...implementation of corporate strategies. Contents: Unit I (6 Sessions) Introduction: Strategic management (SM) , Business Policy (BP) and Business Plan; Basic concepts of SM; Impact of Globalisation and e-Com; Theories of organisational adaptation; Creating a learning organisation; Basic model of SM; Strategic decision making; Impact of Internet; Firm and its environment. Unit II (6 Sessions) Scanning the environment: Environmental scanning; Industry analysis; Competitive intelligence; Forecasting; Synthesis of external factors; ETOP Study. Internal scanning: Organisational analysis; resource-based approach; value chain analysis; Scanning functional resources; Strategic audit; Unit III (6 Sessions) Strategy formulation: Situational analysis: SWOT analysis, TOWS Matrix; Corporate strategy; Strategies for growth and diversification; Process of strategic planning; Stages of corporate development; Portfolio analysis; Corporate parenting; Functional strategy; Core competencies; Strategic choice. Unit IV (6 Sessions) Strategy implementation and control: Organising for action; Developing programmes, budgets and procedures; How strategy to be implemented? Strategy implementation through structure, values, and ideologies; McKinsey's 7s framework; Acquisition of resources and competence; Organization life cycle; Management & Control, Activity-based costing; Strategic Information Systems Unit V (6...
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...ANY STAGE. 2. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. Course: Management Theory and Practice (8506) Semester: Autumn, 2011 Level: MBA/M.Com Total Marks: 100 Pass Marks: 50 ASSIGNMENT No. 1 (Units: 1–5) Note: Attempt and questions. Q. 1 a) Define manager and differentiate between general manager and functional manager. Also discuss the different levels of managers with suitable examples. (12) b) Discuss the contribution of Henry Fayol in the field of Management. (08) Q. 2 What is meant by rational decision making? Explain the steps of rational decision making with a suitable example. (20) Q. 3 a) Define Management By Objective (MBO). Differentiate between Strategic planning, Tactical planning and Operational planning. (2+10) b) Explain the following planning tools: i) Forecasting ii) Benchmarking iii) Scheduling iv) Budgeting (2+2+2+2) Q. 4 a) Define the term “Delegation”. Also describe the seven steps to effective delegation. (3+7) b) Explain the following concepts: i) Centralization ii) Decentralization iii) Authority iv) Span of control v) Span of Control (2+2+2+2+2) Q. 5 a) Define Leadership. Differentiate between Leader and Manager. (2+8) b) Discuss the following approaches to leadership in detail: i) Bass’s theory of transformational leadership ii) Contingency approach to leadership...
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...MBA 5501, Advanced Marketing Course Syllabus Course Description An overview of advanced topics in marketing planning, strategy, analysis, and control. Emphasis on consumer needs and analysis, market position, competition, and public policy environment related to marketing activities. Prerequisites None Course Textbook Kotler, P., & Keller, K. L. (2012). Marketing management (14th ed.). Upper Saddle River, NJ: Prentice Hall. Course Learning Objectives Upon completion of this course, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Explain both the Marketing Concept and the Holistic Marketing Concept. Analyze the macroenvironments as related to the marketing process. Illustrate the use of marketing research and the forecasting of demand. Describe the development of customer value, satisfaction, and loyalty. Explain the use of customer relationship management in cultivating customer relationship. Illustrate the consumer buying process and the organizational buying process. Illustrate market segmentation, market targeting, and brand equity. Describe positioning and differentiation strategies. Illustrate the development of product strategy and explain competitive strategies. Explain the marketing strategies for service companies. Identify and explain the various pricing strategies. Describe the management of the retail and wholesale business. Classify the management of advertising, sales promotion, events, and public relations. Identify...
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...HUMANITIES AND SOCIAL SCIENCE DEPARTMENT OF HUMANITIES AND ECONOMICS BACHELOR OF COMMERCE BBA 202: PRINCIPLES OF MARKETING NJUGUNA KARIUKI ALEX D33/PUC/0150/12 SUBMITTED TO MADAM ABUDHO RIWO (6/11/2013) Table Of Contents 1.0 Introduction........................................................................................................................3 2.0 Executive Summery.............................................................................................................3 3.0 Situational Analysis..............................................................................................................4 4.0 Threats and Opportunities..................................................................................................4 5.0 Marketing Strategies............................................................................................................4 6.0 Action Steps.........................................................................................................................5 7.0 Budget for the Project..........................................................................................................5 8.0 Controls...............................................................
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...quasi-experimental study of student nurses’ reflective learning ability. Curationis; Vol 26, No 2 (2003), 49-55. doi: 10.4102/curationis.v26i2.783. http://curationis.org.za/index.php/curationis/article/view/783 Hersey, P. and Blanchard, K. H. (1969). Life cycle theory of leadership: Training and Development Journal, 23 (5), 26–34. Horwitz, I.B., Horwitz, S.K., Daram, P., Brandt, M.L., Brunicardi, F.C., & Award, S.J. (2008). Transformational, transactional, and passive-avoidant leadership characteristics of a surgical resident cohort: analysis using the multifactor leadership questionnaire and implications for improving surgical education curriculum. Journal of Surgical Research, 148(1), 49-59. doi: 10.1016/j.jss.2008.03.007 Jasper, M. (2003). Beginning reflective practice – Foundations in nursing and health care. Cheltenham: Nelson Thornes Reader TW, Flin R, Mearns K, Cuthbertson BH. Developing a team performance framework for the intensive care unit. Critical Care Medicine (2009); 37:1787—93. Reason, J. (2000). Human error: models and management. BMJ: British Medicine Journal, 320(7237), 768-770. Retrieved from:...
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...objectives, strategies and policies? i. Are they clearly stated, or are they merely implied from performance? ii. Mission: What business is the corporation in? Why? iii. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environment? iv. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments? v. Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environment? vi. Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multi-domestic? II. Corporate Governance a. Board of Directors i. Who is on the board? Are they internal or external members? ii. Do they own significant of stock? iii. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights? iv. What do the board members contribute to the corporation in terms of knowledge, skills background, and connections? If the corporation has international operations, do board members have international experience? v. How long have members served on the board? vi. What is their level of involvement in strategic management? Do they merely rubberstamp...
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...Executive Summary The company chosen for this assignment will be the Crocs, the product will be an adjustable high heels. The company will be analyzing based on their internal and external analysis which includes competitors, environment, consumers, market segmentation, targeting and positioning. Besides that a budget of RM 1 million will be given to spend for implementing the marketing channel within a 12 months period Table of Content No. | Title | Page No. | 1 | Executive Summary | 1 | 2 | Introduction | 3-4 | 3 | Situational Analysis | 5-8 | 4 | Creative Strategy | 9 | 5 | Campaign Objective & IMC Mix | 9-11 | 6 | Media Choice | 12-13 | 7 | Synergy between Media & Scheduling | 14 | 8 | Costing | 15 | 9 | Conclusion | 16 | 10 | References | 17 | I. Introduction About Crocs Crocs were founded in Boulder, Colo in the year of 1999. Project a simple, comfortable boat shoe image, Crocs footwear comes along with 120 styles and more for men, women and children. Colorful, lightweight comfort for all kind of occasion and all season has become Crocs distint collections & trademark. (About Crocs, 2012) All Crocs shoes are special designed and manufactured with the company's proprietary closed-cell resin- Croslite, an unique technology that makes each pair of shoes with soft, comfortable, lightweight, non-marking and odor-resistant qualities. Crocs footwear is ideally for casual wear, as well as for professional use and recreational activities...
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...SALES MANAGEMENT AND MARKETING FORECASTING Cold calling - contacting a lead for the first time Commission – a form of sales force compensation in which the amount paid is in direct proposition to the accomplishment of specific objectives. Company sales forecast - a prediction of unit or dollar sales for the given period in total or broken down by product, segment or other categories’ and based on the marketing strategy that will be put in place A Prospect - a potential buyer interested in the seller’s product Quotas are quantitative objectives used to direct sales force activity and evaluate performance. Sales territory – all the actual and potential customers often within a specific geographic area, for which the salesperson has responsibility Sales management is the management of Personal Selling function. Personal Selling is a person to person process by which the seller learns about the prospective buyers want and sees to satisfy them by offering suitable goods or services and making a sale. (Keokemoer 2005) Selling is convincing the prospect to convince him or her to buy a product or service. Buyers can buy without a salesman being presented but they tend to buy minimum quantities and to confine their orders to known lines. Importance of Salespeople in management A sales function covers such activities 1. The presentation, demonstration and sale of company goals, negotiation...
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...marketing strategies, and supervising the implementation of these marketing efforts. Marketing process involves ways that value can be created for the customers to satisfy their needs. Marketing process is a continual series of actions and reactions between the customers and the organisations which are making attempt to create value for and satisfy needs of customers. In marketing process the situation is analysed to identify opportunities, the strategy is formulated for a value proposition, tactical decisions are taken, plan is implemented, and results are monitored. Steps in Marketing Process Following are the steps involved in the Marketing Process :- * Situation Analysis * Marketing Strategy * Marketing Mix Decision * Implementation and Control 1. Situation Analysis Analysis of situation in which the...
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...in detail the work done then you will have until Saturday 14 December to submit your report. Any test papers submitted after the limit set above will not be considered. Hints Read all the questions carefully Before you start the exam, read all the questions carefully and understand what it is you are being asked to do. Look for the Clue Words in the questions. Use the exam time wisely Answer the 'easy' questions first. Starting with the 'hard' questions (questions you are unsure of) slows you down and can leave you with insufficient time to address the others that you can do well in. Don't use too many quotations Don't copy/paste from the text or waste time quoting extensively. Use very few quotations if you have to. Your own analysis is more important.. Be brief and to the point Answer the question, and be concise, accurate, and thoughtful In strategy, opinions are usually subjective. Justify your answers and explain why you made a particular choice. More is not...
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...campaigns must demonstrate a return in order to justify their existence. Since I have written more marketing plans than I care to tell you, I can share with you my knowledge and experience of what has worked almost all the time, some of the time and none of the time. While this is not the single tome on marketing plans, I hope that this helps you balance the unlimited creative ideas with the budget you have to work with and find a mix that is both innovative and results in sales. I invite you to explore as many resources out there, some of which are mentioned at the end of this book. I don’t need to wish you luck. Just get started, get out there and crush it. Overview: Section 1: Product and Purpose Part 1 – 5 Section 2: Analysis and Competition...
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...Army / Infantry History 071N5090 / Version 1.20 08 Jun 2011 SECTION I. ADMINISTRATIVE DATA All Courses Including This Lesson| Course Number Version Course Title 010-11C30-C45 2.10 INDIRECT FIRE INFANTRYMAN ADV LDR| Task(s)Taught(*) or Supported|Task Number Task Title| Reinforced Task(s)| Task Number Task Title| Academic Hours|The academic hours required to teach this lesson are as follows: Resident Hours/Methods 2 hrs / Case Study 20 mins / Conference / Discussion Test 0 hrs Test Review 0 hrs Total Hours: 2 hrs 20 mins| Test Lesson Number| Hours Lesson No. Testing (to include test review) N/A | Prerequisite Lesson(s)| Lesson Number Lesson TitleNone| Clearance Access|Security Level: UnclassifiedRequirements: There are no clearance or access requirements for the lesson.| Foreign Disclosure Restrictions|FD6. This product/publication has been reviewed by the product developers in coordination with the USAIS foreign disclosure authority. This product is releasable to students from foreign countries on a case-by-case basis.| References|Number|Title|Date|Additional Information| ||||| Student Study Assignments|None| Instructor Requirements|None| Additional Support|Name|Stu Ratio|Qty|Man Hours| Personnel Requirements|Historian (Civilian)||1| 2 hrs | |Senior Small Group Instructor (Enlisted)||1| 2 hrs | ||||| Equipment Required|IdName|Stu Ratio|Instr Ratio|Spt|Qty|Exp| ...
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... d. Market definition of the firm……………………………………………………...4 2. Part B……………………………………………………………………………………...5 a. Situational Analysis……………………………………………………………….5 b. Internal Analysis…………………………………………………………………..5 i. Resources………………………………………………………………….5 ii. Capabilities………………………………………………………………..7 iii. Core Competencies………………………………………………………..8 iv. Competitive Advantage…………………………………………………...9 c. Strengths and Weaknesses……………………………………………………….10 d. Internal Opportunities……………………………………………………………11 3. Part C…………………………………………………………………………………….11 a. Situational Analysis with regard to Information and Communication Technology………………………………………………………………………11 4. Conclusion……………………………………………………………………………….12 References………………………………………………………………………………………..14 Executive Summary This is a marketing strategic report, which is divided into three parts. Part A describes about the mission, current value strategies and the market definition of the Commonwealth Bank. This bank is the second largest bank in Australia which is providing financial services. The study identifies numerous strategic variables which significantly influence the performance and the profitability of the bank. Part B, describes the vital strategic variables that form the part of internal analysis like: Resources, Capabilities, Core competencies and Competitive...
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...‘Suzuki Samurai’ – Case Analysis This Document weighs the potential benefits and cons of the various positioning alternatives for the Suzuki Samurai model of ASMC and thereby evaluating the pros and cons of the proposed “unpositioning” strategy. Group 2: Abhinav Nimje, Abhishek Magdum, Nirali Kothari, Nikita Sharma, Ritu Bhargarh, Ujjal Kumar Boro 1) Situational Analysis: Over the years Suzuki‟s business expanded across 100 countries because of the economic cost of the automobiles combined with the superior Japanese technology. In 1983, General motors purchased 5% of Suzuki, and launched the Chevrolet Sprint, a subcompact car for US market which turned out to be a great success. Thus, Suzuki decided to set its new subsidiary American Suzuki Motor Corporation (ASMC) in US and appointed Doughlas Mazza as its head to create the marketing plan for their new launch, SJ413. 2) Problem Identification: Success of the GM Sprint showed Suzuki that the market existed in US for its Cars. Suzuki was unsure whether GM would market the cars if Suzuki introduced different unique vehicles in the US market. So, to capture the potential market, company decides to come up with its own plant with capacity of 200,000 vehicles in Ontario, Canada. The plant was expected to be operational by 1989. Suzuki felt it would be too late to wait till 1989 as brand clutter will increase due to presence of the other brands and which may further limit the success of Suzuki. This was the problem and...
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...Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. II. To learn to manage and resolve conflict effectively. III. To make conscious effort to change our conflict management style. IV. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. 1.4 Scope of the Study This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and secondary data/ information. Primary data/ information was collected through face-to-face interview of management personnel of various organization and secondary data/ information was collected from published articles, magazines, different books, internet . Chapter two FINDINGS AND ANALYSIS OF THE STUDY 2.1 ORGANIZATION, CONFLICT & ORGANIZATION CONFLICT 2.1.1 ORGANIZATION An...
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