...superior performance relative to rivals is the ultimate challenge -if a company’s strategies result in superior performance, it is said to have a competitive advantage -Ex: Dell’s strategies produced superior performance from mid-1990s until mid-2000s, as a result, Dell enjoyed competitive advantage over its rivals -How did they achieve competitive advantage? -due to successful pursuit of varying strategies: Direct selling, customization and efficient supply chain mgmt. -enabled company to lower cost structure, charge low prices, gain market share, and become more profitable than its rivals -Dell lost competitive advantage in later half of 2000s HP offered bundled products, needed to find ways to sell to intermediaries & Apple differentiation -first step toward achieving objective is to describe in more detail what superior performance/competitive adv mean and to explain pivotal role that managers play in leading strategy-making process Strategic Leadership: creating competitive adv through effective mgmt. of the strategy-making process -strat-making process is the process by which managers select/implement a set of strategies that ain to achieve a competitive adv Strategy Formulation: selecting strategies based on analysis of an org’s external/internal environment Strategy Implementation: putting strategies into action includes designing, delivering, and supporting products; improving efficiency of ops; designing company’s org structure/control systems Strategic...
Words: 4937 - Pages: 20
...Matching Dell - Case Summary by jaina2004 | studymode.com Matching DELL History: IBM Market Leader in Mainframe –market share 61%, starts PC business in ’81, in 2 yrs market share is 42% IBM Strategy : • Purchase PC components as against manufacturing inhouse (Main frame) • Open Architecture : OS – Microsoft, Microprocessor – Intel , reason, to encourage application developers and enhance Peripheral market • Sales : o Largely corporate clients - thought its huge sales force o Retail clients through value added resellers – handled, installations, configured SW,customer networks and service part of responsibility • Competition : Apple with propriety architecture had 20% market share, Compac enters in ’82, Dell in ’84, • Competitors strategy :: use resellers for large corporate accounts, due to lack of sales force • 1986- IBM moves to propriety architecture with PS/2 line and rejects 386 chip • 1980-90 – PC performace improved and chip price declined, o New technology advancement of 386DX and Pentium II processors were significant o Windows 3.0 launched in 1990, commonly called Wintel architecture o PC Sales declined in 1990 due to US recession • Post 1990 o Demand picks up due to economic growth, and technology like computer Networking, email and WWW. o PC prices decline to less than 499USD, 45.5% of US household owsn PC in 1998 â–ª Modular architecture prevalent for HW and SW, PC differed depending on configuration â–ª Most HW components sourced my numerous companies...
Words: 1511 - Pages: 7
...Find more on www.studymaterial.ca ADMS 2511 MIS Notes Ch 1 – Modern Organization in the Global, Web-Based Environment Management information systems (MIS)- deals with the planning of info tech to help people perform tasks related to info processing and management Information technology (IT)- any computer-based tool used with info to support the needs of an org Importance of Planning for IT -a new info system can apply to the whole org, or a specific area of the org Application portfolios- are groups of new system proposals (apps that have to be added/modified) IT Planning -begins with an organizational strategic plan -states the firm’s mission, goals, and steps to reach those goals -IT architecture describes the way an org’s info resources should be used to accomplish its mission -includes both technical (hardware operating systems) and managerial aspects (managing the IT dpt, how area managers will be involved) IT strategic plan- LT goals that describe the IT infrastructure and major IT initiatives to achieve the organization’s goals -it must meet three main objectives: -must be aligned with the org’s strategic plan -must provide for an IT architecture that networks users, apps, and databases -must efficiently allocate IS resources among different projects so they can all be completed on time, within budget, and function properly IT steering committee- composed of managers/staff who rep diff organizational units -they establish IT priorities...
Words: 24496 - Pages: 98
...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
Words: 25500 - Pages: 102
...MAJoR ITSDI ASSIGNMENT MARRIOTT HOTEL | Group 11 Section –‘X’ | MAJoR ITSDI ASSIGNMENT MARRIOTT HOTEL | Group 11 Section –‘X’ | XAVIER INSTITUTE OF MANAGEMENT,BHUBANESWAR XAVIER INSTITUTE OF MANAGEMENT,BHUBANESWAR MAJOR ITSDI ASSIGNMENT MARRIOTT HOTEL Contents EXECUTIVE SUMMARY 3 Industry Analysis 7 OLC (Organization life cycle): 9 FUNCTIONS 12 APPLICATION INTEGRATION 18 Technological Integration 19 DEPARTMENT SCORECARD 29 CHANGE MANAGEMENT FOR CLOUD STRATEGY 35 Managerial Implication for cloud Strategy (what does the cloud strategy mean for stakeholders) 43 RISK MANAGEMENT 44 CONCLUSION: 45 EXECUTIVE SUMMARY Hotel industry is an essential part of tourism. Expansion of hotel industry inevitably depends on the development of tourism which in turn is responsible for around 40-45% forex earning. Recently initiatives have been taken to boost travel and tourism by the Government. Marriott Hotels: Complete brand portfolio is the most important strategy for Marriott. The company operates in five business segments with each segment having several brands targeting different customer bases (luxury, upper moderate, moderate and lower moderate). This gives it high brand recognition and diversified revenue resources. IT in Marriott (Real Scenario): IT solutions are a large way to...
Words: 8852 - Pages: 36
...Why Google Employees Quit In 2008 Google HR set up a private Google Group to ask former employees why they left the company. We’ve been forwarded what appears to be authentic posts to the thread by a number of ex-Googlers, which we reprint below minus identifying information other than their first names. The thread shows a brutal honesty about what it’s like to work at Google, at least from the point of view of employees who were unhappy enough to resign. Top amongst the complaints is low pay relative to what they could earn elsewhere, and disappearing fringe benefits seemed to elevate the concern. Other popular gripes – too much bureaucracy, poor management, poor mentoring, and a hiring process that took months. A few of the posts are more positive, and frankly there isn’t a whole lot here that you don’t see in other big companies. One message stands out though in most of the posts – employees thought they were entering the promised land when they joined Google, and most of them were disappointed. Some of them wondered if it meant they were somehow lacking. One person sums it all up nicely: Those of us who failed to thrive at Google are faced with some pretty serious questions about ourselves. Just seeing that other people ran into the same issues is a huge relief. Google is supposed to be some kind of Nirvana, so if you can’t be happy there how will you ever be happy? It’s supposed to be the ultimate font of technical resources, so if you can’t be productive there how will you...
Words: 4547 - Pages: 19
...CHAPTER ONE – BUSINESS ORGANIZATION AND ENVIRONMENT Unit 1.1 – Nature of Business Activity • A business is a decision-making organization that uses inputs to produce goods and/or services Inputs: resources used in the production process Outputs/products include: Goods: physical, tangible products Services: intangible products Exist to satisfy the needs (basic necessities) or wants (desires) of people, organizations and governments Important to have clearly defined functions/processes Ex. human resources, production, marketing and finance Customers: people/organizations that buy the product Consumers: those who use the product Consumer goods: sold to the general public and can be split into: Consumer durables: products that last a long time Non-durables: products that needs to be consumed very shortly after purchase Capital goods: purchased by other businesses Added value: difference b/w the value of inputs and the value of outputs Allows a business to sell its products for more than production cost (leads to profit) Comes in the form of: Speed/quality, prestige, brand image, feel-good factor, perceived value, inability to achieve cheaper products elsewhere Opportunity cost: best alternative decision that is foregone when making a decision Leads to rational decision making Choose options that will generate the highest valued benefits to the business Role of profit: Acts as incentive to produce Acts as the reward for risk takers Encourages innovation...
Words: 30408 - Pages: 122
...MERGERS & ACQUISITIONS INTRODUCTION Why merge? Why sell? A division of a company might no longer fit into larger corp’s plans, so corp sells division Infighting between owners of corp. Sell and split proceeds Incompetent management or ownership Need money Business is declining (e.g. a buggywhip company) Industry-specific conditions Economies of scale BASIC DEFINITIONS: MERGER: Owners of separate, roughly equal sized firms pool their interests in a single firm. Surviving firm takes on the assets and liabilities of the selling firm. PURCHASE: Purchasing firm pays for all the assets or all the stock of the selling firm. Distinction between a purchase and a merger depends on the final position of the shareholders of the constituent firms. TAKEOVER: A stock purchase offer in which the acquiring firm buys a controlling block of stock in the target. This enables purchasers to elect the board of directors. Both hostile and friendly takeovers exist. FREEZE-OUTS (also SQUEEZE-OUTS or CASH-OUTS): Transactions that eliminate minority SH interests. HORIZONTAL MERGERS: Mergers between competitors. This may create monopolies. Government responds by enacting Sherman Act and Clayton Act VERTICAL MERGERS: Mergers between companies which operate at different phases of production (e.g. GM merger with Fisher Auto Body.) Vertical mergers prevents a company from being held up by a supplier or consumer of goods. LEVERAGED BUYOUTS (LBOs): A private...
Words: 28532 - Pages: 115
...process assets Project & product life cycles Stakeholders Organizational structures & influences Segment 1 questions......................................................................... 22 Segment 2. The Gospel According to PMBOK® Guide (Includes PMBOK® Guide Chapter 3) ........................................................................................................... 27 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 PMBOK® Guide Organization Initiation processes Planning processes Execution processes Monitoring & controlling processes Closing processes Course Guide Exercise: Memorize the process matrix ............................................... 46 Project Assessment 3.1.1 Benefit Measurement Methods 3.1.1.1 Life Cycle Costing & Net Present Value 3.1.1.2 Internal Rate of Return Develop Project Charter (PMBOK® Guide 4.1) 3.2.1 The project Statement of Work and Business Case 3.2.2 The Project Charter Identify Stakeholders (PMBOK® Guide 10.1) 3.3.1 Stakeholder analysis 3.3.2 Stakeholder Analysis Matrix 3.3.3 Segment 3 questions......................................................................... 72 Segment 3. Project...
Words: 67153 - Pages: 269
...output Cannot High Short Labor intense Not easily measured Core Process (within the Supply Chain) ! Set of activities delivering value to external customers 1. Supplier Relationship Process ! selects suppliers & facilitates flow of items into firm 2. New Service/Product Development Process ! designs & develops new S/P received from inputs received from ext customer specifications or from mkt in general (through Customer Rltnshp Process) ! 1! 3. Order Fulfillment Process ! activities required to produce and deliver S/P to external customer 4. Customer Relationship Process ! identifies, attracts & builds rltnshp with customer & facilitates placement of orders • • Support Process ! provides vital resources & inputs to core process (e.g. Info System, budgeting, evaluation & compensation) Operations Strategy ! operations implement firms corporate strategy & help build customer driven firm Corporate Strategy •...
Words: 12516 - Pages: 51
...Cisco’s Supplier Ethics Policy 40 Introduction The purpose of this paper is to see how a Cisco integrates their ethical and socially responsible practices into their business. The paper will look at the company background, and history. It will then analyze the ethical strategy of the company by reviewing the stated ethical strategy, statements and documents that support that strategy and how the strategy impacts the major stakeholders of the company. An examination of how Cisco institutionalizes their ethics strategy into the company. An evaluation of the corporate environmental management and the crisis management policy will be followed by overall evaluation, conclusion and recommendations to Cisco based on what I have learnt in MGMT 567, Social and Ethical issues in Business. Background Information Cisco Systems, Incorporated is currently the worldwide leader in networking for the internet (Cisco Fact Sheet)....
Words: 11516 - Pages: 47
...9-802-141 REV: MAY 7, 2003 FELDA HARDYMON JOSH LERNER ANN LEAMON Endeca Technologies (A) On September 4, 2001, Steve Papa, CEO and founder of Endeca Technologies, could hear a construction worker nailing a “Commercial Real Estate Available” sign to a building across the street from his Cambridge, MA office. This had become routine, as hundreds of early stage technology companies failed to raise additional growth capital. The words of his Vice President of Marketing, Steve Sayre, warred with the sound of the construction. “I know the board is actively working on the C round,” Sayre said. “We’d better get this funding closed; I don’t think the NASDAQ is going to hold up.” Papa knew that his CFO shared Sayre’s concerns. To an even greater extent, so did he (see Exhibit 1 for NASDAQ values), because not only had the NASDAQ fallen, but so had the number of venture deals and the amount of money invested in them (see Exhibit 2). That afternoon, he and the board of his infrastructure software firm would have to decide between two term sheets, both raising $18 million but with very different impacts on the company’s current owners and customers, and on the way the company would be governed. One was an insider-led round at 98.5¢ per share that brought in a major potential customer; the other, which had arrived in the last 48 hours, was priced at $1.25 per share and had a new lead investor, but was likely to exclude the customer. Making the situation more awkward, Papa had verbally...
Words: 11079 - Pages: 45
...CHAPTER 1 – STRATEGIC MANAGEMENT STRATEGY Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the tactical level with a short time horizon iv. Position: the location of an organization relative to its competitors and other environmental factors v. Perspective: gestalt or personality of the organization HR Planning Notebook 1.1 – Description of Strategy Strategy: declaration of intent (considered as both plan and purpose) Strategic Intent: tangible corporate goal; point of view about the competitive positions a company hopes to build over a decade Strategy Formulation: entire process of conceptualizing the mission of an organization, identifying the strategy, and developing long-range performance goals Strategy Implementation: activities that ees and managers of an organization undertake to enact the strategic plan and achieve the performance goals Objectives: the end, the goals Plans: product of strategy, the means to the end Strategic Plan: written statement that outlines the future goals of an organization...
Words: 19138 - Pages: 77
...TOP 40 2011 Edition CRM SOFTWARE VENDORS REVEALED Profiles of the Leading CRM Software Vendors For more information, visit Business-Software.com/CRM CRM Solutions For businesses of all sizes, acquiring, retaining, and supporting customers is more challenging than ever before. Activities that were already complex have become highlycomplicated, multi-faceted workflows and procedures that are difficult to coordinate, track and manage. Marketing teams must plan and develop an increasing number of sophisticated campaigns, and deliver them through multiple mediums. Sales reps must follow-up on hundreds of new leads, while juggling existing sales cycles. Support staff must rapidly resolve a growing volume of customer problems and issues. And, management must oversee customer-facing operations across all departments, and ensure that all client interactions are handled in a responsive and professional manner. Customer relationship management (CRM) systems has emerged as a way for businesses to streamline customer-related processes across functional areas, increase the efficiency and effectiveness of customer transactions at all levels, and optimize service quality at each touch-point. Within the CRM world, there are many types of solutions, each having their own flavor, and each meeting different business needs. What is Enterprise CRM? Enterprise customer relationship management is a family of tightly-integrated applications that span both front- and back-office operations...
Words: 24494 - Pages: 98
...Sustainable Infrastructure Design by Lewis Curtis A comprehensive understanding of environmental sustainability needs for IT infrastructure system design. 2 Green Maturity Model for Virtualization by Kevin Francis and Peter Richardson The authors present a study on the maturity of virtualization practices and offer a sustainability roadmap for organizations planning a green agenda. 9 Application Patterns for Green IT by Dan Rogers and Ulrich Homann A complete analysis on power-efficient applications design, considering tools that help the architect achieve scalability without deriving in energy waste. 16 Architecture Journal Profile: Udi Dahan For this issue’s interview, we catch up with Udi Dahan, noted expert on SOA and .NET development, and four-time Microsoft MVP. 22 Profiling Energy Usage for Efficient Consumption by Rajesh Chheda, Dan Shookowsky, Steve Stefanovich, and Joe Toscano This article suggests that tracking energy consumption at every level will become the factor of success for green architecture practitioners. 24 Project Genome: Wireless Sensor Network for Data Center Cooling by Jie Liu, Feng Zhao, Jeff O’Reilly, Amaya Souarez, Michael Manos, Chieh-Jan Mike Liang, and Andreas Terzis Learn about a research project on an interesting adaptive cooling technique. 28 Green...
Words: 29810 - Pages: 120
