...Corporate Strategy Analysis Discussion Summary All company have different way of keeping there company’s on top of the market. Coke takes on a new take on the drinks that they supply. Their goal is to be the leader in beverage. You don’t have to focus on keeping up with other company’s just have really good products and come up with new products for your company. Coca cola beginning to offer other beverages is vertical integration, they produce their own products and are always build a better brand. By making other products like tea, juice and water help the company be diversified. Southwest airlines has found a way to pay less for fuel and that helps the bottom line. They believe that if they treat customer right. Keeping cost down by using the same plans and same parts, gives them an edge on the cost of parts and labor. Diversification in southwest airline are using same plans, lowering cost of fuel and keeping cost down on parts and maintenance. They focus on customers and employees being satisfied with their service. The VF Corporation has many brands under its belt, and they care about the bottom line. His strategy was hard work and determination. They offer products that has every day use not fashionable trends. The cost is less and they sell more because they are priced right and cost less to make it. Making sure it’s easy to purchase and everywhere helps the bottom line. VF doesn’t own it distribution center, they buy from someone else. They do that to be able...
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...Corporate Strategy Analysis Discussion Summary Javier Mendoza MGT/230 October 22, 2015 Linda Torres-Kleinhans Corporate Strategy Analysis Discussion Summary In each of the videos that I analyzed. Each of the chief executive officers has a method of either centralization or diversification utilizing some or no vertical integration in the planning function of management. There is little mention of other markets, businesses or industries in which each the CEOs tries to tackle instead they stay within their industry perhaps for lack of experience, creativity or for fear of risking to return to a poor performing era. Coca-Cola CEO Neville Isdell Coca-Cola's performance was out marketed by Pepsi when Pepsi-Cola went into a plan to diversify not just in its beverage industry but in the chips and snacks industry as well. Coca-Cola's CEO Neville Isdell did not want to move in the same direction as Pepsi. He perhaps did not feel it was a great idea to follow Pepsi into diversifying since they were dominated by Pepsi before. Instead, Mr. Isdell stuck with staying within the realm of the beverage industry and sought to have a breakthrough with the non-carbonated drinks. Pepsi-Cola had already captured this market and went further into becoming a more diverse conglomerate over Coca-Cola. Coca-Cola's CEO spoke during the interview and stated he had no real aspirations of becoming a CEO but felt compelled to do the best job he could for the company. (Flock, unk) His management...
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...Strategic Management 11 The Strategic Management Process 11 Strategic Management as a Process 16 Summary 18 Key Terms 19 Questions for Discussion 19 2 3 PART TWO STRATEGY FORMULATION 2. SM_Prelims.indd 17 Company Mission What is a Company Mission? 23 The Need for an Explicit Mission 24 Formulating a Mission 24 Basic Product or Service; Primary Market; Principal Technology Company Goals: Survival; Growth; Profitability 26 Company Philosophy 28 Public Image 29 Company Self-Concept 33 Newest Trends in Mission Components 33 An Exemplary Mission Statement 35 Boards of Directors 37 Agency Theory 38 22 25 2/8/2012 10:17:09 AM Contents How Agency Problems Occur 39 Problems That Can Result from Agency 39 Solutions to the Agency Problem 40 Summary 41 Key Terms 41 Questions for Discussion 41 Appendix A: Company Vision 43 Appendix B: BB&T Vision, Mission, and Purpose 3. 4. SM_Prelims.indd 18 44 Corporate Social Responsibility and Business Ethics The Stakeholder Approach to Social Responsibility 52 The Dynamics of Social Responsibility 54 Types of Social Responsibility 57 Corporate Social Responsibility and Profitability 60 Sarbanes-Oxley Act of 2002 66 The New Corporate Governance Structure 69 Privatization as a Response to Sarbanes-Oxley 70 CSR’s Effect on the Mission Statement 71 Social Audit 71 Satisfying Corporate Social Responsibility 72 The Core of the CSR Debate 73 Mutual Advantages of Collaborative Social...
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...MGT 488 Entire Course Global Business Strategies https://homeworklance.com/downloads/mgt-488-entire-course-global-business-strategies/ To Get this Tutorial Copy & Paste above URL Into Your Browser Hit Us Email for Any Inquiry at: Lancehomework@gmail.com Visit our Site for More Tutorials: ( http://homeworklance.com/ ) MGT 488 Entire Course Global Business Strategies Week One: Strategic Business Continuity and Internal Risk Assessment Details Due Points Objectives 1.1 Identify key firm capabilities. 1.2 Describe the components of sustainable competitive advantage. 1.3 Analyze the influence of the organization on strategic business continuity. Readings Read Ch. 3 of Strategic Management: Competitiveness and Globalization, Concepts and Case. Participation Participate in class discussion. All Days 1 Discussion Questions Respond to three discussion questions. Days 3, 4, 5 3 Weekly Summary Write a 300-350 word summary of how this week’s material relates to you professionally and to organization. Post to Weekly Summary Thread. Day 7 1 Learning Team Instructions Create the Learning Team Charter. Select one of the following Virtual Organizations to use throughout the course for strategic plan development: • Riordan Manufacturing • Huffman Trucking • McBride Financial Services Day 7 Individual Internal Risk Assessment Resource: University Library’s Datamonitor 360 Access the University Library’s Datamonitor 360 and look up...
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...MGT 488 Entire Course Global Business Strategies https://homeworklance.com/downloads/mgt-488-entire-course-global-business-strategies/ To Get this Tutorial Copy & Paste above URL Into Your Browser Hit Us Email for Any Inquiry at: Lancehomework@gmail.com Visit our Site for More Tutorials: ( http://homeworklance.com/ ) MGT 488 Entire Course Global Business Strategies Week One: Strategic Business Continuity and Internal Risk Assessment Details Due Points Objectives 1.1 Identify key firm capabilities. 1.2 Describe the components of sustainable competitive advantage. 1.3 Analyze the influence of the organization on strategic business continuity. Readings Read Ch. 3 of Strategic Management: Competitiveness and Globalization, Concepts and Case. Participation Participate in class discussion. All Days 1 Discussion Questions Respond to three discussion questions. Days 3, 4, 5 3 Weekly Summary Write a 300-350 word summary of how this week’s material relates to you professionally and to organization. Post to Weekly Summary Thread. Day 7 1 Learning Team Instructions Create the Learning Team Charter. Select one of the following Virtual Organizations to use throughout the course for strategic plan development: • Riordan Manufacturing • Huffman Trucking • McBride Financial Services Day 7 Individual Internal Risk Assessment Resource: University Library’s Datamonitor 360 Access the University Library’s Datamonitor 360 and look up...
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...Description This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Prerequisites Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Extended Description and Objectives One of the classic definitions of strategy is as follows: “A strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole. Well-formulated strategies help marshal and allocate an organization’s resources into a unique and viable posture based upon its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents”. (James Brian Quinn, “Strategies for Change”, Homewood, IL: Irwin, 1980). The field of strategy is concerned with understanding the sources of firms’ success and failure as a prerequisite for improving their performance. Strategy is thus viewed as an important determinant...
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...of company, background and scope of esay. 2. Discussion 2.1 General Environment Analysis (Choose 4 out of 6) (Total 600 words) 2.1.1 Political Factor What is political factor – theory (comes from textbook). Include the in-text citation. Apply to the case – ONLY YOUR CASE STUDY, no other case study 2.1.2 Factor 2 2.1.3 Factor 3 2.1.4 Factor 4 2.2 Competitive Environment Analysis (Porter’s Five Forces) Include a theoretical discussion on the usefulness of this model. Thereafter, briefly describe and apply each of the five elements in this model. (Total 400 words) 2.2.1 Threat of New Entrants 2.2.2 Bargaining Power of Suppliers 2.2.3 Bargaining Power of Buyers 2.2.4 Threat of Substitutes 2.2.5 Competitive Rivalry For each of the above five, you are to include a short theoretical description followed by the real-life application to your company. Adopt textbook sources as references for the THEORIES used. Use separate paragraphs when writing each element. 2.3 Provide a short summary of the external forces highlighting the key threats and opportunities. (100 words) 3. Analysis on CSR Strategy 3.1 Corporate Social Responsibility – Short Critical Review Perform a critical discussion outlining what is CSR and why CSR is important? Thereafter, criticize the usefulness of adopting CSR strategies in today’s context. Adopt textbook sources as references for the THEORIES used. (200 words) 3.2 Corporate Social Responsibility – Application to Company XYZ ...
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... PhD / Brennan Hall 425 / 941-4166 Office Hours: TR 2:30 – 4:00 pm or by appointment e-mail: taewan.kim@scranton.edu Course description This is the capstone course. It is designed to integrate knowledge gained from other business courses and apply that knowledge to policy and strategy development in situations facing general managers and business leaders. Emphasis will be placed on situational analysis, strategy formulation, and strategy execution at all levels of the organization. Course objectives 1. Understand Strategic Management as a process and be able to apply its principles to diverse business situations. (Linked to MBA’s Learning Goal #1. B) 2. Develop skills necessary to analyze the competitive situation facing various types of economic organizations; isolate important sources of competitive advantage and disadvantage; generate and make decisions among various strategy alternatives; plan for successful execution of selected strategies; and persuasively communicate these analyses and recommendations to others within the organization. (Linked to MBA’s Learning Goal #3. A, B, and C) 3. Gain experience with the case analysis method as applied to business situations. (Linked to MBA’s Learning Goal #3. C) 4. Gain experience working in teams to solve business problems. (Linked to MBA’s Learning Goal #5. A) Class policies Attendance: You will be expected to attend all classes...
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...handwritten, rather than typed, they must be submitted as photocopies as evidence you have prepared your notes before class. I. Current Situation A. Current Performance (required) How has the organization performed in recent years in terms of return on investment, market share, and profitability? (This section must be based on and present evidence of your conduct of appropriate numerical analyses of the firm’s market and financial performance i.e. ratio analyses and/or change (and percentage change) over time in key market and financial measures over time.) Your task is to conduct analyses and discover possible problems facing the company, not to just present data. What are the organization’s current mission, objectives, strategies and policies? B. Corporate Governance Who are the Board of Directors and what is their level of involvement in strategic management? C. Top Management What person or group constitutes top management? Have they established a systematic approach to strategic management? Are strategic decisions made ethically in a socially responsible manner? Is top management sufficiently skilled to cope with likely future challenges? II. External Environment A. General Environment (required) What general environmental forces are currently affecting both the organization and the industries in which it competes? Which of these forces present future threats or opportunities? Are these forces...
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...MPM TABLE OF CONTENTS I. Chapter 2: Corporate, Business and Mktg. Strat. 1 * Summary 2 * Reaction 4 * Recommendation 5 * Conclusion 6 II. Chapter 3: Marketing and Competitive Space 7 * Summary 8 * Reaction 10 * Recommendation 11 * Conclusion 12 III. Chapter 9: Strategic Brand Management 13 * Summary 14 * Reaction 16 * Recommendation 17 * Conclusion 18 IV. References 19 1 2 SUMMARY Business and marketing strategies are being altered and renewed in a wide range of companies by executives in their efforts to survive and prosper in an increasingly complex and demanding business environment. Choosing high performance strategies in this environment of constant change requires vision, sound strategic logic and commitment. Market-driven organizations develop closely coordinated business and marketing strategies. Executives in many companies are reinventing their business models with the objective of improving their competitive advantage. These changes include altering the market focus, expanding product scope, partnering with other organizations, outsourcing manufacturing and modifying internal structure. Corporate strategies includes: (1) defining the corporate mission and setting objectives, (2) determining strategic business units, and (3) establishing strategy guidelines for long-term strategic planning...
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...International Management Culture, Strategy, and Behavior Ninth Edition Fred Luthans University of Nebraska-Lincoln •Jonathan P. Doh Villanova University Mc Graw Hill Education Table of Contents Part One Environmental Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation...
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...Corporate Strategy Case Study Analysis WHAT IS CASE STUDY ANALYSIS? A case study presents an account of what happened to a business or industry over a number of years. It chronicles the events that managers had to deal with, such as changes in the competitive environment, and charts the managers' response, which usually involved changing the business- or corporate-level strategy. Cases prove valuable in a course for several reasons. First, cases provide you, the student, with experience of organizational problems that you probably have not had the opportunity to experience firsthand. In a relatively short period of time, you will have the chance to appreciate and analyze the problems faced by many different companies and to understand how managers tried to deal with them. Second, cases illustrate what you have learned. The meaning and implication of this information are made clearer when they are applied to case studies. The theory and concepts help reveal what is going on in the companies studied and allow you to evaluate the solutions that specify companies adopted to deal with their problems. Consequently, when you analyze cases, you will be like a detective who, with a set of conceptual tools, probes what happened and what or who was responsible and then marshals the evidence that provides the solution. Top managers enjoy the thrill of testing their problem-solving abilities in the real world. It is important to remember, after all, that no one knows what the right...
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...Management Eli Broad College of Business 632 Bogue Street N475 Michigan State University East Lansing, MI 48824-1032 COURSE DESCRIPTION This course addresses a very fundamental business question: “Why are some firms more successful than others over the long term?” The answer to this important question can be found in the relationship between the organization, its strategy, and its environment. This relationship is complex, uncertain, and always changing. Top managers shape and guide this relationship, making strategic decisions that change the organization's capabilities, shift its position in the environment, and / or lead the firm into a new business. This course is designed to familiarize students with the strategic management process by: * Introducing students to the different aspects of strategic decision-making from a business, corporate, and entrepreneurial perspective (lecture materials) * Exposing students to the complexity and ambiguity of strategic decision-making through the analysis of situations faced by real companies (case studies) * Interpreting (through discussion), and applying (through exercises), fundamental strategic management concepts Prerequisites: MKT 300 Managerial Marketing; SCM 303 Introduction to Supply Chain Management; FI 311 Financial Management; and ITM 309 Business Information Systems. COURSE OVERVIEW Successful management of any enterprise in a global environment requires (1) the thorough...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...that has been written about regularly in marketing magazines or one that students have access to the information via a personal contact. No direct contact is allowed with organisations unless students have a prior personal or professional relationship. All research should otherwise be desk research, observation and educated guesses. Students will be developing the marketing plan in three separate stages: in the stage one students will conduct a research, make an analysis, and prepare a detailed presentation of their findings. In the stage two students will develop a specific marketing strategy and marketing mix and present them in the class. In the stage three, students will write a report. If any of the group members leave the group, the remaining group members must complete the work without any concession and compensation. - Stage 1 Market research and analysis – tutorial presentation and discussion - Stage 2 Marketing strategies and marketing mix – tutorial presentation and discussion - Stage 3 Summary report of stages 1 & 2 Stage 1 The stage 1 concentrates on: 1. Defining the firm’s mission and overall objectives. Any individual product or service must be developed in line with the firms overall mission and objectives. All Body Shop products, for instance, must be environmentally friendly, all 3M products reflect the firms...
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