...GROUP TASK MARKETING MANAGEMENT Reinventing Ericsson Oleh: A Ademulia Djufri Marchel Tito Risma Siti PWB-23A PROGRAM STUDI MAGISTER MANAJEMEN FAKULTAS EKONOMIKA DAN BISNIS UNIVERSITAS GADJAH MADA 2012 Reinventing Ericsson Ericsson , one of the biggest telecommunication vendor , founded on 1876 by Lars Magnus Ericsson , start his business area on handset and fixed line network. Ericsson business ran well and became a leader in fixed line network. Good research and innovation , by started manufacturing new types of equipment, such as base stations, which carried the first portion of telephone traffic by radio waves instead of wires kept Ericson as leader. Being an end-to-end provider meant that Ericsson also started manufacturing mobile handsets, the company’s first move into consumer products. In 1990s where telecom industry were booming decade specially for GSM systems, Ericsson kept as leader and help 40% of GSM market share. Led by Lars Ramqvist, Ericsson booked nine times revenues in 1998 compare from 1990. Frequent executive changes and lag in the mobile handset business after Ramqvist step down 1998 , but still good in product that produced by good R&D bright forcast new technology in GSM , called 3G , keep made Ericsson growth well. Organization size also growing and bigger as it business by employed almost 107.000. Over-investment that did telecommunication operator , economic downturn, and “dot-com-bubble” , made the...
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...do you think that SIA enables employees to work and deal with one another in a coordination and co-operative way as they work towards the goals of the business? This case study demonstrates how its performs an effective organization management and well training system, as being one of the largest airline company with over 29,000 employees, it extents of well organization make the most effective of resources in human and fiscal resources to achieve its’ organizational goal. How did Singapore Airlines enable employees to understand their role and how it fits into the work organization as a whole (Refer to lecture One: Figure 1.2: Why organization exit) Singapore airline (SIA) has been recognize as a well reputation branding for excellence services quality and financial performance, which are the essential elements integral to SIA’s success. People work together would be more productive and efficient than working along and as result in SIA organization. 1. Increasing specialization and division of Labor, of individuals to concentrate on their expertise, become more specialized and creates value. SIA offers four classes of service – suites, first class, business class and economy class, which specialized the variety tier of customers to deliver its outstanding level of services to their target audiences and leads to customer satisfaction. 2. Using large-scale technology, aircraft investment is one of the biggest investments as a full service airline. The average age...
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...Topic 3 Chapter 5: Planning: The Foundation of Successful Management TOPIC 3 LEARNING OUTCOME TLO 1: To discuss the various types of uncertainties faced by an organization. TLO 2: To discuss the role of planning in handling uncertainties. TLO 3: To discuss the fundamentals of planning. TLO 4: To apply planning skills to set SMART goals and implement Management by Objectives. PLANNING Planning: previously defined as setting goals and deciding how to achieve them Another definition: Planning is coping with uncertainty by formulating future courses of action to achieve specified results. WHY NOT PLAN? Planning requires you to set aside time to do it You may have to make some decisions without a lot of time to plan THE BENEFITS OF PLANNING 1) Planning helps you check on your progress 2) Planning helps you coordinate activities 3) Planning helps you think ahead 4) Above all, planning helps you cope with uncertainty THREE TYPES OF UNCERTAINTY State Uncertainty: when the environment is considered unpredictable. Effect Uncertainty: when the effects of environmental changes are unpredictable. Response Uncertainty: when the consequences of a decision are uncertain. RESPONDING TO UNCERTAINTY Defenders: are experts at producing and selling narrowly defined products and services. Prospectors: focus on developing new markets or services and in seeking out...
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...yming on Aug 4, 2005 ________________________________________ Walmart Marketing Case Study Question # 1 In Customer Intimacy and Other Value Disciplines, Treacy and Wiersema highlight three distinct "paths" or strategies to market leadership. They include operational excellence, customer intimacy, and product leadership. This paper will highlight how Wal-Mart has successfully implemented the operational excellence strategy, as well as consider future initiatives within this strategy that Wal-Mart can still incorporate. The discussion will than focus on the customer intimacy strategy and explain how Wal-mart has also incorporated this strategy in a variety of its operations. The product leadership strategy will also be briefly discussed, however, due to its limited scope in this particular environment, it will not be emphasized. Wal-Mart has effectively implemented an operational excellence strategy in its quest to continually lower costs and deliver products and services with minimal difficulty or inconvenience. Whether it be through reducing costs, through its various relationships and practices with suppliers or controlling energy consumption by monitoring and controlling lights, heat, A/C, etc from their head office or even managing inventory efficiently, Wal-Mart has effectively minimized both variable and fixed costs while also ensuring stock outs are minimized. Wal-Mart has also effectively eliminated (non-value) added production steps as it successfully re-defined...
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...in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment. • BUSINESS FOCUS HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound customer franchises across distinct businesses so as to be the preferred provider of banking services for target retail and wholesale customer segments, and to achieve healthy growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the highest level of ethical standards, professional integrity, corporate governance and regulatory compliance. HDFC Bank's business philosophy is based on four core values - Operational Excellence, Customer Focus,...
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...Purpose of Role My role of the Head of Operations is to ensure that the strategic and business objectives as well as the values are put into practice. In conjunction with other members of staff, it is to ensure that the business operations are delivered in accordance with the strategic objectives. I am responsible for overseeing data entry, payroll, managing the HR function, helping and creating organizational and program budgets in collaboration with the CEO and other team members, and undertaking other miscellaneous tasks as and when they arise. I am responsible for ensuring organizational effectiveness by providing leadership for the organization’s financial functions. I am required to work with the staff team, and contribute to the development and implementation of...
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...In today’s volatile environments, an organization is responsible for developing, practicing, and maintaining both a continuity and disaster recovery plan. Enterprise, organizational, and business continuity plans all have the same roots. These programs shape the methods and actions required to maintain an acceptable level of business function while facing a myriad of operational challenges (Lindros & Tittel, 2014). The variables that create these challenges may in include, but not limited to, environmental disasters, internal mishaps, and political unrest. Nonetheless, a complete enterprise continuity plan (ECP) includes an organizational disaster recovery plan (DRP) for technical systems restoration. A DRP serves to outline the process and procedures needed by an organization’s information technology team when restoring critical technical systems after a crisis (Lindros & Tittel, 2014). The university is hoping to become as a center of academic excellence through a certification presented by the National Security Agency (NSA). With this certification, the school may see the possibility of increased funding from the government and external organizations. Additionally, other designations may include, but not limited to, research awards, the hiring of esteemed faculty members and the increase in enrollment. The organization will have to develop and show the execution of their ECP and DRP, to achieve the NSA certification. To kick this off the school must first assess...
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...INFO3110 Management Meeting 1 Notes Morgan Stanley’s Return on System Noninvestment CASE STUDY 1. Why did Morgan Stanley underinvest in information technology? The CEO at Morgan Stanley clearly miscalculated the market. Purcell felt that the rebound of the economy would be slow following the stock market crash in 2001. In order to survive, he felt that the company needed to concentrate on maximizing profits instead of generating revenue. Given this strategy, he cut costs, jobs, and investments in areas such as information technology. It is also possible at the startup of the company in 1935 or thereafter there was not an importance given to IT development; this culture might have persisted or simply a refelection of management’s perspective as to the need of information technology. 2. Why was the merger with Dean Witter disruptive for the company? Morgan Stanley operates in four segments: Industrial Securities, Asset Management, Retail Brokerage, and Discover (formerly Dean Witter). Despite the merger, the Retail Brokerage group was never accepted as an equal partner by the rest of Morgan Stanley. This was clearly an employee integration problem either because of the employees’ perception or their reality. This division was also not well-integrated with the rest of the company. Former Dean Witter employees claimed that they felt like disrespected outsiders after the merger. The unification of Morgan Stanley and Dean Witter created a digital, cultural, and philosophical...
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...Running head: CLUB IT PART I CLUB IT PART I University of Phoenix BIS 219 March 9, 2011 CLUB IT PART I Even though there are many clubs that offer the same services, the popularity of Club IT will blossom if the management can improve their operational effectiveness. Improving the operational effectiveness will keep the customers happy, keep them coming back, and this will cause the popularity to soar with new customers. “Operational excellence remains a greater imperative than most companies and most executives acknowledge” (Tyndall 1998). Club IT is one of numerous small businesses working to become successful. The owners of Club IT plan to implement information resources to add to the clubs efficiency. They can achieve success by offering something that customer’s desire, effective service. The mission of Club IT is to become very successful and popular by providing quality service. Club IT’s clientele is primarily young adults from the age of twenty-one to the mid forties. Club IT offers a wide array of music to include Hip-hop, Techno, Electronica and music from a MP3 player. Club IT has a schedule of different type of music being played so customers will know what is playing at a given time. Club IT also offers live music with the best new bands. DJ service is offered on different nights with a large variety of music that will appeal to a large age range of clientele. Club IT offers non-alcoholic, beer and wine. A small menu of appetizers, finger...
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...Tyco International Ltd. is global company that provides important products and services to customers in more than 60 countries around the world. Tyco employ more than 100,000 employees worldwide, Tyco is a leading company providing electronic security products and services, fire protection and detection products and services, and valves and controls (Tyco, 2011). The mission and goals of Tyco is providing quality service to its customers by providing new technology solutions, operational excellence, and providing the highest standards of business practices, which will drive Tyco’s long-term growth (Tyco, 2011). Tyco seek to achieve governance; to abide by the highest governance by setting up practices to ensure compliance and accountability. Tyco make sure to fully understand and meet customer’s needs, focus on ways to increase growth, builds on the business reputation and will a company of choice, implement best operating practices, and making sure all financial matters of the company are met. Tyco feels that governance will help the company to put in measures that will encourage staff members to ensure that the integrity of the company shows in the work and the distribution of Tyco products (Tyco, 2011). In order to remain successful Tyco’s must use methods of placing policies within the departments, so that staff members will know what is expected from them. These policies will state the exact task of each staff member to ensure a positive image of the company. Lacking...
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...Siemens Corporate Strategies: A Siemens AG Case Study Jeff Head Loyola University Chicago Foundations of Organization CPST 250 Dr. Marilyn Stocker February 13, 2015 Siemens AG, An Organizational Analysis “Siemens is a global technologies company comprised of 343,000 employees worldwide” (Karczewski, 2014). For the purpose of this paper an analysis of the company will be presented, to include a look at the company mission, human resources, markets, products offered, recent financial performance, and how engineering plays a major role in Siemens AG. Description of the Organization In 2013, Peter Loscher was replaced as CEO of Siemens AG by the current CEO Joe Kaeser. The following year Kaeser presented “Vision 2020”, a comprehensive plan to get the company back on track. This vision provided focus on the company’s path, positioning, culture and strategy. The strategic framework to support the vision centered on the company with four contributing elements: Customer and Business Focus, Governance, Management Model and Ownership Culture. Siemens History and Operations “Siemens was first founded in 1887 and started to expand with mass production and established a branch in Saint Petersburg and London for Russian lines and English lines” (Choudhary, 2013). It increased its production and started producing electrical power, lighting, and other advances after the Industrial Revolution, which enabled it to gain strength. After the end of World War II, it faced expropriation of over...
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...Jenna Jamar Due March 20, 2015 Final Paper 1. Compare Porter’s 3 generic strategies to the 3 value disciplines. Porter’s 3 generic strategies in the book have a few similarities to that of the 3 value disciplines from the paper “Customer Intimacy and Other Value Disciplines”. The generic strategies are overall cost leadership, differentiation, and focus. The value disciplines include operational excellence, customer intimacy, and product leadership. To begin with, I am going to look at overall cost leadership from the 3 generic strategies. This strategy is for a firm who wants to achieve the lowest production and distribution cost so they can undercut the competition. This is actually very similar to the operational excellence of the value disciplines. The value discipline says a firm would want the leanest production level and the highest efficiency to win their customer loyalty and become a leader in their market. These are similar in the effect that they want a low production cost in each strategy and low overhead costs. However, the Harvard Business Review article takes it a step farther to include convenience for their customer. And despite that they both talk about lean production costs, the article does not solely say lowest, the article puts more emphasis on delivering the products the customers want at competitive prices. If a company solely goes for lowest cost like the book’s generic strategy, they could be undercut by a competing firm and could hurt their...
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...Innovation in Entrepreneurial Organizations The nature of entrepreneurial organizations is that they have the capabilities and competencies to create a culture of embedded behaviors that support the constant focus on identifying and subsequently taking advantage of profitable opportunities. In other words, they exist to find and take advantage of opportunities that have the highest potential return. Bateman (2010) states that, “…an entrepreneurial venture has growth and high profitability as primary objectives. Entrepreneurs manage aggressively and develop innovative strategies, practices, and products” (p. 238). Entrepreneurial organizations do this by being willing to try new things, challenge the status quo, and test out new processes. They encourage creativity, risk taking, and continuous learning and improvement. However creativity must then be harnessed and developed by innovation and it takes innovation to turn great ideas into something of value. Thus innovation should be considered fundamental to an entrepreneurial organization’s success. What then is innovation? Bruton (2012) says it well when he concludes that innovation is, “…a process of intentional change made to create value by meeting opportunity and seeking advantage.” (Innovation, para. 1). And although product innovation is a very important aspect of their business, it is only one area that entrepreneurs are interested and excited about. Rasmussen (2013) explains, “The very nature of innovation is changing...
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...consumption! Secondly, as a main force, is that they adapted themselves, however, they did a different approach for the adaptation, even they design new product for new market, they adapted already existent products in order to avoid some expenditures of development. Thirdly, they begin, early, from 1994, to develop common software: SAP, and, in 1995, 14 countries shared the same software! After faced to the issue to set up GLOBE project: They reduced supplier from 600,000 to 170,000! Challenge did it faced In the beginning of 2000, Brabeck had had enough of the internal complexity of the different ERP, software, and data chain, that he took Johnson, in charge of Taiwan Market, to set up new common software, named GLOBE (Global Business Excellence). The objectives are: Launched and set up with, as deadline, end of 2003, GLOBE, into, at leat, 70% of the countries they are settled. To make it, Johnson nominated in each country, a GLOBE manager. Of course, they were some issue, as: - The USA market that got his own software and did not want to let it - As Brabeck said, the customer doesn’t have to feel what happened in the middle office rearrangement. Question 2: What type of global business and systems strategy did Nestlé adopt? Was this strategy appropriate for Nestlé’s business model? Traditionally, Nestlé adopted decentralized strategy that allows local...
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...Andrew J.Mekenna President & CEO: Don Thompson Products: Fast food, hamburgers, chicken, French fries, desserts, soft drinks, coffee, milkshakes, salads, breakfast. Revenue: U.S $27.56 billion (2012) Operating income: U.S $8.60 billion (2012) Net Income: U.S $5.46 billion (2012) Total asset: U.S $35.39 billion (2012) Total equity: U.S $15.29 billion (2012) Employee: 1800000 (2013) It serves 68 million customers daily in 119 countries McDonald’s Type: Public restaurant Founded: May 15, 1940 in San Bemardina and California April 15, 1995 McDonald’s corporation in Des Planines, Illinois Founder: Richard & Maurice McDonald’s founder of McDonald’s Restaurant Ray Kroc McDonald Corporation founder Head Quarter: Oak Broak Illinois No. of location: 34000 worldwide Area served: Worldwide History In 1937, Patrick McDonald’s open “The Airdrome”, a food stand, on Huntington Drive near the Monrovia airport California – Hamburgers was 10cents and all you drink orange juice was 5cents In 1940, his two sons, Maurice and Richard moved the entire building 40 miles east, west 14th and 1398 North E Streets in Bernardino California. The restaurant was renamed as “McDonald’s Bar-B-Q” and served 25 items In 1948, after the McDonald’s brother realized that most of profit came from selling hamburgers, then they closed down their food stand, drive-in to established a simple menu of hamburgers, French fries, soft drinks, apple pie and cheese burgers...
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