...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 economic times when economies are growing, companies can be successful without too much effort. In difficult times...
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...CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major...
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... Question 2 Marketing is continuing to evolve. Identify and explain what in today’s marketplace you consider to be the important elements in the making of quality decisions within the overall marketing planning process. Illustrate your answer with appropriate contemporary examples. Question 3 (a) Identify and briefly explain the key factors and sub-factors that influence consumer behaviour. (b) Discuss the nature and importance of reference groups in the context of consumer buying behaviour. Question 4 Identify and describe the nature of the major elements of the communications mix, and state under which conditions each would be more appropriate. Provide an example of each element. Question 5 Identify the type of information required by a marketing department before a pricing strategy can be agreed, and explain how this information can assist in the formulation of an appropriate pricing strategy. Question 6 Using specific examples by way of explanation what is meant by the following three types...
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...Meeting of the Faculty of Business and Technology Management on January 9th, 2013. ABSTRACT TAMPERE UNIVERSITY OF TECHNOLOGY Master’s Degree Programme in Business and Technology Management DOAN NGOC, HA: Demand creation of online services for B2B and consumer market – Food delivery in Vietnam Master of Science Thesis, 75 pages, 4 appendices (4 pages) January 2013 Major: Industrial management Examiner(s): Professor Olavi Uusitalo Keywords: online service, customer demand, B2B and consumer market, online marketing, food delivery The evolution of the Internet and the dynamic of the economy nowadays have created opportunities for young companies to enter the online market. The source of these opportunities comes from the changes of customer behavior as they get used to the digital world. New Internet-based products and services are created to offer more and more benefits to customers. Interestingly, the dynamic of the market does not only come from the changes of customer behavior but also from the fast development of technology and innovative ideas. Successful products and services even shape the behavior of customer in using Internet. It can listed here the famous examples of Amazon in changing online purchasing behavior of customer or Facebook in changing the way people communicate and connect with each other. This research studies a new business model in online market, a multi-restaurants site which enables customers to order delivery food online. The model studied in this research...
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...following problems. Sample solutions appear below. 1) Identify four problems endemic to the traditional file environment. 2) Define total cost of ownership. Identify nine important cost components. 3) Discuss the various types of personnel required by a technology infrastructure and its attendant information technology services. 4) Identify and briefly describe the five moral dimensions raised by information systems. 5) List three ways in which all organizations are alike. 6) What is a supply chain? What is a supply chain management system? 7) Identify the three main categories of information systems in relation to the groups they serve and the functional areas in which they operate. Which do you believe is most difficult to implement? Why? 8) Describe and discuss the four stages of decision making as outlined by Simon. How does each relate to the use of information systems? 9) "With the Internet, the traditional business model is no longer valid." Describe the traditional business model and how the new business models differ. Do you agree, or disagree with the statement given here? Support your argument. 10) List the four technology trends given by the authors of your text that raise ethical issues. Give an example of an ethical or moral impact connected to each one. 11) Briefly describe Mintzberg's classification of organizations. Provide an example of each. 12) Define each of the following pairs of terms, distinguishing between the members of each pair...
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...should provide the following ) 1.1 Discuss the role of strategic marketing in an organization. For AC1.1, learners need to show that they understand the difference between strategic and tactical marketing. They need to use established models and definitions to develop theirdiscussion. 1.2 Explain the processes involved in strategic marketing. For AC1.2, learners will be expected to understand and explain the processes involved in strategic marketing. This will involve looking at a range of processes and learners may wish to draw on their own experiences in the workplace to amplify their points. 1.3 Evaluate the links between strategic marketing and corporate strategy For AC1.3, learners are expected to understand that the process of strategic marketing does not take place in a vacuum. They will need to show that they can evaluate the links between strategic marketing and corporate strategy and provide examples of those links. 2.1 Assess the value of models used in strategic marketing planning. For AC2.1, learners need to research the models used in strategic planning. They will need to make judgments and assess the value of the models for strategic marketing planning. 2.2 Discuss the links between strategic positioning and marketing tactics. For AC2.2, learners need to understand that when strategic plans are put into operation, dayto-day tactical decisions have to be made. In their discussion, they need to provide examples of how tactics are related to strategic positioning...
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...Analyzing the External Environment of the Firm Chapter 2 1) Because of to minimize or eliminate threats and exploit opportunities, so managers should analyze the external environment 2) This involves a continuous process of environmental scanning and monitoring as well as obtaining competitive intelligence on present and potential rivals. These activities provide valuable inputs for developing forecasts. In addition, many firms use scenario planning to anticipate and respond to volatile and disruptive environmental changes. 3) The general environment consists of factors that can have a dramatic effect on a firm's strategy. Typically, a firm has little ability to predict trends and events in the general environment, and even less ability to control them. We divide the general environment into six segments: demographic, socio-cultural, political/legal, technological, economic, and global. A. THE DEMOGRAPHIC SEGMENT Demographics are the most easily understood and quantifiable elements of the general environment. Demographics include elements such as the aging population, rising or declining affluence, changes in ethnic composition, geographic distribution of the population, and income level disparities. B. THE SOCIOCULTURAL SEGMENT Socio-cultural forces influence the values, beliefs, and lifestyles of a society. Examples include a higher percentage of women in the workforce, dual-income families, increases in the number of temporary workers, greater...
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...Competency means for an organization Core Competence – A unique skill and/or knowledge an organization possesses that gives it an edge over competitors. When resources are valuable, rare, imitable, and organized, they can be viewed as a company’s core competence. Describe what Porter's Five Forces Model is and how it is used in the strategic planning process * Rivalry * The threat of substitutes * Buyer Power * Supplier Power * Barriers to Entry The competitive environment includes rivalry among current competitors and the impact of new entrants, substitute and complementary products, suppliers, and customers, In strategic decision making, Porter’s model is an excellent method to help managers analyze the competitive environment and adapt to or influence the nature of their competition. Explain the components of a SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategies. Managers formulate a strategy that will build on the SWOT analysis to take advantage of available opportunities by capitalizing on the organization’s strengths, neutralizing its weakness, and countering potential threats. Understand the types of corporate strategies that organizations can use and describe them Corporate Strategy - identifies the set of businesses, markets, or industries in which the organization competes and the distribution of resources among those businesses. Concentration Strategy ...
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...Lecture 1 1. I/O Model of above average Returns Introduction: It explains influence of external environment influence on a firm's strategic actions and performance. Assumptions: 1) External environment can leading to AAR. 2) Most firms compete in an industry control similar resources & strategies 3) Resources are highly mobile across firms 4) Decision makers should be rational & act in the firm’s best interests Steps: 1) Study the external environment 2) Locate the industry 3) Identify the industry’s strategy 4) Develop assets & skills on the strategy 5) Using the firm’s strengths in the strategy Conclusion: The I/O model of AAR challenges firms to locate the most attractive industry in which to complete because of the four assumptions. 2. Resource based model Introduction: Explain the unique internal resources & capabilities of a firm 1) Acquire different resources & develop unique capabilities 2) Resources are not mobile across firms 3) The unique resources & capabilities lead to differences in firms’ performance 4) Differences in resources & capabilities is the source of competitive advantage Steps: 1) Identify the firm’s resources 2) Determine the firm’s capabilities 3) Determine the potential of its resources & capabilities in competitive advantage 4) Locate an attractive industry 5) Select a best strategy 3. Vision, Mission Vision is picture of what the firm want to be & achieve [Microsoft: A computer on every desk, running Microsoft...
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...work 10 Plan 13 Analyze and assess 20 Report and recommend 28 Implement 32 Evaluate 33 Determine business and technology context 36 Manage engagement performance, quality and risk 38 Communicate and enable change 40 Appendix 42 Internal audit engagement checklist 43 © Grant Thornton LLP. All rights reserved. Updated August 1, 2012 Internal audit guidebook 2 Introduction What is internal audit? The Institute of Internal Auditors (IIA) defines internal auditing as: Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. (1010) An internal audit objectively assesses the management of risks that a company faces. (2100 series) The aim is to • understand the current state, • assess the current state using appropriate standards and criteria, and • develop findings and recommendations for management and/or the audit committee. An internal audit helps identify voids, shortcomings and inherent risk potential in policies, processes and information technology in times of business stability and change. An internal audit recommends improvements. Objectivity is vital to performing a high-quality internal audit...
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... Financial Analysis and Management Dr. Kamal M. Haddad COURSE OBJECTIVES Fin 423 is designed to develop critical thinking at the individual level, and problem solving competencies at both the individual and group levels. Teamwork and group problem solving are stressed. The course provides a thorough overview of financial analysis, including relevant modern theory and practical applications. Topics include financial statement analysis, financial planning, principles of valuation, capital budgeting, capital structure, and issues in financial policy. The course gives students opportunities to apply financial theory to analyze real life situations in an uncertain environment with an incomplete data set. It is integrative in nature, with special attention to the integration of theory and managerial judgment in the process of making financial decisions. BSBA Goals BSBA students will graduate being Effective Communicators, Critical Thinkers, Able to Analyze Ethical Problems, Global in their perspective, and Knowledgeable about the essentials of business. This class contributes to those goals through its student learning outcomes. LEARNING OBJECTIVES * Use Financial Statements to evaluate firm performance. * Project Financial Statements (B/S, I/S, budgets, etc.). * Use Financial Statements to obtain Cash Flows for the firm and equity holders...
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...|School/Portfolio: |The Business School | | | | |Course Code/ID: |BUMKT 5922 | | | | |Course Title: |Competitive Analysis | | | | |Teaching Location: |Insert teaching location | | | | |Program(s): |Master of Business Administration | | | | |Author: |Campbell Jeffery ...
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...Nationals Module 8 Business Strategy © Resource Development International Consultants Ltd (RDI) All rights reserved. Except as permitted under current legislation, no part of this workbook may be photocopied, stored in a retrieval system, published, adapted, transmitted, recorded or reproduced in any form or by any means, without the prior consent of one of the copyright owners. Initial enquiries should be addressed to RDI Consultants Ltd. The right of RDI as the authors of this workbook has been asserted in accordance with the Copyright, Designs and Patents Act 1988. First published in 2003 for RDI Consultants Ltd RDI Midland Management Centre 1A Brandon Lane Coventry CV3 3RD rdi Business Strategy Contents How to use this workbook Introduction Unit 1 Strategic Planning Introduction Strategic contexts and terminology An evaluation of the strategy framework Differing approaches to strategy The planning process Strategic planning summary References 1.1 1.2 1.18 1.25 1.30 1.36 1.37 Unit 2 Strategy formulation Introduction Environment auditing Assessing current market position Strategic direction The internal audit The formulation of strategy Strategy formulation – summary References 2.1 2.2 2.7 2.24 2.34 2.49 2.52 2.53 Unit 3 Strategic implementation Introduction The realisation of strategic plans to operational reality Resource allocation Review and evaluation Unit summary Module summary References 3.1 3.2 3.14 3.25 3.27 3.28 3.29 rdi How to use this workbook This...
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...ASSIGNMENT 1 BRIEF |Qualification |BTEC Level 5 HND Diploma in Business | |Unit number and title |Unit 1: Business Environment | |Assignment issued | |Assignment due | | |Assessor name | | |Assignment title |Businesses and Their Interactions with National Environment | | | | | |This assignment encourages learners to identify purposes of different types of organization and to | | |investigate the national environment in which businesses operate, which correspond to Learning Outcome 1 and | | |Learning Outcome 2 of the unit/course. | | |Scenario: | | |You have...
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...the new 2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand the businesses they are working in. While we respect and learn lessons from the past, through this qualification we prepare our future members to be focused on the future: driving value; managing performance; understanding how organisations are best led and inspired; and helping to sustain vibrant business and government. We provide a strong grounding in international accounting and...
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