Course Logistics Day and Time: Tuesday, 7:35-9:35pm Location: Byerly Hall 013 Course iSite: http://isites.harvard.edu/course/ext-23550/2012/spring Instructor: Dave Power 617.694.2472 President, Power Strategy dave@powerstrategy.com Office Hours: Before class and by appointment ------------------------------------------------- About the Course Course Description and Overview Growth companies are the engines of product innovation
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AB311 STRATEGIC MANAGEMENT Course Outline for Seminar Groups 3, 5 and 8 ONLY Semester 2 of the Academic Year 2012-2013 Instructor: Clive Choo, awechoo@ntu.edu.sg Learning & Teaching Methods This course is structured in a seminar learning format, where a 4-hour seminar is conducted every week for a total of 13 sessions. Each seminar is intended to inform and equip students with the conceptual tools to synthesize, evaluate and analyze strategic or ethical issues. In addition, seminar activities
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capabilities 5 2.3 Capabilities in a dynamic context 7 2.4 Diagnosing organisational capabilities 7 TASK 3 8 3.1 Discussion and application of models 8 3.2 Critical evaluation of models in the context of deliberate and emergent strategy 10 3.3 Brief discussion of managing strategy development and implementation 11 CONCLUSION 12 RECOMMENDATIONS 12 REFERENCES 13 LIST OF FIGURES Figure 1: Five force Model 2 Figure 2: Porters generic model 8 INTRODUCTION Strategic management is the objectives framed
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IDENTIFY THE KEY ISSUES OF MA THEORIES ü ü ü ü ü ü ü ü ü PESTEL ANALYSIS SWOT ANALYSIS PORTER’S 5 FORCES CULTURAL AND LEADERSHIP STYLE OF MA (HARD & SOFT) KNOWLEDGE BASED VIEW & RESOURCE BASED VIEW FORCE FIELD ANALYSIS BLUE OCEAN STRATEGIES STRATEGY GROUP MAP SEVEN “S” MODEL KEY ISSUES ü COMPANY PROFILE OF THE MALAYSIAN AIRLINES ü CURRENT STATUS OF THE THE MALAYSIAN AIRLINES ü CURRENT STRATEGIC POSITION OF MALAYSIAN AIRLINES ü CURRENT HR PRACTICES IN MA ü STAKEHOLDER
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Universiti Kebangsaan Malaysia Graduate School of Business COURSE NAME: STRATEGY AND COMPETITIVENSS (SEMESTER 2014/2015) COURSE CODE: ZCZB6523 (SET 5) CREDIT: 3 HOURS TRIMESTER: 7th FEB 2015 The course starts on 7th February 2015. The first class will be a full lecture session. The subsequent classes will require groups (of two students) to make their respective presentations on their selected company. Most classes are on Saturdays from 8.30 -11.30 am 1.0 COURSE OBJECTIVES
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Advanced Strategy Case Ingersoll Rand Victoria Antsiferova, Student ID: 20117747 MBA 555 Business strategy Laura Williamson March 20, 2016 Table of Contents: Introduction………………………………………………...………………..…………………..3 Ingersoll Rand company overview..………………………...………………………….………3 Case study…………………...…….…………………………………………………………….4 Strategic analysis of I.R……...……………………………………………………...................9 References…………………………………………………………………………………..…10 Introduction The purpose of this Case Study
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its blue box portrays, Tiffany also plans to continue launching new product lines, taking advantage of the growing popularity of branding among jewellery consumers today. However, with all of Tiffany’s current success, some analysts worry that the company may be devaluing their luxury image with the introduction of lower cost products, as this contradicts their “exclusiveness”, which is part of their brand. In order for Tiffany to not dilute its luxury image with its attempts to make the blue box
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Company Report: Strategy Evaluation 8 February 2013 Table of Contents Executive Summary 3 Industry: Banking and Financial Services in Australia 4 Overview 4 PESTLE 5 Porter’s Five Forces of Competition 6 Firm: Westpac 7 Overview 7 McKinsey’s 7 S Framework 7 Competition Analysis 11 Blue Ocean Analysis 13 SMSF and Strategy Recommendations 13 What is a SMSF? 13 Three tiers of Non-Customers 13 Strategic Canvas – SMSF 14 3 Keys to Success: Tagline, Focus and Differentiation 14 Option
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I. Customer Analysis a. Who: consumer, business, national, international i. Consumer: Younger, affluent, present on social media, fare-conscious 1. The “middle space” for those who dislike larger airlines and love amenities that low-cost rivals don’t offer ii. Business: NY Jet’s Official Team Carrier iii. National: Serves 90+ destinations in 25 states, the District of Columbia, Puerto Rico, and Virgin Islands 2. New routes from: Detroit, Ft
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Group 5 Group 5 Group Members: _ Hoang Ngoc QuynhAnh _ Pham ThanhTu _ Truong ThanhThao _ PhungNhuThao _ Le Vinh Hoang Minh _ Tran DinhHuy _ Mai Quoc Tuan Case Executive Summary Nintendo’s Strategy in 2009 Bachelor of Business – BBUS 2012 Subject: Strategic Management Date of presentation: 11/4/2012 2012 Strategic Management Project Assignment Cover Sheet We agree that all group members have contributed equally to the group work. Table of Contents I. INTRODUCTION:
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