...*Executive summary* Sanofi Aventis one of the multinational pharmaceutical successful companies all over the world, where it's aim to gain their shareholders' satisfaction and care about their customer's healthcare, and to reach their vision they become so aware about the external environment and analyzing their internal strengths and weakness in way to create best strategy. For creating the best strategy, Sanofi Aventis should first clarify their corporate strategy, where they are going for concentrating on some market and at the same time they will diversification their production process by open a new market in face of new customers to increase their profit and market share. In this case, they will need to know their business strategy, where they will need a growth process at some markets, and stability on another. That’s was the main strategies for Sanofi Aventis, but let's talk a little about their HRD and how they conduct and select their highly effective employees, where Sanofi Aventis aimed to make their priority for their employees, and seek their satisfaction and understand their needs, in favor to reach the win-win level. And that's make us notice how the behavior of Sanofi Aventis are going inside the company, where it's mainly use the supportive strategy within their managers and their employees, and that's created a trusted atmosphere, and that's leads us to their culture, as being a supportive they are also believing on team work and no solo power...
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...2041-8752 © M axwell Scientific Organization, 2010 Submitted date: August 30, 2010 Accepted date: October 09, 2010 Published date: December 10, 2010 Strategic Innovation Management in Global Industry Networks: The TFT LCD Industry Guenter Boehm and 2 L.J. Fredericks Strategic Marketing, Samsung Electronics Co. Ltd., Yongin-449-711, South Korea 2 The Center of Poverty and Development Studies, Faculty of Economics and Administration, University of M alaya, Kuala Lumpur-5060 3, M alaysia 1 1 Abs tract: This study examines the strategic innovation management of the business creation process across the technology industry value chain in the global thin-film-transistor (TFT) liquid-crystal-display (LCD) industry based on an anonymous online survey of employees in the industry value chain and outside exp erts (universities, consultants, etc.). The study confirms that technology strategy formulation and a strategic center position are key industry concerns. It also affirms the utility of the industry value chain framework to manage technological innovations transcending that of a single company, and that strategic innov ation m anag eme nt in global high technology industries incorporates a shared business creation process structure involving as many industry value chain partners as possible. Key words: Global high technology industry networks, strategic innovation manageme nt, TFT L CD industry INTRODUCTION Globalization, de-regulation an d inno vative communication technologies have radically...
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...A Macroeconomic Outlook for AutoEdge Phase 1 Individual Project ECON616-1402B-03 Applied Managerial Economics Lorena LaRue Jenson Hagen, CPA, MFA Colorado Technical University May 25, 2014 Abstract After a task of completing the most important factors for the relocation of AutoEdge from their current location, there is further research required by Lester Scholl to identify additional aspects regarding the economy of both respective countries, United States and South Korea. The board was appreciative of the last presentation being performed and requires additional information to achieve the decision required for the success of the facility. This information required by the organization contains facts concerning the gross domestic product (GDP), unemployment, interest rates, and inflation for both countries. They desire the information to be current within six months, so the organization can make the best decision possible for AutoEdge (CTU, 2014). Utilizing the economic factors of an organization will present the future for the organization and assist with the processes required to make the business a success. A Macroeconomics Outlook for AutoEdge Within the process of business in our current society, there are many issues one must face, especially when participating in global business expansion practices. In the case of AutoEdge, there have been issues affecting the progress and growth of the organization because of international business issues in the selected...
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...(Valacich/Schneider) Chapter 1: Managing in the Digital World 1) Knowledge workers are professionals who ________. A) use knowledge to perform their jobs, but do not create knowledge B) create, modify, and/or synthesize knowledge as a fundamental part of their jobs C) use their skills to help others gain knowledge D) modify knowledge created by others, but do not create knowledge themselves E) work in the education industry Answer: B Page Ref: 5 AACSB: Use of IT Difficulty: Easy Objective: LO 1-1 Classification: Conceptual 2) Which of the following predictions made by Peter Drucker is true? A) Knowledge workers have lesser bargaining power than workers in other industries. B) Knowledge workers do not possess valuable real-world skills. C) Knowledge workers are not reliant on formal education. D) Knowledge workers are continually learning how to do their jobs better. E) Knowledge workers are not paid as well as their prior industrial counterparts. Answer: D Page Ref: 5 AACSB: Use of IT Difficulty: Moderate Objective: LO 1-1 Classification: Conceptual 3) During the time of the industrial revolution, some individuals who felt threatened by the changes brought about by technology resorted to protesting against the technology. Identify these individuals. A) Luddites B) Utopists C) Millenarists D) Utilitarians E) Preterists Answer: A Page Ref: 7 AACSB: Use of IT Difficulty: Easy Objective: LO 1-1 Classification: Conceptual ...
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...Internationalization and firm performance 1. Introduction The topics of internationalization and firm performance are introduced. Over the last decades the interest on the relationship and connection between internationalization and performance has grown rapidly. The aim of this paper is to focus on the strength and weaknesses of internationalization as a business strategy by stressing the positive and negative factors that influence the whole process. Moreover, internationalization well be discussed with regard on performance levels. Does firms expansion abroad has a direct positive or negative impact on performance? And, if yes, in what extend does performance, profit, market share as well as the position toward competition change? The first part of the paper deals with some of the important reasons such as resource, marker, efficiency, as well as strategic asset seeking, which directly influence companies to be multinationals. We live in the area of globalization, where “going global” and becoming international is a very common strategy used by firms in order to expand and spread their potentials abroad. Nevertheless, before some decades this topic was not as common as today and authors starting to study it by concentrating not only in the economical side, but as well as by dealing with cultural diversities, political barriers, local versus foreign customers, competition etc. The second part of the paper is focused in more details in the IP relationship. It is understandable from...
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...TRIMESTER III S.No. | Code No. | Title of the Course | 1. | HMPRBA 301 | Strategic Management | 2. | HMPRBA 302 | Entrepreneurship Development | 3. | HMPRBA 303 | Corporate Governance | 4. | HMPRBA 304 | Management of Public & Private Participation | 5. | HMPRBA 305 | Marketing Research | 6. | HMPRBA 306 | Financial Management | 7. | HMPRBA 307 | Operations & Supply Chain Management | 8. | HMPRBA 308 | Innovation Management | 9. | HMPRBA 309 | Current Business Affairs & Soft Skills | 10. | HMPRBA 310 | Minor Project (8 weeks) & Viva - Voce | HMPRBA-301: Strategic Management The objective of this course is to acquaint students with the concepts, methods and tools of strategic management and their application in industry. UNIT I: Strategic Management-Basic process of strategic management; Benefits and limitations of strategic management; Goals and objectives, Business Vision, Mission and Objectives. UNIT II: Environment and Resources Analysis: Environmental Analysis, Industry and Competitive Analysis, the External Factor Evaluation (EFE) Matrix, Competitive Profile Matrix (CPM), Internal Analysis; Internal Factor Evaluation (IFE) Matrix, Porter’s Five Forces Model, SWOT Analysis and VRIO framework. UNIT III: Strategy Formulation: Porters Value chain - Generic competitive strategies - Portfolio Analysis and its limitation - BCG matrix and GE matrix - Building competitive - advantage for a firm - Strategy versus tactics...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...significantly over the years. Data Processing (1950s – 1960s): Electronic data processing systems which includes transaction processing, record keeping, and traditional accounting applications. Management Reporting (1960s – 1970s): Management information systems that include preparation of management reports of pre specified information to support decision making. Decision Support (1970s – 1980s): Decision support systems include interactive ad hoc support of managerial decision making process. Strategic and End User Support (1980s – 1990s): o End user computing systems: Direct computing support for end user productivity and work group collaboration. o Executive information systems: Critical information for top management. o Expert Systems: Knowledge based expert advice for end users. o Strategic Information Systems: Strategic products and services for competitive advantage. Electronic Business and Commerce (1990s – 2000s): o Internet based e-business and e-commerce systems: Web enabled enterprise and global e-business operations and electronic commerce on the internet, intranets, extranets, and other networks. What is MIS? Right Information To the...
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...ASSIGNMENT Submitted to : Ms. Atia Nasim Bano Faculty, School of Business Course: Management [BBA-1201] AUB, Rajshahi Campus Bangladesh. Designed, Composed & Submitted by : Shantanu Das (Leader, PERCEPTION) Student, BBA 17th Batch 4th Semester, Section: B AUB, Rajshahi Campus Bangladesh. Date of Submission: 24-March-2008. Rajshahi. PERCEPTION Group-Member Details No. Name Shantanu Das (L) --------------------------------------------Marks obtained: >>> RID R00711109 10+1/10 (Extra: 1) R00710058 10/10 Authentication Mahfuza Begum Barsha ----------------------------Marks obtained: >>> SIGNATURE R00711078 9.5/10 R00711052 9.5/10 R00711066 10/10 ( Ms. Atia Nasim Bano ) 24-March-2008. Asma Haque Shormi ----------------------------Marks obtained: >>> Amrin Nahar Saleha ----------------------------Marks obtained: >>> Md. Moniruzzaman ----------------------------Marks obtained: >>> Managerial Techniques - Specialization and Motivation. KEEP PROMISES MAKE IT EASY BE RESPECTFUL BE INSPIRING Page 2 of 31 Forward Although, Bangladesh is a very young country with its 36-years of independence and she doesn’t even have enough land to hold the entire population on her lap; still, this is one of the extremely poorest countries in the world having a very tight growth of population which say “NO” to decreasing! But, there’s a lots of possibilities here where the people never give-up hope, where people never stop moving...
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...employees A nnual Report 2009 6 14 16 Global Reporting Initiative Indicators Letter from the Chairman Inditex business model 18 IP 53 IC 54 Inditex Commitment 163 Inditex Performance 20 26 28 46 Summary of 2009 financial year Milestones for the year Commercial concepts International presence 56 66 124 136 Customers, shareholders and society Corporate Social Responsibility Human Resources Environmental dimension 4 Inditex Annual Report 2009 164 LD 309 Legal Documentation 167 233 296 303 Economic and financial report Corporate governance report Activities Report Audit and Control Committee Activities Report Nomination And Remuneration Committee 308 Verification of the audit of GRI indicators 5 G lobal Reporting Initiative Indicators in 2002. Using this guide, Inditex With transparency as the fundamental principle in its relationship with society, Inditex has followed the Global Reporting Initiative indicators since it published its first Sustainability Report attempts to provide detailed, organised access to the information on its activity to all its stakeholders. Within the general indicators, specific indicators for the textile and footwear sector have been included, identified in the following way: Specific indicator for the sector Specific indicator comment for the sector 6 Inditex Annual Report 2009 Pages 14-15 267-273, 20-25 1. Strategy and analySiS 1.1 Statement from the most...
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...design, Teams, E-commerce Abstract In 1998 J.P. Morgan's analysts forecast that the market for e-CRM (customer relationship management) solutions would grow rapidly. Since then more than 700 e-CRM firms have emerged. The convergence of information technologies caused enterprise information systems providers to add e-CRM functionality to their systems, thus further increasing the number of e-CRM suppliers. The proliferation of e-CRM concepts, models and technologies causes significant confusion and uncertainty. Corporate executives question the economic benefits of investing in multimillion dollar e-CRM projects, ponder about the right business and organizational models for e-CRM, and are uncertain which e-CRM models and technologies will prove both profitable and sustainable over time. With so many failed e-CRM initiatives some executives wonder whether e-CRM is not simply a hype. In the present paper what e-CRM is, from where the economic benefits from investing in e-CRM derive, and the evolution of alternative e-CRM models are elaborated. It is also argued that successful e-CRM projects are not narrowly departmental, but instead organization-wide initiatives. The paper presents a conceptual framework for e-CRM organizational architecture. The findings in the paper are based on e-CRM industry analysis, evaluation and work experience with over 50 e-CRM vendors, and on consulting experience with numerous corporations. Radoslav P. Kotorov...
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...manufacture a product. Automation is the use of control systems (such as numerical control, programmable logic control, and other industrial control systems), in concern with other applications of information technology (such as computer-aided technologies [CAD, CAM], to control industrial machinery and processes, reducing the need for human intervention. In the scope of industrialization, automation is a step beyond mechanization. Whereas mechanization provided human operators with machinery to assist them with the muscular requirements of work, automation greatly reduces the need for human sensory and mental requirements as well. Processes and systems can also be automated. Automation plays an increasingly important role in the global economy and in daily experience. Engineers strive to combine automated devices with mathematical and organizational tools to create complex systems for a rapidly expanding range of applications and human activities. Many roles for humans in industrial processes presently lie beyond the scope of automation. Human-level pattern recognition, language recognition, and language production ability are well beyond the capabilities of modern mechanical and computer systems. Tasks requiring subjective assessment or synthesis of complex sensory data, such as scents and sounds, as well as high-level tasks such as strategic planning, currently require human expertise. In many cases, the use of humans is more cost-effective than mechanical approaches...
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...Economic Revival June 2012 June 2012 © Confederation of Indian Industry Copyright © 2011 by Confederation of Indian Industry (CII), All rights reserved. No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of the copyright owner. CII has made every effort to ensure the accuracy of information presented in this document. However, neither CII nor any of its office bearers or analysts or employees can be held responsible for any financial consequences arising out of the use of information provided herein. However, in case of any discrepancy, error, etc., same may please be brought to the notice of CII for appropriate corrections. Published by Confederation of Indian Industry (CII), The Mantosh Sondhi Centre; 23, Institutional Area, Lodi Road, New Delhi-110003 (INDIA), Tel: +91-11-24629994-7, Fax: +91-11-24626149; Email: info@cii.in; Web: www.cii.in Confederation of Indian Industry The Mantosh Sondhi Centre 23, Institutional Area , Lodi Road, New Delhi – 110 003 Tel.: 011-24621874, 24629994-97 : Fax: 011-24626149 Website:www.cii.in Edited, printed and published by: Chandrajit Banerjee, Director General, CII on behalf of Confederation of Indian Industry from The Mantosh Sondhi Centre, 23, Institutional Area, Lodi Road, New Delhi –110 003 Tel: 91-11-24629994-7 Fax: 91-11-24626149 email:...
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...quality concepts and learn the tools and techniques to achieve quality. It also gives the totally integrated effort for gaining competitive advantage by continuously improving every facet of an organization’s activities. Pedagogy : Lectures, Assignments, case studies, seminar, MODULE 1 Introduction to TQM: Various definitions of quality and TQM, Core concepts of quality, The masters of quality(W Edwards Deming, Joseph M Juran, Philiph B Crosby, Kaoru Ishikawa, Ginichi Taguchi, Shigeo shingo) Evolution of quality, The Total Quality Management Excellence Model, Strategic Quality Management, Lecture, Numerical Exercises on cost of quality, TPM 1. Basterfield H Dale and others, Total Quality Management, Pearson Education/PHI, Inc. 2006. 2. K.Shridhar Bhat Total Quality Management (Himalaya publishing house 2005). 3. Poornima M Charantimath, Total Quality Management, Pearson Education, 2003. MODULE 2 Continuous process improvement: Concepts of Kaizen, Kaizen vs. Innovation, Kaizen Strategy, House of Quality, Quality Function deployment, Quality Circles. Brain storming, Value analysis, Poka Yoke, Bench marking. Lecture, Case study on Kaizen 1. Imai Masaki, Kaizen, The key to Japan’s Competitive Success, McGraw-Hill, Inc., International Edition, 1991. 2. 3. Heizer and Nathan, Cases in Total Quality Management Manufacturing and services, Thomson South-western, 2004....
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...UNIVERSITY INSTITUTE OF APPLIED MANAGEMENT SCIENCES Aruna Chandra Hall (Near Post Office), Panjab University, Sector 14, Chandigarh-160 014 (India) Telefax: 0172-2701403 Phone: 0172-2534889 Email: uiams@pu.ac.in Website: uiams.puchd.ac.in SYLLABUS OF THE 1ST YEAR TRIMESTER – I CODE MBA-011 MBA-021 MBA-031 MBA-041 MBA-051 MBA-061a MBA-061b PAPER Principles and Practices of Management Quantitative Techniques for Managerial Decision Making. Managerial Economics Human Resource Management Accounting for Management Seminar on Executive Communication Workshop on Information Technology for Management CREDITS 4 4 4 4 4 2 2 MARKS 100 100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt...
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