...Strategic Plan and Presentation STR/581 Strategic Plan and Presentation Contents Company Overview 2 Background 2 Company Structure 3 Environmental Scan 5 External Factors 5 Internal Factors 6 Strategies 7 Generic Strategies 7 Implementation 8 Company Overview Background KnowledgeNet Enterprises LLC is a business-to-business company that is currently based in Tempe, AZ. The company was formed in 2005 in Aberdeen, Washington in a small two bedroom home in hopes of providing businesses with affordable and high-end training for the Information Technology staff (D. Rottner, personal communication, 2014).Today, KnowledgeNet Enterprises LLC now serves over 6,000 companies world-wide. The company’s focus is to offer quality training that is backed by a customer service team that provides outstanding support to all of the company’s customers (KnowledgeNet, 2013). There are many different options of training available to the company’s customers that provide flexibility for the customers that have limited time to focus on training. The company offers instructor-led training live over the web so that customers get the classroom feel and interaction without having to be in the classroom. There are also recorded versions of all the live classes to provide flexibility for customers that cannot make it to the live class. KnowledgeNet Enterprises LLC also provides practice labs, exams, and full library of online books to assist with the training (KnowledgeNet,...
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...Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge and apply skills enabling them to help organizations to meet and manage significant threats and challenges. Students will learn how to analyse environment and company’s resources, generate strategic alternatives and to select the most appropriate alternative for particular circumstances. Students will learn and apply provide students the fundamental knowledge of strategic and marketing...
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...Course title: Strategic Business presentation skills Course objectives: This course has been designed for individuals who will have significant management, leadership or consulting responsibilities in their career. The Strategic presentation typically include following type of presentations: 1. External Presentations- a. Sales presentations to Clients, Industry forum, Community presentations, Analyst presentation b. Proposals Executive summary preparation and presentation c. Mail communication to clients 2. Internal and Functional presentations d. Training, Technology; R&D, management proposal presentations e. Project report preparation- developing and presenting executive summary f. Mail communications with peers, superiors and team members Specifically the course goals are: * Develop the strategic presentation skills for leaders. * Apply the program elements to real-time strategic presentation situations. * Develop strong content preparation, content design and content presentation skills Type, plan and session-wise content of the course: Each session is assumed for 1 hour 20 minutes. Total duration: 10 sessions Session | Topics | Case/discussions | 1 | Importance of strategic business communication in corporate world.Characteristics of “persuasive presentation”Experiential case studyS3P3 Presentation Model elements | Anchor case from Faculty corporate experience | 2 | Learning...
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...SYLLABUS STR/581 SYLLABUS SCHOOL OF BUSINESS STR/581 STRATEGIC PLANNING & IMPLEMENTATION MAIN CHARLOTTE CAMPUS 04/01/2013 TO 05/06/2013 Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. COURSE DESCRIPTION THIS CAPSTONE COURSE INTEGRATES CONCEPTS FROM ALL PRIOR COURSES IN THE PROGRAM. STUDENTS APPLY THE CONCEPTS OF STRATEGIC PLANNING AND IMPLEMENTATION TO CREATE SUSTAINABLE, COMPETITIVE ADVANTAGE FOR AN ORGANIZATION. OTHER TOPICS INCLUDE ENVIRONMENTAL SCANNING, STRATEGIC ANALYSIS, CORPORATE SOCIAL RESPONSIBILITY, IMPLEMENTATION AND EVALUATION, AND RISK MANAGEMENT. POLICIES FACULTY AND STUDENTS/LEARNERS WILL BE HELD RESPONSIBLE FOR UNDERSTANDING AND ADHERING TO ALL POLICIES CONTAINED WITHIN THE FOLLOWING TWO DOCUMENTS: UNIVERSITY POLICIES: YOU MUST BE LOGGED INTO THE STUDENT WEBSITE TO VIEW THIS DOCUMENT. INSTRUCTOR POLICIES: THIS DOCUMENT IS POSTED IN THE COURSE MATERIALS FORUM. UNIVERSITY POLICIES ARE SUBJECT TO CHANGE. BE SURE TO READ THE POLICIES AT THE BEGINNING OF EACH CLASS. POLICIES MAY BE SLIGHTLY DIFFERENT DEPENDING ON THE MODALITY IN WHICH YOU ATTEND CLASS. IF YOU HAVE RECENTLY CHANGED MODALITIES, READ THE POLICIES GOVERNING YOUR CURRENT CLASS MODALITY. COURSE MATERIALS BARNEY, J. B. (2007). GAINING AND SUSTAINING COMPETITIVE ADVANTAGE (3RD ED.). UPPER SADDLE RIVER, NJ: PEARSON PRENTICE HALL. MINTZBERG, H., GHOSHAL, S., LAMPEL, J., & QUINN, J. B. (2003). THE STRATEGY PROCESS: CONCEPTS, CONTEXTS, CASES (4TH ED.). UPPER SADDLE...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...sylabus Course: IP_357 Global Marketing Management System Online (GMSMO) International Business Program University of Economics, Prague October 12 – 15, 2011 Instructor: Dr. Basil J. Janavaras E-Mail: basilj@janavaras.com Web Sites http://www.gmmso3.com , http://www.janavaras.com Introduction This course utilizes web based software named GMMSO (Global Marketing Management System Online, http://www.gmmso3.com ) as the basis of instruction along with targeted lectures on international business strategic planning. GMMSO software is a global marketing/management research and strategic planning tool that will enable you to: • Conduct a company situation analysis in a global context • Identify countries with high market potential for the company’s product/service • Conduct and in-depth market/competitive analysis and select the best country market • Determine the best entry mode strategy and develop the marketing plan To this end, the course requires integration of knowledge from this and other courses and bridges the gap between theory and the real world of business. This module organizes learning around projects that involve students in problem-solving, decision making, and investigative activities. It provides students with the opportunity to work relatively autonomously and in groups culminating in the production of realistic reports that integrate managerial realism into the classroom. Users are provided with helpful tools such as step-by-step...
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...Outline – “Strategic Management” Aims & Objectives: 1. Development and reinforcement of a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment. 2. Development of an understanding of fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy, competitive analysis, and organizational evolution and change. 3. Development of a better understanding of the inner workings of large and/or complex organizations – 4. Development of an awareness of the impact of external environmental forces (technological, governmental, demographic, social, etc.) on business and corporate strategy. 5. Practice in distinguishing between basic causes of business problems and attendant symptoms. 6. Practice in working out strategies and implementation plans. Course Outline / Lesson Planning: |Week/Day/Date |Topic |Course Material | |1st Week | | |Topic … Overview on Strategic Management |Book… | | |Nature of Strategic Management |Strategic Management...
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...capitalization, and punctuation are required. Proper information must be included within each e-mail: Include the course number in subject line Make sure your name is on any attachment you mail me. I often will print them out, and then I don’t know from whom they came. For all online communication, proper “netiquette” is expected: correct spelling, correct grammar, proper formatting (avoid all caps and overuse of formatting tools). E-mails will usually be answered within 24 hours on weekdays and within 48 hours on weekends or official holidays, although, in most cases, I will answer you even before. Grades Policy Course Grades will be computed based upon the following weighting: 20% Midterm Exam 30% Final Exam 10% Classroom Presentations (Includes CP, and other class activities,...
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...Business | | |STR/581 Strategic Planning & Implementation | Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This capstone course integrates concepts from all prior courses in the program. Students apply the concepts of strategic planning and implementation to create sustainable, competitive advantage for an organization. Other topics include environmental scanning, strategic analysis, corporate social responsibility, implementation and evaluation, and risk management. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Final Exam The final electronic exam is an individual and not a collaborative assignment. Students are expected to abide by the University’s Student Code of Conduct policy...
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...Syllabus Revisions ------------------------------------------------- The instructor maintains the privilege to make revisions to this syllabus at his discretion. All changes and revisions will be posted on the course’s page on D2L. It is the responsibility of each student to keep abreast of all changes and revisions. Course Description Course Overview MGT 449, Administrative Policy Determination, is primarily concerned with the study of the determinants of overall firm performance. This study aims at answering the fundamental question of strategic management: Why do some firms perform better than others? The study of the determinants of overall firm performance is conducted through the examination of the relationship between the firm and its environment and the analysis of multifunctional problems that confront top management. Special attention is given to the impact of sustainability and globalization on the study and practice of strategic management. The course adopts an “integrated case study approach to the variables in management policy determination at the overall level. The course will operationally apply the principles, concepts, and methods of the College of Business Administration...
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...the principal focus is on sets of integrated activities geared to serve the interests of the customer first. The role of the marketer, therefore, is to facilitate exchange transactions in an increasingly challenging environment. This justifies the development of an understanding of the micro and macro dimensions of the wider environment as the participant works through the learning activities of this course. Marketers are expected to be receptive to shifts in customer preferences, attitudes, and loyalties to a brand or a product. There is equally a genuine interest in the capacity of markets (consumers) to engage or respond to demand for innovation in product or service characteristics. At the same time developing a coherent marketing plan depends upon a range of skills, insights, and methodologies, but the focus of your endeavours must be crystal...
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...SYLLABUS STRATEGIC MANAGEMENT MANA 5336-001 Long Summer 2012 Scheduled Meeting Dates: Tuesdays and Thursdays June 5 to August 9 . Time: 5:30 p.m. to 7:50 p.m. Place: COBA 252 Professor: Charles D. Little, Ph.D. Office Hours: Immediately before and after class e-mail: drclittle@gmail.com or UTA email Phone: 817/944-9825 Course Description Integration of the MBA curriculum into a cohesive whole. Treats the several elements of business administration by use of discussions of strategic approaches, business policy cases, and analysis of various strategies deployed by organizations of all varieties. Textbook* Crafting and Executing Strategy: The Quest for Competitive Advantage, Concepts and Cases, Thompson, Peteraf, Gamble, and Strickland. 18th Edition. McGraw-Hill. New York, NY, 2012. ISBN: 978-0-07-811272-0 *This textbook is absolutely essential to the successful completion of this course! It it the responsibility of the student to purchase the correct edition of the textbook, regardless of where you purchase it. If you attempt to take this class using the wrong textbook, or the wrong edition of the textbook, you will bear the responsibility of that. The professor is not to be held responsible for any lack of performance in the class due to an incorrect purchase of the textbook by the student. Course Overview This course “capstones” the graduate business learning experience. It deals with strategy...
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...MGMT 4950 STRATEGIC MANAGEMENT FALL 2009 10:00-11:20 AM TR; BU 101 Instructor: Dr. Gerald E. Calvasina Office: 309B Business Phone: 586-1976 E-Mail calvasina@suu.edu Office Hours: 11:30 AM – 1:00 PM T R 10:00 AM – 12:00 Noon W Other by appointment REQUIRED TEXTS: Essentials of Strategic Management; John E. Gamble and Arthur A. Thompson Jr., 2009, ISBN-13 (978-0-07-353030-7) The Business Strategy Game – www.bsg-online.com ALL STUDENTS MUST REGISTER- Registration Codes will be distributed in class. REQUIRED READING: REQUIRED READING:A Guide to Case Analysis (Student Center section of the website for the text at http://highered.mcgraw-hill.com/sites/0073530301/student_view0/ RECOMMENDED READING MATERIAL: The Wall Street Journal, Fortune Magazine, & Business Week PRE-REQUISITES: Advanced Standing and Seniors only (preferably in last semester of program. COURSE DESCRIPTION: This is a capstone course for seniors covering the concepts of strategic management and developing perspective, judgment and facility in problem solving in interrelated areas of distribution, personnel, finance, control and the social aspects of business. COURSE OBJECTIVES: 1. To develop a holistic perspective of an organization which integrates the concepts, skills, and principles learned in previous functional area courses (e.g. Marketing, Finance, Accounting) 2. To develop an appreciation and understanding of the role of...
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...COURSE SYLLABUS COURSE TITLE: MGT/448 Global Business Strategies LSB04BSM09 REQUIRED TEXT/MATERIAL: Books 1. The World Is Flat A Brief History of the Twenty-first Century (Friedman) 2. International Business: Competing in the Global Marketplace, 5/e (Hill) 3. The Lexus and the Olive Tree: Understanding Globalization (Friedman) 4. Managing Cultural Differences (Harris, Moran) 5. Global E-Commerce Strategies for Small Business, (Da Costa, Laffont, Tirole) Scholarly Articles 1. International Business: Environments and Operations, (Daniels, Radebaugh, Sullivan) Journal of Political Economy 2. International Real Business Cycles, (Backus, Kehoe and Kyland) Journal of Political Economy 3. Going global: Using information technology to advance the competitiveness of the virtual, (Boudreau, Loch, Robey, Straub) Academy of Management Executive 4. Working with Americans, (Thompson) The FLAME of Claremont Graduate University Websites: 1. Economist.com (The Economist Magazine) 2. FT.com (Financial Times Newspaper) 3. cia.gov/cia/publications/factbook (CIA world Fact Book) 4. loc.gov/rr/international/portals.html (Library of Congress Country Info) 5. windowontheworldinc.com/countryprofile/index.html (Tips for Global Business Etiquette 6. transparency.org (Transparency International) 7. scholar.google.com (Google for academic search) INSTRUCTOR: Taj Ahmad Eldridge, MBA, Ph.D Int’l Political Economics & World Politics candidate WELCOME: ...
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... PhD / Brennan Hall 425 / 941-4166 Office Hours: TR 2:30 – 4:00 pm or by appointment e-mail: taewan.kim@scranton.edu Course description This is the capstone course. It is designed to integrate knowledge gained from other business courses and apply that knowledge to policy and strategy development in situations facing general managers and business leaders. Emphasis will be placed on situational analysis, strategy formulation, and strategy execution at all levels of the organization. Course objectives 1. Understand Strategic Management as a process and be able to apply its principles to diverse business situations. (Linked to MBA’s Learning Goal #1. B) 2. Develop skills necessary to analyze the competitive situation facing various types of economic organizations; isolate important sources of competitive advantage and disadvantage; generate and make decisions among various strategy alternatives; plan for successful execution of selected strategies; and persuasively communicate these analyses and recommendations to others within the organization. (Linked to MBA’s Learning Goal #3. A, B, and C) 3. Gain experience with the case analysis method as applied to business situations. (Linked to MBA’s Learning Goal #3. C) 4. Gain experience working in teams to solve business problems. (Linked to MBA’s Learning Goal #5. A) Class policies Attendance: You will be expected to attend all classes...
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