...This paper analyzes the marketing of Starbucks coffee. The paper provides some background on Starbucks and then looks at the company's organizational mission and goals, organization strategy and objectives, marketing objectives, marketing strategy, target markets, personal selling strategy and sales promotion strategy. Outline: Background Organizational Mission and Goals Organization Strategy and Objectives Marketing Objectives Marketing Strategy Target Markets Personal Selling Strategy Sales Promotion Strategy * Description * From the Paper * Related Papers * Cite this Term Paper * Comment & Share From the Paper: "Starbucks today is the premiere specialty coffee retailer, operating more than 2,000 coffee shops in a variety of locations in Asia, Canada, the UK, and the United States, with stores in such locales as office buildings, shopping centers, airport terminals, and supermarkets. Starbucks sells coffee drinks and beans, fresh pastries, and other food items and beverages as well as mugs, coffeemakers, coffee grinders, and storage containers. The company also sells its beans to restaurants, airlines, and hotels, and it offers mail order and online catalogs. The company has expanded into coffee ice cream (with Dreyer's) and also makes Frappuccino, a bottled coffee drink (with PepsiCo). "Starbucks existed as a different sort of company before its present incarnation. It was a small company with only four stores when Howard Schultz...
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...Organizational Strategies The approaches - description, narration, classification, and evaluation - provide a means of identifying the different sections of your paper, and showing how these sections are related to one another. Using a particular approach to establish the connections between the sections of your essay will make it easier for both you and your reader to predict what comes next and to fit the sections together. Once you have decided on an approach, you will have sections, but you may need to make a further decision about the effective arrangement of those sections. The way you arrange your ideas will show the reader how the sections you have identified fit together; used effectively, it will allow you to demonstrate your sense of what the reader should see as most important, secondary, or incidental. Common methods for the arrangement of sections include: * General to specific * Specific to general * Climax * Increasing Complexity Organizational Strategies * Order of importance – to emphasize a particular point * Logical linkages – helps the flow * Compare and Contrast – lets you see the similarities and differences between two things * Problem/Solution – makes the reader think and be all curious * Sequence – teaches us how stuff is done so you can appreciate the process * Cause and effect – this forces you to think since it’s trying to show you how the causes and effects are related. Use this link for additional...
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...Journal of Intercultural Management Vol. 3, No. 2, October 2011, pp. 113–125 Adrian Pyszka Michał Piłat Cracow University of Economics Applying trompenaars typology of organizational culture to implementation of csr strategy 1. Introduction Nowadays many authors declare Corporate Social Responsibility (CSR) in strategic terms as it is no longer seen as the invention of some social activist but important source of competitive advantage. However various researchers still struggle to figure out what shape and utility should the tools of CSR have and what implementation model could be the best to fulfill the business objectives. The study aims to demonstrate whether Trompenaars bipolar model of organizational culture could prove useful while implementing CSR strategy and to propose some good practice in this case. 2. Theoretical framework Culture A lot has changed in world of management since 80s and many leaders tend to ask a question whether corporate culture is still important. However high interest in that area seems to be a sufficient prove that it still is. According to a recent survey by management consultancy Bain & Company, 9 of 10 senior executives believe that corporate culture is as important as strategy for business - - - - - Electronic PDF security powered by www.IndexCopernicus.com 114 Adrian Pyszka, Michał Piłat success1. Corporate culture is described as general constellation of beliefs, mores, customs, value systems and behaviors...
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...Organizational Strategies Prepared by: Brian = AMGT4110 ABSTRACT When starting a new company, what better way to find a business strategy then to study those companies that are around you? These businesses have gone through the bad times and have made strides to continue growth into the future. After reviewing strategies from to large retail corporations, do their strategies have anything to offer to the new entrepreneur starting their first business? Wal-Mart Corporation has been part of most communities for many years being the stable for everyday shopping. They carry everything from home goods to a full grocery store and most even have some type of medical office (optician to wellness center), making Wal-Mart a one stop shop for every consumer. Based on my own personal experience, Wal-Mart has been the store I chosen when something was needed during odd hours, in a rush, or when they have a special sale. One thing I have always noticed is the wide diversity of its work force and it’s cliental. From old to young, from every race on earth, Wal-Mart tries to make everyone fell welcome once you enter the store. The Target Corporation has been around since 1962 opening its first store in Roseville, MN. While I do most of my shopping here, I have found that when one of the retail companies makes a change, the other is soon to follow. In the area I live, both companies are very close...
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...Organizations are constantly changing in order to stay within the competition. For any business organization to survive, and remain profitable and relevant to its customers, it must respond to changes in its environment. These changes can be effected by a number of factors, such as globalization, the introduction to new technology. Leaders and mangers need to adapt and make the continued effort to accomplish successful and significant changes. But as always there are always different challenges that are associated with this change. Some leaders face the task of managing the change. Managers are responsible for making sure that everything is in order to complete the change. It is the responsibility of the managers to ensure that positive changes are made and will benefit each member of the organization. The purpose of this paper is to discuss how an organization adapts to change and how this change affects the whole organization, from the employees to the stakeholders. Company X is trying to launch a new product. They are thinking of implementing a range of telecommunications technologies to help increase the product offerings in the market. This change may impact the entire organization that keeps up with the volatile demands of the market. The company’s main objective is to keep up with the demand of the market but with this new prospective market change they would like to continue this trend on the market to maintain their relevance in the market. A survey will be conducted...
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...AKBANK: Akbank has a strong and widespread domestic delivery network throughout Turkey with a total of 926 branches, over 15,000 employees and more than 3,600 ATMs, Akbank operates via its Head Office in Istanbul and 20 regional directorates throughout Turkey. This Bank offers banking services to over 8 million consumer, more than 490,000 commercial and SME, and approximately 4,500 corporate customers via the Internet branch and call center in addition to its branches. AkBank sustainability vision is to become the leader in Turkey and one of the leading institutions in the world. In this Report, AkBank aimed at communicating his approaches to issues that are material to the bank and to the stakeholders as well as communicating the performance achieved as a result. This Report covers seven main subject areas; namely, Bank’s Approach to Sustainability, Corporate Governance, Risk Management and Compliance, Value Added to Our Customers, Our Employees, Our Operations and the Environment, and Our Community investment. ” philosophy for The Bank’s employees so as to contribute to the objective of improving employee satisfaction. In line with this philosophy, They performed important activities for Their employees’ personal development. Through a unique and long-lasting training campaign that covers all Their branches and includes sustainability training as well, They took a giant step in ensuring that all employees internalize sustainability and integrate it into business processes...
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...I think that high controllability and high measurability are critical conditions under which measuring performance will motivate performance. First of all, high controllability will motivate workers to work harder and smarter. Under highly controllable condition, workers can work independently and their efforts well translate to performance. Therefore, they work harder and smarter as possible as they can. For example, in Lincoln electronic company, workers focus on making arc welders as many as they can, and their efforts directly translated to their performance. They focus on trying to come up with new idea to work efficiently and make their efforts continuously. Under this condition, management can measure workers’ effort correctly, and as a result, management can give workers fair reputation, which would motivate workers. Second, high measurability is also critical to effectiveness of measuring performance. Under highly measurable condition, performance of workers are easily and objectively assessed and measured. More importantly, the gap between what management wants workers to do and what workers want to do should be consistent. For example, in Lincoln electronic company, workers are assessed by how many arc welders they make. It is easy to quantify and measuring performance motivate workers to make arc welders as many as they can. Also, this workers effort is consistency with what management wants workers to do. Under this condition, measuring performance motivate...
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...Every company has a certain way that they organize their company. No two companies are run the same or organized the same way. Boeing also has a unique organization strategy. It is broken up into eight divisions. They are as follows: communications; engineering, operations and technology; finance; government operations; human resources and administration; internal governance; international; and law department. Below is a description of all of the different departments and their purposes. Communications The communications department is in charge of communications between the company and what it refers to as it’s “stakeholders.” Stakeholders are anyone who has anything to lose or gain from Boeing. Employees, customers, shareholders could all be considered stakeholders. The goal of the communications department is to make sure that the stakeholders hear news about Boeing from them directly, and not from a third party orginazation. Engineering, Operations and Technology The engineering, operations and technology department is responsible for the mechanical part of the Boeing company. They are responsible for ensuring that the products they produce are up to industry standard and represent the company in the way the Boeing wishes to be represented. They are also responsible for managing any technology investments that Boeing may have around the world. Finance The financial department of Boeing is mainly responsible for the monetary side of the company. They keep track of the...
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...Marketing as an organizational Philosophy I am currently in my 20th year of working at Boeing, during that time I have become well acquainted with the organizational mission or philosophy of Boeing. Most of my tenure with the company has been with Boeing Defense Systems (BDS), but in 2010, I accepted a position here in Seattle with one of Boeing’s business units, Commercial Aviation Services (CAS). I was excited to be returning to the commercial segment of Boeing, Boeing Commercial Airplanes, (BCS), and to a business unit whose focus was almost in entirely on meeting the needs of the end user of the product that Boeing produces. I have seen many video’s about Boeing’s work over the years, most people see these video’s on Sunday morning, or over one of the national holidays, I see many of them on a routine basis and one common theme pervades nearly all of them, and in fact, correctly states the mission of Boeing, and its overarching philosophy, that of serving the needs of the customer. Meeting and anticipating the needs of the customer is one of the single biggest concerns of an enterprise today, I say one of the biggest because profitability obviously is a concern, but without meeting the needs of the customer, I can argue, there would be no profit, and in fact no business at all in today’s environment. This is the primary focus of most large, if not all, enterprises today, and is the main theme the video is attempting to convey. The text(s) I have read in previous courses...
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...HR Strategy and Organizational Performance [Name of Writer] [Name of Institution] HR Strategy and Organizational Performance Introduction Human resource management is in the selection of policy and techniques related to human resource management agency. Taken together, these techniques and preferences are messages to employees, managers and interested persons abroad about the value of the agency placed on human resources. Unfortunately, international managers have had to adopt sensible policies in the field of organization for fixing the responsibility and cost control. First, employers continue to place administrative employees, Professional, scientific and technical through the civil service systems for important positions. The state of relatively high positions, security, payment and benefits that go with these positions are considered essential for productivity and long-term retention of these employees. This includes preventive education through programs for employee wellness and treatment plans by employee health. Second, employers have attempted to put caps on benefit costs and legal liability risks by increasing the use of working mechanisms secondary (such as employment contract or contingent) to pair the changing job titles. While the phenomenon of the working contingent recognized as characteristic of the modern workforce, the precise number of contingent workers are in dispute between staff and managers economists. Estimates ranging from 2 percent to 16 percent...
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...To manage and operate business things need to be in place to succeed and bring profits, which is the main goal of operation. There are five key insights of management and organizational strategies to guide leadership through the steps to success. The five strategies are purpose, vision, core values/principles, mission, and goals. In my opinion, these strategies prove success if in place correctly. Purpose is a leader’s and organization’s DNA. A leader should often ask, “What is our reason for being”? Having an effective purpose is shaped by the core values and guiding principles which are put into daily practice. Before I go to work every day I think about what my purpose is and how I would lead the organization to accomplishment. I would have perks, incentives and motivational goals in the workplace. Vision is a leader’s realistic, credible, and compelling future state. Again, a leader must always have a picture of the desirable future. The vision animates, inspirits, and transforms core values into action. Leaders must have their clear vision before implementing radical change. In my prior organization I believe that the vision of what we were doing was fogged and sight was lost. As a manager, I would make an end goal in place to reach. The core values are basic beliefs about what is good or what ought to be and serves as the guideline for ethical conduct and decision making. The guiding principle defines the core value; it is the promise and commitment that tells how the organization...
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...1. Describe the activities involved in strategy formulation versus those involved in strategy implementation. The strategy formulation refers to the process of choosing the most appropriate course of action for the realization of organizational goals and objectives and thereby achieving the organizational vision. The process of strategy formulation basically involves six main steps. The first step is developing a vision and mission. The key component of any strategy statement is to set the long term vision and mission of the organization. These are known that strategy is generally a medium for realization of organizational objectives. Objectives stress the state of being there whereas strategy stresses upon the process of reaching there. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives. Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives. While fixing the organizational vision and mission, it is essential that the factors which influence the selection of objectives must be analyzed before the selection of mission. Once the mission and the factors influencing strategic decisions have been determined, it is easy to take strategic decision. The second and third steps are identifying an organization’s external opportunities and threats and determining internal strengths and weaknesses. These are to evaluate the general economic and industrial environment...
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...Strategic Choice and Evaluation Paper University of Phoenix STR/581 Strategic Choice and Evaluation Organizational leaders and analysts develop business strategies to ensure that the organization is successful and operates to its full potential. Several factors have a significant impact on an organization’s success and its profitability. However, these factors are not solely based on finances. Some factors that will have a significant impact on the organizational strategic approach include organizational structure, organizational culture, and the leadership strategies chosen. In addition, organizational leaders and analysts seek to improve business processes and its related costs, improve customer satisfaction by improving product or service quality, and maintain a competitive advantage when compared to organizations offering the same or similar products and services. Businesses create competitive advantages when compared to its competitors because their product or service quality is highly distinguished from its competitors within the same market segment. Another factor that has a significant impact on the organization’s competitive advantage is the business’s cost structure (Pearce & Robinson, 2011). Merck & Co. is a pharmaceutical company that manufactures pharmaceutical prescription drugs for patients diagnosed with a variety of diseases. This organization is a scientific research-based organization. Therefore, to ensure the organization grows to its full...
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...Ch INSTRUCTIONAL OBJECTIVES Upon completion of this chapter, students should be able to: Explain t e importance o mission, vision, a d pa the po ta ce of ss o , s o , and organizational objective in an organization. Describe the strategic planning in organization. Overview Resources provide the raw material, but organizational infrastructure provides the catalyst that allows innovation to occur. People individually and in groups promote innovation based on how the infrastructure responds to those new, troubling, and sometimes off‐the‐wall ideas. Overview While innovators generally become passionate about pursuing a particular activity, some minimum level of infrastructure support is absolutely essential for them to move forward. forward The infrastructure must find a way to accommodate the innovation process, or innovation will not take place. The organizational infrastructure issues are : Mission The mission of an organization is a general expression of the overall purpose of the organization. It broadly defines the scope and boundaries of the I b dl d fi h d b d i f h organisation, which should be in line with the expectations and values of major stakeholders. Mission Written declaration of a firm's core purpose and focus which normally remain unchanged, whereas business strategies and practices may frequently be altered to adapt to the changing circumstances. Some organizations find it helpful to provide a concise and clear written statement of their broad...
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... Journal of Leadership & Organizational Studies 17(2) 119–128 © Baker College 2010 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051810369677 http://jlos.sagepub.com Abstract The ability to think strategically is critical for leaders and managers at multiple organizational levels. Specific work experiences can contribute to the development of an individual’s strategic thinking ability. Culture, among other organizational factors, can either encourage or limit those contributions. Leaders, as culture constructors and transformers, can act to maximize the relationship between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has long been recognized that culture can also severely restrict the strategy selected to begin with, because...
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