...Martina Korpue Introduction to Ethics Professor Fumerton November 30, 2012 “Ethical judgments are social instruments” In his essay “The Emotive Meaning of Ethical Terms”, Charles Leslie Stevenson (C.L. Stevenson), a professor of philosophy who taught at the University of Michigan, theorizes that the function of ethical statements is not to describe, but is rather to prescribe. He claims that language carries a type of meaning which he calls ‘emotive meaning’, rather than descriptive meaning and uses many examples of the term ‘good’ to establish his belief. He aims at showing that the notion of ‘good’ is equivalent to taking favor of something (“X is good”= “I like X”). Stevenson’s in-depth analysis of the concept of ‘good’ ultimately shows his readers the reality that the disagreement over whether something is good or not is just simply a disagreement in attitude. The first method used in determining the emotive meaning of ethical statements is to first address ethical questions in answering the question ‘Is X good?’ by what Stevenson calls ‘substitution’. He explains that in order to help understand this concept, the question must be substituted by a question that is free from ambiguity and confusion (Stevenson 370). It would not make sense to substitute this question with one that is irrelevant or with one that is the same as the question being assessed. He uses an example of substitution with the statement ‘Is X pink with yellow trimmings?’ This statement clearly has...
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...1 Direct Mail Assignment 3.1 Jeff Swenson Cohort BBK BUSN304 Business Communications Professor G. Lindberg April 3, 2012 2 Direct Buy Persuasive Strategy With hundreds of junk emails making their way into my inbox it was hard to pick one to analyze. The “junk mail” ad that I found interesting was for Direct Buy, which is a warehouse club program in which club members receive discounts on thousands of products. I found this ad to be very similar to many others; it was simple, easy to read manipulative and included many descriptive pictures. People who are building a home, about to move into a different house or remodel their existing home are the main targets for this ad. The pictures in the ad displayed modern family kitchens with new appliances and furniture, encouraging to anyone building a new home. The ad also pointed out that members of the Direct Buy club can receive large 50% discounts on new flooring, appliances, home furnishings and electronics. This savings tactic certainly captures the attention of home builders and remodelers looking for deals. The ad when first opened displays the teaser, “FREE VISITOR’S PASS” and “SAVE 50%” in large font with colorful bold letters. This opener is short yet very effective. When reading through junk mails, people like me, don’t spend much more than a few seconds reading ads. This eye catching approach is simple, trying to stop the reader from simply deleting the ad. Underneath the teasing invitation...
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...Everybody is born with critical thinking and is able to make an argument, but some arguments are better than the others because not everybody knows how to use the rhetorical appeals and construct strong, well-developed and unbiased arguments. As persuasive speakers, we should be concerned what strengthens and weakens an argument. In the last chapter, I have learned about the three rhetorical appeals or persuasive strategies that are meant to give power to our arguments. As a result, I came up to the conclusion that even though the logos is the most logical and strongest appeal, the pathos is more effective because it has an emotional appeal. As human beings, we are more oriented to be touched by an emotional story or sad picture of an abandoned...
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...Semester | Program | Division | Course # | COURSE NAME | Spring 2016 | Elective | ACC | ACC7500 | Financial Reporting and Statement Analysis | Spring 2016 | Elective | ACC | MBA9520 | WEALTH MANAGEMENT I & II | Spring 2016 | Elective | ECN | ECN7555 | Health Economics | Spring 2016 | Elective | ECN | ECN7550 | Business Strategy and Game Theory | Spring 2016 | Elective | EPS | EPS7500 | NEW VENTURE CREATION | Spring 2016 | Elective | EPS | EPS7510 | ENTREPRNRL FINANCE | Spring 2016 | Elective | EPS | EPS7520 | MANAGING GROW BUS | Spring 2016 | Elective | EPS | EPS7547 | Women’s EPS & Leadership | Spring 2016 | Elective | EPS | EPS7530 | M&A FOR ENTREPRENEUR | Spring 2016 | Elective | EPS | EPS7552 | EPS AND THE GIG ECON | Spring 2016 | Elective | EPS | EPS7574 | MKTG FOR ENTREP | Spring 2016 | Elective | EPS | EPS7575 | VENT GROWTH STRAT | Spring 2016 | Elective | EPS | EPS8573 | ENTREP INTNSTY TRACK | Spring 2016 | Elective | EPS | EPS7520 | Managing Grow Business | Spring 2016 | Elective | FIN | FIN7502 | CAPITAL MARKETS | Spring 2016 | Elective | FIN | FIN7503 | EQUITIES | Spring 2016 | Elective | FIN | FIN7504 | RISK MANAGEMENT | Spring 2016 | Elective | FIN | FIN7511 | CORP FIN I:RASNG CAP | Spring 2016 | Elective | FIN | FIN7513 | FIXED INCOME | Spring 2016 | Elective | FIN | FIN7516 | CORP FIN II:EVAL OPP | Spring 2016 | Elective | FIN | FIN7517 | FIN & VAL SUSTNBLTY | Spring 2016 | Elective | FIN | FIN7518 | Managing...
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...Planning strategy was once predominant in the 1960s and 1970s. Although it faltered in the 1980s and 1990s, it still continues to be a significant influence today. While the fact that many industries continued to experience turbulent was the main reason of the fall of planning strategy, it also accounted for the rise of the emergent strategy. Entrepreneurial organizations increasingly rely on emergent strategy development rather than formal planning processes (Fletcher & Harris, 2002). This literature review will attempt to discuss the debate over the prescriptive and emergent approaches for developing strategy followed by the main strengths and weaknesses of the article. The article uses experiences of a craftsman and a potter to develop an argument that the crafting image better captures the process by which effective strategies come to be than the formal planning (Mintzberg, 1987). Mintzberg stresses a strategy is actualized through the processes of learning, negotiation, and proposes that the distinction between planning and implementation is untenable (Mintzberg, 1990). “Openness of emergent strategy enables management to act before everything is fully understood-to respond to an evolving reality rather than having to focus on a stable fantasy.” (Mintzberg, Waters 1985). Emergent strategy is therefore described as a trial and error approach which allows amendments, rather than one fix objective, as in prescriptive strategy (Downs et al 2003). Mintzberg thus believes...
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...INTERNATIONAL BUSINESS STRATEGY SPRING 2009 Office Phone Email Chiung-Hui Tseng 61411A (Institute of International Business) (06) 275-7575 ext.53512 ctseng@mail.ncku.edu.tw Texts Ireland, Hoskisson, and Hitt (2009) The Management of Strategy: Concepts and Cases, 8th Edition, South-Western Press. Course Objectives In the past a few decades, the trend of globalization has rendered the world economies more interdependent. All businesses today (both international and domestic ones) are exposed to international competitive forces that can have serious consequences for their performance and survival. Such international competition especially brings new challenges and problems to corporations and managers directly involved in foreign markets. Among various issues arising from international operations, this course particularly focuses on the managerial challenges associated with strategy development and corporate management for those firms whose business activities transcend national boundaries. Specifically, objectives of this course are twofold: 1. to expose students to issues related to business strategy within the context of global markets and competition 2. to provide students with significant opportunities to develop oral communication and presentation skills Requirements and Grading Individual Activities: Participation 40% Exam (close-book) 20% Group Activities: Chapter Text Presentation and Discussion Leading...
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...Abbott Hospital Case Organizational Change Issues The acquisition and post-acquisition period for Mt. Mercy Hospital/Sister Mary Theresa’s purchase of Abbott Hospital experienced several organizational change issues. Within Dr. Belasen’s corporate communications model “CVFCC,” several quadrants became compromised. During the acquisition period, conflict arose within the realm of Investor Relations and Government Relations. Conflict continued to arise after the acquisition – specifically within the quadrant of Employee Relations. Part 1: Government Relations: Sister Mary Theresa (along with other Mt. Mercy administrative members) decided to pursue a “satellite hospital” as part of its long-term strategic plan. MEDICO (which owned Abbott Hospital) was struggling financially. Sister Mary Theresa (on behalf of Mt. Mercy) offered $18 million to take over Abbott Hospital operations. Transfer of ownership was to be approved by the Project Review Board of the Auston Council of Governments, Northeastern Oklahoma Health Systems Agency and the State of Oklahoma Health Services Agencies. The staff of health systems agency were not convinced this was the correct purchase price. They were concerned with the lack of formal assessment given to evaluate Abbott Hospital’s value. They also questioned the rigid leadership style of Sister Mary Theresa. Media Relations (Public Perception): The leadership style of Sister Mary Theresa was also questioned by the general public and doctors...
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...….8-9 Current Financial Situation….10 Historical Results……………….11-13 Macroenvironment……………..14 SWOT……………………………..15 Objectives & Issues……………...16 Financial Objectives Marketing Objectives Critical Issues Marketing Strategy Target Markets…………………17-18 Positioning……………………...19 Marketing Mix………………….20 Marketing Research…………..21 Creative Strategy………………..22 Creative Brief Overall MC Strategy………….….23 PR Strategies & Tactics…..….…24-27 Schedule…………………………..28 Budget……………………………..29 Measurement & Evaluation…...30 Conclusion………………………..30 Works Cited………………………31-32 Executive Summary As an international brand, TOMS is looking to gain a strong foothold with new and existing customers by targeting men and women 18-24 years old, as well as 25-34 years old, specifically in the United States. Through this plan, TOMS will actively move forward to define a thriving market within which the brand can prosper. With extensive primary and secondary research, TOMS will accurately define and target challenges that they face. With this information, new objectives will be proposed for the TOMS brand that will define and reflect the market trends, which will in turn resonate with the target audience. TOMS will reach the target audience through various promotional and public relations strategies and tactics. With this campaign, TOMS hopes to speak to their audience and let them know… It's more than just buying a pair of shoes. It's a lifestyle. TOMS Shoes Strategic Plan | May 10, 2011 | Page 2 Situation...
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...When a firm creates, formulates, and implements a strategy that adds value and competitive advantage that is a strategic business plan. A strategic business plan is the layout or outline that specifies how a firm is going to reach their plans or goals over a certain period of time. The plan can be very specific or very broad. It can focus on one part of the business, as well as a whole focusing on all functions within a company. This plan is important to an organization’s long-term success because it gives the company a direction or purpose in which to set goals and carry them out. A strategic business plan assists a company in providing products and services in a more efficient and effective manner. Without a strategic business plan a firm will have a difficult time maximizing the potential of its resources. New opportunities and key resources for growth or improvement will be limited or perhaps even missed. A strategic plan is important to both small and large businesses. I believe that for any company, no matter the size, it is equally important to have a strategic business plan in place. This will assist in understanding customer needs and be able to adapt to constant changes and new trends taking place within the company. With a successful strategic plan, a company has a great opportunity for becoming very successful. Innovation plays a key role in developing a company that has potential for growth and success. Innovation provides the company with ways to maintain a competitive...
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...OUTLINE a. Module learning outcomes b. Themes and topics c. Learning supports 3. MODULE DELIVERY SCHEDULE a. Session arrangements b. Student engagement c. Office hours arrangements 4. ASSESSMENT DETAILS a. Assignments b. Module assessment components i. Pre module assignment ii. Group project iii. Examination 5. GRADING a. University grading policy b. Grade descriptors for assessment components 6. CONCLUDING COMMENTS APPENDICES 5 6 10 12 16 19 21 3 Welcome message Welcome to this unit on Business Policy. Dr Yousef Eiadat will be joining me in teaching this course. In this unit we aim to build skills in Strategic planning – the analysis behind strategic decisions, the crafting of strategies and the implementation of them to ensure organisational success. Strategy involves managing the interface between an organization and its external environment. To this end, the first three topics develop skills in strategic analysis, leading to consideration of the positioning of an organisation in its strategic environment. These cover internal and external analysis, and the options in setting strategic...
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...TYPES OF MARKETING STRATEGIES MARKET LEADER STRATEGIES 1. Expand total market 2. Defend market share 3. Expand market share MARKET CHALLENGER STRATEGIES 1. Define strategic objective and opponents 2. Choosing an attack strategy MARKET FOLLOWER STRATEGIES MARKET NICHE STRATEGIES ================ A. 1. MARKET LEADER STRATEGIES EXPAND TOTAL MARKET • New Users E.g.: perfume:--> non-users (mkt-penetration strat) --> men (new market strat) --> other countries (geo-expan strat) E.g.: J&J Baby shampoo: birthrate declining --> ads target adults --> leading brand • New uses Cereals: as snacks --> increase frequency of use OJ: “not for breakfast anymore” Du Pont nylon: parachute-->pantyhose-->blouses & shirts --> auto tires -->seat belts --> carpeting Arm & Hammer: baking--> fridge deodorant --> quell kitchen grease --> carpet/pet deodorant --> bath tub relaxant --> toothpaste --> ???? • More usage: Michelin: want French to drive more --> rate restaurants (best in south --Provence & Riviera) --> publish guidebooks with maps and sights along the way 2. DEFEND MARKET SHARE • decide where to defend • continuous innovation along Mktg Mix Position defense: - purely defensive not enough --> must take offensive counter-measure Eg: Coke --> multi segments of cola mkt --> enter wine market --> acquire fruit drink companies --> desalination equipment --> plastics Flanking defense: - guarding territory not enough - create outposts/flanks: --> protect weak front --> invasion base for counter-attack...
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...clients. For many firms, the “80/20 rule” applies where the largest concentration (80%) of your revenue is being derived by a relatively small subset (20%) of your customers. These clients, due to the leveraged impact they have on your bottom-line and infrastructure costs, need to be carefully managed and made a key focus of your business strategy. This is equally true for a huge multi-million dollar conglomerate or a relatively small professional practice. While a continuing focus on new business acquisition is of paramount importance – “Grow or Die” – the strategy decision of how you marshal your limited resources of time, money and effort is a crucial one. Deciding to manage your top clients as “strategic accounts”, and investing your resources to build your relationships with them, provides a multiplier effect of benefits. To name a few: lowers acquisition costs for new business, engenders a higher level of customer loyalty, creates revenue stability and profitability enhancement, inspires ongoing future business, and develops a strong referral generator and free PR. Small businesses and professional practices can learn and incorporate strategies and practices from the larger, established strategic account departments of larger firms. Strategic account management is a mindset and a methodology, a series of carefully thought out decisions and processes that enforce and ensure that you truly place your top clients at the core of your business. This discipline needs to be internalized...
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...Strategic Plan Strategic planning is an important tool for any organization. By having the right strategic plan, a company could reach their goal as well as meet their customers’ demands. A strategic planning helps a company develop basic goals which company will try to reach in certain a time period. In the strategic planning, company will usually consider the mission statement, vision, and values of company. Through this paper, an individual will gain information how US Airways business, product the airline provide, and services US airways. The reader will also gain information about how US airways work on developing right mission statement. The reader will also gain information how important mission, vision, and values to US airways in direction of their strategic plan. Mission Statement The mission statement is short and memorable, like a catch phase. The purpose of a mission statement is to endorse the meaning of the company and associate with company business. The company main customer’s bases are individual who like to fly. The mission statement of US airways is “Fly with US”. It is very obvious that the company is an airline operator, providing travels all around the world for its valued customers. The mission state or the slogan “Fly with US” could vary with different meanings for individuals. The individual could perceive this statement in many different ways. An individual could look at US as top airline for United State . This could also mean by flying...
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...sure you have a strategy? Donald C. Hambrick and James W, Fredrickson Executive Overview After more than 30 years of hard thinking about strategy, consultants and scholars have provided an abundance of /rameworks for analyzing strategic situations. Missing, however, has been any guidance as to v^hat the product of these tools should be—or virhat actually constitutes a strategy. Strategy has become a catchall term used to mean whatever one wants it to mean. Executives now talk about their "service strategy," their "branding strategy," their "acquisition strategy," or whatever kind of strategy that is on their mind at a particular moment. But strategists—whether they are CEOs of established firms, division presidents, or entrepreneurs—must have a strategy, an integrated, overarching concept of how the business will achieve its objectives. If a business must have a single, unified strategy, then it must necessarily have parts. What are those parts? We present a framework for strategy design, arguing that a strategy has five elements, providing answers to five questions—arenas: where will we be active? vehicles: how will we get there? differentiators: how will we win in the marketplace? staging: what will be our speed and sequence of moves? economic logic: how will we obtain our returns? Our article develops and illustrates these domains of choice, particularly emphasizing how essential it is that they form a unified whole. Consider these statements of strategy drawn from actual...
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...Inbox My Profile What's New Help Logout Welcome Kimberly Raetano (IRN:9038043721) Home Classroom Library Program Account PhoenixConnect MMPBL/590 Materials Discussion Assignments Grades MMPBL/590 STRATEGIES FOR COMPETITIVE ADVANTAGE Start Date: 01/17/2012 Print COURSE DESCRIPTION This course focuses on creating the value proposition as a driver of sustainable competitive advantage. Topics include translating key emerging trends into business opportunities; strategic challenges of global expansion; opportunities and constraints posed by regulatory change; competitor intelligence; scenario planning/planning for multiple futures; maximizing core business value; differentiating the value proposition; distribution channel development and integration; tailoring the value chain; building successful strategic alliances; and off-shoring models and approaches. Week 1 - Topic 1: Mission, Vision, and Values Objectives Distinguish between strategy and tactics. Explain the essential components of the strategic management process. Analyze the relationship among leadership, culture, stakeholder interests, and strategic outcomes. Create vision, mission, and values statements. Materials MIND MAP Mind Map Concept Outline EBOOK EBOOK COLLECTION: Chapter 1 - Pearce & Robinson. (2005). Strategic management (9th ed.). New York: McGraw-Hill. EBOOK COLLECTION:...
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