...successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International Technology Venturing | |BSP1005 Managerial Economics |TU91.2010 Managerial Economics | |MKT1003 Principles of Marketing |23A00210 Introduction to Marketing (6 ECTS)...
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...MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations and each of the other...
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...expect from Wal-Mart over the years” (Camerius& Hunger, p. 19-30, 2006). The company’s current strategic plan is tothrive in the followingareas: • Low costs, high customer service, and always low prices • Product mix • Logistics and supply-chain management • International markets • Domestic growth • Public relations I have developed multiple strategic alternativesfor the company. They are as follows: • Stability – Pause And Proceed: Pause physical growth then proceed with growth domestically and globally • Growth – Concentration: Concentrated Internet program to target domestic and foreign markets • Growth – Concentration: Horizontal Growth with International Entry for global geographical internal expansion The plan deployed must be consistent with the corporate strategy. Per Sam Walton (1918-1992), the company’s founder, “Our goal has always been in our business to be the very best and, along with that, we believe that in order to do that, you’ve got to make a good situation and put the interests of your associates first. If we really do that consistently, they in turn will cause…our business to be successful, which is what we’ve talked about and espoused and practiced” (Camerius& Hunger, p. 19-10, 2006). Table of Contents I. Current Situation 4 A. Current Performance 4 B. Strategic Posture 4 1. Mission 4 2. Objectives 4 3. Strategies 4 4. Policies 5 II. Strategic Managers 5 A. Board of Directors 5 B. Top Management 6 III. External Environment...
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...Chapter 2 Strategic International Human Resource Management CHAPTER OVERVIEW This chapter is about Strategic International Human Resource Management (SIHRM). While the first chapter described the new global business realities and introduced IHRM, this chapter describes international business strategy and how IHRM supports and enhances the international business strategies of the firm. The chapter starts with a general description of the process of international strategic management and then follows with an explanation of the evolution of international business strategy and describes how IHRM fits into the overall strategic management of the MNE. This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed international business might expect from effectively tying together an international business strategy and SIHRM. The chapter then summarizes the findings of research studies on the nature and role of strategic IHRM. LEARNING OBJECTIVES * Describe the development of SIHRM and the process of international strategic management. * Describe the evolution of the MNE in terms of various stages of internationalization and the methods firms use to enter international markets. * Describe the process for developing MNE strategy and IHRM strategy and the relationship between the two. * The extent and nature of research into...
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...Managing Operations Introduction The report will start with definition of operations management concept. This will be followed by identifying some of the global factors affecting operations management in organisations and the impact such factors have on operations management in organisations and to assess how operations management can contribute to sustainable business activities . The second part of the report will describe how project management techniques contribute to the development of operations management and how project management techniques can be used to improvements the management of business operation in a multinational organisation. The effectiveness of business operations to organisational goal of Shell Petroleum will be discussed As operation management entails risk, the risk management techniques that can be applied to the management of a business operations (Shell Petroleum) and how to evaluate the risk to business operations in global markets will be discussed. How risk to Shell Petroleum operations be minimised for a business functioning in a global market will be discussed The technological infrastructure that supports operations management of Shell Petroleum will be identified and the contribution of information technology to it operations management will be analysed. The benefits to operational management of implementing technical solutions will also be analysed . The contribution of information technology to operations management of...
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...Management – 10MBA22 – Indian Business Environment – 10MBA23 – Financial Management – 10MBA24 – Business Law – III Sem. 2.00 p.m. - 5.00 p.m. – – – 10MBA31 – Strategic Management – 10MBA32 – Management Accounting & Control Systems – 10MBA33 – Operations Management IV Sem. 2.00 p.m. - 5.00 p.m. – – 10MBA41 – Change and Knowledge Management – 10MBA42 – Entrepreneurial Development – 10MBA43 – Supply Chain Management – 10MBAMM415 – Rural Marketing 10MBAFM425 – Project Appraisal Planning & Control 10MBAIS435 – Multimedia Applications Programming Using VB 10MBAHR445/10MBAIB465 – International Human Resource Management 10MBAPM455 – Project Management 10MBABF475 – Treasury & Risk Management 28/06/2012, Thursday – 10MBA25 – Human Resource Management – 29/06/2012, 10MBA15-Management Information Systems Friday – 10MBAMM311– Business Marketing 10MBAFM321– Advanced Financial Management 10MBAIS331– Object Oriented Programming Systems Using Java 10MBAHR341– Organizations Design & Organization Development 10MBAPM351– Materials Management 10MBAIB361– International Business Environment 10MBABF371– Principles & Practice of Banking & Insurance – 02/07/2012, Monday – 10MBA26 – Business Research Methods – 10MBAMM416 – Strategic Brand Management 10MBAFM426/10MBAIB466/10MBABF476 – International Financial Management...
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...starting an internet travel company 1.1 The survival-base strategic route This route puts heavy emphasis on organisations being able to survive a hostile and highly competitive context. It does this through an emergent process, seeking out opportunities in strategy content as they occur. ”Lynch 5th edition p416 STRATEGIC MANAGEMENT” As explained by Brent Hobermanin the case study that this is a scale game and you’re always facing global competitions. The real success Is to attract enough customers more than your competitors to generate more sufficient business. And with small internet business the fixed costs of operations in the early days are small no expensive office premises, no major colour printers and brochure costs, direct contact with potential customers, etc. They are two mechanisms in operation 1 adaption to the environment 2 selections among those present for survival 1.2 Network base strategic route The network based strategic route forward explores the links and degree of co-operations present in related organisations and industries and places a value upon that degree of co-operation. ”Lynch 5th edition p429 STRATEGIC MANAGEMENT” They are two major aspects of networks from strategy perspective covered * Network Externalities Network externalities-these arises when an organisation is part of an external network that is seeking to standardise some aspect of operations across the industry. The key moment is the tipping point which...
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...Strategic marketing in Tesco Plc Executive summary Tesco is one of the biggest names in retail and deals in a wide variety of products and services. By its effective marketing strategies it has been a great success and has been able to maintain its leadership position. The report aims at examining the strategic marketing of Tesco and seeks to find the ways in which it has been able to maintain its leadership position. In order to get suitable and reliable information of the operations of the company, secondary data from the company’s website, scholarly articles, reports, etc have been utilized. The report also uses various strategic analysis tools like PESTLE analysis and SWOT analysis to access the competitive position of the company and its internal as well as external environment. It has a strong leadership position in retail and its low cost strategy has been a great success to attract more number of customers. It has also operations in other countries where it has emerged successful by adapting to localization techniques. It is recommended for the organization to increase its international presence in order to derive more growth and profitability. This report highlights the strategic marketing of Tesco and the ways in which it has created a leadership position in the extremely competitive market and industry in which it operates. The market position of Tesco has also been accessed by the use of different strategic tools like SWOT analysis and PESTLE analysis. ...
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...market share, and profitability? b. Strategic Posture What are the corporation’s current mission, objectives, strategies and policies? i. Are they clearly stated, or are they merely implied from performance? ii. Mission: What business is the corporation in? Why? iii. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environment? iv. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments? v. Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environment? vi. Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multi-domestic? II. Corporate Governance a. Board of Directors i. Who is on the board? Are they internal or external members? ii. Do they own significant of stock? iii. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights? iv. What do the board members contribute to the corporation in terms of knowledge, skills background, and connections? If the corporation has international operations, do board members have international experience? v. How long have members...
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...agribusiness company is best-suited for the five year, five million dollar contract to provide organic dairy farm products to local school systems in Tokyo. This is Free Range Food’s first attempt to compete on the international landscape. Since the local school systems contract begins in one year, Free Range Food must determine if their company can compete globally while simultaneously maintaining its eco-friendly business operations. Thomas L. Friedman, in The Lexus and the Olive Tree, explains globalization as a movement that enables individuals, corporations, and countries to reach around the globe farther, faster, deeper, and cheaper than ever before. Due to more accepting international trade laws and modern advances in technology business globalization is becoming more common and some will argue a necessary component to sustaining one’s business. This script will discuss four elements Free Range Foods must consider when deciding to whether to go global: 1-analyze the pros/cons of how at least two globalization strategies might apply to their decision 2-identify the factors to be reviewed before going global 3-make a recommendation on operational restructuring to make its operations global 4-state whether and how to manage its “eco-friendly” operations internationally Can anyone identify an example of globalization in the brief story mentioned in the beginning? [Slide 2] Globalization is the process a company takes when integrating...
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...STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS: A GLOBAL INDUSTRY PERSPECTIVE Why Companies Expand into Foreign Markets Companies opt to expand outside their domestic market for any of four major reasons: * To gain access to new customers, raw materials, capital, skills and expertise – expanding into foreign firms offers the potential for increased revenues, profits, and long term growth even more so when home markets are mature. * To achieve lower costs and enhance the firm’s competitiveness - Sales volume from one country isn’t enough to fully capture manufacturing economies of scale. * To capitalize on its core competencies - A company with a competitively valuable competency or capability might be able to leverage themselves and make this competency work in a foreign market, too. * To spread its business risk across a wider market base - Companies may move abroad to diversify their risk associated with being in a single economy (e.g. foreign exchange risk, political risk). If the economy in one area falls, the firm might be ok in different economic markets. In addition to why companies expand into foreign markets, there are four other situational considerations unique to international operations: * Country to Country Cost Variations – Differences in wage rates, workers productivity, inflations rates, energy costs, tax rates, government regulations, etc crate sizeable variations in manufacturing costs from country to country. Plants in some countries...
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...submitted or for the entire course, and may result in academic dismissal. | | SKS7000-8 | Xui Bai | | | Foundations for Doctoral Study in Business | Assignment #7 | | | <Add Learner comments here> ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Faculty Use Only ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- <Faculty Name> <Grade Earned> <Writing Score> <Date Graded> Running Head: STRATEGIC PLAN Strategic Plan Chandra Taylor SKS7000-8 Doctoral Comprehensive Strategic Knowledge Studies Professor Xui Bai December 17, 2012...
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...to transportation and communication advances. New markets opened through WWW. Jet aircraft move people and goods. Global media is creating a worldwide culture. Furthermore, the word economy, trade, and FDI used to be dominated by the U.S., but the proportion of dominance has been dispersed globally and separate national economies merging into an interdependent global economic system. Consequently, these components are creating the globalization. 2. Characteristics of multinational firms MNEs have substantial direct investment in foreign countries, which is not just an import-export business. MNEs use the active management of these offshore assets rather than simply holding them as a passive financial portfolio, and regard those operations as integral parts of the company, both strategically and organizationally. In multinational operating environments, MNEs have to deal with diverse pattern of consumer preferences, channels, and legal frameworks and so on. MNEs need to mesh cooperate strategy with host country policies in order to cope...
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...[pic] University of Information Technology and Sciences Assignment 1 Why International Companies differ from Domestic Companies Course Title: International Business Course Code: BUS 341 Department: BBA Date of Submission: February 16, 2012 Prepared For: Ayesha Binte Safiullah School of Business Prepared By: Samiul Islam Abir. ID 09310175 Why international companies differ from domestic companies? The companies doing their business in two or more country are international companies and the companies doing business in a single country only are domestic companies. There are many differences between these two types of companies. These differences occur due to the difference across borders. Nation-states generally have unique government systems, laws and regulations, currencies, taxes and duties, and so on, as well as different cultures and practices. So, What is Domestic Business: Domestic business is the exchange of goods, services, or both within the confines of a single national territory. It is always aimed at a single market and deals with only one set of competitive, economic, and market issues. The exchange is always with a single set of customers all the time, though the company may have several segments in a market. Domestic business may be sub-divided into Wholesale business, and Retail business. Wholesale is concerned with buying goods from manufacturers or dealers in large...
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...Chapter One Scope of Strategic Management 1 Major Issues to Consider Global considerations impact virtually all strategic decisions. E-commerce has become a vital strategic management tool. The natural environment has become an important strategic issue. 2 Strategic Management Defined Art and science of formulating, implementing, and evaluating crossfunctional decisions that enable an organization to achieve its objectives. 3 Terminology “Strategic Management” Synonymous with “Strategic Planning” • Strategic management Used more often in academia • Strategic planning Used more often in the business world 4 Terminology Strategic management Refers to: Strategy formulation Strategy implementation Strategy evaluation Strategic planning Refers to: Strategy formulation 5 Brief History 1950s Term strategic planning originates 1960s – 1970s Strategic planning very popular Widely viewed as panacea for problems 6 Brief History 1980s Strategic planning cast aside Planning models did not yield higher returns 1990s–2000 Revival of strategic planning Widely practiced in business world 7 Strategic-Management Process Three Stages Strategy Formulation Strategy Implementation Strategy Evaluation 8 Strategy Formulation Vision & Mission Opportunities & Threats Strengths & Weaknesses Long-Term Objectives Alternative Strategies Strategy Selection 9 Strategy Implementation Annual Objectives Policies ...
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