...Contents 2 Understanding SWOT Analysis 3 Why use the tool? 3 How to use tool: 3 Strengths: 3 Weaknesses: 3 Opportunities: 3 Threats: 3 Example: 4 Strengths: 4 Weaknesses: 4 Opportunities: 4 Threats: 4 Key points: 4 Case Study-SWOT Analysis Wal-Mart 5 Strengths 5 Weaknesses 5 Opportunities 5 Threats 5 Case Study-SWOT Analysis Starbucks 6 Strengths 6 Weaknesses 6 Opportunities 6 Threats 6 Case Study- SWOT Analysis AT&T 7 Understanding TOWS Matrix 8 Why use the tool? 8 How to use tool: 8 Strengths/Opportunities: 8 Strength/Threats: 8 Weaknesses/Opportunities: 8 Weaknesses/Threats: 8 Case Study- Application of the TOWS Matrix to Volkswagen 9 Weaknesses and Threats (WT) 9 Weaknesses and Opportunities (WO) 9 Strengths and Threats (ST) 9 Strengths and Opportunities (SO) 10 Understanding SWOT Analysis Why use the tool? SWOT Analysis is an effective way of identifying your Strengths and Weaknesses, and of examining the Opportunities and Threats you face. How to use tool: To carry out a SWOT Analysis, write down answers to the following questions. Where appropriate, use similar questions: Strengths: • What advantages do you have? • What do you do well? • What relevant resources do you have access to? • What do other people see as your strengths? Consider this from your own point of view and from the point of view of the people you deal with. Don't be modest. Be realistic. If you are having any difficulty...
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...1. USING THE VALUE CHAIN MODEL, DISCUSS THE WAYS IN WHICH VOLKSWAGEN SOUTH AFRICA, CAN ADD FURTHER VALUE TO THE PRODUCTS AS THEY PASS ALONG THE CHAINS. Micheal Porter’s work is the key reference on value chains and value configuration analysis for competitive advantage. Value chains are created by transforming a set of inputs into more refined outputs. The strategic challenges associated with managing a value chain are related to manufacturing products with the right quality at the lowest possible prices. The ways to reduce costs – or increase value – are primarily found through economies of scale, efficient capacity utilisation, learning effects, product and information flows, and quality measures. Critical drivers of value creation in chains also include the interrelationships between primary activities, on one hand and support activities on the other (Hollensen, 2003:43) Micheal Porter has proposed the value chain as a tool for identifying ways to create more customer value. According to this model, every firm is a synthesis of activities performed to design, produce, market, deliver and support its product (Kotler & Keller, 2006:38). The value chain is a tool for identifying ways to create more customer value. When customers are satisfied and they believe that they are valued and obtain value from the business, they will be loyal to the organization, i.e. they will continue to support the organization. This will lead to the organization gaining a competitive...
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...The VW Scandal, A REVIEW OF THE BUISNESS Contents The VW Scandal, A REVIEW OF THE BUISNESS 1 WHY IS THE VW SCANDAL IMPORTANT TO BUISNESS PRACTITIONERS? 2 What is the relevance of this issue to business operations at present and in the future? 3 How might this impact business? 3 Conclusion on effectiveness of the VW group’s handling of the scandal 4 What other discussions in the press, professional circles and in your own practice relevant to the topic/issue selected 5 References 6 Bibliography 7 WHY IS THE VW SCANDAL IMPORTANT TO BUSINESS PRACTITIONERS? The VW Scandal brings to light the issues with organizational structure, moral and ethical issues within large international companies, A BBC News report outlined business structure: “It's still unclear who knew what and when, although VW must have had a chain of management command that approved fitting cheating devices to its engines, so further departures are likely.” (Russell Hotten October 2015). This issue highlights the importance of business structure as with lack of it in a large company can cause people to take irrational possibly immoral decisions. These decisions have the potential to cause major fallout for the company, Reasons for preforming immoral business activities can vary and (Cowan, R. & Rizzo, M.J. 1995). Have looked into when immoral acts can actually be justified if the outcome is for the greater good for ethnical reasons. In the case of VW, they wanted to become the largest car producer...
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...Ong Shao Bin, Ida 402225489 Ong Shao Bin, Ida 402225489 Strategic management in a global context Porsche Case Study Assignment Strategic management in a global context Porsche Case Study Assignment This essay aim to analyse and identify the importance of having strategy to align the business organizational mission and values with external and fast-paced circumstances so that it can use its competitive approach to react in a timely manner and cater to the circumstances. (Johnson et al, 2008) By using the global automotive industry as a reference, it demonstrate how strategy management is being used to help the business to gain competitive advantage via usage of resources and capabilities. Under the preview of strategic management, managers will have the deep understanding of factors driving the competitions in their line of business to find out whether the business has the potential to bring profits or cause loss in the revenue. By using Porter’s Five Forces analysis, it help the managers to know the level of competitiveness and which forces are contributing to the competitiveness. The five forces are the threat of new competitors, threat of new products’ introduced by rival companies, the power of purchasing by customers, the supplies power and the fierceness of rivals in the industry. (Johnson et al, 2008) For the new competitors to enter global automotive industry, the global automotive industry require extensive capital to develop new products and innovate the...
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...Coursework Assignment: Case Study Analysis of Porsche Table of Contents 1. Introduction 2. Barriers to entry that a new entrant will encounter when entering the global automotive industry 3. Value Chain Analysis for Porsche’s organizational capabilities 4. Porsche Business models 5. Recommendations on future growth options Introduction The case study is aim to using a different frame work to analyse and interpret the Porsche primary and secondary activities in order to find out the company resources and capability for each segment. The resources and capabilities linkage will develop the core competencies for the Company. In further analyse, we will be able to identify competitive advantage which help the Company sustain in the business and its competitors. Barriers to entry that a new entrant will encounter when entering the global automotive industry The global automotive industry is unique and it request high competencies to enter in the industry. The competitive and challenges environment have created numerous of barriers for new entrant to enter the industry. One of the greatest barriers is capital requirement. The capital requirement is extremely high not only purchase physical manufacturing plants, raw materials and distribution, as well as hire and train employees. In order to compete with the industry leaders, the new entrants have to keep up with the latest innovations. Thus, it is involve huge investment in research and development. It is...
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...http://www.scribd.com/doc/52123169/ExMBA-2010-13-33-Beetle-Case-Study - Imp ------------------------------------------------- INTRODUCTION At a time when American¶ were skeptical about the purchase of imported cars, due to lack of availabilityof spare parts and costly repairs, heightening, Germany¶s existing image problem in the market,Volkswagen introduced the Beetle in 1949 which turned out to be a phenomenal success andenvisaged a cult- following by the 60s. However due to factors, such as Deutsche Markappreciation, declining hatchback popularity, new environmental legislations all led to a dramatic declinein the sales of the Volkswagen Beetle. The sales after peaking in 1968, died out completely by 1981.Subsequently with a renewed focus to leverage a no. of value propositions from the old beetle suchas strong heritage value, focus on unique driving experience and delivering German technology atan affordable value, the company decided to re-model the Beetle to incorporate design features such as ±honest, reliable, simple and original to design the New Beetle. After meeting with success throughits initial promotional campaigns, the company¶s marketing manager Vanzura had decided to target theBaby boomers with a proposition aimed at µindulging in nostalgia. While rival companies spent upwardsof 100 million dollars towards promotional budget, Vanzura would have to content with 25% of thetypical budget size, which would further shrink if Vanzura would have to allocate dollars...
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...OPERATIONS MANAGEMENT REPORT ON 1 INDEX * Introduction ………………………………………………………………………………3 * 2 INTRODUCTION COMPANY PROFILE Volkswagen is a manufacturer of passenger and commercial vehicles. The company markets its cars under the following Brands: Volkswagen, Skoda, Bentley, Bugatti, Audi, Seat and Lamborghini. The company is headquartered in Wolfsburg, Germany and employs about 300,100 people. The Group operates 106 production plants in 19 European countries and a further eight countries in the Americas, Asia and Africa. Every weekday, 572,800 employees contribute to produce cars, to keep continuous relationships with customers, suppliers and partners in 153 countries. Volkswagen is a manufacturer of passenger and commercial vehicles. The company’s key products and services include the following: Products: Passenger cars Vans Light trucks Buses Pick ups Campers Brands: Volkswagen Audi SEAT Lamborghini Skoda Bentley Bugatti Some of the company’s data are given below: (* this data is for Volkswagen AG only) Revenues by Geography: Europe, Volkswagen’s largest geographical market, accounted for 44.1% of the total revenues in the fiscal year 2006. Revenues from Europe reached €46,211 million in 2006, an increase of 9.4% over 2005. Germany accounted for 27.2% of the total revenues in the fiscal year 2006. Revenues from Germany reached €28,544 million in 2006, an increase of 10.5% over 2005. North America accounted for...
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...Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfilment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Salvador Barragán, 2005 ii Abstract It has been ten years since the signature of the NAFTA agreement among Canada, U.S., and Mexico. For Mexico, this was a decisive step away from a protectionism model toward a free trade market. One of the main purposes for Mexico in joining NAFTA was to increase the competitiveness of its manufacturing sector, especially the automotive industry. In this paper, Porter’s Diamond Model of national competitiveness and some critiques that attempt to extend the usefulness of the model are analyzed. The Doubled Diamond and the role of MNEs in a host country are both examined through a case study research of the foreign-owned automobile industry in Mexico. The findings of this study show evidence of a broader role of MNEs than in the original framework, as well as the usefulness of the doubled diamond extension to explain alternative sources of competitiveness in early stages of development. iii Acknowledgments The culmination of this thesis can be seen as a successful project. An analogy with Porter’s Model, one of the premises to have a successful industry is to have supporting and related industries. In the case of this thesis is not the exception. There has been...
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...Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based Communicate “seven times seven different ways” to make strategy everyone’s job Personal relevance brings the strategy to life Sustained communication uses different channels to get the message across • Leadership meetings • CEO random visits to employees • Dear Colleague Quarterly Letter in Mellon News • Learning lunches & informal discussions • Intranet • Working groups facilitated by HR • Staff briefings Source: Presented by Jack Klinck, Vice Chairman, Mellon Europe at BSCol European Summit, June 2005 4 VW do Brasil CEO demonstrates commitment to using the strategy map and scorecard as his strategy management system Mr. Thomas Schmall, CEO of Volkswagen do Brasil addressing a management meeting. VW do Brasil creates a robot “Giga” as the brand for the new strategy execution system. GIGA congratulates a visitor to the VWB plant about his understanding of...
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...VW America Case: 1. What is your assessment of the new process for managing priorities at Volkswagen of America? Are the criticisms justified? Is it an improvement over the old process? Beginning with Pischetsrieder’s arrival in 2001, VWAG initiated an unprecedented product-diversification rebirth, globally as well as in the US. A consequence of this strategy required a comprehensive business realignment within VWoA called the “Next Round of Growth” (NRG). NRG clarified two high-level strategic business goals, “Build Brand Customer Loyalty” (number one) and “Improve Vehicle Value” (number two). Somewhere, during this course, I read “the primary function of IT is to support the business’s strategic goals and objectives.” With the newly defined goals within NRG, we see that Dr. Matulovic is doing just that. He is instituting a long overdue process of prioritizing IT projects which are aligned to the goals and objectives of the company. Today we say that this is a basic business fundamental but we need to keep in mind of the timeframe that this is occurring; the 1990s through the early 2000s. In this study we are seeing a company not only undertaking a major product line transition but a company in transition during the emergence of IT technologies. Through all of this and its history I see that VWoA is finally getting it right; aligning their IT priorities with their business goals. As with any new process, criticism and resistance will always be within an organization...
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...editorial commissioning process, whilst analysing what is involved within magazine feature commission. In order to achieve the main objective of gaining a practical feel as well as an analytical view to the tasks and processes involved in a magazine feature commissioning, this report acts as an accompaniment to a case study on ‘Intersection’ magazine, which illustrates and reflects on the role of the editor within the commissioning process. This task involved creating a commissioned feature for the new VW Passat CC, and provided a chance to learn leadership and motivational theories, which are needed for a coherent editorial vision. 2. Terms of Reference The methods of obtaining information for this report will be both primary and secondary research methods. Primary sources include the Intersection case study, focus groups and surveys, and secondary research includes research gathered from reports, textbooks, case studies, and the Internet. 2.0 Methodology This study aims to give an understanding into how an editor’s role within a magazine is of vast importance to the success feature commission. The purpose of this report is to illustrate through a case study and management and motivational theories as to how the role of the editor is changing; how an editors role is extremely varied and multi-skilled and how the editor is involved in every step within the commissioning process. It will look at an explanation of commissioning, the challenges and importance of commissioning...
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...| | | | | | | | | | |ASSIGNMENT | |SEPTEMBER 2015 SEMESTER | | | | | |SUBJECT CODE |: |MPO 601 | |SUBJECT TITLE |: |MANAGING...
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...FCjhANALYZING CHINA’S AUTOMOBILE INDUSTRY COMPETITIVENESS THROUGH PORTER’S DIAMOND MODEL DI WU Bachelor of Management, University of Lethbridge, 2004 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfillment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Di Wu, 2006 (Approval/ Signature page) ii Abstract This paper incorporates Porter’s diamond model to analyze China’s automobile industry. Besides looking at the four determinants of competitiveness in the original model, this study specifically examines the impact of government on industry competitiveness. This study retrieves archival data on multi-measurements used in prior studies. The author incorporates one case study of a Chinese auto firm to illustrate the specific impact of government policy and the responses of auto assemblers and component suppliers. Interviews with experts in auto-related industries are conducted to triangulate the findings. Results show that the Chinese auto industry is still in its early stages of development, whereas product quality and economies of scale of domestic automakers are approaching global standards; thus Chinese auto firms aim at becoming major players in the international market. The government plays an active role in assisting the industry development as the nation transitions from a planned economy to a free...
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...Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy Map / Themes Measures / Targets Initiative Portfolios Funding / Stratex 3 ALIGN THE ORGANIZATION • • • • Business Units Support Units Employees Board of Directors Strategic...
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...Topic 1: Introduction to Change Management Case Study Format for GM Powertrain Develop a history of the company. The case study covered the GM Powertrain Unit of General Motors as it existed in the mid-90’s, and specifically that period (1996 – 1998) when it was managed by Joe Hinrichs. The Division was beset by a variety of issues and resulted in an inability to manage to a budget, and that was problematic to management. Budgetary and ineffective or inefficient functions of the plant occurred due in part from numerous factors including continued use of old machinery, denominator management, i.e., management of human capital by attrition, inappropriate use of incentives, collective bargaining limitations, and a general lack of managerial creativity. These effects were felt throughout the GM organization during the ‘90’s , as a new chairman was installed in a “bloodless coup,” barely four years earlier, when in late October of 1992, John Smale, the chairman of the GM`s executive board, forced GM Chairman John Stempel to resign by issuing a statement that did not give chairman a vote of confidence. "Boardroom Coup At GM, A Chilling Message For U.s. Execs." Mateja, J., and Franklin, S, October 27, 1992. http://articles.chicagotribune.com/1992-10-27/news/9204070415_1_gm-directors-gm-chairman-robert-stempel-john-smale Things appeared to be looking up as a take charge guy in John (Jack) Smith assumed the position of CEO in November of 1992, and eventually Chairman in 1996. ...
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