? ‐how to compete? ‐Means & methods Content is about the decision the organization makes with its context ‐ ‐ All 3 interact with one another ICAF |Lecturer: Bilal Khalid 2 3 E 16 – Business Management Strategy Process Central to Strategy is positioning 3 Processes of Strategy are: Analysis Choice Implementation In the Real world all the stages are not sequential and are not easily distinguished from one another. Three types of strategic management methods:‐ 1. Rational/Structured Approach or model 2. Incrementalism 3. Emergent Strategy ICAF |Lecturer: Bilal Khalid ...
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...CHAPTER 2 COMPANY AND MARKETING STRATEGY: PARTNERING TO BUILD CUSTOMER VALUE AND RELATIONSHIPS PREVIEWING THE CONCEPTS – CHAPTER OBJECTIVES 1. Explain company-wide strategic planning and its four steps. 2. Discuss how to design business portfolios and develop growth strategies. 3. Explain marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value. 4. Describe the elements of a customer-driven marketing strategy and mix and the forces that influence it. 5. List the marketing management functions, including the elements of a marketing plan, and discuss the importance of measuring and managing return on marketing investment. JUST THE BASICS CHAPTER OVERVIEW In this chapter, we dig deeper into steps two and three of the marketing process—designing customer-driven marketing strategies and constructing marketing programs. First, we look at the organization’s overall strategic planning. Next, we discuss how marketers partner closely with others inside and outside the firm to serve customers. We then examine marketing strategy and planning—how marketers choose target markets, position their market offerings, develop a marketing mix, and manage their marketing programs. Finally, we look at measuring and managing return on marketing investment. ANNOTATED CHAPTER NOTES/OUTLINE FIRST STOP Nike’s Customer-Driven Marketing: Building Brand Engagement and Community The Nike “swoosh”...
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...ACCA QUALIFICATION COURSE NOTES Paper P3 BUSINESS ANALYSIS JUNE 2012 EXAMINATIONS OpenTuition Course Notes can be downloaded FREE from www.OpenTuition.com Copyright belongs to OpenTuition.com - please do not support piracy by downloading from other websites. Visit opentuition.com for the latest updates, watch free video lectures and get free tutors’ support on the forums To fully benefit from these notes do not forget to watch free ACCA Lectures on our website Free ACCA Lectures and course notes by Paper (on line on http://opentuition.com/acca/) F1 Accountant in Business / FAB Foundations in Accountancy F2 Management Accounting / FMA Foundations in Accountancy F3 Financial Accounting / FFA Foundations in Accountancy F4 Corporate & Business Law (English & Global) F5 Performance Management F6 Taxation (UK) F7 Financial Reporting F8 Audit and Assurance F9 Financial Management P1 Governance, Risk & Ethics P2 Corporate Reporting P3 Business Analysis P4 Advanced Financial Management P5 Advanced Performance Management P6 Advanced Taxation (UK) P7 Advanced Audit & Assurance THE BEST THINGS IN LIFE ARE FREE For the latest free course notes, free lectures and forum support please visit opentuition.com/acca Paper P3 JUNE 2012 EXAMINATIONS For latest course notes, free audio & video lectures, support and forums please visit Paper P3 i JUNE 2012 EXAMINATIONS Paper P3 SYLLABUS 1 Aim To apply relevant knowledge, skills, and exercise...
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...Developing & Implementing a Measurable Strategic Performance Management Framework and Automated Balanced Scorecard in a Medical Devices Company [pic] Implementation Case Study Becton Dickinson ANZ Copyright This publication is © Copyright 2004 ASVP Consulting Pty Ltd with all rights reserved. Except to the extent of the uses permitted under the Copyright Act 1968, no part of this publication may be reproduced or transmitted in any form or by any means including information storage and retrieval systems, without the prior written consent of ASVP Consulting Pty Ltd. Trade Marks Advanced Strategic Value Propositions™ is a trade mark of ASVP Consulting Pty Ltd. PulseSuite®, PulseManager®, PulseFinder® and Primed Online® are registered trade marks of Primed Online Pty Ltd. PulseProject™ is a trade mark of Primed Online Pty Ltd. Becton Dickinson, BD, and Helping All People Lead Healthy Lives are trademarks of Becton Dickinson Pty Ltd. Acknowledgements The kind assistance of Michael Lyon, CEO and the management team of BD Australia, and Grant Alecock, General Manager, and the management team of BD NZ is gratefully acknowledged. ASVP Consulting Pty Ltd ASVP Consulting Pty Ltd has written this independent case study on the implementation of a Balanced Scorecard Framework Solution in order to quantify the benefits accruing to BD and to highlight the potential benefits available to other organisations considering the implementation...
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...MASARYKOVA UNIVERZITA Ekonomicko-správní fakulta Studijní obor: Podnikové hospodářství Kombinované studium [pic] PROPOSAL OF A MARKETING STRATEGY Návrh marketingové strategie Diploma thesis /Diplomová práce Vedoucí diplomové práce/Supervisor: Autor/Author: Ing. Klára KAŠPAROVÁ Mgr. Jana LUDÍKOVÁ Brno, červen 2008 Brno, June 2008 |Jméno a příjmení autora: |Jana Ludíková | |Author´s name: | | |Název diplomové práce: |Návrh marketingové strategie | |Title of the diploma thesis: | | |Název práce v angličtině: |Proposal of a Marketing Strategy | |English title of the diploma thesis: | | |Katedra: |podnikového hospodářství | |Departement |of corporate economy | |Vedoucí diplomové...
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...Cost Control Conte nts Pref ace to the New Edition The Cost Manager’s Toolkit – PDA-size Summary 1 GOOD COST MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking ...
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...INTRODUCTION TO MARKETING Background Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking of ways to benefit from creating customer value in the most effective way, subject to ethical and other constraints that one may have. The 2006 and 2007 definitions offered by the American Marketing Association are relatively similar, with the 2007 appearing a bit more concise. Note that the definitions make several points: * A main objective of marketing is to create customer value. * Marketing usually involves an exchange between buyers and sellers or between other parties. * Marketing has an impact on the firm, its suppliers, its customers, and others affected by the firm’s choices. * Marketing frequently involves enduring relationships between buyers, sellers, and other parties. * Processes involved include “creating, communicating, delivering, and exchanging offerings.” Delivering customer value. The central idea behind marketing is the idea that a firm or other entity will create something of value to one or more customers who, in turn, are willing to pay enough (or contribute other forms of value) to make the venture worthwhile considering opportunity costs. Value can be created in a number of different ways. Some firms manufacture basic products (e.g., bricks) but provide relatively little value above...
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...[pic] |[pic] |[pic] |[pic] |[pic] |[pic] | INTRODUCTION TO MARKETING [pic] [pic] | | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | | | |[pic] |[pic] | Lars Perner, Ph.D. Assistant Professor of Clinical Marketing Department of Marketing Marshall School of Business University of Southern California Los Angeles, CA 90089-0443, USA (213) 740-7127 INTRODUCTION TO MARKETING Background Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking...
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...10000 quiz questions and answers www.cartiaz.ro 10000 general knowledge questions and answers 10000 general knowledge questions and answers www.cartiaz.ro No Questions Quiz 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Carl and the Passions changed band name to what How many rings on the Olympic flag What colour is vermilion a shade of King Zog ruled which country What colour is Spock's blood Where in your body is your patella Where can you find London bridge today What spirit is mixed with ginger beer in a Moscow mule Who was the first man in space What would you do with a Yashmak Who betrayed Jesus to the Romans Which animal lays eggs On television what was Flipper Who's band was The Quarrymen Which was the most successful Grand National horse Who starred as the Six Million Dollar Man In the song Waltzing Matilda - What is a Jumbuck Who was Dan Dare's greatest enemy in the Eagle What is Dick Grayson better known as What was given on the fourth day of Christmas What was Skippy ( on TV ) What does a funambulist do What is the name of Dennis the Menace's dog What are bactrians and dromedaries Who played The Fugitive Who was the King of Swing Who was the first man to fly across the channel Who starred as Rocky Balboa In which war was the charge of the Light Brigade Who invented the television Who would use a mashie niblick In the song who killed Cock Robin What do deciduous...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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