Waste Management, Inc. Strategic Case Analysis Submitted for Approval to: Dr. Jifu Wang LEADING EDGE CONSULTING Houston, TX The Leaders in Waste Management Group 1 Consultants Jason Cummings Correen Harrell Deanna Lewis Jim Upchurch David Woods Page 3 of 163 Table of Contents 1.0 2.0 2.1. 2.2. Executive Summary..........................................................................8 Background Information on Waste Management ..........................9 Brief History of Company.........
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3 3 3 4 5 6 4. STRATEGIC MANAGEMENT AS A THEORETICAL FRAMEWORK 6 6 8 8 8 9 9 10 11 11 11 11 11 11 12 12 12 12 13 13 13 14 14 14 14 15 4.1 STRATEGY AS THE MAJOR CONCEPT 4.2 THE CONTEXT OF STRATEGIC MANAGEMENT 4.3 THE LEVELS OF STRATEGIC MANAGEMENT 4.3.1 Enterprise strategy 4.3.2 Corporate strategy 4.3.3 Business-unit strategy 4.3.4 Functional strategy 4.3.5 Operational strategy 4.3.6 Conclusion 4.4 THE PROCESS OF STRATEGIC MANAGEMENT 4.4.1 Environmental analysis 4.4.2 Goal formulation
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actions taken by an organization in pursuing its objectives. 2) Strategic management process: It is the process of how firms manage their formulation and implementation of their strategies. First, firms should set clear vision for their whole business and they should express it within a mission statement. In next stage, firm should decide strategic target. It means they have to decide specific target. After that, firm should analysis external & internal environment and make a specific strategy
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place for strategic analytical frameworks like Professor Michael Porter's Five Forces. But the same strategists also point out the most successful strategies need to be more experimental and creative. For example, they argue that the successful strategy of Dell Personal Computers - selling directly to customers, cutting out the distributor - owed much more to innovation than to traditional strategic analysis. In more general terms and arguably to oversimplify strategy theory, strategic processes
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STRATEGIC APPROACHES FOR GLOBAL EVENTS Presented by (Your name) (Your school) Course 25. 1.2012 Outline Introduction……………………………………………..i Background information……………………………….ii Methodology…………………………………………….iii Findings, Results and analysis………………………..iv External environment analysis…………………………v PESTLE analysis………………………………………..vi • Political factors • Economic factors • Social and cultural
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2015-03-16 Case Assignment & Guiding Questions for Case Analysis Prof. Park Strategic Management Course Requirements & Grading Attendance/Class Contribution Mid-term(in class) Real Case Analysis (Final Group Project) * replace the final exam * Adjusted by peer evaluation Case Report and Presentation (Group Project) * Adjusted by peer evaluation 20% 30% 35% 15% Total 100% 1 2015-03-16 Case Report and Presentation (Group Project) • We will discuss around 10 business cases in
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Item 1 =========================================================== Managers within a strategic business unit or small organizations can make use of a variety of strategic techniques ideas and tools as part of the business planning process .Critically review the value of the main tools that exist to determine the most appropriate bases of competitive advantage including Porter’s thinking on generic strategies. ===========================================================Word count: 1579 =====
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Introduction of Organization: Assignment is based on two Firms that is BP and Shell. To analyses the strategic business units (SBUs) of BP Solar and Shell Renewables within the alternative energy industry, which are part of British Petroleum (BP) and Royal/Dutch Shell Group (Shell), the world's second and third largest energy companies? Environmental analysis highlights the increasing volatility of the global energy market, which is driven by factors including demographics, urbanisation, income
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Business Strategy/The Three Processes of Strategy Strategy formulation * Performing a situation analysis, self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental. * Concurrent with this assessment, objectives are set. These objectives should be parallel to a timeline; some are in the short-term and others on the long-term. This involves crafting vision statements (long term view of a possible future), mission statements (the role
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1. What is strategy? a) What is strategic coherence? Strategic coherence requires strategic intent for both generating an advantage and sustaining an advantage. Relatedly, strategic coherence requires "thinking the problem through to the end-game" and thus, anticipating rivals' actions. b) What do we mean by trade-offs? Substituting on strategic priority for another. c) Why are strategic coherence and trade-offs important when analyzing a firm’s strategy? d) What is the difference
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