...The SPACE matrix is a management tool used to analyze a company. It is used to determine what type of a strategy a company should undertake. The Strategic Position & ACtion Evaluation matrix or short a SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to the competitive position of an organization. The SPACE matrix can be used as a basis for other analyses, such as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives (IE matrix). What is the SPACE matrix strategic management method? To explain how the SPACE matrix works, it is best to reverse-engineer it. First, let's take a look at what the outcome of a SPACE matrix analysis can be, take a look at the picture below. The SPACE matrix is broken down to four quadrants where each quadrant suggests a different type or a nature of a strategy: * Aggressive * Conservative * Defensive * Competitive This is what a completed SPACE matrix looks like: This particular SPACE matrix tells us that our company should pursue an aggressive strategy. Our company has a strong competitive position it the market with rapid growth. It needs to use its internal strengths to develop a market penetration and market development strategy. This can include product development, integration with other companies, acquisition of competitors, and so on. Now, how do we get to the possible outcomes shown in the SPACE matrix? The SPACE Matrix analysis...
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...MB 401 STRATEGIC MANAGEMENT ______________________________________________________________________ __ INSTRUCTIONS FOR PAPER-SETTER The question paper will consist of Two parts, A and B. Part A will have 15 short answer questions (40-60 words) of 2 marks each. Part B will have 12 long answer questions of 5 marks each. The syllabus of the subject is divided into 3 sections I, II and III. The question paper will cover the entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors...
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...17-08-2012 17-08-2012 Submitted to: Prof. N. R. Govinda Sharma Submitted to: Prof. N. R. Govinda Sharma by by Group A10 THE AVENGERS Group A10 THE AVENGERS RASNA Strategic Memo Final Report RASNA Strategic Memo Final Report Table of Contents ABSTRACT 3 BRIEF ABOUT THE SDC INDUSTRY 4 Rasna and its Products 4 Description of the situation 5 Strategy Formulation for Rasna Company 6 1. Input Stage (Formulation Framework) 6 SWOT 6 External Factor Evaluation (EFE) matrix 8 Internal Factors Evaluation (IFE) matrix: 9 2. Matching Stage 10 Competitive Advantage (CA) 10 Financial Strength (FS) 11 Industry Strength (IS) 11 Environmental Stability (ES) 11 3. Decision Stage 13 STRATEGIC IMPORTANCE 16 JUICE INDUSTRY 16 RESOURCES FOR NEW STRATEGY AS CONCENTRIC DIVERSIFICATION 17 mARKETING 17 Brand Strategy 17 Distribution Channel 17 Competitor Analysis 18 finance 19 Internal retained earning 20 Take loan from bank 20 Issue bond/debenture 20 Issue equity 20 Right issue 20 Venture capital 20 Human resource management 20 Job description 20 Job specification 20 Recruitment 20 Selection 21 Training & development 21 Performance evaluation 21 BALANCE SCORECARD TO CHECK STRATEGY EFFECTIVENESS 22 RECOMMENDATION 24 Bibliography 25 ABSTRACT Soft Drink Concentrate market (SDC) of India is 500 crore market. This market is getting in weak situation, main reason being today people in India do not find enough time to mix concentrate in...
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...Table of Contents 1. Introduction 1 2. The Ten Step Strategic Marketing Process 2 3. The Strategic Marketing Plan 3 3.1. Scope 3 3.2. Space 4 3.3. Segmentation 5 3.4. Serve 10 3.5. Sense 12 3.6. SWOT 14 3.7. Select 16 3.8. Sizing 17 3.9. Stand 18 3.10. Seize 19 4. References 21 Introduction In this assignment, as part of the curriculum in the MBA program, I analyze the marketing plan of an organization to illustrate the existence of the ten steps in marketing planning. For this purpose I have selected the marketing plan prepared by Expeditors Lanka (Pvt) Ltd for launching of warehousing facility in Sri Lanka. The company is a fully owned subsidiary of Expeditors International of Washington Incorporation a publicly traded company in Washington Stock Exchange. Bothe these companies carrying on the business of global logistics solutions provider, helping their customers to improve their supply chain management. The holding company was incorporated in 1979, with only 5 branches worldwide. After having operated for 28 years, today the company has become an industry legend, with 226-branch network, strategically placed at major points covering all five continents in the globe, and employing over 10,000 professionals. This has been the competitive advantage Expeditors enjoy over most of its competitors in the global market place. The local company was incorporated in 1996, as one of the branches...
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...International Hospitality Management Course Title: DEVELOPING AND MONITORING CORPORATE STRATEGY Course Code: Prerequisite/s: Co-requisite/s: MNGT 903 Nil Nil Scheduled for trimester: Credit hours: Nominal Contact Hours: Three 3 36 20 Hours Breakdown: Lectures, Tut/Sem 36 Self-Managed Learning, Project/s & Assignment/s 62 Total Course hours: 120 Lecturer/s: Dr. Ivan Ninov Lecturer’s email address Rationale: As a discipline and as a business practice strategic management is playing a vital role within the modern hospitality industry. Strategy is concerned with the long term direction and aspirations of the organization and is based upon solid market and business research and an understanding of the organizations capabilities and potential. Strategic planning is however of little organizational use without the effective management of the achievement of the strategic intent. This module provides managers with the skill sets to engage with the strategic planning process and then to manage and monitor the achievement of these goals. Directed Learning: Exam: 2 Tel Ext: 5149 ivan.ninov@emiratesacademy.edu Teaching Philosophy During this course my main goal as a teacher will be to stimulate students’ learning, thinking, and inquisitiveness. Students’ critical thinking, analytical and problem-solving skills will be further developed through challenging tasks and projects. Students will not only learn the knowledge and the theories behind strategic management, but will be...
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...INTRODUCTION Defining Strategic Planning - Overview Strategic management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives. As this definition implies, strategic management focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and information systems to achieve organizational success. The term strategic management in this text is used synonymously with the term strategic planning. The latter term is more often used in the business world, whereas the former is often used in academia. Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation. The purpose of strategic management is to exploit and create new and different opportunities for tomorrow; long-range planning, in contrast, tries to optimize for tomorrow the trends of today. Strategic management can also be termed as a bundle of decisions and actions which a manager should undertake and one that can decide the results of a firm’s performance. A manager must have a thorough knowledge and analysis of the general and competitive organizational environment in order to make the right decisions. The management should conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). They should make out the possible utilization...
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...A/601/0796 Handout date: ........................... Hand in date: ................................ Individual Assignment 1 – Practical Strategic Planning and Formulation Processes Scenario Learners are required to select a large or medium-size firm in Vietnam (a local or a foreign company); or either learners may choose their own company (if any). Each learner is assigned to conduct a practical study on the chosen company, and to compare what he/she has learned in classes with the real business activities. The learner has therefore been set two tasks to complete that will enhance his/her knowledge of: * The practical processes of strategic planning of his/her chosen company * The applicable strategic formulation of the business Each learner is asked to prepare an individual report on the below-mentioned topics. The learner should complete the report for discussion with the selected firm’s senior management which identifies and evaluates a number of key areas and discusses them in a comprehensive way. The learner’s ideas must be supported by evidence of research and readings related to the key themes of the topics. Task 1 * Provide and explain strategic contexts and terminology– missions, visions, objectives, goals, and core competencies of the chosen company. * Review the issues involved in strategic planning * Explain different planning techniques (This task provides evidence for outcome #1 – Assessment criteria 1.1, 1.2, 1.3) Task...
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...doughnut-making locations. 4. Enable store employees to focus on achieving excellence in customer satisfaction and in-shop consumer experience. 5. Stimulate an increase in on-premises sales of doughnuts and complementary products by increasing the number of retail distribution points to provide customers more convenient access to the company’s products. Strategies 1. Open up new (or convert traditional factory stores to) "hot shops" that provide a hot doughnut experience for customers throughout the day, instead of the traditional experience of having the hottest, freshest doughnuts available only at certain times of the day---these "hot shops" would be added to the traditional fresh shops and kiosks as the primary methods for market penetration while reducing operating costs. 2. Open up new company-owned satellite stores for additional market penetration. 3. The company also plans to extend its testing of soft serve dairy products into additional locations in fiscal 2010 as part of its product development. 4. Close stores that are not performing to company standards. 2. Develop vision and mission statements...
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...Q.1How did the concept of LCC emerge in India? Which factors encouraged the growth of LCCs? Aviation industry in India was born in the year 1930.Tata group one of the prominent industry in India launched Tata airlines (India’s first airline services) After the emergence of the airline industry in India, after two decades more eight private players started their business but their operations were quite restricted. These airlines proved to be a failure despite constant support from the government. As a result Air traffic enquiry committee was formed constituted by government of India recommended the nationalization of airlines. The air corporations Act 1953 was formulated and the two entities were nationalized namely Indian airlines corporation (IA) and Air India International (AI). The act restricted private players until 1986. In 1990’s private sector was allowed to reenter the market with the wave of the economic liberalization. This was the time when LCC concept in India was brought into picture in the Indian market. By March 1994 the government had approved six private carriers to commence the domestic services. But despite two carriers all others closed and filed insolvency. This duopoly continued till 2003, this duopoly was challenged by air Deccan in 2003 with its concept of LCC which made this industry emerge in India which proved to be a turning point in this industry. Air Deccan with its entry brought into picture special discounts, promotional fares, check...
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...Balochistan University of information techonology engineering and management sciences | Implementing Strategic Management | APPLE Inc. | Rabia Iftikhar 12285 | MBA 5th B | Jun 24, 2013 | | | | | | Ma'am Mehwish Shahid Think Different ACKNOWLEDGEMENTS Praise and thanks to “ALLAH” Almighty, the one testing us all at all times and making decisions about what we don’t know and can’t know. The report being submitted today is a result of collective effort. There are innumerous helping hands behind who have guided us on our way. Writing this report appeared to be a great experience to us. It added a lot to our knowledge. This report is one of our memorable experiences in student life. Though words are inadequate in offering thanks to our teacher but we owe our profound gratitude to Ma’am Mehwish Shahid for stimulating our creative abilities by assigning this project to us and for her able guidance and useful suggestions, which helped us in completing the project in time. Whatever we have learnt from her and this project report has put indelible impression on our minds and it is our conviction that this learning experience will always be a source of help in our practical life and professional career. Finally, yet importantly, we would like to express our heartfelt thanks to our beloved parents, for cooperation, help, kindness...
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... 1.1 The strategic contexts and terminology – missions, visions, objectives, goals, core competencies of Samsung…………………………………………………………………..3 1.2 The issues involved in strategic planning………………………………………………….6 1.3 Different planning techniques of Samsung electronics…………………………………...8 2.1 Organization audit for Samsung Electronics…………………………………………….11 2.2 Environmental audit for Samsung Electronics………………………………………….13 2.3 The significance of stakeholder analysis…………………………………………………17 CONCLUSION…………………………………………………………………………………19 REFERENCES…………………………………………………………………………………20 INTRODUCTION Samsung Electronics is one of the world's largest semiconductor manufacturers; Samsung Electronics is also South Korea's top electronics company. It makes many kinds of consumer devices, including DVD players, digital TVs, and digital still cameras; computers, color monitors, LCD panels, and printers; semiconductors such as DRAMs, static RAMs, flash memory, and display drivers; and communications devices ranging from wireless handsets and smart phones to networking gear. The company, which is the flagship member of Samsung Group, also makes microwave ovens, refrigerators, air conditioners, and washing machines. Nearly half of sales come from the Asia/Pacific region. Top industries for Samsung Electronics Co. are memory chip and module manufacturing, communications chip manufacturing, wireless telephone handset manufacturing. 1.1) The strategic contexts and terminology...
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...Strategic Planning for Kohinoor Chemicals Submitted to A.S.M. Ashif Senior Lecturer Department of Business Administration, East West University MGT 480: Strategic Management, Section : 03 Submitted By Quazi Aritra Reyan 2010-1-10-145 Nayeem Hossain 2010-1-10-149 Fuad Ibne Ahmed 2010-1-10-003 Ananta kishor Chanda 2010-1-10-028 Saiful Islam 2009-3-13-027 16th December, 2013 ------------------------------------------------- ------------------------------------------------- Letter of Transmittal 16th December, 2013 A.S.M. Ashif Senior Lecturer Department of Business Administration East West University Submission of term paper Dear Sir, It is a great pleasure for us to have the opportunity to submit term paper on “Strategic Planning for Kohinoor Chemicals”. This had been a great experience for us to analyze such a practical strategic planning issue. We tried utmost to make and look like a professional one. Our efforts will be valued if this report can serve for what it’s been meant for and our assistance will be there for any queries. Sincerely yours, Quazi Aritra Reyan 2010-1-10-145 Ananta Kishor Chanda 2010-1-10-028 Nayeem Hossain 2010-1-10-149 Fuad Ibn Ahmed 2010-1-10-003 Saiful Islam 2009-3-13-027 ------------------------------------------------- Acknowledgement ...
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...1.1 The strategy context and terminology explained based on Kellogg’s study case: * Mission: It defines what the company does, who it serves and how it serves. This is a formulated form of company`s goal, philosophy and characteristic. For Kellogg`s the quality was the key also the mission is to develop their product through the customers, consumers and communities. * Vision: This can be defined as a dynamic and compelling view at some point in the future. True the vision the company can see where it want to be and what Kellogg`s want to achieve in the future. Kellogg`s vision is ‘To enrich and delight the world through foods and brands that matter’ (Kelloggs). Regarding to our case study, Kellogg`s vision in India was to serve a bigger choice in the food industry and also apart of cereal they wanted to expand into snack and frozen foods in U.S. * Objectives: Kellogg`s objectives included such as support physical activity for the population, promote exercise, sponsor activities (studies). Kellogg became the main sponsor of swimming in Britain. Also they introduce food labelling which is providing an opportunity for the consumers to make decisions about the right balance of food. Kellogg is violently supporting but in the same it puts a lot of effort to protect their reputation. * Goals: Kellogg`s want to provide the consumers all over the world with simple and more suitable way of enjoying good health. * Core competencies: Core competence is important for...
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...JET BLUE - CASE STUDY EBS 5103 STRATEGIC MANAGEMENT Analyzing Strategic Management Cases “JETBLUE AIRWAYS” UFUK CANDAR FOYA BAHÇEŞEHİR UNIVERSITY Table of Contents INTRODUCTION 3 BRIEF SUMMARY 3 ENVIRONMENTAL ANALYSES: 4 VALUE CHAIN ANALYSIS: 10 FINANCIAL ANALYSIS: 13 SWOT ANALYSIS: 19 SPACE MATRIX: 21 TOWS MATRIX: 24 QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM): 25 CONCLUSION: 26 INTRODUCTION Within case analysis assignment, the JetBlue case is analyzed strategically in this document to set answers for following basic questions: * To make a set of recommendations based on the analysis, * To describe exactly what need to be done for success, * To explain why the proposals will solve the problems, * To suggest how best to implement the proposed solution After giving a brief summary regarding the case of JetBlue has and drawing a general picture of the company, several strategic analysis methods will be used to analysis JetBlue. BRIEF SUMMARY The economic downturn in the late 1990s and 9/11 terrorist attacks in 2001 have severe consequences on airline industry. The demand for air travel dropped and led to decrease in flights and revenue. The security costs increased. Airlines significantly reduced capacities. As a result low-cost strategies with new route services became important. Rebounding of economy by the end of year 2003, the demand for business and leisure travel was expected to grow in low-cost competition...
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...Summary 3. Executive summary 2 III. Assignment 4. Task 1 Understanding the process of strategic planning 3 5. Task 2 Formulating a new strategy 11 6. Task 3 Approaching to strategy evaluation and selection 17 7. Task 4 Implementation a chosen strategy 20 IV. Conclusion and Reference 8. Conclusion 23 9. Reference 23 1. Introduction As Myanmar is at the time of third wave changing policy, the economy of Myanmar has increased massively very fast. So all the company, business and firms need to catch up with this and have to compete with the new comer foreign companies and business firms. " Star Engineering Group Company, Ltd " is also one of them and is being engaged with some problems within it. They are encountering with staff confusions, wastages, delays works, lack of motivation and conflicts. And expected sales and profit are often less than what corporate management wants to be. However, they take no interest in any audit and pay no attention to strategic planning of the organization. So I have to discuss with the corporate management how important is the business strategy, how to formulae a strategy, how to adopt approaches to strategy evaluation and how to implement it. 2. Objective * To understand the process of strategic planning * Be able to formulate a new strategy * Understand approaches to strategy evaluation and selection ...
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