STRATEGIC PLAN (20142019) School of Business and EconomicsMoi University The global business school of choice; excellent in education, research and innovation Submitted by: NAME: KIMANI ABRAHAM KAMAU REGISTRATION NUMBER: BBM/2614/12 COURSE: Business Policy& Strategy (BBM 472) INSTRUCTOR: DR. MUGAMBI 12/24/2013 Contents LIST OF FIGURES AND TABLES .................................................................................................................. 3 TABLES ........
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partner of choice for students and the business community alike. The MBA program consists of in-depth business courses, along with a comprehensive Strategic Management Capstone course in the final semester that uses guest speakers, case studies and simulations to weave together all aspects of the program. Courses • BUAD 6100 - Accounting for Decision Making • BUAD 6200 - Financial Systems • MKTG 6240 - Sales Force Leadership and Strategy* • BUAD 6300 - Strategic Marketing and Analysis • MKTG
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BB309 – Strategic Management Tutorial Questions Chapter 2 – The External Environment TRUE or FALSE QUESTIONS The external environment facing business stays relatively constant over time. False Firms can directly control the elements of the seven segments of the general environment. True To successfully deal with today’s external environment and to achieve strategic competitiveness, firms must be aware and fully understand the different segments of that environment.
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Determining Strategic Direction Even though some may argue or not invest the time to create a mission statement for a business small or large, it is important to have a mission statement because creating a vision will guide a company’s future. In doing so a mission statement will provide the vision, mission, and values for the organization’s that will help determine the strategic direction. A well define mission statement will not only help guide a company to success but also define the owner
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International Journal of Project Management Vol. 17, No. 4, pp. 207±216, 1999 # 1999 Published by Elsevier Science Ltd and IPMA. All rights reserved Printed in Great Britain 0263-7863/99 $ - see front matter PII: S0263-7863(98)00032-5 An integrated framework for project portfolio selection NP Archer* and F Ghasemzadeh Michael G. DeGroote School of Business, McMaster University, Hamilton, Ontario, Canada L8S 4M4 The task of selecting project portfolios is an important and recurring activity
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The country Gross Domestic Product (GDP) in 2008 was $1.2 trillion, Canada export, and imports to the United States of American range from $264 billion to over $347 billion, which provide the country with economic stability. Strategic Management Process Strategic management “the set of decision and action that result in the formulation and implementation of plans designed to achieve company objectives” (Pearce & Robinson, 2009). The four major components of
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| | | | | |2 |External Analysis – Potter’s Five Forces Analysis |3 | | |Internal Analysis – SWOT Analysis | | |3 |
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STRATEGIC MANAGEMENT UNIT- I STRATEGY AND PROCESS 9 Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals - Corporate Governance and Social responsibility-case study. Concept, Meaning, Definition: Strategy is the determination of the long-term goals and objectives
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secondary sources if need be) 1. Customer Analysis - Alpa a. What are the major segments? b. What are their motivations and unmet needs? 2. Competitor Analysis - Alpa a. Who are the existing and potential competitors? What strategic groups can be identified? b. What are their sales, share, and profits? What are the growth trends? c. What are their strengths, weaknesses, and strategies? 3. Market/ Submarket Analysis - Ruchira a. How attractive is the market
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1. INTRODUCTION F or many companies, marketing plays a vibrant and a vital role in the strategic planning process. Even though marketing positions are incorporated in corporate level, most of them are represented at the functional level of an organization (Chawla, 2003). Kotler and Keller (2008) outlines the core definition of marketing, which says that ‘Marketing is the analysis, planning, implementation and control of carefully formulated programs designed to bring about voluntary exchanges
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