...The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Think of the business environment as a series of ecosystems, they urge, with "keystone" companies such as Microsoft and Wal-Mart providing for the health of all who do business with them. What are the best strategies for companies living in these ecosystems? This excerpt focuses on strategies for niche players. The essence of a niche strategy is to achieve specialization by taking explicit advantage of the opportunities provided by the ecosystem while avoiding the kinds of traps that challenge firms in such environments. Our observation of a variety of niche strategies in action highlights a few critical components. Value creation The first driver of an effective niche...
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...HR ineffeciency * PROBLEM AREAS IDENTIFIED 1.With the company’s growing size, the company became more process oriented and started leveraging its experience to perform repeatable projects, employees realized that they were being deprived of creative and technical ingenuity that had been inherent in their work during the initial years. Employees thought the organization was becoming more impersonal and that some of the perks of initial years were being repealed. 2.As the company started scaling up across multiple locations, Infosys articulated the core values it believed in and wanted every employees to adhere to through the acronym “C- LIFE”: customer delight, leadership by example ,integrity & transparency, fairness and pursuit of excellence. They wanted to stick to their core values even when the company was expanding to new territories. 3.The company also showed high employee turnover when it was expanding its operations, which was mainly due to lack of proper communication between the middle/higher level managers and the lower level employees. 4. The introduction of “variable pay” was a great step in the direction of improving performance but it was not properly supported or backed with a good means to support this change. Infosys did not properly communicate the concept to the employees that a section of the employees were sceptical about the company’s intentions. 5. The broad-banding policy that was a leap towards a role based organization...
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...into one experience. This strategy attempts to make the competition irrelevant. Porcini’s Porto creates a new segment outside of the three major segments: fast food, single location full-service restaurants and full-service chain restaurants. Porcini’s “new” approach creates a new uncontested market space (Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne). Any alternative means for a person to eat is Porcini’s competition. Porcini’s experience differentiates in an advantageous way from the three major segments. Porcini’s wireless technology creates a quicker eating experience for the customer that is not available at competitors in full-service restaurant chains. It’s also important that this innovative strategy does not decrease the value of the product/service offered. The project team identified fast food to be the primary competition. Porcini’s quick service is complimented by high quality food, providing a competitive advantage over restaurants in the fast food segment. Porcini’s strategic focus on the employee hiring process and job satisfaction creates a team equipped with the talent and attitude to employ the strategic goals of the business. In order to provide high quality service, Pronto must employ people who can carry out the high...
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...Vision Values Promise Jubliant Our Values * We will carefully select, train and develop our people to be creative and empower them to take decisions, so that they respond to all stakeholders with agility, confidence and teamwork. * We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our stakeholders. * By sharing our knowledge and learning from each other and from the markets we serve, we will continue to surprise our stakeholders with innovative solutions. * With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services. Reliance ------------------------------------------------- Mission * To attain global best practices and become a leading power generating company. * To achieve excellence in project execution, quality, reliability, safety and operational efficiency. * To relentlessly pursue new opportunities, capitalizing on synergies in the power generation sector. * To consistently enhance our competitiveness and deliver profitable growth. * To practice highest standards of corporate governance and be a financially sound company. * To be a responsible corporate citizen nurturing human values and concern for society. * To improve the lives of local community in all our projects. * To be a partner in nation building...
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...1 Analysis of Vision and Mission Strategy Management Contents 1.ICICI BANK ............................................................................................................................................4 Analysis of Vision: ...............................................................................................................................4 2.BANK OF INDIA.....................................................................................................................................4 Analysis of Mission..............................................................................................................................4 3.CANARA BANK......................................................................................................................................4 Analysis of Vision ................................................................................................................................4 Analysis of Mission..............................................................................................................................4 4.GAIL......................................................................................................................................................5 Analysis of Vision ................................................................................................................................5 5.Infosys................................
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...corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful, it must be representative of and integrated into day-to-day corporate activities and corporate performance. ▪ If sustainability is seen only as an attempt to provide effective public relations, it does not create long-term value and can even be a value destroyer. ▪ The key to success is integrating sustainability into business decisions, identifying, measuring, and reporting (both...
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...corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful, it must be representative of and integrated into day-to-day corporate activities and corporate performance. ▪ If sustainability is seen only as an attempt to provide effective public relations, it does not create long-term value and can even be a value destroyer. ▪ The key to success is integrating sustainability into business decisions, identifying, measuring, and reporting (both...
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...deliver results and they can help change the game, I think that is a big achievement for young people. This helps them meet their desires to be challenged in a work environment. There is one more dimension, and that is, in today's workplace, young people come out and they want to do meaningful work. It is about creating companies where you eliminate wasted time, and you eliminate things that do not add value so that people really do spend their time doing things that they feel are valued in the market, valued by them personally, and also valued by your shareholders. You are required to watch the video and take notes. You will post your response to the following question, and then participate with the instructor and your classmates to share insights and opinions. If you need to read what is being said in the video, click here. GB520 Unit 1 DQ Why does senior management often fail to realize the value of human assets versus other organizational assets? An organization’s most useful and vital asset is their employees. Value of human assets is crucial for any organization. The value of human capital of the organization has been long understood by the human resource professionals, who have had difficulty relaying this crucial element in businesses (Oasis Blog, 2010). According to Lumbra (2014), “The real fuel and energy...
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...UPS's Values, Mission, and Strategy Vision : In last year’s annual report, I outlined the four transformative strategies that guide our vision of the future: • Deploying technology-enabled operations • Providing unique and industry-specifi c customer solutions • Expanding our global network • Serving the needs of end consumers around the world UPS made measurable progress on each of these fronts. The growth in e-commerce, coupled with our leading position in fast-growing segments like healthcare, enabled us to generate a 3.9 percent increase in total volume, to 4.27 billion packages during 2013. However, higher demand for lightweight, low yielding solutions, led to a 0.6 percent dip in average revenue per package during 2013. UPS continues to invest heavily in our global network. In November, we completed the expansion of our air hub in Cologne, Germany, which increased capacity there by 70 percent. The Cologne project was part of $500 million in scheduled facility expansions across Europe, Latin America and Asia over a two-year period. Our management team is focused on optimizing the performance of our global network. I believe these investments will enable UPS to build on our reputation for reliability and service. Values: Our Enduring Beliefs • Integrity - It is the core of who we are and all we do • Teamwork - Determined people working together can accomplish anything. • Service - Serving the needs of our customers and communities is central to our success...
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...Theme: There is always going to be information asymmetry between the investors in the public markets and the management inside the company because if everything were out in public, the firm would lose all competitive advantages. To combat this, full and timely disclosure will reduce the adverse selection problem so that markets work better, but adverse selection will never fully disappear. Insights: The fundamental value of a firm will always be larger than the efficient market price of a firm because there is a layer of inside information between the two values. The purpose of financial reporting is to make the publicly available information about the firm increase in order to shrink the gap between the two values. The possibility of adverse selection, insiders profiting off of their insider information at the disadvantage of outside investors, creates estimation risk for investors so they will effectively raise the cost of capital for the firm in order to compensate for this estimation risk. Since the reporting of all inside information is too costly compared to its benefits, the problem of adverse selection will continue to be present. In discussion about full disclosure, we should treat regulation like a “stick” and requires penalties to enforce it. However, the need for regulation will be reduced to the extent that “carrots”, like increased share price and lower cost of capital, begin to motivate full disclosure. These carrot and stick concepts are played out in the...
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...Chapter 2: Success sustaining values Values – Company’s treasure 1. Excellence 2. Innovation 3. Respect 4. Joy 5. Integrity 6. Social profit 7. Teamwork Chapter 3: Leading with values Roles of Value driven leader 1. Articulating the dream – “reason for being”. Company’s aspiration and why are they important. 2. Defining organizational success – define and work towards your dream. 3. Living the values – to do what you believe in. communicating the values at work place. 4. Cultivating leadership – inspired leadership. Existence of middle managers who bring their leadership qualities that sustain success. 5. Asserting values at times of crisis – handling crisis. 6. Challenging the status quo – make things happen. Example Midwest’s CHIP. Perpetual innovation. 7. Encouraging heart – with caring and encouragement leaders uplift the spirits and kindle the energy of people at work who may be wearing down. Chapter 4: Strategic Focus I. A constancy of purpose – Firms benefit from a clear strategy. Core Values (Cant change) -> Core Strategy(rare change) -> Integrated sub strategies (frequent change) -> Execution(continuous change) Core Values – 1. Identify customers 2. Identify purpose 3. Undeserved market segments 4. Serve in superior manner 5. Focus on core strategy Products change, needs don’t! Integrated sub strategies 1. Competitive advantage and sustainable success some from entire...
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...What values appear to be driving the doctors and nurses in the hospitals to treat heart attack patients? From the case study, the eleven hospitals utilize 90 minutes or less to deliver therapy in order to restore blood flow to heart attack patients. The followings are the values that appear to drive the doctors and nurses in the hospitals to treat the heart attack patients: (a) The hospitals are well organized, they have ability to reward high quality performance, and are flexible enough to deal with setbacks. (b) Teamwork is another important value that drives doctors and nurses when treating heart attack patients. This is important because they need to work quickly. (c) All the hospitals shared the same core values, they were committed to reducing delays throughout their process, they provided real-time data feedback to measure success and had innovative protocols and flexibility in refining their protocols. (d) Effective communication and ethics is also critical. Doctors and nurses commit to their profession not only for financial gain, but also because they value human life and want to make a difference in the world by preserving life. They are also sensitive to their patients’ needs. Without these values it would not be feasible for the hospital to maintain their success and reputation of delivering therapy to restore blood flow to heart attack patients in only 90 minutes or less. This huge accomplishment can only be achieved when the foundation and core values of an...
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...Internet marketing strategy of | Intymna.pl | | Ewa Czerechowicz | 2013-06-13 | Content About Intymna.pl 3 Defining values 5 Creating values 7 Communicating values 8 Value delivery 9 Summary 11 About Intymna.pl The company, founded in 2001, is the leader of online lingerie sales in Polish e-commerce. Their offer includes not only underwear, but also: clothing, leather goods, jewelry and cosmetics. Presently Intymna.pl receives over a million visits monthly and fulfils up to 5000 orders every month. Its customers come from 140 countries. The strength of Intymna.pl is its broad range of products, holding brands sold exclusively and high availability of goods which resulted in gaining trust of thousands of satisfied and loyal customers. According to the report E-commerce 2012 it is the third largest online shop in the “fashion” category. It ranked third in this category also in the report of Money.pl, where as many as 60 criteria are taken into account when assessing the polish online shops. The company has for many years been nominated for rankings and competitions, gradually gaining honours and awards, e. g. the main prize in the "Fashion Website Awards 2010" and honourable mention in the editing of the same in 2011, with distinction in Business Wings ranked 2011 in the category of micro-enterprises. The products offered by the company (in particular, own brands) are appreciated by stylists from the biggest Polish media houses, which results...
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...whether these traditional values became more of a liability during the 1990s and early 2000s. Japanese traditional Confucian culture helped Matsushita become a major economic power during the post-war years and through the 1980s. Just as my group-mate Donald has mentioned, Matsushita agreed to take care of its employees for life by providing many benefits, such as subsidized housing, retirement bonuses, and guaranteed lifetime employment. These benefits have been seen as a motivation for employees’ loyalty and commitment to the corporate. Therefore this traditional culture has built up a good industrial relationship in which the employees worked hard and Matsushita reciprocated by fulfilling their needs and wants. However, the prolonged economic slump that began in the 1990s made these commitments difficult to keep. Matsushita was saddled with high expenses and decided to cut the number of employees, in order words, abandon the lifetime employment. And this decision made many employees lose their confidence and loyalty to Matsushita. However, personally speaking, I don’t agree with the saying that traditional culture is a liability for Matsushita at that time. To better understand, I would like to share with you a video clip from Matsushita’s CEO defining about culture. According to Mr. Taylor, culture is dictated by the management team. Culture is the management style and the direction that management supports. Therefore the traditional Confucian value should not be blamed...
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...I want to explain you about Aditya Birla Group, the third largest Indian Multi-National organization. It is head quartered in Mumbai, India. The group consists of 136,000 employees belonging to 42 different nationalities with gross revenue of approximately US $40 billion in the year 2012. This group operates in 36 countries including India. The values of this group were designed to serve its stakeholders. Their mission is to deliver superior value to their customers, shareholders, employees and the society. The terminal values of this group are integrity, commitment, passion, seamlessness and speed. These were mainly concentrated on developing service to their stakeholders, especially the customers. Coming to the instrumental values, they have different rules and conducts for different companies organized by them but all of them were mainly concentrated on providing a pleasant work environment for their employees, which they believe motivates their employees and makes them give their maximum efforts in work. They provide all the facilities to their employees which they want in innovation. The Aditya Birla Group’s CSR- Corporate Social Responsibility has a Centre for Community Initiatives and Rural Development through which they adopted the rural areas around its industries and developing them in all the fields. With regard to their service in development of rural areas, Government of India sharing some funds to them from the Human Development sector of 5 year Plan. All these...
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