...Strategic management is the process of specifying an organization's objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity, usually performed by the company's Chief Executive Officer (CEO) and executive team. It provides overall direction to the whole enterprise. An organization’s strategy must be appropriate for its resources, circumstances, and objectives. The process involves matching the companies' strategic advantages to the business environment the organization faces. One objective of an overall corporate strategy is to put the organization into a position to carry out its mission effectively and efficiently. A good corporate strategy should integrate an organization’s goals, policies, and action sequences (tactics) into a cohesive whole. To see how strategic management relates to other forms of management, see management. What Is Strategic Management? Strategic management is the art of managing employees in a way that maximizes the potential of achieving your business objectives. • Communicate short-term strategy goals to employees and then manage employees in a way that holds them accountable for achieving strategic goals. Long-Term Strategies Short-term strategizing is essential, but alone it is simply not enough to help you meet your goals in business. To realize your long-term goals, you also need to develop long-term strategies, i.e. strategies...
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...Qualification structure and syllabus CIMA Chartered Management Accounting Qualification 2010 December 2008 Contents CIMA now designs its qualifications in what we believe to be a unique way. Based on rigorous international primary research with all of our key stakeholders and involving the participation of over 6,000 individuals and organisations – members, students, employers (both existing and potential), CIMA tuition partners, universities and our examiner and marker team – we have designed a professional finance training and development solution that is second to none. I commend this revised CIMA Professional Qualification to you. It will be examined for the first time in 2010, so there is plenty of time to absorb the exciting changes contained in the pages that follow. A qualification focused on the future – fit for purpose, relevant and unique I am honoured to introduce the new 2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand...
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...Introduction to Management Tutorial Work – Academic Year 2013 TABLE OF CONTENTS Overview ................................................................................................................................................. 3 Assessment ............................................................................................................................................. 4 Tutorial Activities .................................................................................................................................... 6 Session 1 ................................................................................................................................................. 6 Session 2 ................................................................................................................................................. 7 Session 3 ................................................................................................................................................. 7 Session 4 ................................................................................................................................................. 8 Session 5 & 6 ........................................................................................................................................... 8 Session 8 ................................................................................................................................................. 9...
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...of ecommerce. 4. Describe various applications of ecommerce 5. What are the various categories of ecommerce? 6. What are transaction costs and why are they important? 7. Explain strategic business unit value chains with example. 8. What are industry value chains? Explain with an example. 9. How might mangers use SWOT analysis to identify new applications for ecommerce in their strategic units? 10. What are the key issues a company faces when it conducts international commerce? 11. What is EDI? How does EDI work 12. What are the 6 main approaches to generate revenue on the web? 13. Describe revenue models in transitions by 5 different companies 14. Discuss some of the issues that arise when companies implement revenue models 15. How can a company create an effective web presence 16. What are web marketing strategies 17. Write a short note on advertising on the web 18. Explain the funnel model of customer acquisition, conversion, and retention 19. Explain 5 stage model of customer loyalty and life cycle segmentation 20. Write short note on marketing segmentation 21. Explain supply chain management using internet technologies 22. Explain various Auction types in ecommerce. 23. Write a short note on Digital certificates 24. What is encryption? Explain various encryption solutions 25. What is steganography 26. Explain the threats to client computers, how they work and...
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...Case Example Glastonbury This case has been based on an entertainment area where many students will feel comfortable in having some knowledge. Yet, they are unlikely to have considered the strategic implications that pervade such an area. Below, these notes address the specific questions highlighted in the case example. However, it is worth considering some interesting features of the case that offer opportunities for wider discussion. First, note that this case is driven by cultural events that, unlike typical consumer goods, have a short shelf life and ought to be broadly seen as services. Secondly, the case focuses on more recent activity in this market but highlights some of the history of the event. Naturally, the strategic environment varies across the period and students may find this change across time slightly distracting. Thirdly, within this case lie the sustainability issues that will challenge managers going forward. In other words, whilst some seek profit, others seek to conserve the resources of the planet or be fair to its people. All three of these issues are areas that might be explored with students as a pointer to key areas for their own strategic management, that is, increasing importance of services, rapidly changing environments and sustainable development. Strategy Statement Consideration of Section 1.2.3 reveals the following points of discussion: In terms of the goals of Glastonbury, these are clearly stated at the outset in the...
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...LEVEL Business Analysis SMART Notes Prepared by Darren Sparkes Email: darrensparkesnotes@sky.com ACCA P3 - Business analysis These notes are not intended to cover the whole of the ACCA P3 syllabus ©Darren Sparkes, 2010 1 Contents Page no. Paper 3 Examiners Approach…………….….... 3 Extracts from the Examiners report ……….…...4 Examination Technique……………….…..……..7 Background and examination format..…............9 Syllabus Overview………………………...........10 Strategic Planning………………………...….....11 Mission and Objectives…………………………12 Business & Professional Ethics..………….…...13 Internal Analysis……………….……………..…14 External Analysis……………..………………....15 Strategic Options……………………….……….17 Method of Growth………………………............18 Portfolio Analysis…………………………….….19 Strategic Choice & Change Management…....20 Marketing………………………………………...21 Organisational Structure…………………….….22 International Market Place.…………….……....23 Business Process Change…….…..…………..24 Information Technology……..…….……..........25 Quality………………………………….……......26 Project Management………………………...…27 Role of Finance………………………………...28 Review and Control………………………..…..29 Strategy and People……………………………30 ACCA P3 – Business Analysis These notes are not intended to cover the whole of the ACCA P3 syllabus © Darren Sparkes, 2010 2 Approach Required ‘Differentiation is important to individuals seeking to pass a management and strategy examination. It is the ability to link strategic and financial analysis; it is the...
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...Company Notes * Cangos an online entertainment Co. focused on selling music and books * Considering branching into online gaming and ebooks * Liz paasion is reading and musc * its operations to include CDs, DVDs, and audio and video tapes * Goal is set on the Internet entertainment market * CanGo IPO Raises $130 Million in IPO * CanGo is an online business that e-tails books, music, and movies (CEO) * CanGo purchased Webjouster, a company whose specialty is online gaming * Though the company has had a meteoric rise in the e-commerce world and a very successful IPO last spring, its recent advance into online gaming has not generated the level of profits anticipated * We target customers who enjoy the latest in online entertainment and games with the majority of our customers being Gen-Xers and Gen-Yers Strategic Management Process * Formulating company vision and mission statements (A mission statement defines why the organization exists and what it does. A vision statement describes the organization's vision of its future.) * Conducting a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis to assess the company's internal and external environment. * Making a strategic choice-identifying the most desirable options given the company's SWOT and mission and selecting long-term goals and grand strategies that would achieve those goals. * Implementing the plan through the development of short-term goals and tactics...
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...Strategic Management BSAD 689 Professor Office Office Hours Telephone E-mail Class Hours Class Dates Classroom Texts: : Dr. Allen F. Stembridge B.Commerce., MBA, Ed.D, F.I.A.C. : CSH 202 : 9:00a.m. -10:30a.m. (Monday through Friday), or by appointment. : 269-471-3632 : stem@swau.edu : 1:30 p.m. – 5:00 p.m. (Monday through Friday) : July 14, 2008 – July 31, 2008 : CSH 208 Required: David, Fred R. (2009) Strategic Management: Concepts and Cases (12th edition) Upper Saddle River, New Jersey: Prentice Hall. Course Description: Strategic Management requires that students integrate relevant knowledge gleaned from previous core business-course experience. Extensive case work and library research are demanded. Students work with a real organization to develop a comprehensive strategic plan. The student should have completed all MBA core requirements or be currently enrolled in the remaining courses. 1 Course Objectives: At the end of the course students should be able to: 1. Use the strategic management process to understand competitive forces and to develop competitive advantages. 2. Analyze complex business situations from management’s perspective. 3. Appreciate the interdependence of all business functions and operations. 4. Be more proactive in ascertaining and acting upon opportunities that may occur in the macro-environment. 5. Identify what an organization wants to achieve and know how they will do it. 6. Develop creative alternatives to resolving business problems...
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...regulations and techniques through which bonds, stocks and other securities are traded. 6) Market—it is a location where buyers and sellers meet to exchange goods and services. 7) Types of market – 3 types – Factor, Product and Financial market. *) Factor market – is the market which allocate factor of production – land, labor, management skill, capital and distribute income. *) Product market – is the market where consuming units purchases goods and services for consuming and make payment for them. *) Financial market – is an institutional set up created by society to channel savings and other financial services to those individuals and institution willing to pay for them. 8) Savings—savings are what is left from current income after consumption, expenditure and tax payment. 9) Investment – means future of fund to raise capital to produce goods and services and future production to raise income. 10) Debt market – it is the market where debt instrument are traded (loan, debt, debenture). It represents creditor ship. 11) Equity market— it is the market where stocks of corporation are traded. It represents ownership right. 12) Money market – where short term loans are traded (1 year or less) 13) Capital market – where long term loans are traded (more than 1 year) 14) Primary market – is the market where newly issued loans and securities are traded. 15) Secondary market – where existing issued loans and securities are traded. 16) Open market...
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...CPA PROGRAM – PROFESSIONAL LEVEL STRATEGIC MANAGEMENT ACCOUNTING DELIVERING STRATEGY: THE STRATEGIC MANAGEMENT ACCOUNTANT’S ROLE WORKSHOP NOTES 2014 AUTHORS: RICHARD COMERFORD AND PETER ROBINSON REVISED BY: BRIAN CLARKE Published by Deakin University on behalf of CPA Australia Ltd, ABN 64 008 392 452 © CPA Australia Ltd 2014 (Edition 14a) The contents and any information contained in this document (Information) are for general information only. They are not intended as professional advice. For any professional advice, please consult a suitable qualified professional. CPA Australia Ltd, Deakin University and the author(s) of the Information (Entities) make no representation about the content and suitability of this Information for any purpose. The Entities disclaim all warranties with regard to the contents and in no event will be liable for any loss and/or damage whatsoever resulting from loss of income or profits, whether in an action of contract, negligence or other tortious action, arising in connection with the use and performance of and/or reliance of the Information. CPA PROGRAM – PROFESSIONAL LEVEL STRATEGIC MANAGEMENT ACCOUNTING DELIVERING STRATEGY: THE STRATEGIC MANAGEMENT ACCOUNTANT’S ROLE WORKSHOP NOTES 2014 AUTHORS: RICHARD COMERFORD AND PETER ROBINSON REVISED BY: BRIAN CLARKE Contents Workshop notes Workshop introduction Workshop objectives Workshop purpose Case Study: Pavlova Pty Ltd (PPL) Module 4: Techniques for creating and managing value...
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...* CHAPTER 1: COST MANAGEMENT AND STRATEGY * QUESTIONS 1-1 Firms Using Cost Management. Here are some examples; there are many possible answers. 1. Wal-Mart: to keep costs low by streamlining restocking and sales 2. Dell: to keep costs low by improving manufacturing performance and by using target costing and other management techniques 3. Citicorp: to keep costs low by using activity analysis (see exercise1-31) to identify key operations and to find those that add little or no value 4. A local school district or public agency: to keep costs low in order to provide the best possible service given available funds 5. Procter & Gamble: to assess the profitability of its different products 6. Any other large, diversified manufacturer, like Procter & Gamble: which needs to be able to analyze the relative profitability of its different products, using cost management 7. A small machine shop: which needs cost management to determine whether it should repair or replace a machine 8. A dance studio: to analyze and choose between different compensation plans for its teachers; and to determine whether it should open a new studio 1-2 Firms not expected to be significant users of cost management information: 1. Microsoft: here the focus is on forming strategic alliances, innovation and competition; cost management is more important for other firms in the information technology business, such as Hewlett-Packard, and IBM that compete in part on innovation...
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...fluid nature of an enterprise’s business environment, both internal and external, require insight into the environment, the business’ position within it and it’s interactions with it. This is where strategic auditing becomes a powerful tool that can tell those driving the business what their capabilities are and how they fit in to the current market, while making strategic recommendations to help improve the company’s standing within that market. (As a side note, it is now clear to me that the entire course was basically a layout for the steps to be taken during a strategic audit.) Procuring all of the necessary information is the first step towards delivering a good strategic audit. A discerning audit identifies all of the resources available to a business, both human and in capital. Assigning proper value to each of these resources is a crucial step in formulating a plan. Looking at a company’s value chain through a Value Chain Analysis, one can discern the activities that take place in a business and break them down into both primary and secondary activities. These can then be turned into an analysis what activities can be outsourced and of the competitive strength of the business. Identifying core competencies followed by performance analyses help define the overall strategic performance of the company. Looking at how the business sees itself in relation to the marketplace is the next step. This involves assessing the current business strategy. A SWOT...
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...IIMM Assignments, Jul-_Dec, 2014 Session INDIAN INSTITUTE OF MATERIALS MANAGEMENT NHQ- Education Wing Plot Nos. 102 & 104, Institutional Area, Sector-15, CBD Belapur, Navi Mumbai- 400 614 Phone: 022-27571022 Telefax: 022-27565741 IMPORTANT POINTS TO BE NOTED BY THE STUDENT 1. Write your Name, Roll. No. and complete mailing address with Pin Code on the answer sheet. 2. Submission of assignments is compulsory and marks obtained in assignments carry 20% weight-age in the final result. 3. Students are required to secure 50% marks in assignments to pass the examination. 4. Each subject will have two assignments and each assignment carries 10 marks only. 5. Assignments must be written by the students in their own good hand writing and one copy of the same be retained with them to avoid inconvenience in the event of misplacement / loss of the same in transit. 6. The answers should be brief to the point and relevant to the questions given in the assignment. Do not reproduce your answers from the study materials sent to you. 7. Problems/queries with regard to assignments, if any, are to be discussed with respective branch / NHQ and during the contact classes. 8. Use only full escape size paper for your answers and all the answer sheets must be tagged / tied firmly with string. 9. Assignments in respect of distance mode students must reach IIMM NHQ Education Wing latest by 31 October, 2014 against Jul-Dec, 2014 session. No delay will be acceptable. GDMM contact mode students are...
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...MG1000 Foundations of Management and Organisational Behaviour Assignment Number 1, Basic Research Skills Exercise Name: Student No: Submission Date: 07/11/2013 Word Count: 282 I declare that this essay is wholly my own work Basic Research Skills Exercise Similarity Index: 39% Section 1: Article A (50 Words) Clarke, and Mackaness (2001) investigate how structure and concept of executive perceptions are considered using cognitive mapping and isolating individual intuitive decision schemas. They highlight the need for exploring diversity in schemas between different industry sectors. They conclude with the discovery of three important aspects of intuition within decision situations. Section 2: (44 Words) • Narayanan, Zane and Kemmerer (2011) and Kaplan (2011) both discuss the importance of structure in strategic cognition and the relevance of this in strategic management. • Narayanan, Zane and Kemmerer (2011) and Kaplan (2011) express the importance of implementing and developing strategic cognition within organisations. Section 3: (51 Words) • Narayanan, Zane and Kemmerer (2011) examine the different elements and processes around strategic cognition, dissimilarly, Kaplan (2011) investigates future paths of research in cognition. • Narayanan, Zane and Kemmerer (2011) note five research streams to strategic management, while Kaplan (2011) highlights challenges associated with relating cognition to strategic management. (Leuler, 2012). ...
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...Assessment item 2 Strategic Management OR Knowledge & Learning Value: 45% Due date: 11-Sep-2015 Return date: 02-Oct-2015 Length: 3000 words Submission method options Alternative submission method Task You are required to write a 3000 word essay on either Strategic Management or Management Knowledge & Learning as follows: * Use an organisation that is or has been in the news during the past two years (work-related learning) as an example of strategic management practices.Failing that, select an organisation with which you are very familiar such as your current employer. * Apply and evaluate at least three theoretical concepts of either Strategic Management or Management Knowledge & Learning. * Go on to examine and evaluate critically how these theoretical concepts influence managerial practices in your chosen organisation with reference to either Strategic Management or Management Knowledge and Learning. * Critically reflect on these practices and compile a series of recommendations that would enhance either Strategic Management or Management Knowledge and Learning practice in your chosen organisation. * Academic and professional communication skills: You must follow an essay structure that is at a minimum an introduction; a main body that outlines the argument, analyses the material you have researched and assesses this according to the guidelines above; and a conclusion.Your writing style must follow professional literacy: Citations and a final reference...
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