...Porter’s Generic Strategy (SMM) 2. Mission Statement (SMM) 3. Defining the Business 4. Bowman’s Strategy Clock (SMM) 5. Strategies for Hypercompetitive Markets 6. Portfolio Management / BCG Matrix (3, 4) (SMM) 1. Porter’s Generic Strategy Porter suggested three alternative generic strategies: “Cost Leadership”, “Differentiation” and “Focus”. He suggested that these three generic strategies are mutually exclusive and that a company can therefore only pursue one if it is to be successful. Trying to pursue two or more generic strategies at the same time, Porter suggested, would result in what he termed being “stuck-in-the middle”. Cost Leadership For this strategy to be effective, Porter suggested that in order to be sustainable a company should have the lowest cost in the industry i.e be the “cost leader”. The company pursues economies of scale, low-cost supplies, basic product designs and minimum service levels. Example of companies competing on low cost includes Aldi and Ryanair in the airline industry. According to Porter, a cost leader must achieve parity or proximity in areas such as product quality and design relative to its competitors for it to survive, even though it relies on cost leadership for its competitive advantage. This means that the cost leader can translate its cost advantage into higher profits than competitors. The principal danger of a cost leadership strategy is that it is essentially a finance based strategy. In addition...
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...Unit 1 – AO1 – Investigate the roles and responsibilities of two contrasting public services and describe their purpose AO2 – Investigate the internal structure and functional areas for two chosen public services The two public services I am going to speak about are the prison service and the army. The reason is because both have a very important part of the keeping Britain safe. The prisons vision is to provide the very best prison service as possible and to help secure the following points. * Hold prisoners securely and safely * Reduce the risk of any prisoners from re-offending * Providing safe and well-ordered establishments in which we treat prisoners humanely, decently and lawfully To make sure the prison service actually completes their objectives they work in * close partnership with our commissioners and others in the Criminal Justice System to achieve common objectives * Obtain best value from the resources available using research to ensure effective correctional practice * Promote diversity, equality of opportunity and combat unlawful discrimination, and * Ensure our staff have the right leadership, organisation, support and preparation to carry out their work effectively. This is what the prison set out to achieve and how they plan to do it but there is a lot more involved in running a successful prison because a prison is a business. The prison has it goals but the prison needs top security to complete the goals. No...
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...XVIII AIRBORNE CORPS AND FORT BRAGG DFAC SCHEDULE SNAPSHOT NOVEMBER 2014 XVIII AIRBORNE CORPS & FORT BRAGG DINING FACILITY OPEN/CLOSE SCHEDULE November 2014 1-2 CLOSED POPE AAF Weekday 8-11 CLOSED 15-16 OPEN 22-23 CLOSED 27-30 82ND CAB CLOSED 1 Phone# 396-9993/ 7685 DINING FACILITY Location Goldberg Street Weekend Br: 0930-1300 Sup: 1600-1730 Find Your Location Bldg# M-5530 SMOKE BOMB CLOSED CLOSED CLOSED CLOSED CLOSED 2 Phone# 396-2592 /0103 Essayons Street Bldg# H-4842 2nd BCT Closed Weekends Br: 0930-1230 Sup: 1530-1730 Br: 0930-1300 Sup: 1600-1730 Br: 0930-1300 Sup: 1600-1730 Br: 0930-1230 Sup: 1530-1730 Brk: 0800-1000 Lun: 1130-1330 Din: 1530-1730 Brk: 0800-1000 Lun: 1130-1330 Din: 1530-1730 Brk: 0800-0930 Lun: 1200-1330 Din: 1530-1730 CLOSED OPEN CLOSED OPEN CLOSED 3 Phone# 643-6929 Gruber Road Bldg# C 9453 525th BFSB OPEN OPEN CLOSED OPEN CLOSED 4 Phone# 396-8063 Ricketts Street Bldg# 2-5112 WTB CLOSED CLOSED CLOSED CLOSED OPEN 5 Phone# 396-3436 Normandy Drive Bldg# A-4-1832 SWCS OPEN CLOSED OPEN CLOSED OPEN 6 Phone# 396-7291 Merrill Street Bldg# D-3624 3rd BCT OPEN OPEN CLOSED OPEN CLOSED 7 Phone# 432-8798/ 2298 Butner Road Bldg# A-3556 1st BCT OPEN CLOSED OPEN CLOSED OPEN 8 Phone# 643-6886 Bastogne Drive Bldg# B-1732 82ND SBDE CLOSED CLOSED OPEN CLOSED CLOSED 9 Phone# 432-5538 Longstreet Road Bldg# 3-5103 3rd SFG CLOSED...
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...INTEROFFICE MEMORAND UM TO: FROM: SUBJECT: DATE: XXXXXXXX, CEO-MAKERBOT CORP XXXXXXX, BUSINESS STRATEGIST-MAKERBOT CORP STRATEGY PLAN FOR MAKERBOT CORP SEPTEMBER 8, 2014 This memorandum is aimed to highlight a few important strategies Makerbot needs to adapt that would help it in creating a revolution in the 3D desktop printing space which would result in an increase in the market share and total revenue which would subsequently make Makerbot an undisputed leader in the 3D Printing space and place themselves in a winning position. The company has to focus on their core strength and work towards targeting a larger customer base and affordable printing solution with unparalleled innovation as the main driving force resulting in a substantial advantage in the competitive landscape of 3D printing. To begin with, Makerbot should adopt the Microsoft model for business. Microsoft always believed in the licensing model for its software services (Windows & office software suite) which is the biggest revenue generating factor for the American Multinational. Makerbot should venture into a licensing model for its software. If the end user experience is good, reliable & affordable, there is no reason why Makerbot as an OEM would not enter into the league of high performance players in the 3D printing market space. The best always comes from the best resources and Makerbot, as always, should invest time and energy to recruit the best in the business and develop the OS which would not only...
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...Financial Reporting and Statement Analysis | Spring 2016 | Elective | ACC | MBA9520 | WEALTH MANAGEMENT I & II | Spring 2016 | Elective | ECN | ECN7555 | Health Economics | Spring 2016 | Elective | ECN | ECN7550 | Business Strategy and Game Theory | Spring 2016 | Elective | EPS | EPS7500 | NEW VENTURE CREATION | Spring 2016 | Elective | EPS | EPS7510 | ENTREPRNRL FINANCE | Spring 2016 | Elective | EPS | EPS7520 | MANAGING GROW BUS | Spring 2016 | Elective | EPS | EPS7547 | Women’s EPS & Leadership | Spring 2016 | Elective | EPS | EPS7530 | M&A FOR ENTREPRENEUR | Spring 2016 | Elective | EPS | EPS7552 | EPS AND THE GIG ECON | Spring 2016 | Elective | EPS | EPS7574 | MKTG FOR ENTREP | Spring 2016 | Elective | EPS | EPS7575 | VENT GROWTH STRAT | Spring 2016 | Elective | EPS | EPS8573 | ENTREP INTNSTY TRACK | Spring 2016 | Elective | EPS | EPS7520 | Managing Grow Business | Spring 2016 | Elective | FIN | FIN7502 | CAPITAL MARKETS | Spring 2016 | Elective | FIN | FIN7503 | EQUITIES | Spring 2016 | Elective | FIN | FIN7504 | RISK MANAGEMENT | Spring 2016 | Elective | FIN | FIN7511 | CORP FIN I:RASNG CAP | Spring 2016 | Elective | FIN | FIN7513 | FIXED INCOME | Spring 2016 | Elective | FIN | FIN7516 | CORP FIN II:EVAL OPP | Spring 2016 | Elective | FIN | FIN7517 | FIN & VAL SUSTNBLTY | Spring 2016 | Elective | FIN | FIN7518 | Managing Portfolios | Spring 2016 | Elective | FIN | FIN7565 | RE INV FUNDAMENTALS | Spring 2016 |...
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...Mountain Bank Strategic Human Resource Management – HRM530005VA016-1118-001 Professor 23 October 2011 1. Discuss the strategies that Mountain Bank should implement to achieve a competitive advantage in the marketplace. Mountain Bank already has the necessary tools to implement a variety of strategic plans. The key will be making the necessary changes and implementing them in order to gain a substantial and competitive advantage in the marketplace. The banks recent internal studies concluded that their best resources are their tellers. Based on this information I would recommend focusing on this echelon of the workforce strategically. As a part of the human resource management (HRM) team I would recommend a duel fold strategy that melded the competitive business strategy and the human resource strategy. a. Competitive business strategy: This strategy would focus on the needs of the customers and how to meet them efficiently and consistently. Every banking business that truly wants to succeed must ask “why will customers bank with us?” This question is the basis for the strategy they must adopt. For Mountain Bank I would recommend a #1 focus on customer service and satisfaction. I am not talking about simple courtesy but the type of incredible service that stands out far from our competitors. Numerous studies have shown that superior service will always beat cost of fees or price. BIGresearch.com, an Ohio-based market intelligence firm, conducted...
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...a characteristic of the companies with centralized hub structure? C .Most of the manufacturing and product development is executed but the subsidiaries Which of the following statements regarding knowledge diffusion is correct? A In a decentralized federation, knowledge is developed in national subsidiaries and diffused Which of the following is not a characteristic of companies with a transnational strategy? Knowledge is developed centrally and adapted locally Isatis CO has successfully transitioned from a global strategy to a transnational strategy Which of the following descried the likely configuration of assets and capabilities that now most likely prevails at isatis C Dispersed, specialized and interdependent Which of the following describes the preferred sequencing of changes associated with implementing the typically more effective emerging change process model a.Change in individual attitudes and mentalities, then change in interpersonal relationships Which of the following strategic approach and strategic capabilities cannot be paired? d. global strategy and national responsiveness Frank is director of technology in an MNE in which most of the R& D Actives are performed The innovation process adoptedby Franks MNE is C .Center for global With responsibly for his company largely centralized R& D actives Frank worries that the center may not understand local market needs. To respond to these concerns Frank priory B. Ensure that several key people...
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... Relationship Building ------------------------------------------------- Customer Relations Operational/Strategic planning Risk Management ------------------------------------------------- Change management Process Optimization Strategic market positioning ------------------------------------------------- Direct and Channel marketing Project Management Strategic Partnership & Alliance ------------------------------------------------- ------------------------------------------------- Professional experience: ------------------------------------------------- ------------------------------------------------- Chief Executive officer (CEO) of Philangco Corp. December 2005 to...
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...Ethics, Social Responsibility and Strategy Planning A strategic plan places emphasis on accomplishing a business goal and when accomplished correctly should provide business leaders where to spend time, money, and any other needs that arise in building the plan. The strategic plan is the road map to how to get the desired end result. To build a successful strategic plan a business needs to understand who they are and how the market perceives them. A business also needs to understand what is important to change and what to not change. A business doesn’t want to remove or change what is already good about them but determine what they can improve on. If a business needs improvements in identified weak areas then the business can develop a plan that incorporates who is accountable and completely identify what is considered an achievement. A strategic plan should not occur when the business feels it is necessary but visited constantly to ensure the business is moving on track and nothing slip through the cracks. Review of the plan and refinements of the plan need to be handled timely and appropriately. Lastly, a company needs to communicate the plan to the business internally as this helps identify the mission and who the company is. Places everyone on the same page to the question the business must ask, who we are? The Role of Ethics and Social Responsibility Ethics should be the most forefront idea in any strategic plan. Ethics should be part of a company’s mission statement...
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...Cisco Strategic Planning and Strategic Intent Introduction The purpose of this essay is to understand the core concepts behind strategic planning and strategic intent and then to compare and contrast those concepts in regards to the strategies of Cisco Systems Inc. Description of Theories/Core Concepts Strategic Planning Strategic planning is the process of identifying a desired future, then transforming that vision into goals or objectives, and then to establish a set of task lists or sequences to achieve the goals. Strategic planning starts with an end-state then works backwards to the organizations currents state. In general, the strategic planning process begins with identifying the mission and/or vision for the company, then setting up the goals and objectives, followed by analyzing the company’s current state, and then setting up a plan based on the current state to meet the established goals and objectives. Lastly strategic planning calls for the implementation of the plan while getting feedback and establishing controls to keep the organization on track. (Stacey, 2007) Strategic Intent Strategic intent is a different approach although there are some similarities. The main principle behind strategic intent is to establish “an obsession with winning at all levels of the organization and then sustained that obsession over the 10-20 year quest for global leadership.” (Hamel, 1989) Using Strategic Intent to provide the path ahead, organizational leaders...
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...Ethics, Social Responsibility and Strategy Planning Ethics, Social Responsibility and Strategy Planning A strategic plan places emphasis on accomplishing a business goal and when accomplished correctly should provide business leaders where to spend time, money, and any other needs that arise in building the plan. The strategic plan is the road map to how to get the desired end result. To build a successful strategic plan a business needs to understand who they are and how the market perceives them. A business also needs to understand what is important to change and what to not change. A business doesn’t want to remove or change what is already good about them but determine what they can improve on. If a business needs improvements in identified weak areas then the business can develop a plan that incorporates who is accountable and completely identify what is considered an achievement. A strategic plan should not occur when the business feels it is necessary but visited constantly to ensure the business is moving on track and nothing slip through the cracks. Review of the plan and refinements of the plan need to be handled timely and appropriately. Lastly, a company needs to communicate the plan to the business internally as this helps identify the mission and who the company is. Places everyone on the same page to the question the business must ask, who we are? The Role of Ethics and Social Responsibility Ethics should be the most forefront idea in any strategic plan...
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...Acquisition Strategy An acquisition strategy consists of a company having the agenda to further its success through acquiring other companies. Through acquisitions companies are oftentimes able to enhance resource strengths to gain a competitive advantage in their respective industries. We are seeing more and more companies with acquisition strategies in recent decades, fast becoming one of the major driving forces in many industries in America. Although acquisition relates more to the management, ownership, and financial arrangements than to corporate strategy, a successful acquisition will result in added or combined resources that lead to substantial competitive capabilities (Gamble 2010, p. 118). There are several reasons for a company to adopt an acquisition strategy: • To fill gaps in its product line • To obtain new technologies as opposed to developing the existing company in order to compete effectively • To expand its geographic coverage • To reduce supply chain costs and become a efficient organization • To lead the industry with a stronger position with combined products and /or resources (Gamble 2010, p. 120) In addition, there are several positive outcomes that an acquiring company might see after acquisition: • Lower costs due to combined personnel and resources • Gained technological knowledge • More or better capabilities...
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...Course Project: Merck Pharmaceutical Sydney Momoh Tanika Thomas PM587 Prof. Susan Orr June 9th, 2012 Table of Contents 1.0 Introduction of Merck Company………………………………………………………..…..3 2.0 Organization Strategic Plan………………………………………..…………………………3 • Sustainability of loyal customers and employees • Change to meet customers demand • Growth will strengthen the company through acquisitions ……………………….4 3.0 Strategic Capacity Plan………………………………………………………………………4 4.0 Portfolio Management Process……………………………………………………………...5 • Capital Structure of Merck Group…………………………………………………6 5.0 Portfolio Selection Criteria …………………………………………………………………7 • Serono • Millipore • Integrated Chemicals 6.0 Program Management Plan ………………………………………………………………...8 7.0 Plan to Identify and Resolve Conflict ……………………………………………………..10 8.0 Change Management Plan …………………………………………………………………11 9.0 Resource Utilization Plan ………………………………………………………………….11 10.0 Reference Page …………………………………………………………………………….12 Introduction: We found pharmaceutical companies to be better fit for our project. This industry touches each person on this planet in one form or another and the work they are conducting in search of making every ones live healthier and live longer than our fore fathers. When we stacked up all pharmaceutical companies, we found Merck Corporation to meet all of the criteria that we were looking for in a pharmaceutical industry. Merck have conducted many projects concurrently during drug developments...
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...HRM Issues/Diversification Strategies Global demand for steel expanded continuously throughout the 1960s, a demand domestic producers elected to not meet, choosing only to match domestic consumption requirements. This presented an opportunity for up-start foreign producers to strengthen themselves without directly competing against producers in the United States. Throughout this expansion, the relationship between management and labor soured. The Nucor Corporation broke into the industry with a workforce that consisted of farmers, mechanics, and other motivated workers. The company experienced various pains, eventually won community trust and respect within the industry. Trends in Steel Industry and how it may Impact Nucor’s Strategy “Due to growing demand for scrap metal, its cost has become increasingly volatile in the 1990s. In 1994, for example, prices climbed as much as $50/ton to $165-170/ton while 10 million tons of American scrap were exported to offshore customers. In 1996 prices reached $200/ton, and were expected to climb, but instead declined to $170-180/ton by the end of 1997” (Boyd & Grove, p. 6, 2000). Like many industries, the slumping global economy has significantly impacted demand in the steel industry as well. As the automotive and construction industries recover, the steel industry should begin to see a gradual upswing in demand. However, the steel industry will encounter difficulty trying to maintain growth revenues greater than 15% until other...
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...Functional-level strategies. Functional level strategies are more concerned with monitoring the working areas of the corporation; this can be something as simple as focusing on products and services or even the design and marketing. Functional strategies are more day-to-day operations and sales that are small pictures within the big picture of the corporate strategies. There are many functional level strategies that Air Industries Group uses; one of them is predominantly concerned with the efficiently in staging a specialist within the functional areas where critical levels need to be monitored to keep the overall goal on task. Another strategy on a functional level is questioning the activities within the functional areas for projections and proficiencies. These questions can be such as “think local, act local strategies”, this translate to understanding the products being offered are tailored to customers within the area or within the country. In this case it would be the United States Armed Forces for military aircraft, which makes a majority of the sales. Air Industries Group functional level strategies are divided into the four groups that are all centrally located in Long Island New York. This allows an ease of control due to the overall divisional locations from each other. When strategizing on the functional level, Air Industries Group uses the product targeting strategy separate for each division such as Air Industries Machining Corp. focuses their divisional strategies for...
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