...Contents 1: Understand the background to organizational strategic change ............................................................. 1 1.1: Discuss models of strategic change ................................................................................................... 1 Kurt Lewin’s 3 phases Change Theory .................................................................................................. 1 McKinsey 7-S Model.............................................................................................................................. 2 Kotter’s 8 Step Change Model .............................................................................................................. 3 1.2: evaluate the relevance of models of strategic change to Philips in the current economy ............... 6 1.3: assess the value of using strategic intervention techniques in organizations................................... 7 2: Understand issues relating to strategic change in an organization .......................................................... 8 2.1: Examine the need for strategic change in Philips. ............................................................................. 8 2.2: Assess the factors that are driving the need for strategic change in an organization. ..................... 9 2.3: Assess the resource implications of the organization not responding to strategic change .............. 9 3: Be able to lead stakeholders in developing a strategy for change...
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...covering various steps in running their companies. Traditionally, however, large companies have been on the forefront of strategic planning performance. Such companies face several internal and external factors that have an impact on their organization, but more specifically, the planning function of management. These factors are often broad and can include issues such as ethics, legality, and social responsibility. The Altria Group, Inc. is a company that is often criticized for ethical and social issues, and these factors have a great deal impact on organizational planning. Previously known as The Phillip Morris Companies, Altria Group Inc. produces a wide variety of tobacco, beer, and food products. “Altria sells some of the world’s most successful and best-known packaged goods. Altria’s Philip Morris divisions make several leading cigarette brands and other tobacco products in the United States and internationally. The Philip Morris USA division is the nation’s leading cigarette manufacturer. Altria’s food division, Kraft Foods, Inc., produces a variety of popular cereals, prepared foods, and beverages. Altria is also the major shareholder in SABMiller plc, formerly known as the Miller Brewing Co., which makes some of the best-selling beers in the United States and in the world. Altria is located in New York City. The cigarette brands produced by the Philip Morris divisions include Marlboro, Virginia Slims, Chesterfield, and Basic. Kraft Foods is one of the world’s largest food...
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...Question 1 1.25 out of 1.25 points Japanese multinational firms tend to operate as _____, announcing decisions from home offices to subsidiaries. European multinational operations tend to operate as _____, pushing decision-making authority to the lowest possible level. Answer Correct Answer: centralized organizations; decentralized organizations Question 2 1.25 out of 1.25 points _____ is the tendency to ignore or avoid certain information, especially if that information is ambiguous. Answer Correct Answer: Selective perception Question 3 1.25 out of 1.25 points A local microbrewery is working on its methods of advertising, promoting and selling its product. This is an example of ________. Answer Correct Answer: a primary activity in the value chain Question 4 1.25 out of 1.25 points Which of the following did Nokia NOT do in responding to the crisis involving the fire at the Philips semiconductor plant, according to the Resilient Enterprise case? Answer Correct Answer: Threatened legal action against Philips if it didn't find alternative sources of supply Question 5 1.25 out of 1.25 points In most organizations, non-programmed decisions tend to be made by ________; while programmed decisions are made by ________. Answer Correct Answer: top managers; lower-level managers Question 6 0 out of 1.25 points Wernickskosherdills.com is in growth mode thanks to the tremendous demand for its product. Its executives must decide how much...
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...system. AHERF was not the only health care provider pursuing this strategy. In fact, this was the dominant strategic direction proposed by industry an-alysts and managers alike. Within a few years, AHERF was one of the largest integrated health care providers in the United States and its CEO was hailed as a visionary. By 1998, AHERF was also bangkrupt. In the early 2000s, Sumsung Corporation launched a strategy to revitalize its consumer video electronics business. Long regareded as a low- quality brand, it sought a quality leadership position in the fledgling market for digital home entertainment, including high definition television (HDTV). Samsung embraced digital light processing (DLP) technology. Cheaper and fatter than plasma, more expensive and thinner than traditional rear projection televisions (RPTVs) , Samsung’s DLP televisions offered a picture quality that equaled or beat either alternative. Samsung’s first generation DLP sets garnered rave reviews from speciality magazines and web sites. The technology appealed to critical early HDTV adopters who did their research and ignored the brand reputation. In fact, samsung’s reputation has improved since the launch of DLP. It has successfully entered the market for high-end plasma market. It takes little imagination to come up with a strategy. In fact, almost all managers can easily identify any number of strategic options for their firms. Here are a few popular business strategies, with examples of firms that have pursued...
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...Strategic Management Case Study Outline products Cardio-Vasculair X-Ray Imaging Equipment Patient Montioring & Cardiac Care Equipment Computed Tomography Imaging Equipment Ultrasound Diagnostic Imaging Equipment General X-Ray Imaging Equipment Magnetic Resonance Imaging Equipment Healthcare Information Systems Nuclear Medicine Imaging Equipment ▪ Levels of strategy: if applicable-identify the level. In Regards to the medical equipments sector which is our main concern in this project are the following: • Business level • Functional level ▪ Organisation’s values. 1. Excellence. We promise commitment to excellence in all our endeavors with customers, business partners and suppliers, employees, communities, and shareholders. 2. Integrity. We promise absolute integrity in all our dealings, commitments, and communications on an individual and corporate level. 3. Employer of Choice. We recruit the most suitable candidates, and we promise commitment to all our employees by providing a working environment of motivation, training, and development. 4. Social Responsibility. We promise to take pioneering actions, initiatives, and programs to support the societies where we operate and to promote environmental sustainability. 5. Elevation of the Image of Saudi-based-businesses. We promise to invest all our efforts into reflecting a sterling image of Saudi-based- businesses. ▪ Organisation’s vision. ...
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... PhD / Brennan Hall 425 / 941-4166 Office Hours: TR 2:30 – 4:00 pm or by appointment e-mail: taewan.kim@scranton.edu Course description This is the capstone course. It is designed to integrate knowledge gained from other business courses and apply that knowledge to policy and strategy development in situations facing general managers and business leaders. Emphasis will be placed on situational analysis, strategy formulation, and strategy execution at all levels of the organization. Course objectives 1. Understand Strategic Management as a process and be able to apply its principles to diverse business situations. (Linked to MBA’s Learning Goal #1. B) 2. Develop skills necessary to analyze the competitive situation facing various types of economic organizations; isolate important sources of competitive advantage and disadvantage; generate and make decisions among various strategy alternatives; plan for successful execution of selected strategies; and persuasively communicate these analyses and recommendations to others within the organization. (Linked to MBA’s Learning Goal #3. A, B, and C) 3. Gain experience with the case analysis method as applied to business situations. (Linked to MBA’s Learning Goal #3. C) 4. Gain experience working in teams to solve business problems. (Linked to MBA’s Learning Goal #5. A) Class policies Attendance: You will be expected to attend all classes...
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...familiarity with the consumer. “ Effective IMC messages and images are meaningful and useful to consumers, and messaging and branding consistency - a proven IMC concept - yield customer satisfaction and loyalty.” Techopedia explains Integrated Marketing Communications (IMC) as a combination of several marketing and advertising concepts and theories that cam be complex because it has many working component. IMC advantages are cost containment, increased communication between departments and agencies, customer satisfaction, and increased sales of products and services. According to Cory Janssen, IMC information systems identify, collect and share essential department and agency data. While communicating to vast target audiences, IMC techniques and tools will generate leads and provide existing consumers with timely reminders, up-to-date information and...
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...It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change. (Charles Darwin) Introduction In this chapter, we turn our focus to how organizations sustain advantage. We do this through exploring strategic change, while, to complement this in Chapter 12, we examine strategic innovation and corporate entrepreneurship. Strategic change is about ensuring that the organization is consistently relevant in its market arenas and, as the opening quote from Darwin illustrates, about the need to be responsive to change. Back in 1865, the seeds of the company that we know today as Nokia were sown when Frederik Ideastam set up a paper mill on the banks of the Nokianvirta river in Finland. From this base, over the next hundred years, the company evolved to become a Nordic industrial conglomerate operating in paper, rubber, and cables, and from there to a European player in consumer electronics in the 1970s and 1980s. In 1996, a decision was made to divest all of its other businesses in order to concentrate on becoming a global giant in telecommunications. This is the position that Nokia is attempting to retain as it continues to ride the technological wave of change, focusing on technological convergence in mobile phones, multimedia, and enterprise solutions. Although the reorientation of Nokia over time did not come without its difficulties in integrating acquisitions and developing a strong corporate culture to unite...
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...Food & Beverages industry – Gardenia Bakeries (KL) Sdn. Berhad TABLE OF CONTENT PAGE 1.0 INTRODUCTION 4 2.0 COMPANY BACKGROUND 4 3.0 SEGMENTATION, TARGETING AND POSITIONING 5 3.1 SEGMENTATION 6 3.1.1 PSYCHOGRAHIC FACTORS 6 3.1.2 DEMOGRAPHIC FACTORS 7 3.2 TARGETING 7 3.3 POSITIONING 8 4.0 MARKET ENVIRONMENT 8 4.1 COMPETITIVE FACTORS 8 4.2 ECONOMIC FACTORS 9 4.3 POLITICAL AND LEGAL FACTORS 9 4.4 TECHNOLOGICAL FORCES 10 4.5 SOCIOCULTURAL FORCES 10 5.0 MARKETING MIX 10 5.1 PRODUCT 11 5.2 PLACE 14 5.3 PRICING 16 5.4 PROMOTION 18 6.0 CONCLUSION 21 7.0 REFERENCES 23 1 1.0 INTRODUCTION In this assignment, we will focus about the marketing strategies of Gardenia Bakeries (KL) Sdn. Bhd (Gardenia) in the consumer market. Although Gardenia Bakeries launch a lot of products in South East Asia, here we will only focus on products and marketing activities done by Gardenia Bakeries in Penisular Malaysia. We are going to analyse the marketing strategies by Gardenia Bakeries such as how Gardenia Bakeries does it market segmentation, targeting and positioning. Segmentation, targeting and positioning helps Gardenia Bakeries to find out which area or segment should the company focus in. Besides, we will also look at its marketing environment that plays an important role in implementing marketing activities...
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...Marketing Plan Reda Bouizar Devry University Mktg522 Marketing Plan 1.0 Executive summary The purpose of this marketing plan is to introduce Apple into a new market that has the potential to make the company leading further in the high-tech industry. The proposed product is the iWatch, a smart watch that features Apple’s latest technology. This product will allow the company to penetrate the market of wearable technologies, which will weight 1.4 billion dollars by the year 2018. In fact the market demand is increasing steadily in regard of this new type of technologies. Companies such as Samsung and Google had introduced wearable devices such as the Galaxy Gear or the Google Glass in order to create a new way for consumers to interact with technology. The iWatch will satisfy a new demand that is estimate to five million shipments in the next year. (Ranck, 2012, p. 1). Using the Apple strengths such as advanced patents, strong brand equity and extensive distribution channels; the iWatch can be, like the iPod, a strong vector of development for the company. In fact, the marketing objective proposed by this plan is to become a leader on the wearable technologies market and ultimately sale three million units by the end of next year as a financial objective. This document will present the marketing mix that will allow Apple to reach those objectives. Elements like fashionable design, high quality and new technologies will permit the iWatch to...
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...prepared to make. These decisions should reflect considerable study and analysis of market potential and company capabilities, a process not always followed. Many companies appear to grow into international marketing through series of phased developments. They grandually change strategy and tactics as they become more involved. Others enter international marketing after much research, with long-range plans fully developed. Financial Strengths Company may become totally involved and invest large sums of money and effort to capture and maintain a permanent, specific share of the market. Managerial Factors As a firm moves from one phase to another, the complexity and sophistication of international marketing activity tends to increase and the degree of internationalization which management is philosophically committed tends to change. Such commitment affects the specific international strategies and decisions of the firm. Environment Concern: Clearly, there is a relationship between the environment in which the organization funds itself and the strategic culture of the organization. Environments which...
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...should foster the existence and practicality of moral behavior within the organizational environment. The association ought also to define certain baseline criteria for measuring the extent of moral behavior and the impact it has on the organization. An ethical-guided organization treats its employees with modesty and fairness. This portfolio paper will focus on the practices that are incorporated by the Philip Morris International (PMI) Company and its efforts to integrate business ethics into the workplace. A lot of companies and corporations have achieved strategic power that is evidenced by economic expansion and the complete access to strategic materials (Forst and Orris, 2002). Other companies have managed attaining the reach of worldwide markets. Most of the large and complex corporations yield mega profits that exceed the economic budgets of many countries, especially developing countries. Such increase in economic power tends to extrapolate, leading to various associative societal practices. These practices may be geared towards the maintenance of strategic power regarding the economic index in which they base their operations. Companies have direct responsibility for ensuring they do not harm the surrounding environment or the society. These companies, therefore, affect the livelihoods of the people in a direct way. A...
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...9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled...
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...of Economics Department of Management and Organization Master Thesis, 20 credits “Can strategic analysis through a market and resource based view prevent the founding of companies with an unsustainable business strategy?” Abstract The Resource-based and Market-based views (RBV and MBV) are two theoretical frameworks which try to find an optimal structure for business strategy by focusing on key strategic points to gain the maximum output or return. During the peak and later upheaval of what is often called the “dot.com bubble” – business models, valuations and strategies were questioned with regards to their anchorage to reality and building endurable businesses. Based on a wide investigation of literature and reports within the Resource-based and Market-based view combined with first-hand interviews and second hand research, we have tried to find to what extent these strategies could or would have prevented investments in IT-ventures lacking the prerequisites for long term competitive advantage. The initial indications and rationale was that the information and frameworks would provide a structured strategic analysis that, if correctly used, could have prevented the poor investments and even lessened the impact of the crash. However, our conclusions are that a strategic analysis, using the MBV and RBV frameworks, would not have been able to give a correct strategic recommendation since the analysis would have been largely based on incorrect assumptions....
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...Fang, 2015. 9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological...
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