Module Guide 2015-16 Module Title – Strategic leadership in a changing world Module Code – 6BUS1059 Academic Year – 2015/16 Semester - AB Module Leader – Keith Seed Contents: 1 Contact details for the module leaders (and teaching team) NameK.SeedS CullifordV. AminP.Mason | RoomM248 | Phone 01707-28400 ext 5589 | EmailK.Seed@herts.ac.uks.culliford@herts.ac.ukV.1.Amin@herts.ac.ukP.Mason3@herts.ac.uk | Office & Feedback hours. The module leader has two office hours per week
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Contents Introduction - 4 - Organizational Structure - 5 - Tools Used For Business Analysis - 10 - SWOT Analysis - 11 - New Steps In Strategic Plan - 19 - Market Analysis: - 19 - Risk management, Contingency plan - 26 - Impact of internet on the organizational environments and strategic planning - 28 - Utilization of Information System in Strategic Plan - 31 - Management Information Systems (MIS) - 32 - Discussion of appropriate IT tools - 42 -
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Organizational barriers: 8 Demographic factors: 8 Economic factors: 8 Technological factors: 8 Culture: 8 A.03 Techniques for overcoming barriers to marketing plan: 8 Be strategic: 8 Be realistic: 8 Stay focused: 9 Monitor the budgets: 9 Market research: 9 A.04 Importance of marketing plan in the strategic plan: 9 Product: 9 Price: 9 Promotion: 9 Place: 9 A.05 Ethical issues in marketing plan: 10 A.06 Organization responses to ethical issues: 10 Individualistic approach:
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International Marketing Review Emerald Article: Strategic consequences of retail acquisition: IKEA and Habitat Gary Warnaby Article information: To cite this document: Gary Warnaby, (1999),"Strategic consequences of retail acquisition: IKEA and Habitat", International Marketing Review, Vol. 16 Iss: 4 pp. 406 - 417 Permanent link to this document: http://dx.doi.org/10.1108/02651339910282027 Downloaded on: 25-01-2013 References: This document contains references to 17 other documents Citations:
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[pic] John Sperling School of Business Course Design Guide MKT/421 Version 10 Marketing Copyright Copyright © 2009, 2008, 2005, 2004, 2003, 2001 by University of Phoenix. All rights reserved. University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft®, Windows®, and Windows NT® are
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Preface Introduction The Accounts Receivable Process Re-Engineering Accounts Receivable Risk Management Use of Advanced Technology Debt Collection Processes Performance Measurement Appendix Preface This guide accompanies the Auditor-General’s Audit Report No. 29, Management of Accounts Receivable in the Commonwealth. It is intended to provide an overview of the current trends and "better practice" approaches that are being adopted by organisations in managing accounts receivable. In the commercial
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specific functions such as planning, organizing, staffing, leading, and controlling (Reilly, Minnick, & Baack, 2011). These five functions impact the overall success of an organization, whether it is a national corporation or a small family owned business. As a civil service employee for the United States Navy for over twenty six years, I realize that it is an organization that utilizes the five functions of management: planning, organizing, staffing, leading, and controlling. The first function
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Kong in the 21st century that cultivates talent labors (MediaDigest, RTHK, 2006). Recently, the globalization is allied and compounded around the world. It indicates the trend of “Whole People Education” for undergraduates to develop their own strategic vision and analytical technology for the externally globalized environment – social and economy (Y.K. Pang, HKIE, 2009). Integrated with the upward paragraph, this promotion has rapidly developed owing to the advocate of “Lifelong Learning”
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Social Enterprises' Social Capital as a source of Competitive Advantage Author: Mario Tani PhD Student University of Naples “Federico II” Department of Business Administration mario.tani@unina.it Abstract The numerous economical and financial crisis in the last few years have been matched by the acknowledgement of new specific needs often not fully covered by market players or public-funded ones. These events have sped up the acknowledgement process of Social Enterprises, those non-profit
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be evolutionary. 4.0 CONCLUSION 5.0 REFENERCES 1.0 INTRUDUTION Sony was founded in 1946. One of Sony’s founders Akio Morita deems that “made in Japan” from contemptuous sentence become a compliment one, Sony contributed a lot. The purpose of my report is to analyse Sony’s resources, competencies and capabilities to explain its success, and evaluate Sony’s strategies including internationalization and diversification from 1987 to 2003. 2.0 PROCEDURE Material was collected from of Sony case
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