...OUTLINE AND AIMS This course provides the student with an understanding of how international business strategy fits into the organisation and running of a company or multi-company corporation. The course consists of 8x three-hour sessions of lectures and case studies. The aim of the module is to introduce the student to the way in which a firm can achieve sustainable competitive advantage through strategy. LEARNIING OUTCOMES By the end of the course students should be able to (1) understand the concepts of strategic management, (2) evaluate the factors that need to be considered in analysing a firm’s external environment, (3) evaluate the internal core competences of a firm, (4) formulate strategy for the firm, (5) understand the nature of corporate strategy, and (6) understand the nature of international strategy. Additional learning outcomes are specified for each session. COURSE CONTENT The course consists of nine sessions: (1) What is strategy? (2) The Market Positioning Approach (3) The Resource Based View of Strategy (4) The Institution Based View of Strategy (5) Diversifications and Acquisitions (6) Strategic Alliances and Networks (7) International Strategy (8) Globalisation and MNC organisation structures (9) Conclusion The course will be taught over nine sessions of 3hrs, namely a lecture of 2hrs and a seminar of 1hr. The lectures are used to illustrate the key points under each topic as well as real business examples. Seminars will be used...
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...FACULTY OF BUSINESS AND MANAGEMENT ___________________________________________________________________________ BBPS4103 STRATEGIC MANAGEMENT ASSIGNMENT 1 ___________________________________________________________________________ Name: MariammahSuprumaniam Matric number: 820116065716-001 NRIC: 820116-06-5716 Telephone number: 017- 6151 840 E-mail address: sanma_forever@hotmail.com In this assignment I’m going to discuss about three small businesses which differentiate in the aspect of the strategies, Vasu Mini Market, MULTI Restaurant and Evergreen Spa. Firstof all let me start with Vasu Mini Market which nearer to my place, Senawang. The owner of the mini market is Mr. Vasu,even though he is the owner but it is managed by the whole family also can say as smallfamily business. Many customers from far and nearer came to purchase at Vasu Mini Market. The main reason why many customer purchase in Vasu Mini Market even though nearer have many Mini market and supermarket because the prices for many products at Vasu Mini market are even cheaper and reasonable than others nearby. In the statement that given clearly we can defined that Vasu Mini market using cost leadership strategy. Cost leadership is about organizing all your resources around producing goods and services at the lowest cost possible. By having the lowest costs associated with providing your products, you put your business in the unique position of being able to charge your customers the lowest price...
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...MANCHESTER UNITED FOOTBALL CLUB LINXIU ZOU/12422048 17/03/2014 TUTOR: DINUSHA BOTEJU STRM047 STRATEGIC MANAGEMENT 2598 words 1. Introduction Manchester United Football Club (MUFC) is one of the world’s biggest football clubs with more than £363 million in revenues. Facing an intensive competition, the survival and growth of MUFC relies on its core competences in order to obtain competitive advantages in such fierce markets. Being a leader in upscale industry, it stands in a unique position, but still faces competitions from its rivalries. The objective of this study performed a value chain, VIRO framework, Five force, and PEST analysis, identifying the internal and external environment of MUFC, the core competences of MUFC, the strategic directions and the implantation of the key strategies, the objective is to improve the efficiency of MUFC and achieve the football club industry sustainability in future. 2. Identifying and assessing MUFC’s competences Through examining MUFC’s competencies and performance in discrete activities, we can inferentially assess its overall competency. Parthasarthy (2007) stated that successful companies must possess both entrepreneurial and operational competencies. Thus, value chain is adopted to recognize and evaluate operational competencies (Porter, 2012). 2.1 Value chain Figure 1. Value chain of MUFC Value chain analysis facilitates MUFC to identify its competitive strengths and cost position. Figure 1 shows that MUFC’s...
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...Assignment for Strategic Management External influences on growth. All industries are influenced by the external environments, the firm's ability to react quickly tho the changes may help the growth of cripple them. There are 2 main models to help identifying them PESTEL and 5 factors. In the following, I will be discussing the relevant PESTEL tool, with incorporated 5 factor contributions due to the lack of information to plot out the 5 factor model. Politics Rules and legal compliance differs from country to country. In the budget airline segment, the delegalisation internationally is to their advantage for them, as they have now a wider geographical market opportunities. On the other hand, budget flights being able to provide international services is a real threat to the commercial flights, in which airlines which are tied to their countries comes as a hurdle in to all flight traveling to or from the country in efforts to protect their national carriers eg Singapore Airlines is ties to Singapore and Britirsh airways are tied to Great Britain. Economy Cost of the raw materials required for the business are high and an extant of good relationship with the supplier plays an active part in negotiations to drive down prices. (bargaining power of suppliers). Most continental flights generate a higher percentage of profits from loyal first class and business travelers. Social the growth in wealth globally has increased the spending power of the consumers and the demand...
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...questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your students a complete digital solution that allows them to access their materials from any computer. Tegrity Make your classes available anytime, anywhere. With simple, one-click recording, students can search for a word or phrase and be taken to the exact place in your lecture that they need to review. EASY TO USE Learning Management System Integration McGraw-Hill Campus is a...
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...Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management and Strategy Management...
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...Reserve Bank of India (RBI) is India's central bank or 'the bank of the bankers'. It was established on April 1, 1935 in accordance with the provisions of the Reserve Bank of India Act, 1934. The Central Office of the RBI, initially set up at Kolkata, is at Mumbai. The RBI is fully owned by the Government of India. The history of the RBI is closely aligned with the economic and financial history of India. Most central banks around the world were established around the beginning of the twentieth century. The Bank was established on the basis of the Hilton Young Commission. It began its operations by taking over from the Government the functions so far being performed by the Controller of Currency and from the Imperial Bank of India, the management of Government accounts and public debt. After independence, RBI gradually strengthened its institution-building capabilities and evolved in terms of functions from central banking to that of development. There have been several attempts at reorganisation, restructuring and creation of specialised institutions to cater to emerging needs. The Preamble of the RBI describes its basic functions like this: '...to regulate the issue of Bank Notes and keeping of reserves with a view to securing monetary stability in India and generally to operate the currency and credit system of the country to its advantage.' The vision states that the RBI '...aims to be a leading central bank with credible, transparent, proactive and contemporaneous policies...
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...Content 1.0 Introduction……………………………………………………………………02 2.0 Background……………………………………………………………………03 3.0 SINGAPORE AIRLINES Mission, Vision and Values……………………………………………04 3.1 Mission…………………………………………………………………………04 3.2 Vision…………………………………………………………………………...04 3.3 Values…………………………………………………………………………..04 Table 1: Values………………………………………………………………………..04 4.0 Core Competencies………………………………………………………….05 5.0 SWOT Analysis……………………………………………………………….06 Table 2: SINGAPORE AIRLINES SWOT Analysis ………………………………………………………06 5.1 Weakness……………………………………………………………………...06 5.2 Threats…………………………………………………………………………06 6.0 PESTLE Analysis…………………………………………………………….07 Table 3: SINGAPORE AIRLINES PESTLE Analysis …………………………………….......................07 7.0 Recommendation…………………………………………………………….08 8.0 Conclusion…………………………………………………………………….09 9.0 References…………………………………………………………………….10 1.0 Introduction Aviation industry is one of the largest, growing and most competitive industries in the world. Its main duty is to provide air transportation services for its customers. Manufacturing aircrafts, handling airlines and ground support are part of the industry. Global market businesses such as medicine, tourism, transport are connected to the airline industry. Every year, more than half of the world’s tourist travel by air as it is fast, safe and a comfortable way to travel long and short distances. In 2013, the Airports Council International (ACI) annual published report stated that 6.3 billion passengers...
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...STRATEGIC MANAGEMENT UNIT- I STRATEGY AND PROCESS 9 Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals - Corporate Governance and Social responsibility-case study. Concept, Meaning, Definition: Strategy is the determination of the long-term goals and objectives of an enterprise and the adoption of the courses of action and the allocation of resources necessary for carrying out these goals. Strategy is management’s game plan for strengthening the organization’s position, pleasing customers, and achieving performance targets. Types of strategy Strategy can be formulated on three different levels: • corporate level • business unit level • functional or departmental level. [pic] Corporate Level Strategy Corporate level strategy fundamentally is concerned with the selection of businesses in which the company should compete and with the development and coordination of that portfolio of businesses. Corporate level strategy is concerned with: • Reach - defining the issues that are corporate responsibilities; these might include identifying the overall goals of the corporation, the types of businesses in which the corporation should be involved, and the way in which businesses will be integrated and managed...
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...opasdfghjklzxcvbnmqwertyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwe Strategic Management report for University of Sunderland rtyuiopasdfghjklzxcvbnmqwertyuiopa Ryanair sdfghjklzxcvbnmqwertyuiopasdfghjkl zxcvbnmqwertyuiopasdfghjklzxcvbn mqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqw ertyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjk lzxcvbnmqwertyuiopasdfghjklzxcvbn mrtyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjk lzxcvbnmqwertyuiopasdfghjklzxcvbn 11/11/2011 xxxxxxxxxx SIM336 i “How has Ryanair managed to become number one airline in Europe” Table of Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. Introduction ..................................................................................................................... - 3 Company Background..................................................................................................... - 3 Competitive Advantage ................................................................................................... - 4 Porter’s five Forces ......................................................................................................... - 5 PESTEL Analysis ............................................................................................................ - 8 Porter’s generic strategies ..........................................................................................
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...MANAGEMENT & STRATEGY MID-SEMESTER EXAM Case Study TIX4U.com -- An Online Ticketing Company Growing up in the Southeast of the USA, Randy Lee had two passions: music and sports. Some of his best memories were traveling with his dad to a large city in a neighboring state to watch major league baseball and football games. Inevitably, Randy and his dad would arrive at the stadium in plenty of time to negotiate with others to trade tickets for better seats. They would always have a couple of extra tickets to sell in case they needed more money to pay for their upgraded seats. When Randy attended college in the same city, he found himself again negotiating ticket sales and trades for music concerts. He became so well-known that many students, and even some professors, approached him for tickets to sold-out shows and sporting events. Randy majored in computer science, and after graduation, he moved back home to work in a small IT department with a manufacturing company. Although working full time, Randy never lost his passion for sporting events and concerts. After a couple of months, Randy developed a website, TIX4U.com, for customers who wanted to trade concert tickets over the Internet. His business strategy was fairly simple. He developed a message board for users who were interested in buying, selling, or trading tickets to contact each other. For this service, he would charge a yearly membership fee. What started out...
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...1. How is strategy management illustrated by this case story ? Berdasarkan kasus tersebut, rencana zara yaitu untuk menciptakan fashion yang jelas dan fokus kepada pengertian akan fashion itu sendiri, teknologinya dan pemasarannya. Serta kemampuan untuk beradaptasi dengan tren yang berkembang dengan cepat. Inditex mengaplikasikan strategic management yang ada pada modul, hal tersebut terlihat jelas dari cara mereka yang pertama – tama menentukan tujuan atau goals terlebih dahulu. Tujuan mereka adalah untuk memproduksi ‘fast fashion’, kemudian berulah mereka merumuskan strateginya yaitu dengan menggunakan teknologi dan menghasilkan desain – desain yang baru dalam waktu 2 minggu. Setelah merumuskan, kemudian mereka berusaha untuk mengimplementasikan strategi tersebut dengan cara menggunakan bantuan teknologi computer untuk membangun proses desain yang lebih baik. Setelah itu, mereka mengevaluasi hasil dari strategi tersebut. Evaluasi tersebut dilakukan secara rutin terhadap desain – desain yang mereka kerjakan untuk mengetahui apakah strategi yang mereka terapkan berhasil. 2. How might SWOT analysis be helpful to inditex executive ? to zara store managers ? SWOT adalah metode perencanaan strategis yang digunakan untuk mengevaluasi kekuatan (strengths), kelemahan (weakness), peluang (opportunities), dan ancaman (threads) dalam suatu spekulasi bisnis. SWOT membantu manager untuk mengerti lingkungan dan kemampuan dari suatu perusahaan sehingga dapat mengambil keputusan dengan...
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...STRATEGY IMPLEMENTATION Strategy Control Wal-Mart is a company that in essence appears to operate within the realm of the traditional approach to strategic controls. By this I mean the management formulates strategies, sets goals, implements those strategies, and measures them against their predetermined goals. The feedback received comes in many forms, but the most utilized resource is the numbers generated by each store and the forwarded to corporate headquarters through its vast digital network. Wal-Mart operates with a contemporary approach because each of the four characteristics are realized and acted upon almost on a daily basis. It wasn’t always that simple, back before the implementation of computers Wal-Mart used ledgers to track this data. The principle of tracking previous year’s data or forecasting as it is called now was something that Sam Walton instilled in his store managers. Sam Walton would instil responsibility within his department managers and hold them accountable. This approach was not without reward. By allowing his associates and managers to be creative, those same principles or best practices were emulated into other stores. It was this kind of thinking that lead to new strategies and innovations for Wal-Mart. This creative process which was started by Sam Walton was a driving force in the creation of Wal-Mart’s culture. In light of what Sam Walton’s original strategy and where Wal-Mart is today there is a gap that exists between the company and its...
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...History The Company was founded by William Morrison in 1899, initially as an egg and butter merchant in Rawson Market, Bradford, England operating under the name of Wm Morrison Limited. His son, Ken Morrison took over the company in 1952, aged 21. In 1958 it opened a small shop in the city centre, followed by its first supermarket "Victoria", in the Girlington district of Bradford in 1961. In 1967 it became a public limited company listed on the London Stock Exchange. In 2004 Morrisons, which operated mainly in the North of England, acquired Safeway, another leading British supermarket chain which owned 479 stores, mainly in Scotland and the South of England. The acquisition quickly ran into difficulties caused in part by the outgoing management of Safeway changing their accounting systems just six weeks before the transaction was completed. The result was a series of profit warnings being issued by Morrisons, poor financial results and a need to revert to manual systems. [pic] [pic] Morrisons store in Consett, County Durham, a former Safeway branch The programme of store conversions from Safeway to Morrisons was the largest of its kind in British retail history, focusing initially on the retained stores which were freehold, over 25,000 sq ft (2,300 m2) with separate car parks. Within a few weeks, Safeway carrier bags were replaced by those of Morrisons and the new owner's own-brand products began to appear in Safeway stores. Morrisons currently has 375 superstores in the...
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...1.0 INTRODUCTION This dissertation is based on a critical evaluation of training policies and procedures at The Maritime Financial Group South Branch- Training, Marketing and Sales service. This company was chosen because of its vast training of its workforce as compared to other companies within the region and always rises above other branches throughout the country annually and employs thirty five persons. This dissertation will give me the researcher the opportunity to define its objectives, compare pertinent theoretical frameworks and employ a methodology to attain the relevant information needed in order to analyze the findings and construct suitable recommendations. 1 1.1 CHOICE OF TOPIC This topic is chosen for many profound reasons. These consist of: It is a major factor in many organizations worldwide. Organizations now seek to have a well- trained workforce to gain competitive advantage in the market place and be profitable. I the researcher want to get hands-on experience in researching the topic as it is a field of interest. This will provide me with knowledge and understanding of the efficacy of training within companies. Training seems to be very dominant in many organizations. It is something that is pushing organizations upwards. Therefore the knowledge of training will be beneficial for the researcher’s future plans in becoming an entrepreneur. With established training theories, the research will experience growth in this chosen area of study...
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