LECTURE OUTLINE 1. What is an Organisation? 2. Who Are Managers? Chapter 1 Introduction to Management and Organizations 3. What Is Management? 4. What Do Managers Do? 5. Evolution of Management 6. Why study Management? 1 What Is An Organization? 2 Characteristics of Organizations • An Organization Defined –A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). 3 Who Are Managers?
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CONTENT Introduction – IKEA’s background……………3 IKEA’s Supply Chain Analysis……………….3-4 IKEA’s Logistics Activities……………………4-6 IKEA’s Internal Environment…………………6-7 IKEA’s External Environment…………………8 Problems and Solutions……………………….8-10 Conclusion…………………………………….11 References…………………………………….12 Introduction Since first founded in 1940s, with its mission statements to “create a better everyday life for the many people”, IKEA’s business idea has achieved great success. In this
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2. BCG Matrix and Marketing Plan * Boston Consulting Group approach: a company classifies all its SBU’s according to the growth-share matrix * Growth share matrix: a portfolio planning method that evaluates a companies strategic business units (SBU’s) in terms of its market growth rate and relative market share * Market growth rate: provides a measure of market attractiveness * Relative market share: serves as a measure of company strength in the market * Four types of SBU’s:
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CONTENTS LIST OF TABLES LIST OF FIGURES ABSTRACT This descriptive study of 184 small firms identified strategies most frequently used by their managers. These strategies were identified using the Entrepreneurial Strategy Matrix, a situational model in which the identification of levels of innovation and risk lead to prescriptions of appropriate strategies. Concurrently, this model was empirically tested and its validity supported. Of the strategies used, the five most common
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Capital Investment Analysis [FIDELITY SERVICE APARTMENT] Course name: Financial Management Dr. Jahangir Alam Professor IBA, University of Dhaka Group 13 IBA, BBA 20th, Section A Date of submission: 23rd June 2013, Sunday 1 Capital Investment Analysis [FIDELITY SERVICE APARTMENT] NAMES ID NUMBER Munkasir Masud Muhammad Saiyedul Muttaqin Bijoya Chakraborty Kashfia Tabassum Ahmed Imtiaz Farhan Bin Habib ZR-06 ZR-11 RH-22 RH-42 ZR-61 2 Capital Investment
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corporate distribution (the relative size of the activities in each business are covered) A common way of depicting the corporate composition is to plot all of the businesses in a “portfolio matrix”. Portfolio: the set of business activities carried out by the corporation. The intention of a portfolio matrix is not merely to give an overview of the corporate scope and distribution. But also to provide insight into the growth and profitability potential of each of the corporation’s business
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Competitor-oriented Objectives: The Myth of Market Share J. Scott Armstrong, The Wharton School, University of Pennsylvania, Philadelphia, PA 19104 E-mail: armstrong@wharton.upenn.edu Phone 610-622-6480; Fax 215-898-2534 Kesten C. Green, Department of Econometrics and Business Statistics Monash University, VIC 3800, Australia E-mail: kesten@kestencgreen.com Phone +64 4 976 3243; Fax +64 4 473 0643 February 21, 2006 IJB05CmObj27.doc International Journal of Business (forthcoming) Abstract Competitor-oriented
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Marketing T1 Chapter 1 Marketing: is the activity, set of instructions, and processes for creating, communicating, delivering and exchanging offerings that have value for customers, clients, partners and society at-large. Goals are: 1. Attract new customers by promising superior value. 2. Keep and grow current customers by delivering satisfaction Marketing process: Needs: states of felt deprivation. Physical needs: Food, clothing, shelter, safety Social needs: Belonging
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CIM Professional Diploma in Marketing Core Task (1) – Marketing Planning: Marketing Plan 2008 for: COMPANY IMAGE/LOGO REMOVED |Author: | | | | | |Student No: | | | |
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both perspectives and information to help management decide on what the mission of the corporation should be, what the opportunities of the organization might be, what strategies for growth it might have, and how it might develop and manage its portfolio of businesses. The resulting corporate policies provide guidelines fordevelopment of strategy at each business division. And, at the lowest level, the managers of each product and/or market within each division develop their own marketing strategies
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