...model framework (Daewoo’s competitive analysis), then EFE and IFE matrix are developed to know about the Daewoo’s response toward its external and internal factors, which are identified during SWOT analysis. Then in strategy formulation stage we have conducted strategic diamond and BCG matrix to develop the strategies for Daewoo. We have finally concluded that Daewoo should start online ticketing, and should provide incentives to lower level employees in order to minimize turnover rate. Introduction Immediately after launching of Lahore – Islamabad Motorway (M-2) in November 1997, Daewoo Pakistan Express Bus Service (DPEBSL) was incorporated which launched its express bus service between Lahore – Rawalpindi / Islamabad in April 1998. This service, owing to its peculiar quality features setting new standards of safety, security, reliability, luxury, comforts and regularity, soon became popular and first choice of the traveling public. Sammi Corporation, Seoul, Korea took over DPEBSL in 2004 which led to accelerated growth and expansion of Sammi-Daewoo Express Bus Service in Pakistan. Sammi-Daewoo Pakistan Express Bus Service Ltd with its Headquarters in Lahore is operating its service from 31 cities in Pakistan covering more than 40 destinations extending almost to the entire Punjab and NWFP. Besides, preparations for extending this service to Karachi and Hyderabad in June 2007 are in hand [1]Brief History: Dec 1997 Incorporated Apr 1998 Beginning of Express Bus Operations...
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...For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol. 19, No. 4 maintaining Achieving and the in competitiveness strategic of role The 2jst century: leadership strategic R. Duane Ireland and Michael A. Hitt Executive Overview Competition in the 21st century's global economy will be complex, challenging, and filled with competitive opportunities and threats. Effective strategic leadership practices can help firms...
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...An econometric analysis of the impact of mobile Dr. Mahesh Uppal is the Director of Com First (India) Private Ltd, a consultancy specializing in policy, regulation, and strategy. Mamta is a researcher at the Indian Council for Research on International Economic Relations (ICRIER). 1. Summary During the past two decades, India has moved away from its former ‘command and control’ policies to become a marketbased economy. This process started in the mid-1980s and gathered substantial momentum at the beginning of the 1990s. The process of reform has continued in this decade with a further opening of the economy and the creation of regulatory institutions to oversee the march towards fully competitive markets. As a result of the liberalisation, GDP per capita has been rising by 7% annually, a rate that leads to its doubling in a decade. This contrasts with annual growth of GDP per capita of just 1% in the three decades from 1950 to 1980. Rapid growth turned India into the third largest economy in the world in 2006 (after the United States and China and just ahead of Japan when measured at purchasing power parities), accounting for nearly 7% of world GDP. 1 Although India’s growth rate has been among the highest in the world, it remains a low income country. With a per capita income of US$950 in 2007, India ranks 122nd. 2 As well as a low average income, there are substantial disparities in economic performance between states. The average per capita Gross State Domestic...
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...SUSTAINABLE COMPETITIVE ADVANTAGE: AN ORGANIZATIONAL LEARNING APPROACH John I. Njuguna1 Jomo Kenyatta University of Agriculture and Technology Juja, Kenya Abstract Organizational learning is increasingly being considered as one of the fundamental sources of competitive advantage within the context of strategic management. However, most literature has not clearly linked organizational learning with sustainable competitive advantage. This paper, therefore, explores and discusses the role of organizational learning in helping business firms to achieve sustainable competitive advantage. Specifically, it deals with how organizational learning process can be used to develop knowledge resources and capabilities that lead to sustainable competitive advantage. The main method used is analysis and integration of theories to develop a conceptual model. This paper proposes that, through organizational learning a firm can develop hard to imitate knowledge resources and capabilities (human capital as well as organizational capital) that create value which in turn lead to superior performance. INTRODUCTION In the 21 century business landscape, firms must compete in a complex and challenging context that is being transformed by many factors from globalization, frequent and uncertain changes to the growing use of information technologies (DeNisi, Hitt and Jackson, 2003). Therefore, achieving a competitive advantage is a major preoccupation of senior managers in the competitive and slow growth...
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...International Relations: Contemporary Issues and Actors Elective, 2nd year BA ES, Period 3 (4.5 ECTs) 1. General overview 2. Organisational Issues 3. Participation 4. Attendance rules 5. Grading 6. Essay questions 7. Main rationale and acquired skills 8. Changes introduced to last year’s course 9. Lectures 10. Tutorials 11. Essay writing - Quality criteria 3 4 6 9 10 10 14 15 16 17 36 2 1. General Overview This course is about how we understand International Relations (IR) and what major international actors operate in a number of contemporary policy areas. As it serves as an introduction to the discipline of IR, it starts with some of the basic concepts in it: e.g. war and peace; the role of the state, etc. This is complemented by introducing the role of International (governmental) Organizations (IOs) such as the UN, WTO, NATO, the EU, OSCE, CoE; and International Non-Governmental Organizations (INGOs), such as Amnesty International; Greenpeace; Medicins Sans Frontieres; etc. The course also introduces the role of the individual and self-organized groups of individuals that claim actorness in IR (advocacy groups; epistemic communities, policy networks; guerrillas; pirates; terrorist groups, etc.). In covering these issues, students are acquainted with some of the main theoretical debates in IR (e.g. Neo-Realism; Neo-Liberal Institutionalism; Social Constructivism; etc.). The lectures provide the general framework for discussing the role of the abovementioned...
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... Breathing Shoes and Complementarities: How Geox has Rejuvenated the Footwear Industry Arnaldo Camuffo, Andrea Furlan, Pietro Romano and Andrea Vinelli MIT IPC Working Paper IPC-05-005 June 2005 We apply the related notions of complementarities and performance landscapes to study strategic positioning in the footwear industry. We use this theoretical framework to analyze Geox, an Italian footwear manufacturer that, in less than a decade, has grown to be one of the world largest brown shoe manufacturers, outperforming the industry in terms of market and financial results. We describe Geox’s choices within four stages along its value chain: product design, marketing and communication, production and supply chain, distribution and retail. We show that, though grounded on product innovation (the Geox breathes® patented system which allows ventilation in waterproof rubber sole shoes), Geox’s competitive advantage has not grown out of operational excellence in single activities in the business, but, rather, derives from a unique and consistent configuration of complementary activities. Such configuration represents an innovative strategic position and corresponds to a high performance peak in the footwear industry performance landscape. The case study provides anecdotal evidence in support of complementarity-based economic theory, showing how complementarities among activities help understand increasing returns to scale, firm size and business growth even without the standard assumptions...
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...those that develop their business around a new technological platform, are likely to be impacted by globalization, in terms of both pace of innovation and pressure of competition. For these firms, strategic decisions and growth processes are characterized by a deep interrelationship amongst the processes of internationalization, innovation and entrepreneurship; processes which have tended to be examined independently in distinct bodies of literature. In practice strategic decisions concern each of these processes and address issues such as organizational boundaries, location of the operational activities, what activities to focus on and selection of value partners. The business model by which firms operate needs also to accommodate the spatial dimensions indicated by globalization; and the emergence of global technology markets. Little is known to date about the extent to which business models accommodate or are adapted to internationalization, innovation and entrepreneurship. This paper presents a review of the business model literature from which a generic business model framework is derived, identifying and introducing the main elements of these A. Onetti (&) Faculty of Economics, University of Insubria, Via Monte Generoso 71, 21100 Varese, Italy e-mail: alberto.onetti@uninsubria.it A. Zucchella Faculty of Economics, University of Pavia, Via San Felice 5, 27100 Pavia, Italy e-mail: antonella.zucchella@unipv.it M. V. Jones Business School, Department of Management...
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...(Received 17 December 2008; final version received 3 August 2009) A key element of successful organisations is the alignment of their strategy and tactics. This study explores the relationship between a firm’s competitive strategy and its operations practices in the context of a developing economy. Two competitive strategies are examined; a niche market strategy characterised by targeting specific market segments, and a broad market strategy characterised by serving a wide range of market segments. Three sets of operations practices consistent with the adoption of lean manufacturing, Total Quality Management, and relationship development in a supply chain context, are explored. Using survey data from senior managers in Thailand, results show that for firms adopting a niche market focus, competitive strategy directly influences process management and relationship development, which in turn affect workforce commitment. Only workforce commitment has a direct effect on operational performance. In contrast, for firms adopting a broad market focus, competitive strategy directly influences workforce commitment, which in turn affects process management and relationship development practices. It is the latter practices that directly influence operational performance. Keywords: competitive strategy; market focus; process management; workforce commitment; relationship building; operational...
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...SEMESTER PROJECT BY Afungsa Candy Noumvi 7TH SEMESTER (2012/2013) AALBORG UNIVERSITY COPENHAGEN RESEARCH QUESTION Do Danish families Prefer traveling more abroad or within Denmark for holidays ? As a National Destination Management Organisation- VisitDenmark, what is the organization doing to stimulate Danish families to participate more in domestic tourism? * The theme of our research is Motivation. What motivates Danish families in choosing their holiday destinations? Do they mostly go abroad or not? And why? * Problem area is improving the tourism sector of Denmark to attract local Danish families. Here we will be analyzing the campaign VisitDenmark to see what the organization has been doing so far to encourage domestic tourism. TABLE OF CONTENT * chapter one……………………………………………………… …..Page 4 -Introduction (some background on tourism in Denmark)………………………4 -Problem formulation/ hypothesis -Research objective (what do we want to achieve in this research……………………………………………………………5 - Delimitation………………………………………………………………..........6 * chapter two……………………………………………………………………….7 - History of leisure tourism …………………………………………………......7-8 - Definition of theory…………………………………………………………..9-12 - Analysis of the Campaign, how does VisitDenmark promote domestic tourism……………………………………………………………………… 13-19 - Danish outbound tourism…………………………………………………...20-22 * chapter three………………………………………………………………….....23 - Research methodology……………………………………………………...
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...An Investigation of Competition within the UK Food Retail Industry Abstract This dissertation set out to explore the nature of competition within the UK Food Retail Industry as well as to evaluate the competitive strategies undertaken by firms in the market. This task has been undertaken through a critical analysis of a range of literature focussed on establishing the current state of play in the UK supermarket industry, examining general theory on competition and competitive strategy, as well as a review of literature that specifically addresses competition between supermarkets in the UK. Looking first at the nature of competition in the UK food retail industry, it was clear from the literature review that while the industry has many characteristics of an oligopoly as it is dominated by a small number of major firms, it is undoubtedly highly competitive. The evaluation of the competitive strategies undertaken by firms in the industry showed that between the leading firms in the market that Tesco had the best balance between price and customer perceived value but there was clear evidence to suggest that the other leading firms were positioning themselves around Tesco in order to reduce its apparent competitive advantages. While the analysis showed similar competitive strategies for the big four, it revealed different strategies being adopted by other firms in the industry who look to operate in niche markets within the food retail industry, such as Lidl and Aldi, who compete...
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...Solar Energy Materials & Solar Cells 94 (2010) 1553–1571 Contents lists available at ScienceDirect Solar Energy Materials & Solar Cells journal homepage: www.elsevier.com/locate/solmat Review Business, market and intellectual property analysis of polymer solar cells Torben D. Nielsen a, Craig Cruickshank b, Søren Foged c, Jesper Thorsen c, Frederik C. Krebs a,n a b c Risø National Laboratory for Sustainable Energy, Technical University of Denmark, Frederiksborgvej 399, DK-4000 Roskilde, Denmark Cintelliq Ltd., St. John’s Innovation Centre, Cowley Road, Cambridge CB4 0WS, UK ´ Inspicos A/S, Kogle Alle 2, 2970 Hørsholm, Denmark a r t i c l e in fo Article history: Received 5 February 2010 Received in revised form 11 April 2010 Accepted 20 April 2010 Available online 8 May 2010 Keywords: Business analysis Market analysis IPR analysis Intellectual property analysis Polymer solar cells Organic solar cells OPV Roll-to-roll processing Polymer solar cell modules Patents abstract The business potential of polymer solar cells is reviewed and the market opportunities analyzed on the basis of the currently reported and projected performance and manufacturing cost of polymer solar cells. Possible new market areas are identified and described. An overview of the present patent and intellectual property situation is also given and a patent map of polymer solar cells is drawn in a European context. It is found that the business potential of polymer solar cells is large...
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...Complex Challenges and The New Leadership Leading is more complex and requires new approaches, new mindsets and new skills. The context, the landscape of leadership, is changing for a number of reasons - complex challenges, increased expectations, technology.There are 4 requisite skills for leaders of the future:Leading employees. * 1: Leaders “delegate and develop”. * They are willing to delegate important tasks and decisions. This is done as an effective management technique, but more importantly, as a means to develop employees. Providing challenge and opportunity builds skill, experience, and confidence. As a result, effective leaders surround themselves with talented + and patiently listen to concerns.Managing change Effective leaders are skilled at facilitating organizational change and overcoming resistance. They do this in 4 important ways:1: By “being a role model”. Leading change by example sets the tone and pace for others. Effective leaders approach change in a positive and realistic way. Effective leaders are skilled at facilitating organizational change and overcoming resistance. They do this in 4 important ways: * 2: By “adapting”. * Leaders are flexible, adapting plans as necessary. This includes adjusting management or leadership style to changing situations. * 3: By “including others”. * Leaders involve key people in the design and implementation of change. Aware of the impact change can have, they take into account people’s concerns. *...
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...TABLE OF CONTENTS I. Abstract II. Problem Statement III. Evaluation IV. Hypothesis V. Procedure/Design VI. Introduction VII. Definition and Examples a. Case I b. Case II c. Case III VIII. Origin of Competitive Intelligence IX. Why Collect Intelligence? X. What is Ethical? XI. Methods of Intelligence Collection XII. What Resources Are Used to Collect Information XIII. How Companies Utilized Collected Information XIV. Keeping Companies Secrets Secret a. Buildings b. Communication Systems c. Administrative XV. Conclusion I. ABSTRACT Intelligence gathering is considered commonplace in corporate America. Companies struggle to maintain the high ground within a competitive marketplace. One source for maintaining an elevated position is through information gathering on competitors, better known as Competitive Intelligence (CI). Collection of this information can be accomplished through numerous means. History has shown that the collection of CI is not a new practice, only that the methods used to collect the information have evolved over the past century. Intense pressure for turning profits, winning contracts, and avoiding expensive research and development costs drive the methods used in CI collection. With an increase in CI collection, companies are required to protect themselves from inside and outside intruders. II. PROBLEM STATEMENT Corporate America has become oblivious to the information being divulged concerning company trade secrets. ...
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...Change Rethinking and reinventing Michael Porter’s five forces model Tony Grundy Cranfield School of Management, UK Michael Porter’s five competitive forces model has been a most influential model within business schools but has perhaps had less appeal to the practising manager outside of an MBA and certain short business school courses. In this article it is argued that whilst there are a number of reasons why the model has not achieved greater currency, most importantly it can be developed a lot further. The paper looks at a number of important opportunities for using Porter’s model in an even more practical way, including: mapping the competitive forces, which can vary significantly over market and competitive terrain and within the same industry; understanding its dynamics; prioritizing the forces; doing macro analysis of the sub-drivers of each of the five forces; exploring key interdependencies, both between and within each force. Copyright © 2006 John Wiley & Sons, Ltd. Introduction When Michael Porter conceived the five competitive forces model, it propelled strategic management to the very heart of the management agenda. The framework became a centrepiece of texts on business strategy and strategic management, and essential examination material on MBA and similar courses globally. But what has become of his original five competitive forces? It would appear to be the case that not a great deal has occurred to develop this thinking since the early 1980s (except, perhaps...
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...Master of Business Administration International Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned with the creation and delivery of goods and services. The course is intended to give you a theoretical framework for thinking about operations in both manufacturing and service contexts and to describe some practical applications of operations management. In the course we will address key aspects of design, planning and control of operations systems, and to provide an understanding of the operations function in a global context. Learning outcomes Subject specific knowledge and skills including: • Understand the history of Operations Management as a subject and consider the challenges facing Operations in future with particular reference to service operations, value adding and sustainable competition. • Understand the need for an Operations Strategy to operate with a Business Strategy • Describe Operational strategies in terms of Fit, Sustainability and Risk • Assess the choices and trade-offs inherent in developing an operations strategy (assessment of alternative...
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