A TEN (10) YEAR STRATEGIC PLAN FOR SUNNY COMMUNITY RADIO CATHOLIC UNIVERSITY COLLEGE OF GHANA, FIAPRE BUSINESS POLICY AND STRATEGY (ASSIGNMENT) BY ERIC FRIMPONG (UGR0101010898) PROGRAMME Bsc. ECONOMICS AND BUSINESS ADMINISTRATION (MANAGEMENT) 12/1/2013 SUNNY COMMUNITY RADIO BY: ERIC FRIMPONG TABLE OF CONTENT Chapters Pages Chapter One 1.0 General Overview……………………………………………………………………….1 1.1 Introduction……………………………………………………………………………………...1 1.2 Historical Background…………………………………………………………………
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Chapter 1 – Indented and Emergent Strategies We have 5Ps as Plan, Ploy, Pattern, Position (Michal Porter) and Perspective. But the most contended issue is the concept of Intended/ Emergent Strategy. According to the Mintzberg’s model, a company’s realized strategy is the product of any intended strategies (those that are planed) that are put into action and of any emergent strategies (those that are not planned). In Mintzberg’s view, emergent strategies are the unplanned response to unforeseen
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analysis the company performance. Secondly, this report will base on five performance objectives of the company to create an important/performance matrix, thus analysis the matrix. The last section will talk about the capacity strategy and give the recommendations of the capacity strategy to the company. First Section Performance objectives are used to indicators of effective performance. According to SAGE Publications Ltd, “performance objectives in order to ensure that resources are allocated appropriately
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retail that BTT as a board game company had at their disposal. BTT would profit by laying the blame on their cut for dispensing the game to these outlets. At the end of the scenario, BTT states that it is not interested in distributing Chou’s new strategy game, Strat. Assuming BTT and Chou have a contract, and BTT has breached the contract by not distributing the game, discuss what remedies might or might not apply. Compensatory damages – Chou could recover actual out of pocket which may include
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Strategic Linkages December 15, 2013 1. Strategic partners (also called strategic allies) are two or more companies that will work together in joint ventures. Strategic partners often share long-term relationships and all parties within the partnership strive towards similar goals. Partners also do not get in the way of each other. Instead, they reinforce one another in order to obtain their set business objectives. Strategic planning produces fundamental decisions and actions that shape
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ABC HOSPITAL 1. What strategies can the organization take to survive, improve its performance, and compete with other hospitals over the next five years? 2. What are some advantages or disadvantages of these strategies? Provide specific examples to support your answers. Some of the strategies ABC hospital could take to survive, improve its performance, and compete with other hospitals over the next 5 years are 1. Cutting of expenditures 2. Reducing re-admission 3. Use of simulation
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assessment, and feedback controls put in place to execute and monitor the successfulness or failures of those plans. Strategy implementation is defined as the sum total of the activities and choices required for the execution of a strategic plan (Wheeler, T.L., Hunger, J.D., p 272, 2010). It is the where all the planning and strategies are put into action Implementation of strategies starts from the top down. Executive management makes the ultimate decision on which strategic plans are going to be
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goal, such as sports or education, but in this paper we are going to focus on the contemporary business world and its resemblance to war. Since the “competition” fact has already been defined, the next element we should consider would be the use of strategies or “principles” in order to get a bigger advantage over the opponent. As Mary Coulter (2013) says, the nine principles of war have been taught in the leading military schools of America for years, even though wars in the present have change
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1 C h a p t e r 1 I n f o r m a t i o n T o d a y LEARNING TRACK 1: HOW MUCH DOES IT MATTER? In May 2003, Nicholas Carr, an editor at Harvard Business Review, wrote an article titled “IT Doesn’t Matter,” which stirred significant debate in the business community. Carr’s argument in a nutshell is that because every firm can purchase IT in the marketplace, because any advantage obtained by one company can easily be copied by another company, and because IT is now a commodity based
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that targets the middle income earners and corporations as its principal clientele base. To improve profit margins while focusing on this market segment, the strategy of the ranch is self-sustenance and expansion. These two key strategic components are responsible for the ranch’s differentiation strategy. To enable its self-sustenance strategy, the farm will use renewable energy forms, such as solar and wind while most other resources and materials will be obtained from its farm. The
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