...AFT3073 – RESEARCH METHODOLOGY |GROUP ASSIGNMENT (25%) – RESEARCH TERM PAPER TOPICS | |Current Strategic Management Issues | |This course assignment is a term paper on current strategic management issues. Possible themes/issues for your research term paper | |include (but are not limited to) the following: | |Ethics and Corporate Citizenship Themes | |Understandings of corporate citizenship | |Links between ethics and corporate citizenship | |Performance measurement | |Accountability and governance | |Stakeholder engagement, consultation, reporting and governance | |Corporations, territory and governance ...
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...Lufthansa: Going Global, but How to Manage Complexity Elizabeth Olive Dr. Matthew Ademola Business 499 June 11, 2010 1. Describe the type of international strategy the company has chosen. Lufthansa has chosen a transnational strategy through which the firm looks to achieve both global efficiency and in their home market. The firm has focused on building a shared vision and individual commitment through an integrated network that includes its five business segments, alliances, and partnerships. Lufthansa uses this strategy to continue with their strategic goals regarding its core business activity passenger transportation’s vision to be a top leader at home and across-borders. These networks allow Lufthansa to manage its connections with its customers, suppliers, partners, and alliances at home and globally more efficiently. In addition, it helps to implement value-based and cost saving strategies options in regards to the products and services offered to different markets. Lufthansa’s aim in 2009 was to maintain and expand their position as the leading European quality carrier. In order to succeed the firm has focused on long term growth prospects of securing and building their market position at home then following international expansion. The firm’s position has allowed Lufthansa’s group to choose an international strategy that allows them to act with farsightedness in how to differentiate and customize their services and products to local and global markets by coordinating...
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...How to foster innovation in your business Presentation on the occasion of the Credit Suisse event 7th September 2013, Zurich Dr. Reto Müller Chairman of the Board of Directors Helbling Holding AG Helbling - a Leader in Technological Innovation and Business Consulting Helbling Group Key figures 2012 We are unique through our ability to integrate a spectrum of professional know-how, experience and skills. 458 employees Our ability to link technological expertise with business competence results in entrepreneurial success for our clients. Companies in Switzerland, Germany, USA and China Revenues CHF 110.9m International Network Offices (Corporate Finance International) Owned by 25 managing partners 2 Examples of innovations at Helbling Extract out of some thousand innovation projects in more than 50 countries Innovation leaders collaborating with Helbling: Nestlé, Roche, ABB, Airbus, Siemens, Medtronic, Schindler, Pfizer, Novartis, Sonova, Google, BSH, Geberit, Sika, V-Zug, Source: Helbling Qiagen, Tecan and many others 3 Strategic innovation management – selected Helbling references Companies Why Helbling? We measure ourselves - e.g. on the increase of the value of your innovation pipeline We are senior experts with over 15 years consulting experience and a focus on the topics "Increasing innovation success and increasing the power of innovation» We use self-developed tools and instruments ...
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...An Assessment Study (A Strategy Paper) on (for) HOME APPLIANCES & CONSUMER ELECTRONICS / WHITE GOODS Submitted by: Teofilo, Reymark P. 2009104355 As partial fulfillment of the requirements of EMG166 – Section T Strategic Planning & Management 3 Quarter SY 2014 – 2015 EXECUTIVE SUMMARY Haier in the Philippines are Corporation that the Filipinos embraced. It is a Home Appliances that gives comfort to the people that offers quality products. It is value for money, where normal people are looking for not like other competitors usually focuses only on their products. Haier is a corporation that brings life to your home. The corporation is still new to the market so it will be the focus of the strategy. Since the corporation is young compared to its competitors but they are different among their competitors having a variety of Home Appliance aside from having electronic gadgets. They aim to satisfy the needs and wants of their consumers that make them different among their competitors. Haier faces challenges and problems on how to penetrate since they only have one branch. They lack promotion that can help them to gain consumers and have the share in the market. With the help of the strategic plan one of the ways on how Haier will grow the market is that their marketing efforts should widened and strengthened. Along with the plan is the changing of the structure for the organization and marketing strategies to make their mark and to innovate...
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...and themselves determining the work they carry out in an attempt to add value to the overall business (Birkinshaw, 1997). A number of factors have and are shaping this evolving role of the multinational subsidiary unit. In part (b) the importance of an R&D function for subsidiary sustainability is examined along with the importance of having strong network relationships. To gain insights into the importance of these factors in the Irish context, Intel’s Irish subsidiary is used as an example. Part A Much of the research carried out on subsidiary evolution contains elements of bias as a result of a tendency of researchers from smaller countries to have a subsidiary perspective while researchers from larger countries tend to have a more corporate point of view (Brock, 2000). Studies from the corporate perspective argue that evolution is driven by the parent company, (Chang, 1995) while studies from the subsidiary side assume that subsidiary initiative is the main driver. Delaney (2000) outlined an 8-step framework for subsidiary evolution. As subsidiaries move toward the latter stages of the framework, they become of more strategic importance to the organisation. Patterson and Brock (2002) classified this evolution into four streams, namely Strategy–Structure, Headquarters–Subsidiary...
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...Integrating entrepreneurship and strategic management activities to gain wealth: CEOs' perspectives. Authors: Hagen, Abdalla Tootoonchi, Ahmad Hassan, Morsheda Pub Date: 01/01/2005 Publication: Name: Advances in Competitiveness Research Publisher: American Society for Competitiveness Audience: Academic; TradeFormat: Magazine/Journal Subject: Business; Business, general; Business, internationalCopyright: COPYRIGHT 2005 American Society for Competitiveness ISSN: 1077-0097 Issue: Date: Annual, 2005 Source Volume: 13 Source Issue: 1 Topic: Event Code: 200 Management dynamics Computer Subject: Company business management Geographic: Geographic Scope: United States Geographic Code: 1USA United States Accession Number: 138408287 Full Text: ABSTRACT This study explored means and ways that can help CEOs achieve wealth for their firms in the era of globalization. Using a sample of CEOs of MNCs, the findings of this study indicated that the majority of the CEOs agreed that many of the activities undertaken by organizations in an attempt to achieve wealth occur within six domains: Innovations, networks, internationalization, organizational learning, top management team and governance, and growth orientation. Critical challenges facing top management and the suggested recommendations were acknowledged by the participating CEOs. INTRODUCTION There is a general agreement regarding positive effects entrepreneurship has on firms' efforts for creating wealth (Lyon,...
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...product and services that are responsive to the needs of citizens and businesses as well as capacity creation. For a variety of reasons (economic and policy), developing countries like Kenya are less equipped to take advantage of the potential in ICT to stimulate growth, and are likely to fall behind advanced economies. The Kenya ICT Master Plan is therefore not designed in isolation, given that there is evidence from developed countries that investment in ICT facilitates economic growth by increasing productivity. As the Kenya Government ensures an enabling ICT environment and regulatory framework, this plan aims at stimulating the setup of ICT-related businesses to enhance employment creation. At the heart of this document is a strategic intent to develop a robust ICT sector that will enhance economic growth through creation of businesses and hence employment. In the execution of this plan, Kenya will become a leading ICT hub for the region, improve the lives of her citizens and see significant ICT-led economic growth in line with Vision 2030. This ICT Master Plan aims at building and promoting an environment where more service sector businesses are created and are able to thrive through leveraging on ICT. ICT offers key benefits that make life simpler and more convenient for citizens and businesses and...
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...companies offshoring innovation? The emerging global race for talent Arie Y Lewin1, Silvia Massini2 and Carine Peeters3 The Fuqua School of Business, Duke University, Durham, USA; 2Manchester Business School, University of Manchester, Manchester, UK; 3 Solvay Brussels School of Economics and Management, Brussels, Belgium Correspondence: AY Lewin, The Fuqua School of Business, Duke University, 1 Towerview Drive, Box 90120, Durham, NC 27708, USA. Tel: þ 1 919 660 7654; Fax: þ 1 919 660 7769 1 Abstract This paper empirically studies determinants of decision by companies to offshore innovation activities. It uses survey data from the international Offshoring Research Network project to estimate the impact of managerial intentionality, past experience, and environmental factors on the probability of offshoring innovation projects. The results show that the emerging shortage of highly skilled science and engineering talent in the US and, more generally, the need to access qualified personnel are important explanatory factors for offshoring innovation decisions. Moreover, contrary to drivers of many other functions, labor arbitrage is less important than other forms of cost savings. The paper concludes with a discussion of the changing dynamics underlying offshoring of innovation activities, suggesting that companies are entering a global race for talent. Journal of International Business Studies (2009) 40, 901–925. doi:10.1057/jibs.2008.92 Keywords: offshoring; innovation; product development;...
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...J Manag Gov DOI 10.1007/s10997-010-9154-1 Internationalization, innovation and entrepreneurship: business models for new technology-based firms Alberto Onetti • Antonella Zucchella • Marian V. Jones • Patricia P. McDougall-Covin Ó Springer Science+Business Media, LLC. 2010 Abstract New technology-based firms, particularly those that develop their business around a new technological platform, are likely to be impacted by globalization, in terms of both pace of innovation and pressure of competition. For these firms, strategic decisions and growth processes are characterized by a deep interrelationship amongst the processes of internationalization, innovation and entrepreneurship; processes which have tended to be examined independently in distinct bodies of literature. In practice strategic decisions concern each of these processes and address issues such as organizational boundaries, location of the operational activities, what activities to focus on and selection of value partners. The business model by which firms operate needs also to accommodate the spatial dimensions indicated by globalization; and the emergence of global technology markets. Little is known to date about the extent to which business models accommodate or are adapted to internationalization, innovation and entrepreneurship. This paper presents a review of the business model literature from which a generic business model framework is derived, identifying and introducing the main elements...
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...September 24 2014 20:32 _______________________________________________________________ 24 September 2014 ProQuest Table of contents 1. Open innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles....................................................................................................................... 1 2. Model of Thai Small and Medium Sized Enterprises' Organizational Capabilities: Review and Verification 15 3. SMALL BUSINESSES AND INTERNATIONAL ENTREPRENEURSHIP IN THE ECONOMIC HARD TIME: A GLOBAL STRATEGIC PERSPECTIVE............................................................................................ 33 Bibliography...................................................................................................................................................... 48 24 September 2014 ii ProQuest Document 1 of 3 Open innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles Author: Vrgovic, Petar; Vidicki, Predrag; Glassman, Brian; Walton, Abram ProQuest document link Abstract: Although there is increasing interest in exploring open innovation in developing countries, the conceptual and potential applications of using open innovation in the small to medium enterprise sector are rarely explored. Since SMEs often have a dominant impact on national economies, their innovative potential...
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...advantage: 3 Competitive Strategies 3 Cost leadership 3 Differentiation 3 Innovation Strategy 3 Growth (including mergers and acquisitions) 3 Strategic Alliance 3 Business Eco-systems and Co-opetition (Competition & Cooperation) 3 The Competitive Forces Model 3 Information systems can improve overall performance of business units by promoting synergies and core competencies 3 Core competencies 3 Network-based strategies 3 Sustaining competitive advantage 3 Performing strategic systems analysis 3 Managing strategic transitions 3 Product differentiation 3 Focus on market niche 3 Strengthen customer and supplier intimacies 3 Conclusion 3 Recommendations 3 References 3 Abstract: Daily life today requires the use of information technology systems. Endeavour such as education, manufacturing, research etc, treat information systems as a need. Information system (IS) combines hardware, software, infrastructure and trained personnel to facilitate planning, control, coordination, and decision making in an organization. Gaining competitive advantage is critical for company survival and success. Therefore, development and implementation of strategies to effectively counter the competitive forces is required. The solution is the application of Management Information System (MIS) as a critical enabler of competitive strategies like cost leadership, differentiation, innovation, growth, and alliance. Companies should regularly analyze, identify and...
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...Carlsberg vs. Heineken | TABLE OF CONTENTS Industry Overview1 Competitive Advantage and its Sustainability1 Cost Advantage1 Differentiation Advantage2 Sustainability3 Future Scenarios for the next ten years4 Strategic Options facing each Scenario5 Industry overview For thousands of years, beer has been sold in similar form and taste all over the world. However, it has remained a highly local product due to barriers such as local tastes, short shelf life, high transportation costs, taxes on imported alcoholic products and difficult-to-penetrate local distribution networks. In 1999, the top-four brewers were only accountable for 17% of global beer sales. Beer was, at that time, seen as one of the least consolidated, and least profitable, industries in FMCG. But nowadays, because of greater scale, the effects of reduced competition and the growing profitability of emerging markets, the top-four brewers control over 55% of global sales. In spite of this positive change, beer is still a local business, with local operations and brands. This consolidation can bring large benefits, such as operational leverage, efficiency in advertising expenses, increased reputation and distribution networks’ power. Although slowly, brand concentration is starting to occur both in developed and developing countries. The future prospects for beer brands tend towards industry and local brand consolidation, indicating the need to develop global beers brands. Competitive Advantage And Its...
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...in another firm with the intent of making the acquired firm a subsidiary business within its portfolio. After acquisition, management of the acquired firm report s to the management of the acquiring firm * Takeover: a special type of acquisition when the target firm did not solicit the acquiring firm’s bid for outright ownership * Friendly acquisition: the management of the target firm wants the firm to be acquired * Unfriendly acquisition (hostile takeover): the management of the target firm does not want the firm to be acquired (direct negotiations with the firm’s owners; tender offer; bear hug) Explain the popularity of acquisition strategies in firms competing in the global economy * There are seven reasons why acquisitions in firms competing in the global economy work * Increased Market Power: * This is the primary reason for acquisition * If a firm achieves enough market power, it can become market leader * Example: AT&T acquisition with T-Mobile made them in the lead with market share in w-ireless service providers * Also, not only would their market share increase, but their customers would increase by 1/3 and all cell towers and wireless spectrum that t-mobile had would also turn to AT&T * Horizontal Acquisition: the acquisition of a company competition in the same industry as the acquiring firm. Increase a firm’s market power by exploiting cost-based and revenue-based synergies. *...
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...ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth and high performance. Are marketers ready to step up? Accenture believes so—if they are prepared to use the power of analytics to propel their organizations to the next level of performance. A critical success factor for organizations today is the ability to adapt their structures, systems and processes to capture new markets and expand existing ones. A critical determinant of strategic...
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...Airline Lufthansa Companies Strategic Change and Strategic Challenge for Lufthansa Introduction The biggest airline in Germany- Lufthansa is one of the leading airline companies in the world, but it suffered from the danger of bankruptcy in 1991. However, the flexible strategic change programs made it survive. Thus, the implementation and effects of those programs are obviously attractive and deserve further study. Moreover, current business environment is full of opportunities and challenges, which poses Lufthansa to identify relative challenges and adopt some reaction to respond. Therefore, this report will discuss two parts: one is strategic change programs and the other is current strategic challenges for Lufthansa. In the first part, it will evaluate the strategic change programs which Lufthansa applied and also cover the effects of leadership and politics. The second part of this report will analyse the strategic challenges for Lufthansa based on current and future business environment. I. Strategic changes for Lufthansa Strategy is argued to be a useful tool for an organization to achieve its target in the long term, and its contribution to development of the organization is evident. However, it is impossible to use one strategy to respond the changeable demand due to the dynamic external environment, so the organization should change their strategies to adapt the market. 1. Strategic change program According to Balogun and Hailey (1999)...
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