| Strategic Management is a way in which strategists set the objectives and proceed about attaining them. It deals with making and implementing decisions about future direction of an organization. It helps us to identify the direction in which an organization is moving. Strategic management is a continuous process that evaluates and controls the business and the industries in which an organization is involved; evaluates its competitors and sets goals and strategies
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Industry, Competition and Strategy Industry • Number of Sellers • Degree of differentiation Pure Monopoly • Only one Provider Unregulated monopoly Regulated monopoly Oligopoly • Small no. of Firms Providing Service • Pure Oligopoly ( Less/ No Differentiated)- Steel • Differentiated Oligopoly ( More Differentiated)Camera, Overhead projectors Monopolistic Competition • Many Competitors • Ability of differentiate offering is high - Hotels Pure Competition • Many Competitors
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1 BEN & JERRY’S ICE CREAM Table of Contents INTRODUCTION……………………………………………………………………………. MARKET DESCRIPTION………………………………………………………………….. FIRM DESCRIPTION………………………………………………………………………. THE MISSION STATEMENT……………………………………………………………… 1 1 1 2 GENERAL CORPORATE STRATEGY…………………………………………………… 2 CORPORATE ENVIRONMENTAL STRATEGY………………………………………… 4 STRATEGY ANALYSIS……………………………………………………………………... 8 Five Forces Model of Competition…………………………………………………….…8 SWOT Analysis…………………………………………………………………………..11 Key Success
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Risk is the likelihood that a loss will occur. Losses occur when a threat exposes a vulnerability Threat—A threat is any activity that represents a possible danger. • Vulnerability—A vulnerability is a weakness. • Loss—A loss results in a compromise to business functions or assets. Assets can have both tangible and intangible values. The tangible value is the actual cost of the asset. The intangible value is value that cannot be measured by cost, Tangible includes • Computer systems—Servers
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combat stress can call forth stress reactions of loyalty, selflessness, and heroism. Conversely, uncontrolled combat stress causes erratic or harmful behavior that disrupts or interferes with the accomplishment of a unit’s mission. Any uncontrolled combat stress can impair mission performance and may bring disgrace, disaster, and defeat. The art of war aims to impose so much stress on enemy soldiers that they lose their will to fight. Both sides try to do this and at times accept severe stress themselves
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address the components of the organization’s environment which is internal strengths and weaknesses, and external opportunities and threats. Strength we capitalize on them and Weaknesses we shore up. As for opportunities we invest in, and threats we identify. Data that are used for Internal components are customer feedback , employee information , Capabilities, Resources, Processes. Data that are used for external components are secondary data, environment, industry , competitive ,customer feedback
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Project MANAGE ORGANISATIONAL CHANGE Identifying strategic direction Among the most useful tools for strategic planning is SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats. Other tools include: * Balanced Scorecards, which creates a systematic framework
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organization to achieve their mission. Most organizations must consider the, sociological, economic, political, professional and technological environmental issues when setting their goals. Generating suitable goals and objectives for an agency requires an intensive deliberation into a variety of concepts. An agencies success is reliant on determining if the objectives have indeed been accomplished. If the objectives are not clear and concise, it is difficult to identify the degree by which the objectives
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3.12 Table identifying the location of the Standard Disclosures in the report. Identify the page numbers or web links where the following can be found: • Strategy and Analysis 1.1 – 1.2; • Organizational Profi le 2.1 – 2.10; • Report Parameters 3.1 – 3.13; • Governance, Commitments, and Engagement 4.1 – 4.17; • Disclosure of Management Approach, per category; • Core Performance Indicators; • Any GRI Additional Indicators that were included; and • Any GRI Sector Supplement Indicators included
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ES/ER/TM-117/R1 Risk Assessment Program Quality Assurance Plan This document has been approved by the East Tennessee Technology Park Technical Information Office for release to the public. Date: 11/20/97 ES/ER/TM-117/R1 Risk Assessment Program Quality Assurance Plan Date Issued—November 1997 Prepared by Environmental Management and Enrichment Facilities Risk Assessment Program Prepared for the U.S. Department of Energy Office of Environmental Management under budget and reporting
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