...BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations...
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...6. Assessment Tasks Assessment Task 1: Assessment Task Case Study: IKEA: A Long March to the Far East Schedule Week 4 Performance Criteria: Outcomes Assessed 1.1,2.1,2.2, 4.1 Also addresses some elements of required skills and knowledge as shown in the Assessment Matrix Description: From its humble beginning as a small general retail store in a village situated in the south of Sweden, IKEA has grown into the world's largest furniture retailer with 279 stores in 36 countries today. Specialising in furniture and home decoration, IKEA has an annual turnover of 19.8 billion euros (source: IKEA, www.ikea.com, accessed 25/03/2012). The IKEA catalogue is printed in 52 editions with 25 languages, with a global distribution in excess of 160 million copies. IKEA sees the Far Asia as an emerging market still in its infant stage. Its number of retail outlets in Malaysia, Singapore, Taiwan, Beijing, Shanghai and Hong Kong are very small and comprises a mere 3% of the company's total sales. These stores were expected to be more successful in the near future. IKEA's imminent strategic expansion into this region exemplified its ambitions to dominate this emerging market. This Case Study illustrates how IKEA's ventures into China and Japan are laden with unique marketing challenges which it had not encountered before in other international markets. Read the attached case (Case Study: "IKEA: A Long March to the Far East" - Source: Oxford University Press) and ...
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...Retail and Services Marketing CW2: End of Module Assessment - Retail Marketing Plan (Proposal) (Unit 10) This assessment is the culmination of all your work in this module. You are required to draw up a marketing plan (which you are to present to them in the form of a proposal) for a clothing store chain to enter a country of your choice from the following countries: Bangladesh, Canada, Germany or Kenya. In order to present a well-constructed plan you must carry out a thorough evaluation of the client's current retail marketing strategy and that of their competitors, as well as investigating the latest trends and developments within their particular retail sector. The evaluation and proposed plan should be presented as a 'Proposal' for the client's senior marketing team, using the standard 'Proposal' format and presented to your tutor for assessment through the usual channels. A report consisting of 2500 words will be required to support your answer. Notes to Candidates: o The retail marketing plan must focus on one of the following countries: Bangladesh, Canada, Germany or Kenya. o The plan should be based on a country where the branded retailer is not currently present. o Clear focus should be made on the market entry, marketing objectives, marketing programmes, implementation, budget and control. A country analysis comparison is required (to be included in the appendix) to support the choice of country. Clear references and appendices should be used. A report...
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...Milestone One Analysis: Business Case and Discovery of Southwest Airlines Jacqueline L. Gholar GM543-01(1505D) Organizational Diagnosis and Design August 25, 2015 Professor Rebecca Herman Rebecca Herman, Ph.D., MBA, BS. Milestone One Analysis: Business Case and Discovery of Southwest Airlines Introduction Southwest Airlines has a complex organizational structure comprised of several multi-divisional structures. These structures are constructed on increasing horizontal and vertical differentiation, as well as customer relations as a service driven business (Dearinger, R., 2010). Southwest’s business strategy from its launch in 1971 encompassed four core competencies, which are; “the lowest operating costs per plane; an economical point-to-point airport network; a fanatical culture focused on customer service and cost savings, and an ability to keep planes in the air more of the time than its competitors” (Heller, I., 2008). For the past 40 plus years Southwest has exceedingly accomplished these competencies and strategies within a very competitive market, and has outstandingly been recognized as a low cost provider in airfare with frequent service domestically. In 2014, Southwest chose to integrate international flights in its business strategy. In an effort to identify issues and develop solutions for this new integration, clarifying strategic priorities and providing the company’s strengths and weaknesses will aid in supporting the use of the Strategy Canvas...
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...INBM 100’s Project International Strategic Marketing Plan This project will cover all the first semester courses of the International Business Management Program at St. Lawrence College. The students are required to form a group of three and the members should remain unchanged during the semester. Each group is required to choose a new or existing product or service offered by a company headquartered in Canada. STRUCTURE Overview of the Client Identify the various environment of the client • Business environment INBM 102 Henry summarize business and contract law in Canada describe the international regulatory framework INBM 103 Victor recognize the characteristics of a global marketplace How do you need to modify or create products and services designed for the local conditions? How can you build businesses across these global social networks? How can you build consumerism and use social networks to build markets for your products? What is the right balance of your products needed to connect with the market? How can you create the offerings and positioning to reach your youthful markets? How can you grow a large business by thinking small payments, packages, and products? How can you find opportunities in the holes in the infrastructure? How you create the technologies, or ride the technologies, to allow your business to jump with the market? How can you create the distribution networks to reach the market? Is...
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...will require students to gain in depth knowledge about the growth and future of international trade and globalisation. It will enable students to explore and critique specific economic approaches to and perspectives on the environment of international trade and the impact of globalisation. This module will require students to apply appropriate theories and principles to more complex and relatively ambiguous situations and contexts. INTRODUCTION TO THE MODULE Since International Trade and Globalization is a potentially vast topic, this module is selective in what is considered. The focus is on understanding what drives international trade and the consequences of this, and also on understanding the operation and impact of multinational enterprises engaged in international production. LEARNING OUTCOMES Upon successful completion of the module students will be able to: 1. Understand the history of international trade and reflect upon the reasons for and forms of its development, including the role of trading blocks, international institutions and multinational corporations. 2. Analyse the major trends in respect of international trade and evaluate the positive and negative impacts of globalisation. 3. Appraise the impacts on various groups (eg consumers, producers, developing countries) of trade and trade restrictions between countries and blocks. 4. Evaluate the globalisation of international business, for example in respect of market entry methods, and the significance of multi-national...
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...Course Study Guide 2011–12 International Business Management BUSI 1493 [pic] Contents 1. Welcome 3 2. Introduction to the Course 4 2.1 Aims 4 2.2 Learning Outcomes 4 2.2.1 Knowledge and understanding of: 4 2.2.2 Intellectual Skills: 4 2.2.3 Subject practical skills: 5 2.2.4 Transferable skills: 5 2.3 Learning and teaching activities 5 3. Contact Details 5 4. Course Content 6 4.1 Session Reading 20 5. Assessment Details 21 5.1 Summary of assessment 21 5.2 Detailed description of assessment 21 6. Other Details 23 1. Welcome Welcome to the exciting world of International Business Management! In this era of globalization, there are very few companies that can say that they are not part of a global network. Every firm has to think of itself as a global company, if for no other reason than because it has to meet competition from global companies. This changes the entire strategy of the firm. In the future, we expect that all of you will be involved in managerial decision making that will take you beyond the realms of your geographical territory. This course on International Business Management will have the focus on helping you make better international decisions. Aside from the opportunities offered by globalisation, there are also many risks in entering into the global market. This course will attempt to address, in a structured format, the ways and possibilities of addressing...
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...Consultancy, Research and Advisory firm, servicing an international client base and providing ¨ ¨ ¨ ¨ Our Ethos ¨ Insight ¨ Fact ¨ Investigation ¨ Discretion ¨ Intelligence Why Us? Our strong industry expertise, research knowhow and keen local knowledge of business, politics and markets makes us the preferred firm for organisations seeking to understand, compete and grow in Sub-Saharan Africa, with particular focus on Nigeria. O & G maximizes its exclusive relationship with well-placed, high profile political, diplomatic, business and economic contacts to deliver intelligent, informed and reliable facts, faster and better using our robust sources in major corporate establishments and government ministries, agencies, commissions and parestatals in Nigeria. www.oldstoneandgreen.com Geopolitical Risk Analysis Due Diligence Influence and Relationship Mapping Market Entry and Intelligence We are subcontractors to major London and US based risk consultancies and our clients include, global financial institutions, law firms, oil, gas and extractive companies, manufacturers, power and energy providers, retail and professional service firms and high-net-worth individuals. AFRICA FOCUSED 4 LocalKnowledge www.oldstoneandgreen.com WHAT WE DO 5 Our Solution Geopolitical Risk Analysis • Scenario Mapping • Security Analysis and Threat Assessment • Political Due Diligence and Risk Assessment • Country Risk Analysis and Watch • Bespoke Country...
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...Human rights impact Assessment: an INtroduction TABLE OF CONTENTS executive summary3 I. human rights are NOW the business of business4 II. WHAT ARE HUMAN RIGHTS?5 III. WHAT IS AN HRIA FOR? (WHAT GOOD IS IT?)9 IV. WHAt does an hria Add to all of the other studies and assessments?10 V. WHAT IS NEEDED FOR AN HRIA TO BE EFFECTIVE10 VI. EXAMPLE OF HUMAN RIGHTS IMPACT ASSESSMENT12 A. PHASE I: DESKTOP RESEARCH13 B. PHASE iI: FIELD RESEARCH13 C. PHASE IiI: rate impacts14 D. PHASE iV: Feedback16 E. PHASE v: RECOMMENDATIONS AND MONITORING16 APPENDIX I: ACRONYMS17 APPENDIX II: REFERENCES18 Executive Summary The term “Human Rights Impact Assessment” is new. References to human rights are everywhere. It is a topic constantly in the news, in analyses, in the mouths of the activists, academics, and government officials. “Impact assessment” is familiar when describing a study done on the environment, or on public health. But the novel combination of “human rights” and “impact assessment” can surprise and confuse. Human rights are constantly discussed, but rarely defined. Some companies take “human rights” to mean proper use of private security personnel. Some governments use it to mean freedom to protest. Adding to this confusion are new international structures, initiatives and protocols that require companies to conduct human rights impact assessments. When are these to be done? How are they...
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...Chapter 6 1. Discuss why companies “go international,” giving specific reactive and proactive reasons. Companies go international for many reasons, including reactive ones, such as international competition, trade barriers, and customer demands. Proactive reasons include seeking economies of scale, new international markets, resource access, cost savings, and local incentives. Those companies which are proactive in establishing a presence in many countries from their outset are referred to as “Born Globals.” 4. Explain the process of environmental assessment. What are the major international variables to consider in the scanning process? Discuss the levels of environmental monitoring that should be conducted. How well do you think managers conduct environmental assessment? Environmental assessment is the first major way to weighing international strategic. The assessment includes environmental scanning and continuous monitoring to keep abreast of variable around the world that are pertinent to the firm and that have the potential to shape its future by posing new opportunities. Environmental scanning is the process of gathering information and forecasting relevant trends, competitive actions, and circumstances that will affect operations in geographic areas of potential interest. Scanning should focus on the future interests of the firm should cover the following major variables. 6. Discuss the relative advantages of globalization versus regionalization/localization. Advantages...
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...and Public Relations MODULE ASSESSMENT MK4111 International Marketing Management Assignment 1 Part A A Contemporary Issue Format: Essay Participation type: Individual Length: 2,500 words (+/-10%) Value: 50% of the final grade Learning Outcome: 1 & 2 Release Date: October, 2015 Submission date: 11.59pm Monday 4th January 2016 Submit to: Blackboard Return Date: by Monday 27h January 2016 Objectives and Learning Outcomes • For you to demonstrate that you are able to: 1. Critically assess International Marketing Strategy, within the framework of the International Marketing paradigm 2. Collect, analyse and critically review evidence relating to international marketing and to produce soundly reasoned arguments, conclusions and recommendations (Learning Outcome2). Task • Research and write an answer to the following question: Durkin (2013) re-visits the classic paper by Theodore Levitt “Marketing Myopia” from the 1960’s. He suggests that in the digital marketing of today that marketers have lost their way, focusing too narrowly on what the technology can do, rather than on customer needs; thus following a similar pattern to that of the preceding technologies of digital marketing. Marketers risk losing market orientation and building those important relationships with their customers: they should therefore consider wider definitions of their markets determined by a customer focus rather than a narrow technology focus. “Moving beyond just the...
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...R. HOLLENBECK Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between HRM and the Strategic Management Process 75 The Global Challenge 44 Competing through Globalization ...
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...Examination. – Cite a local counterpart or possible similar assessments in the Philippines What is the Malcolm Baldrige National Quality Award? An award given to businesses—manufacturing and service, small and large—and to education and health care organizations that apply and are judged to be outstanding in seven areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. Congress established the award program in 1987 to recognize U.S. organizations for their achievements in quality and performance and to raise awareness about the importance of quality and performance excellence as a competitive edge. The award is not given for specific products or services. Three awards may be given annually in each of these categories: manufacturing, service, small business and, starting in 1999, education and health care. What are the Baldrige criteria? The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance. Seven categories make up the award criteria: 1. Leadership. Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship. 2. Strategic planning. Examines how the organization sets strategic directions and how it determines key action plans. 3. Customer and market focus. Examines how the organization determines requirements and...
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...I did youre full essay answer thank you pls upload it thank you 1. Discuss why companies “go international,” giving specific reactive and proactive reasons. Companies go international for many reasons, including reactive ones, such as international competition, trade barriers, and customer demands. Proactive reasons include seeking economies of scale, new international markets, resource access, cost savings, and local incentives. Those companies which are proactive in establishing a presence in many countries from their outset are referred to as “Born Globals.” 2. Explain the process of environmental assessment. What are the major international variables to consider in the scanning process? Discuss the levels of environmental monitoring that should be conducted. How well do you think managers conduct environmental assessment? Environmental assessment is the first major way to weighing international strategic. The assessment includes environmental scanning and continuous monitoring to keep abreast of variable around the world that are pertinent to the firm and that have the potential to shape its future by posing new opportunities. Environmental scanning is the process of gathering information and forecasting relevant trends, competitive actions, and circumstances that will affect operations in geographic areas of potential interest. Scanning should focus on the future interests of the firm should cover the following major variables. 3. 4. Discuss the...
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...PG0-008 MAY 16, 2011 TEACHING NOTE Grolsch: Growing Globally Case Synopsis Grolsch reassesses its international strategy in light of the company’s recent acquisition by SABMiller, the world’s second largest brewer. Grolsch was the 21st largest global beer brand, sold 51.5% of its volume in international markets, and exported to 70 countries. However, its poor profitability in international markets, four countries alone accounting for two-thirds of foreign sales, and churn of markets and distribution partners raised concerns about the company’s international strategy and execution. Grolsch’s 60 years of history in foreign markets provides a rich backdrop to introduce a range of international strategy topics including: performance assessment, rationale for expansion, market selection, and choice of entry mode. Suggested Assignment Questions 1. Why did Grolsch globalize, and how well has it performed internationally? 2. What are the key elements and limitations of its emphasis on adaptation, in particular? 3. What lessons does Grolsch’s history afford about where to compete? What, specifically, do you think about the MABA process? 4. What lessons does Grolsch’s history suggest about how to compete in the markets targeted— particularly about modes of entry? 5. What other changes would you suggest to Grolsch's historical strategy? 6. Will the merger with SABMiller add value—or will it be a win-lose deal? Teaching Objectives ...
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