...V Citation/Source Miller, Fredrick A., & Katz, J. H., (2002) The Inclusion Breakthrough – Unleashing the Real Power of Diversity Major Thesis The workforce is becoming increasingly diverse, and organizations are doing more to address employee concerns and to maximize the benefit of different kinds of employees. But to benefit from those differences managers need to look past the obvious differences such as how they think, learn, work, solve problems, manage their time, and deal with other people. One of the enduring roles of HR managers is to serve as employee advocate – listening to employees’ concerns and representing their needs to managers – to make certain that the interests of employees and interests of the organization are aligned with one another (Snell and Bohlander, 2013). Authors of The Inclusion Breakthrough, Unleashing the Real Power of Diversity, Frederick Miller and Katz Katz believe that organizations are strengthened by a diversity of perspectives, nationalities, and backgrounds; and that all groups posses the inherent potential of diversity, but to truly leverage it you need inclusion (Miller and Katz, 2002, pg.1). An inclusion breakthrough is a process to transform the organization from a mono-cultural organization that values and supports sameness in style and approach, to a culture of inclusion that leverages diversity in all its many dimensions. It also is an approach for any organization that wants to transform their efforts from, a diversity...
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...Group Coursework Submission Form Specialist Masters Programme Please list all names of group members: (Surname, first name)1.Brinkmann, Justus2. Nkwam, Samuel3.Ohanele, Uchenna | 4.Sjohaug, Julie5. Stennicke-Roensholdt, ShaneA5 A5 6.7. GROUP NUMBER: | MSc in: Management | Module Code:SMM880 | Module Title:Strategy Analysis | Lecturer: Dr Kamuriwo, Dzidziso | Submission Date: 12/10/2015 | Declaration: By submitting this work, we declare that this work is entirely our own except those parts duly identified and referenced in my submission. It complies with any specified word limits and the requirements and regulations detailed in the coursework instructions and any other relevant programme and module documentation. In submitting this work we acknowledge that we have read and understood the regulations and code regarding academic misconduct, including that relating to plagiarism, as specified in the Programme Handbook. We also acknowledge that this work will be subject to a variety of checks for academic misconduct. We acknowledge that work submitted late without a granted extension will be subject to penalties, as outlined in the Programme Handbook. Penalties will be applied for a maximum of five days lateness, after which a mark of zero will be awarded. | Marker’s Comments (if not being marked on-line): | % % Deduction for Late Submission: Final Mark: TSURU Strategy Analysis Group A-5: Justus Brinkmann, Samuel...
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...Research & Ideas Strategy for Small Fish Published: | August 23, 2004 | Authors: | Marco Iansiti and Roy Levien | * E-Mail * Print * Executive Summary: Microsoft, Wal-Mart, and eBay provide ecosystems in which other companies thrive or fail. But what are effective strategies for a small fish in a big pond? An excerpt from The Keystone Advantage by HBS professor Marco Iansiti and Roy Levien. About Faculty in this Article: Marco Iansiti is the David Sarnoff Professor of Business Administration at Harvard Business School. * More Working Knowledge from Marco Iansiti * Marco Iansiti - Faculty Research Editor's Note: The art of business today seems to be the ability to influence resources your company doesn't own—resources such as the production scheduling of manufacturing partners, the packaging requirements of distribution partners, and the development of technical standards your products must incorporate. Welcome to the age of business interdependence, say HBS professor Marco Iansiti and collaborator Roy Levien, authors of the new HBSP book The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Think of the business environment as a series of ecosystems, they urge, with "keystone" companies such as Microsoft and Wal-Mart providing for the health of all who do business with them. What are the best strategies for companies living in these ecosystems? This excerpt focuses on strategies...
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...them one of the fittest definition according to this article is come up by Johnson et al. (2008, p.3), ‘Strategy is the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations’. Hamel and Prahalad (1993) state this at the very beginning that ‘Competitiveness is born in the gap between a company’s resources and its managers’ goals’ (p.75). It is further supported that competing strategy requires operations as a key factor and operations also make a significant contribution to the competitive success of such an organization by using a resource-based framework in the development of operations strategy (Hayes and Pisano, 1994; Hayes and Upton, 1998). Also in the wider debates, Whittington’s (1993) classification of strategy describes strategies’ process can be prescriptive or emergent and outcomes can be profit maximization or pluralism. Within the article, Hamel and Prahalad (1993) argue that ‘management leverage its resources by concentrating, accumulating, complementing, conserving and recovering them’ (p.78) and aiming to take actions from allocating resources to the most promising course (Lele, 1992). In addition, Hamel and Prahalad (1993) state that...
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...laws regulating online behaviors and preventing online fraud. 2) Chinese consumers lacked a comprehensive online payment system. And each city had a separate payment gateway to process debit cards, so a card from one city could not be used at the issuing bank’s system in another city. The situation was even worse for credit cards. Therefore, the need for better credit card services intensified. 3) China’s internet industry experienced remarkable growth during the first years of the twenty-first century. Ebay: 1) Leveraging its worldwide capabilities in order to compete against home-grown rivals in China. 2) Ebay acquired one-third of EachNet’s share in March 2002, and the other two-thirds a year later. 3) Ebay used capital from its IPO and the accompanying higher pressure for growth and reached beyond the United States for additional gwoth opportunities. 2. What were the key resources and capabilities that led to Taobao’s success in the competition with Ebay? 1) Competing for customers: Taobao approached advertising very differently than did Ebay. Taobao launched with an entirely no-fee model. It further extended the no-fee plan for three additional years starting in 2005. 2) Competing in payment services: the workforce at Taobao worked feverishly to launch its integrated payment system, AliPay, within three months of the website’s official launch in 2003. 3) Competing for Partnerships: Taobao and Sohu entered into a partnership...
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...configuration of resources & competencies with the aim of fulfilling stakeholder expectations. * 3-5 plans are appropriate according to Fast Moving Consumer Goods (FMCG) companies, which includes non-food consumer products Porter’s Generic Strategies (Bases of Competitive Advtg) Differentiation Strategy – differentiates its products from competitors’ in a way to make them more appealing across whole market. Customers are willing to pay extra for difference. SABMiller differentiates their products by satisfying customer’s need through a sustainable competitive advantage. It allows SABMiller to desensitize prices and focus on value that generates a comparatively higher price and a better margin. Cost Focus – if premium price unlikely, so could be suitable due to closeness to customers, local firm w/ low costs overall. Bowman’s Strategy Clock – analyse the competitive position of a company in comparison to the offerings of competitors. Hybrid (moderate price/moderate differentiation) They offer products at a low cost, but offer products with a higher perceived value than those of other low cost competitors. Volume is an issue here but these companies build a reputation of offering fair prices for reasonable goods. The quality and value is good and the consumer is assured of reasonable prices. This combination builds customer loyalty. RESOURCE BASE VIEW (RBV): Resources are heterogeneous – has different resources & competencies to competencies Resources are immobile;...
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...helped McDonalds to survive in local markets. Following summarized are the competitive advantages McDonalds enjoys: Valuable and Rare: McDonalds have resources and capabilities which add value for customers and also are rarely seen in other major competitors. Following are the instances that support McDonald’s focus and capability to add value for customers: * Customization of menu according to local tastes: While entering a new market, McDonalds assesses the local taste and preferences of the consumers and then customizes its menu. For e.g.: Introduction of vegetarian offerings In India to cater to dietary preferences for non-meat dishes and exclusion of beef in their menu because of religious prohibition of its consumption in India. Another example is introduction of McRice in Indonesia to align with consumer familiarity. * Consistency across servings: McDonalds carefully buys supplies to ensure that taste at each offering remains consistent, so that consumers know exactly what they are getting and do not face any disappointment. For e.g.: McDonald's gets high ratings on its French fries partly because it has very strict specifications on the potatoes it purchases from its supplier. * Introduction of low calorie healthy menu: With consumers getting more focus on healthy diet, McDonalds has leveraged its resources to introduce more healthy options in its menu. In 2014, McDonalds served 30% more fruits, vegetables, low fat dairy or whole grains compared to 2012. ...
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...February 05, 2013 Strategy from the Outside In: Profiting from Customer Value Write-Up - Part II I. Introduction In Strategy from the Outside In: Profiting from Customer Value, George S. Day and Christine Moorman use research to determine business strategies that separate successful from unsuccessful firms. This write-up shall have a section, titled § II. Brief Summary, which outlines each chapter in Chapters 7 through 13, including the conclusion. This write-up shall also have a section, titled III. Application, which shall apply the material from § II. Brief Summary to a firm (hereinafter "Firm A") with which I worked as a business consultant. Firm A is a multi-national holding company that specializes in acquiring, supporting, and growing its subsidiary companies through accelerated organic growth as well as through acquisitions and/or strategic joint ventures and divestitures. II. Brief Summary Chapter 7. The Third Imperative: Capitalize on the Customer as an Asset For a firm, the profitability of the customer asset - the sum of the discounted long-term profits associated with the customer's purchases and referrals - is based on three principles. First, that a firm must distinguish between behavioral loyalty – the frequency of customer purchases from a firm when a need arises – and attitudinal loyalty – an attachment to the firm and/or its specific products or services. Second, that a firm must manage customers to engage in behaviors that directly...
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...Monopolistic * Oligopolistic * Hypercompetitive * Perfect competitive industry * Industry life circle * Development growth shark-out maturity decline * Strategic group * Organizations who have similar strategic characteristics and perform the similar strategies * Strategic segment * A group of customers who have similar needs that different from other customers needs of other parts of the industry. Variance in customers’ needs Specialist in a segment group * Carve analysis Critical success factors Value curve Value innovation * Blue ocean The new market space where the competition is minimized Chapter 3 strategic capabilities * Resource and competence * Dynamic capabilities Capabilities the organization has that can renew or create new strategic capabilities when the environment changes. * Sensing (research development investigate customer needs) position * Catching (new product service) choice *...
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...Data Monetization: A Retailer’s Journey Mohammad S. Najjar University of Memphis Department of Management Information Systems 363 Fogelman Administration Building Memphis, TN 38152-3120 (901) 678 2478 msnajjar@memphis.edu William J. Kettinger1 University of Memphis Department of Management Information Systems 346 Fogelman Administration Building Memphis, TN 38152-3120 (901) 678 4547 bill.kettinger@memphis.edu A Paper submitted to the MISQ Executive special issue on “Big Data” Acknowledgements: The authors are indebted to Cynthia Beath and the special issue editors and reviewers for their advice on how to substantially improve this article. An earlier version of the paper was presented at the Pre-ICIS 2012 SIM Academic Workshop on “When Data is Ubiquitous: How to Succeed in a World of Big Data”. We are thankful to Omar El Sawy and other participants at the workshop for their insightful comments. We would also like to offer our sincere gratitude to the anonymous retailer and big data analytics company that provided so much time and insight concerning their experiences with monetization of big data. 1 Corresponding Author 1 Data Monetization: A Retailer’s Journey The ability to monetize a company’s data has been an elusive goal. However, in the era of big data, business intelligence and analytics, and cloud computing, this goal is becoming more achievable. The retail industry, with its exacting merchandising strategies and tight supply chain relationships...
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...company. The matrix will position the products/services in two axis: * the rate of growth of the market ; * the market share of a product/service offered facing the competitors | Golden Rules | * Positioning = the company has to place each of its products/services on the matrix. Thus it is able to obtain information on the market share of the product or service and the market growth. * Creating long-term value = the company should have a product portfolio that includes products with high growth where it is necessary to inject cash and products where growth is weaker but which generate a lot of cash. | Structure of the BCG Matrix | * Question marks They do not generate profits unless the company decides to invest resources to maintain and even increase the market share (become potential stars). They have a high demand for liquidity and the company must ask the question: Invest or give up the product? * StarsThese are promising products for the company, they even can be considered as leaders of the industry. The strategy is to boost these products by appropriate investments to monitor the growth and maintain a position of strength. These products require a large amount of cash but also contribute to the company's profitability. They are becoming...
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...BASELINE SCIENCE WWW.BASELINESCIENCE.COM “ Education, Training & Research are of No Significance Without Contribution” For citation information, to read or leave comments, view ratings, converse with the author and/or reviewer(s), etc., please visit www.BaselineScience.com B a s e l i n e S c i e n c e , I n c . • w w w. b a s e l i n e s c i e n c e . c o m Matching Dell: A Strategic Case Analysis Dan Demers GS 604, Thursday 5:00 – 7:20 Matching Dell: Dell’s Key Strategic Issues At the close of the case, Dell is presented with two key strategic issues. The first strategic issue facing Dell is the movement of rivals seeking to mimic Dell’s direct sales model, while the second strategic issue is the declining trend in pricing in the Personal Computer Industry and the effects this trend will have on the operations and profitability of both Dell and Dell’s Rivals. In this case analysis, I recommend that Dell answer these issues by assuming a Cost Leadership in a Broad Market strategy to win the price war on cost, establish strategic relationships with system integrators and resellers to counter the product diversification threat of multi-offering Rivals, and strengthen its brand presence internationally to enable continued market growth. Personal Computer Industry: Industry Structure Analysis In this analysis, I define the Personal Computer Industry as that which is comprised of computer manufacturers responsible for the assembly of personal computers, either...
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...already examined their external environment and will now look inwards towards their internal environment. This involves looking at their resources, their capabilities, and then their core competencies. Resources An organization’s resources can be divided into two types, tangible and intangible. Tangible resources are those that can be seen, and touched, and measured. These include financial resources, physical resources, and technological resources. Intangible resources are those that are not touchable and not easily quantified. They are comprised of human resources, knowledge capital, organizational structure and brand or reputational resources. NITL’s tangible resources begin with their financial resources. While this resource was previously a strength of the organization, it has become a weakness and the main reason why they are reaching out for help. During the recession of 2008-09 the league lost a good deal of its membership and many have not renewed now that the economy has made a turn for the better. As far as physical resources, the league is run out of an office in Washington, D.C.. The proximity of the office to Capitol Hill makes it more convenient and cheaper for the CEO to work with legislators and lobbyists. The office equipment seems to be sufficient for the type of work that the organization does. One of the technological resources that the firm possesses is their website. This may be seen as a weakness as the site is fairly pedestrian...
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...contributed articles Doi:10.1145/ 2330667.2330685 Trust between client organization and cloud provider is a strong predictor of successful cloud deployment. By GaRy GaRRiSon, SanGhyun Kim, anD RoBin L. WaKeFieLD Success Factors for Deploying Cloud Computing “a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (such as networks, servers, storage, applications, and services) that can be quickly provisioned and released with minimal management effort or service provider interaction.”14 The emergence of cloud computing is transforming the way organizations purchase and manage computing resources,17 providing a fundamentally different IT model in which a cloud provider might be responsible for a range of IT activities, including hardware and software installation, upgrades, maintenance, backup, data storage, and security. The result is that organizations can lower their IT capital expenditures ClOUD COMPUTiNg iS 62 Com muniCatio nS o F th e aCm | S epteM Ber 201 2 | vo L . 5 5 | N o. 9 and operating costs by purchasing ondemand technology resources (such as increased data storage, bandwidth, and processing power) while eliminating the need to maintain outdated equipment. Cloud services also include environments for application development and access to key technologies, software, and skilled IT personnel that might otherwise be too costly and difficult to obtain and maintain (see Figure 1). Along with hardware...
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...BASELINE SCIENCE WWW.BASELINESCIENCE.COM “ Education, Training & Research are of No Significance Without Contribution” For citation information, to read or leave comments, view ratings, converse with the author and/or reviewer(s), etc., please visit www.BaselineScience.com B a s e l i n e S c i e n c e , I n c . • w w w. b a s e l i n e s c i e n c e . c o m Matching Dell: A Strategic Case Analysis Dan Demers GS 604, Thursday 5:00 – 7:20 Matching Dell : D ell’s Key Strategic Issue s At the close of the case, Dell is presented with two key strategic issues. The first strategic issue facing Dell is the movement of rivals seeking to mimic Dell’s direct sales model, while the second strategic issue is the declining trend in pricing in the Personal Computer Industry and the effects this trend will have on the operations and profitability of both Dell and Dell’s Rivals. In this case analysis, I recommend that Dell answer these issues by assuming a Cost Leadership in a Broad Market strategy to win the price war on cost, establish strategic relationships with system integrators and resellers to counter the product diversification threat of multi-offering Rivals, and strengthen its brand presence internationally to enable continued market growth. Personal Computer Industry : Industry Structure Analysis In this analysis, I define the Personal Computer Industry as that which is comprised of computer manufacturers responsible for the assembly of personal computers...
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