...1 General Comments This analysis is directly relevant to the assessment. It demonstrates a wide range and excellent application of the strategy tools to the organisation. A very good analysis that has excellent clarity. Generally coherent and with accompanying logical arguments. Contains some excellent elements of independent thinking. A critical appraisal of up to date literature. The report is well written. Students please note that this assignment was graded in the range 70% and above. Students: Please note there is no need to place the basic strategy models in the appendices e.g. Porter’s (1985) Five Forces, SWOT analysis, etc.. It would be more beneficial to apply the models directly to the organisation and place them in the appendices and discuss the main identified issues in the main text. 2 Corporate Strategy: Emirates Airline By Student How has Emirate airline managed to remain competitive in such a saturated industry? Emirates Airline “An exceptional journey from start to finish” (Emirates, 2010). 3 Introduction: ............................................................................................................................... 4 Background to Emirates Airline: ............................................................................................... 4 Competitive Advantage: ............................................................................................................ 5 Porter’s...
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...13A1HP124 Company: McDonalds The McDonalds Corporation is the largest hamburger fast food chain in the world. It serves around 68 million customers daily in 119 countries. The company’s headquarters is in USA. The company has expanded its business across the globe through franchisee and affiliations and company owned outlets. McDonald’s revenue is not just from sales of the fast food but also royalties and rents i.e the company has many sources of other incomes as well. The company very well understands the changing customers need and accordingly alters its menu. To enter the Indian market McDonalds completely changed its menu to suit the Indian taste buds and has been very successful. The company follows a low cost leadership strategy and thus is able to deliver a low cost happy meal. The company provides good quality fast food at very low prices that competitors find it very difficult to match. The company is able to deliver its products at low prices because firstly they have vertical integration for few of its raw materials plus they buy other ingredients in bulk which lets them take the advantage of economies of scale , secondly they employee people with just basic educational qualification as mostly everything is machine operated the art of cooking is not needed. Thus the employees cost is also low. McDonalds also has its own institute called the Hamburger institute where it trains employees. Since the employees are trained especially for the company operations...
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...Assignment Three Talent Management Strategy Strayer University Talent Management – HRM 532 Dr. Mary D. Tranquillo February 17, 2013 Formulate a talent management strategy to encompass the entire talent requirements of the organization. My organization is Common Grounds Coffeehouses. Common Grounds are specialty coffeehouses that support the community by offering a place to gather while enjoying specialty brews in a neighborhood setting that facilitates social networking in a friendly and safe environment. Common Grounds seek satisfied customers and committed productive employees. Common Grounds have an organizational structure of internal orientation/differentiation strategy. Common Grounds operations look to develop its own talent and keep that talent within the organization for extended periods of time (internal) while offering a valuable product and service that surpasses competitors (differentiation). Talent management can be used to gain and maintain a competitive edge. According to Silzer and Dowell (2010), having a formidable talent base will lead to increased financial success. Common Grounds look to develop a formidable talent base by having a talent management strategy that focuses on recruiting, selection, placement, onboarding, rewards/training development and retention. Each component of the talent management strategy will help the organization achieve its mission, vision and goals. Recruiting is important because it sets the stage for the talent pool that...
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...Mintzberg - Concept of Strategy - introductory chapter - Week 1. Author wants a set of working definitions for planning and strategy - Last sentence before 'Why Plan?' - p11 - Last paragraph - p27 - define planning/planners So now we have a more operational definition of planning, since the word can be identified with two observable phenomena in organisations - the use of formalized procedure and the existance of articulated result, specifically concerning the integrated system of decisions. - p14 PLANNING 1) Planning is future thinking. 2) Planning is controlling the future. 3) Planning is decision making. 4) Planning is integrated decision making. 5) Planning is a formailized procedure to produce an articulated result, in the form of an integrated system of decision. (-authur not think this is too restrictive. This is his main def of planning.) Can be seen as the preferred way of doing strategy or managment or decision making but not as them. - through de-composition, articulation and rationalization. - p15 WHY PLAN? -why formalize? 1)Organizations must plan to coordinate their activities. 2)to ensure that the future is taken into account. - "The first readon to look into the future in a systematic away is to understand the future implications of present decisions" and "..the present implications of future events." (Loasby, 1967:301) The future can be taken into account in 3 ways(Starr, 1971,315) a)preparing...
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...Alternative Strategies Healthy competition within the industry is apparent. The major issues lie with regulations, loss of consumers/interest, the recession, and the counterfeiting wars. All companies have strategies that are effective, but should be changed to adjust to the current environmental issues. Callaway currently has an effective strategy focusing on research and development and remains the industry leader. TaylorMade is focusing on out sourcing production in order to increase operating margin and is second in the industry. Titleist is focusing on their strong golf ball market. This is dangerous because if they were to start losing market share, the heavy reliance could negatively impact the company and they could lose millions. Ping currently focuses on its drivers and irons which are selling well, but because of their limited amount of product lines it remains fourth in the industry. Nike relies heavily on endorsements and is the younger company in the golfing industry. The following are three alternative strategies that can help the companies and industry as a whole live up to their full potential at this point in time. Blue Ocean Strategy All the golfing manufacturers could benefit from a blue ocean strategy. A blue ocean strategy is one in which “growth in profits or revenues is achieved by discovering or inventing new industry segments that create altogether new demand.” (Gamble, 2011) In the golfing industry competitors are constantly trying to beat each...
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...Business Model and Strategic Plan Part I: Conceptualizing a New Product of an Existing Business Stephanie Crossman BUS/475 12/11/15 Darrell Costello Table of Contents I. Title Page II. Table of Contents III. Executive Summary IV. Business Model and Strategic Plan Part I: * Conceptualizing a New Product of an Existing Business V. Conclusion VI. Reference Page * * * * * * * * * * * * * * * * * Executive Summary * This report is providing information on the future of profitability of SanDisk in regards to a new product launch. SanDisk is proud to announce our new product launch and partnership with Sony Electronics. Their latest and greatest 4K Televisions will now also be equipped with a built-in SanDisk Memory Card. The memory card will be accessed through the record button on the remote control. This new launch and partnership is going to change not only our industry, but the cable and satellite industry as well. Our innovation will replace the need for a DVR. * * New Product Mission Statement * The new Built-in Memory Cards endeavor of SanDisk and Sony is a very innovative division for both our companies. It is initialling going to be geared toward enhancing the viewers home entertainment experience. As time passes, we will be able to build on the consumers’ experience by combining more features to make this product compatible...
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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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...Workshop 4 Problems Kevin Rock MBA 465 Strategic Management BSA 555 November 1, 2011 David R. Gray, Ph.D 1. Why are acquisition strategies popular in many firms competing in the global economy? Because of globalization; deregulation of multiple industries in many different economies and favorable legislation; the number and size of domestic and cross-border acquisitions continues to increase; especially from emerging economies 2. What reasons account for firms’ decisions to use acquisition strategies as a means to achieving strategic competitiveness? To increase market power; overcome entry barriers to new markets or regions; avoid costs of developing new products and increase the speed of new market entries; reduce the risk of entering a new business; become more diversified; reshape their competitive scope with different portfolio of businesses; and enhance their learning. 3. What are the seven primary problems that affect a firm’s efforts to successfully use an acquisition strategy? Difficulty of effectively integrating the firms involved; incorrectly evaluating the target firm’s value; creating debt loads that preclude adequate long-term investment; overestimating the potential for synergy; creating a firm that is too diversified; creating an internal environment in which managers devote increasing amounts of their time and energy to analyzing and completing the acquisition; developing a combined firm that is too large (thereby necessitating extensive...
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...Strategic Management Process Paper Vivian Shellmire MGT 498 March 21, 2011 Eligah King Strategic Management Process Paper The global marketplace has ushered in an emergent Era of corporate citizenship. Merging corporations often create an environment within a company where different structures coexist side-by-side. The reality, parties in collaboration tend to promote cultural capital. In fact, human nature is a factoring barrier making it a difficult challenge to retain highly esteemed talent and maintain production efficiency. Corporate responsibility obligates an organization to design a plan, a strategic process that fosters open-mindedness, confidence, passion, and optimism. A strategy plan incorporating mutual company goals, a philosophical mission statement, and an expected code of conduct can ensure consistency. A responsive way to alleviate conflict among parties would be to include a framework articulating clear concise policies, procedures, and implementation which emphasize corporate values and standards. General Motors Company for example, after acquiring partnership with Opel International encountered structural challenges. Opel’s (2011) promotion states, “We are inspired by the freshness and potential of unique talents. They excite our admiration and energize our emotion that is why we team up with new and established performers and support them, in their personal endeavors and the causes they believe in.” Ironically...
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