...PATTIES FOOD LTD Module 1: INTRODUCTION TO STRATEGY AND LEADERSHIP Key questions Concepts/Models/approaches that can be used to answer the key questions: Applicability / Case facts support What are the forces behind globalisation Competitive forces 4&20 products to US and halal for Asia Technological forces Social forces AFL Sponsorship Political forces What are the challenges and benefits of globalisation Challenges (competition, distribution, macro-economic, socio-economic, financial, legal, physical, political, socio-cultural, labour, globalisation of Risk) Benefits (cost, timing, learning, arbitrage) What are the ways strategy can be developed? Processual Rational Seems to fit in this situation Evolutionary Systemic Family members on the board could influence cultural values etc. Fuzzy What’s included in a strategy development process and strategic planning? Defining organisational purpose (Where are we going?) External and internal environment analyses (What is the gap between where we are now and where we want to be?) Formulating and implementing strategy(How do we get there? And what are the financial aspects of value creation?) What are the three levels of strategy? Corporate Strategy Framework Business Functional What kinds of leadership style and approaches are there? Situational Transformational Transactional How does ethics and corporate social responsibility influence strategy? The classical view The socio-economic...
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...the particular business fields 2. Linkage Influence Creating synergies by taking advantages of existing relations between business fields 3. Central Functions and Services Avoidance of redundancies by providing cost-efficient centralised services 4. Corporate Development Design of the business portfolio through purchase, sale and restructuring of business fields Business design The totality of how a company selects its costumers, defines and differentiates its offerings, defines the tasks it will perform itself and those it will outsource, configures its resources, goes to market, creates utility for customers, and captures profit. It is the entire system for delivering utility to customers and earning a profit from that activity. Companies may offer products, they may offer technology, but that offering is embedded in a comprehensive system of activities and relationships that represents the company ́ s business design. (A. J. Slywotzky) Business model (central elements?)...
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... * * * * * * * * * * * Operations * * * * * * * * * * * * * * * * * * * * * * * * Finance * * * * Economics Personnel Management | HRM | HRD | Compensation | Job Analysis | Performance Management | Competency Based Assessment | Training & Development | Participative Management | Employee Relationship Management | Career Development | Talent Management | Employee Engagement | Knowledge Management | Employee Retention | Social Entrepreneurship | | Human Resource Management | * * H R Management - Introduction * Importance of HRM * Scope of HRM * Various Processes in HRM * Management of Contractors * Performance Management * Hiring Strategies * Retention Strategies * Strategic HRM * Global HRM * Personnel Management vs HRM * Managing Employee Performance * Performance Appraisal Process * Performance Appraisal Interview * Managing Employee Relations * Employee Rewards and Recognition * Variable Pay * Diversity in Organizations * Managing Workforce Diversity * Workplace Health and Safety * Workplace Safety Programs * OSHA Safety Manual * HR Challenges * Employee Separation Process * | Difference between Personnel Management & HRM inShare2 ...
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...Abstract When identifying risks to the organisation and assigning resources, it is imperative that organisation understand the consequence of the risk eventuating so that risk treatment can be prioritised. Such prioritisation can only occur when risks are rated and prioritised based on an international standard that utilises consequence for determining risk ratings. While the crime triangle allows for the rating of risk, it does not take consequence into consideration as ISO31000 does. Where the organisation is able to understand how they will be adversely affected by negative risks, there will be a higher level of co-operation to assign resources. Where the consequence is only portrayed in a technical manner and not in line with the organisations strategy and business objective, there will more reluctance to support risk treatment. Organisations must utilise an Enterprise Risk Model that allows for scalability and organisational wide understanding and co-operation. Such a model should be developed enterprise wide and further more adapted for the identification of different types of risks, such as security risks. ISO31000 better suits such a requirement in comparison to the crime triangle that specifics risks as crime. It is imperative to understand that risks are not always perceived as crimes and utilise a model that allows for this. Risks are often guided by uncertainty and it is imperative for organisation to utilise as much information relating to the risk as possible...
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...Organisational behaviour Module Code: SID: Date: Word count: MOD001120 3064 1 1.1 1.2 1.3 Introduction .................................................................................................... 3 Context....................................................................................................................................................... 3 Purpose of studying this topic ......................................................................................................... 3 Aims and objectives of assignment................................................................................................ 3 2 3 3.1 3.2 Methodology .................................................................................................. 4 Case description .............................................................................................. 5 Description of #company# ............................................................................................................... 5 Context....................................................................................................................................................... 5 4 4.1 4.2 4.3 4.4 Literature review............................................................................................. 6 Context..........................................................................................................................................................
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...introduction to arts marketing and as a practical guide for artists and organisations working with very limited resources. Further information and advice on any of the topics covered in this guide or any other issue related to arts marketing, training, audience profiling, research or regional support networks are available from South West Arts Marketing on 0117-927 6936. South West Arts Marketing is an independent agency established to add value to arts marketing activity in the South West by providing strategic services and support to artists and arts organisations wishing to increase and broaden their arts audiences. For further information about the range of support and services available contact: South West Arts Marketing St Nicholas Church St Nicholas Street Bristol BS1 1UE Tel: Fax: e-mail: 0117-927 6936/41 0117-927 6936 info@swam.org.uk South West Arts Marketing is funded by South West Arts, Bristol City Council and Arts Council of England. STRATEGIC MARKETING PLANNING What is Marketing? To be successful, an organisation must constantly try to match its own capabilities to the needs of its customers both current and potential as well as all of its stakeholders. Over the years marketing has been defined in many ways: “Marketing is the management process which identifies, anticipates and supplies customer r equirements” Malcolm McDonald “A co-ordinated process which makes the best use of available resources to present a product proposition to a target market in order to achieve...
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...| How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | | How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | Contents 1. Introduction 2 2. Change models & their effectiveness to Human Resource Management and Organisational Change 3 2.1. Stage 1: Unfreeze 4 2.2. Stage 2: Transition 6 2.3. Stage 3: Refreeze 7 3. Conclusion & Recommendation 7 4. References 8 1. Introduction To begin with an in depth explanation and definition of organisational change, it a process that has been developed over the years in terms of discovering the best techniques to implement at different stages of a company’s life; an important issue that every firm must constantly adopt in order to maintain competitiveness and efficiency. As a result of the ongoing external changes in its environment, whether at the strategic or operational level, companies must act accordingly in response to changes in taste, a crisis or whether the change was triggered by a leader within the organisation with motives to improve efficiency (Moran and Brightman, 2001: 111; Burnes, 2004; Hayes 2014). Change models are used as a means of making the necessary changes to an organisation’s development as effective...
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...the five priorities, namely, leadership development, diversity, employee engagement, learning and development, and succession planning. Talent Management is defined differently by a number of individuals, some regard talent management as the proven practice of using interconnected human resource processes to provide a simple fundamental benefit for any organization[Taleo n.d.], simplistically it is ensuring that capability matches organisational commitments. It should be noted that talent management should be an integrated process. This integration would ensure that an organization has a continuous supply of highly productive individuals doing the right job, at the right time and towards a common purpose. The goal of the talent management process is to increase the overall workforce productivity through improved attraction, retention, and utilization of talent. The talent management strategy is superior not just because it focuses on productivity, but also because it is forward looking and proactive, which means that the organization is continuously seeking out talent and opportunities to better utilize that talent [Rice, A (2010)] to meet growing consumer demands. Many organisations place talent management as one of their key priorities primarily because they recognise that an effective talent management and developmental strategy can aid significantly in gaining a considerable competitive advantage. City lodge’s talent management strategy...
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...Executive Summary Nokia’s reign as the world’s biggest seller of mobile telephones is under serious threat from its competitors such Apple and the introduction of new Android based mobile phones. The company fell short in the smartphone era and its position as the number-one phone seller in the global market is under threat. The case study provides a brief analysis of what transpired at Nokia and how the strategy implemented by the management team from the period of the 1990s up to the 2010 led to the company losing its market shares at both ends of the mobile phone industry. During the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business activities. In 1992 a new group chief executive, Jorma Ollila was appointed. Jorma Ollila’s mission was to formulate a strategy that was going to rescue the company from its losses, into a profitable organisation. The report focus on Nokia’s reason to select one area of development out of four, the significance of the introduction of new Android software for Nokia’s chosen strategy and the importance of management teams to strategic choice. In dealing with the first section on the study case , the author analysed the three elements of the strategy context used by the management team and then discussed strategic risks associated with focusing on the single development area out of four. Lynch (2012:421) defines strategy context as being concerned with the circumstances surrounding and influencing the...
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...TRIMESTER 3 2015 Individual buying behaviour vs Group buying behaviour ASSIGNMENT 1 ROBIN KARUMBA STUDENT ID: 18331141 WORD COUNT: 1450 EXCLUDING REFERENCE Introduction The consumer buying behaviour varies from one customer to another. (Graves 2013) states that it is difficult understanding human emotions effect on the buying decision process yet because we humans have very similar neural wiring we tend to make similar mistakes what he calls ‘mind gap’. This is what leads us to walk out of a shop believing we bought what we wanted. This study will attempt to understand behavioural difference between individuals and group consumers based on influence from various environmental factors. This raises the need for consumer behaviour analysis using a nominated product buying decision process. In this research I’ll use my past experience in the purchase of a laptop for university purpose and a large quantity of laptops for an organisation I worked for. This document this will be categorised into individual and Organisation buying decision process The Individual Analysis * Understanding the customer: influences Personal and Social To get an accurate individual analysis, it is important to understand the consumer demographics and background that influences the decision process. The Organisation * Understanding the customer: influences Buy class and product type The organisation is a multinational food and beverage industry operating in east and south of Africa. ...
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...The Global Conference for Wikimedia 6 - 10 August 2014 · London Find out more [ Help with translations! ] Industrial market segmentation From Wikipedia, the free encyclopedia Jump to: navigation, search Industrial market segmentation is a scheme for categorizing industrial and business customers to guide strategic and tactical decision-making, especially in sales and marketing. While government agencies and industry associations use standardized segmentation schemes for statistical surveys, most businesses create their own segmentation scheme to meet their particular needs. While similar to consumer market segmentation, segmenting industrial markets is different and more challenging because of greater complexity in buying processes, buying criteria, and the complexity of industrial products and services themselves. Further complications include role of financing, contracting, and complementary products/services. The goal for every industrial market segmentation scheme is to identify the most significant differences among current and potential customers that will influence their purchase decisions or buying behavior, while keeping the scheme as simple as possible (Occam's Razor). This will allow the industrial marketer to differentiate their prices, programs, or solutions for maximum competitive advantage. Webster describes segmentation variables as “customer characteristics that relate to some important difference in customer response to marketing effort”. (Webster, 2003)[1]...
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...photography films. Kodak were well-known in developing photographic products and the company has developed most of the components of digital photography, nevertheless the effort has lead to a severe impact on the company business. Question 1 What is your analysis of what has gone wrong so far? In the recent years, Kodak has undertaken a transformation from being the traditional film business to a new digital photography business but the effort was not acceptable which lead to sales decline in the United States ("TECHNOLOGY; Advice to Help Kodak" 2004). It is said that, by recruiting in two CEOs from different industries was not a good idea for Kodak (Rise and Fall 2014). Kodak thought that, the CEOs from a dissimilar industry would present in new ideas which might help Kodak to maintain its position in the industry and also to make profits (Rise and Fall 2014). Based on the case study, Kodak had borrowed some amount of money just to finance the purchase of Sterling Drug, Inc,. Kodak has bought Sterling Drug, Inc,. for $5.1 billion (How Kodak Failed 2012). The reason was because Kodak believed that the company was into the chemical business which was an important part for Kodak to be a photography company (How Kodak Failed 2012). Later on, Kodak realised that photo paper that was treated chemically was not the same as the hormonal agents and cardiovascular drugs...
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...should give customers what they want Nonsense * Exchange is about comprise from both the firm and the consumer * If not -> no exchange * If not -> changement of partner However, the firm can also have technical limits and not being able to reach consumer expectation. That’s why exchanges will be based on the nature of the firm. (short term) The Marketing concept vision is that the firm to deliver a product has only to understand the consumer. Firms are flexible and can adapt them to customers’ requirements. It is true when speaking about pricing and promotion modification needed, less when it touches the product channel. However, it leads to marketing strategy decisions. The relationship between firms and the environment: 3 operating modes: * Firms cannot adapt to the environment – Environmental Strategy * Strong inertial forces constraining change: cultural, technological… * The firm will perish * Firms adapt to the environment – Learning Model * The firm has no barriers to change and is infinitely flexible * The firm will survive * Firms can change their environment - Proactive model * Interaction between firms and their environment impact it… * … however, this approach is going beyond such interaction to create major and explicit change * The firm will survive In practice, the three mode are present in all firms but through which aspect? Which parts are immutable, adaptable and...
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...•Salespersons •Customers •Competition 3 External Strategic Management Audit - The macro environment Scanning (PESTEL analyses, Scenarios) - Industry or Sector Analysis (5 forces, industry/product life cycle) - Competitors scanning (Strategic Group Map, CPM) - The Organization responses (EFEM) 4 2 Layers of the business environment 5 Key Aspects of PESTEL Analysis • Not just a list of influences • Need to understand key drivers of change • Drivers of change have differential impact on industries, markets, and organisations • Focus is on future impact of environmental factors • Combined effect of some of the factors likely to be most important 6 3 Macroenvironment – PESTEL (1) 7 Microenvironment – PEST(EL) Political Economic • Government stability (+) • Taxation policy (+) • Foreign trade regulations (+) • Social welfare policies (-) • Business cycles (-) • GNP trends (-) • Interest rates (--) • Inflation (+) • Unemployment (-) 8 4 Microenvironment – PEST(EL) Socio-cultural Technological • Population demographics (-) • Income distribution (+) • Social mobility (-) • Lifestyle changes (+) • Attitudes to work and leisure (+) • Consumerism (+) • Levels of education (-) • Government spending on research (-) • Government and industry focus on technological effort (-) • New...
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...Managing Supplier Integration into Product Development: A Literature Review and Conceptual Model Finn Wynstra and Ferrie van Echtelt Eindhoven Centre for Innovation Studies/Institute for Purchasing & Supply Development, Eindhoven University of Technology, PO Box 513 - 5600 MB Eindhoven, Netherlands Tel. +31 40 2473841, Fax +31 40 2465949, j.y.f.wynstra@tm.tue.nl, f.e.a.v.echtelt@tm.tue.nl Abstract This paper presents a critical literature review concerning the effects of involving suppliers in product development, the critical processes underlying the management of this involvement and the potential driving and enabling factors for managing supplier involvement in product development. Together they constitute the building blocks for a ‘input-throughput-output’ model that helps in understanding the crucial elements of how to manage supplier involvement in product development. This model draws on our previous work in this area, but focuses more clearly on the ‘inputs’ and ‘outputs’ of managing supplier involvement. Introduction to managing supplier integration in product development Literature on product innovation has been pervasively trying to distil the key ingredients for company success. Many of the internal and external actors that are involved in product development - and the interfaces between them - have been subjects of research. Especially the interface between R&D on the one side and marketing and customers on the other side has been investigated (Souder and Chakrabarti...
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