...2 | Build business skills in IT | Business Agility | 3 | IT strategic planning | Business Productivity | 4 | Attracting new IT professionals | Business Cost Reduction & Controls | 5 | Making better use of information | IT Cost Reduction and Controls | Comparing the list of issues of 2008 with 2013 from SIM survey report: Even though IT management working hard to maximize the use of IT to improve the business operations, but still this is the key concern from 2003 till 2013 as per SIM survey. Because of the ever-changing market, business and customer needs, this issue has become a continuous improvement process. Example: Enterprise Recourse Planning (ERP) solutions in the current market, even though many companies claims to provide best ERP solution for Transport, Manufacturing, Software or any business will have many limitations attached to it. The change in the priorities of concerns in border sense: When we compare the list of issues we can see that the management has changed its strategy to deal with the different concerns. Management enforced strategies to improve focus on concerns with high severity by segregating the merged areas and promoting such issue to higher level. Example: The ‘Business Productivity & Cost Reduction” which user to be considered as combined issue in previous years is segregated in 2013 and different issue and are ranked as 3 & 4 as per their importance. Likewise Business Agility is detached from Speed to Market and ranked...
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...Joint venture From Wikipedia, the free encyclopedia Jump to: navigation, search For the Kottonmouth Kings album, see Joint Venture (album). A joint venture (often abbreviated JV) is an entity formed between two or more parties to undertake economic activity together. The parties agree to create a new entity by both contributing equity, and they then share in the revenues, expenses, and control of the enterprise. The venture can be for one specific project only, or a continuing business relationship such as the Sony Ericsson joint venture. This is in contrast to a strategic alliance, which involves no equity stake by the participants, and is a much less rigid arrangement. The phrase generally refers to the purpose of the entity and not to a type of entity. Therefore, a joint venture may be a corporation, limited liability company, partnership or other legal structure, depending on a number of considerations such as tax and tort liability. Contents [hide] * 1 When are joint ventures used? * 2 Brokers * 3 Reasons for forming a joint venture * 4 Examples * 5 External links [edit] When are joint ventures used? Joint ventures are not uncommon in the oil and gas industry, and are often cooperations between a local and foreign company (about 3/4 are international). A joint venture is often seen as a very viable business alternative in this sector, as the companies can complement their skill sets while it offers the foreign company a geographic...
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...Corporate Entrepreneurship Assignment Name of Student: Hazeem Azam Naz Dar Company: Nokia (a) Discuss ways in which Nokia could achieve sustainable competitive advantage There are four ways Nokia gain competitive advantage: 1) Cost Leadership 2) Differentiation 3) Cost Focus 4) Differentiation Focus Cost leadership: With this strategy, the objective is to become the lowest-cost producer in the industry. Simply being amongst the lowest-cost producers is not good enough, as you leave yourself wide open to attack by other low-cost producers who may undercut your prices and therefore block your attempts to increase market share. The traditional method to achieve this objective is to produce on a large scale which enables the business to exploit economies of scale. There are two main ways for achieving this: a) Increasing profits by reducing costs, while charging industry-average prices. b) Increasing market share through charging lower prices, while still making a reasonable profit on each sale because you've reduced costs. A strategy of cost leadership requires close cooperation between all the functional areas of a business. To be the lowest-cost producer, a firm is likely to achieve or use several of the following: * High levels of productivity * High capacity utilisation * Use of bargaining power to negotiate the lowest prices for production inputs * Lean production methods (e.g. JIT) * Effective use of technology in...
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...2006 Course MSc Strategic Marketing Tutor Eric Hall Word Count 2.504 Introduction During the last ten years the market environment has been changing constantly. The people have high access to information through the Internet, for instance in Asia-Pacific the Internet access market grew by 18.7% in 2005 to generate total revenues of $30.5 billion. This represents a compound annual growth rate of 24.3% for the five years period spanning 2001-2005 (DataMonitor:2006). The international commercial deregulation offered to countries such as China (China’s economy grew by 10.1% in 2004 and by 10.2% in 2005 – Business Monitor International) the opportunity to explore new markets and to offer labour low costs and high quality products for international markets. On the other hand, and at the same time, the female workers rate is increasing year by year, generating new trends, opportunities and demand for new products. The eminent risk of terrorist attacks brought new concerns for governments and companies in their transactions during the manufacturing process. According to Euro Monitor International, just in the USA 45.07% of the total female population was employed in 2005 from 41.99% in 1990. In response and adaptation to the facts showed above, companies have been working hard, in order to implement new strategies, in order to increase their competitiveness into the market, to reduce costs and increasing product quality through strategic alliances. One of...
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...University of Hertfordshire Business School MBSP0186 – Organisations and Context Assignment No. 1 Study Case: Solectron |Author |Fabio Oliveira | |Student Number |06132095 | |Hand In Date |13th December 2006 | |Course |MSc Strategic Marketing | |Tutor |Eric Hall | |Word Count |2.504 | Introduction During the last ten years the market environment has been changing constantly. The people have high access to information through the Internet, for instance in Asia-Pacific the Internet access market grew by 18.7% in 2005 to generate total revenues of $30.5 billion. This represents a compound annual growth rate of 24.3% for the five years period spanning 2001-2005 (DataMonitor:2006). The international commercial deregulation offered to countries such as China (China’s economy grew by 10.1% in 2004 and by 10.2% in 2005 – Business Monitor International) the opportunity to explore new markets and to offer labour low costs and high quality products for international markets. On the other hand, and at the same time, the female workers rate is increasing year by year, generating new trends, opportunities...
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...CASE 2: Developing an Organizational Structure Prepared By: GROUP 10 (Management 1) Course: Business Administration Major in Marketing Management Executive Summary The case study being conducted is primarily to give emphasis on decentralized form of authority among departments of an organization. It discuss about effective use of an organization. It discuss about effective use of an organizational chart to see true segregated authority of members of an organizational distinguishing difference authority given to each member of the organization is within the premise of organizational chart. A question has been drawn, “How is Departmentalization differ from Organizational Structure?” It simply defined the two parties. Departmentalization is the process of grouping similar activities into the same department. It can be based on functions of the company, product, customer, process and geographical departmentalization. Organizational Structure, on the other hand, refers to the division of total activities of an organization into related groups to be performed by the prescribed authority. It shows the hierarchy of activities in an organization according to work and the reporting relationships. To support the whole case study, a literary review had been conducted. Three related cases in the main case had stated. Cisco’s implementing of organizational structure was pinpointed as a good guide in understanding the main case. Its lifestyle methodology had been...
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...VersaPhone: Marketing Plan Table of Contents VersaPhone: Marketing Plan 1 Executive Summary 4 1. Situation Analysis 5 1.1. Market Needs 5 1.2. The Market 6 1.2.1. Market Demographics 6 1.2.2. Market Trends 6 1.2.3. Market Growth 7 1.2.4. Macroenvironment 8 1.3. The Company 9 1.3.1. Mission 9 1.3.2. Service Offering 9 1.3.3. Positioning 9 1.3.4. SWOT Summary 10 1.3.4.1. Strengths 10 1.3.4.2. Weaknesses 10 1.3.4.3. Opportunities 10 1.3.4.4. Threats 10 1.4. Competition 11 1.4.1. Direct Competition 11 1.4.2. Indirect Competition 12 2. Marketing Strategy 13 2.1. Value Proposition 13 2.2. Critical Issues 13 2.3. Financial Objectives 14 2.4. Marketing Objectives 14 2.5. Target Market Strategy 14 2.6. Messaging 15 2.6.1. Branding 15 3. Marketing Mix 15 3.1. Product Marketing 15 3.2. Pricing 16 3.3. Promotion 16 3.4. Service 17 3.5. International Markets 17 3.6. Implementation Schedule 18 4. Financials 18 4.1. Break-even Analysis 18 4.2. Sales Forecast 19 4.3. Expense Forecast 19 4.4. Linking Expenses to Strategy and Tactics 20 4.5. Contribution Margin 21 5. Controls 22 5.1. Implementation 22 5.2. Keys to Success 23 5.3. Market Research 23 5.4. Contingency Planning 23 References: 25 ...
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...FORWARD FOR NOKIA DENMARK PhD student Marcus Møller Larsen and Professor Torben Pedersen wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2011, Richard Ivey School of Business Foundation Version: 2011-12-20 INTRODUCTION For the management of Nokia Denmark, the question of defining the future strategic directions for its product development activities was a vital issue that boiled down to some key concerns. Nokia Denmark was a subsidiary of the world’s largest telephone manufacturer, the Nokia Corporation, and was one of the largest of Nokia’s many product development units dispersed all around the world. The Danish site developed somewhere between six and 10 mobile phones per year, depending on instructions from the Nokia headquarters...
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...prevalence in public discussion, has received significantly less attention in academic research. Within the international business (IB) context there are very few academic studies that seek to analyze and compare the different geographical mobile phone markets from the viewpoint of competition. This thesis examines competition in the mobile phone markets of the United States and Europe in light of interviews and secondary data covering years 2002 - 2011. The framework used for the analysis is founded on concepts drawn primarily from industrial organization (IO) economics, IB theory and microeconomics. The first part of the thesis gives an overview of the U.S. and European mobile phone markets and the second part focuses specifically on Nokia, its actions and performance on the U.S. market. The findings reveal that the U.S. and European mobile phone markets are fundamentally different. Firstly, while in Europe several parallel sales channels exist, the U.S. market is dominated by mobile operators that control access to the end customer. Secondly, in the U.S. market phones are generally sold heavily subsidized and bundled, and either under the operator brand or co-branding agreements. In addition, the U.S. market has historically split in...
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...prevalence in public discussion, has received significantly less attention in academic research. Within the international business (IB) context there are very few academic studies that seek to analyze and compare the different geographical mobile phone markets from the viewpoint of competition. This thesis examines competition in the mobile phone markets of the United States and Europe in light of interviews and secondary data covering years 2002 - 2011. The framework used for the analysis is founded on concepts drawn primarily from industrial organization (IO) economics, IB theory and microeconomics. The first part of the thesis gives an overview of the U.S. and European mobile phone markets and the second part focuses specifically on Nokia, its actions and performance on the U.S. market. The findings reveal that the U.S. and European mobile phone markets are fundamentally different. Firstly, while in Europe several parallel sales channels exist, the U.S. market is dominated by mobile operators that control access to the end customer. Secondly, in the U.S. market phones are generally sold heavily subsidized and bundled, and either under the operator brand or co-branding agreements. In addition, the U.S. market has historically split in...
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...Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex...
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...prevalence in public discussion, has received significantly less attention in academic research. Within the international business (IB) context there are very few academic studies that seek to analyze and compare the different geographical mobile phone markets from the viewpoint of competition. This thesis examines competition in the mobile phone markets of the United States and Europe in light of interviews and secondary data covering years 2002 - 2011. The framework used for the analysis is founded on concepts drawn primarily from industrial organization (IO) economics, IB theory and microeconomics. The first part of the thesis gives an overview of the U.S. and European mobile phone markets and the second part focuses specifically on Nokia, its actions and performance on the U.S. market. The findings reveal that the U.S. and European mobile phone markets are fundamentally different. Firstly, while in Europe several parallel sales channels exist, the U.S. market is dominated by mobile operators that control access to the end customer. Secondly, in the U.S. market phones are generally sold heavily subsidized and bundled, and either under the operator brand or co-branding agreements. In addition, the U.S. market has historically split in two technologies,...
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...ORGANIZATION MANAGEMENT NOKIA NAME: SHALINI DEVI A/P MANOHARAN ID NUM: DCA 07-04101148 LEC NAME: MR SELVAMATHAN SUBMISSION DATE: 28 MAY 2012 TABLE OF CONTENT INTODUCTION Nokia is a multinational corporation engaged in the manufacturing of mobile phones devices, in converging internet and communication industries, having about 132,000 employees working worldwide. The organization is the World’s largest mobile manufacturing company and is operational is 150 different countries having an approximate global annual sales revenue of ¼ 42 billion and operating profit of ¼ 2 billion in the preceding year 2010. The organization has a market share of about 28.9% as of the preceding year 2010 and is still the market leader in the world of mobile phones. Nokia Corporation has a history of 146 years and it wasn't the way it is today, it took Nokia decades to reach at this point. The first Nokia century began with Fredrik Ides tam’s paper mill on the banks of the Nokian virtual River. Between 1865 and 1967, the company would become a major industrial force, but it took a merger with a cable company and a rubber firm to set the new Nokia Corporation on the path to electronics. From 1968-91, the newly formed Nokia Corporation was ideally positioned for a pioneering role in the early evolution of mobile communications. As European telecommunications markets were deregulated and mobile networks became global, Nokia led the way with some iconic products. In 1992, Nokia decided to focus on...
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...CHAIN - 1 - DESIGN AND OPERATION - 1 - 1.0) INTRODUCTION - 3 - 1.1) WHAT IS THE ISSUE? - 3 - 1.2) CURRENT STATE OF RESEARCH - 4 - 2.0) SUPPLY CHAIN MANAGEMENT (SCM) - 6 - 3.0) SUPPLY CHAIN OPTIMIZATION (SCO) - 7 - 4.0) SUPPLY CHAIN RESILIENCE (SCR) - 9 - 5.0) CAN SUPPLY CHAIN BE OPTIMIZED AND RESILIENT? - 10 - 5.1) CONCLUSION - 12 - 6.0) REFERENCES - 13 - 7.0) APPENDIX - 17 - 7.1) VULNERABILITY FACTORS - 17 - 7.2) CAPABILITY FACTORS - 18 - 1.0) Introduction The fierce competition in global and local markets, has forced company leaders to focus more on developing and designing an efficient and effective supply chain network. Pishvaee and Torabi (2010) ascertain that one of the most strategic and important element of SCM is making a strategic decision on supply chain network design. And this design takes into consideration some critical parameters that come with a lot of variability, such as the flow mechanism across the chain, facility locations, sizes and numbers. Because this long-term decision will impact the competitiveness of the company in many years to come, therefore, the designed network should be robust with these uncertain parameters. As a robust SC structure is the source of sustainable competitive advantage in this turbulent economic downtown. Therefore a robust SC is capable of making a firm resilient (Tang, 2006). The remaining part of this write-up is organized as follows. Section one discussed the nucleus of the issue at hand and...
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...HBR.ORG In a world of constant change, the spoils go to the nimble. by Martin Reeves and Mike Deimler ILLUSTRATION: BRIAN STAUFFER Adaptability: The New Competitive Advantage July–August 2011 Harvard Business Review 135 ADAPTABILITY: THE NEW COMPETITIVE ADVANTAGE We live in an era of risk and instability. Globalization, new technologies, and greater transparency have combined to upend the business environment and give many CEOs a deep sense of unease. Just look at the numbers. Since 1980 the volatility of business operating margins, largely static since the 1950s, has more than doubled, as has the size of the gap between winners (companies with high operating margins) and losers (those with low ones). Market leadership is even more precarious. The percentage of companies falling out of the top three rankings in their industry increased from 2% in 1960 to 14% in 2008. What’s more, market leadership is proving to be an increasingly dubious prize: The once strong correlation between profitability and industry share is now almost nonexistent in some sectors. According to our calculation, the probability that the market share leader is also the profitability leader declined from 34% in 1950 to just 7% in 2007. And it has become virtually impossible for some ex- ecutives even to clearly identify in what industry and with which companies they’re competing. All this uncertainty poses a tremendous challenge for strategy making. That’s because traditional approaches...
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