...Business Model and Strategic Plan Part II: SWOTT Analysis Heather M. Weides BUS/475 March 30, 2015 University of Phoenix Garold Cole Business Model and Strategic Plan Part II: SWOTT Analysis The Nike Adjust will require a new division of Nike, Inc. to be formed which will provide customer focus specifically for those in need of the new product. The mission, vision and values of the Nike Adjust division will mirror and expand on Nike, Inc.’s current mission, vision and overall values while also adding to them. The specific mission statement of the Adjust division will be: Bring inspiration and hope to every individual in need of foot health help by providing the product necessary for them to become the athlete Nike, Inc. believes they all are. As with any new organization or division, a proper SWOTT analysis of Nike and the Nike Adjust has been completed. The analysis looks at several different areas including economic and legal and regulatory forces and trends as well as the Nike supply chain. SWOTT Analysis of Nike, Inc. In business, there is a strategic aspect used known as the SWOTT analysis. This analysis allows the organization to analyze the strengths, weaknesses, opportunities, threats, and trends of the business. Generally, the strengths and weaknesses will come from internal factors, whereas opportunities, threats, and trends seem to come from more external factors. Strengths For example, with the new Nike Adjust, there are many strengths this new...
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...Business Model and Strategic Plan Part II: SWOTT Analysis Paper Go To My Messages Apps Software Martha A. Badillo de Parra BUS/475 07/13/2015 Garold Cole Business Model and Strategic Plan Part II: SWOTT Analysis Paper Go To My Messages Apps Software The Goal: To provide a Software application that makes people’s lives and business less stressful and more flexible. Also this product has the goal to reduce costs for any business. Internal Strengths: What makes my division and product to excel among the rest of the similar products that might develop during the promotion and selling of the product? - Citrix Systems became committed into the software industry, and ever since it has transformed itself into a beacon and example for others to follow. Not only it was the pioneer on this particular area, but it also became the market leader. The company elaborates network access devices and software mapped to enable Personal Computers, IP phones, smartphones, and many other devices to securely access applications across wired and wireless networks. Better yet, Citrix Systems offers their customers the freedom to access their products virtually from a variety of hardware systems and from almost any location in the world -Economically this product it is not that expensive due the fact that Citrix is an expert on software. Creating updates for the software and improving it would not be a big disbursement of money. Software can be distributed in two types: for regular customers...
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...Final Business Model and Strategic Tanja Baca BUS 475 April 13, 2015 Daniel Magnole Table of Contents I. Executive Summary Pg. 3 II. Business Model and Strategic Plan Part I: Existing Business or New Business Division; Vision, Mission, and Value Proposition Pg. 4 III. Business Model and Strategic Plan Part II: SWOTT Analysis – Internal and External Environmental Analysis; Supply and Value Chain Analysis Pg. 9 IV. Business Model and Strategic Plan Part III: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives; Balanced Score Card and its impact on stakeholders; the Communication Plan Pg.14 V. Business Model and Strategic Plan Part IV: Monitoring and Control Strategies Pg.20 VI. References Pg.24 Executive Summary Pall Corporation, the world’s leading developer in filtration systems would formally like to present today the most advanced continuous glucose monitoring device; Truecose. We are working at finding the ways to better improve people’s lives with the most effective equipment. Truecose’s business model is to continue building the company’s name and trust of its customers by leading technologies in the market it serves. The company through all divisions will continue to make the “world safer, greener, better”. The acquisition of Dexcom has proven to be the most beneficial option in helping to improve new continuous glucose monitor. Pall has developed a strategic plan that has minimized risks, such as FDA regulations...
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...UPS UPS F ounded in 1907, UPS delivers approximately 21 million packages per day. Every minute around the world, the organization is entrusted with 2 percent of the global gross domestic product. UPS’ business enables the movement of goods, information, and funds through one integrated network that operates in more than 200 countries and territories. UPS provides supply chain solutions through supply chain design and planning, transportation and freight services, logistics and distribution services, international trade management, and specialized services. The organization combines sales, marketing, finance, and technology for its supply chain subsidiaries. As a global services enterprise, leveraging technology has allowed UPS to make “small companies look big” as well as be recognized as a comprehensive supply chain partner structured around four main areas: U.S. operations, international package operations, supply chain and freight, and other non-package (the UPS store, UPS Capital Corp, etc.). UPS Chief Executive Officer Mike Eskew cites that commerce has changed considerably over the last few years. In the early years of the organization, commerce consisted of three distinct flows: product request, product creation, and product payment. These flows or transactions were conducted face to face. Today, it is understood that these three flows of commerce converge into point, click, and order, which then translates to pick, pack, and ship. This converged method is significant...
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...Business Model and Strategic Plan Part I: Conceptualizing a New Product of an Existing Business Stephanie Crossman BUS/475 12/11/15 Darrell Costello Table of Contents I. Title Page II. Table of Contents III. Executive Summary IV. Business Model and Strategic Plan Part I: * Conceptualizing a New Product of an Existing Business V. Conclusion VI. Reference Page * * * * * * * * * * * * * * * * * Executive Summary * This report is providing information on the future of profitability of SanDisk in regards to a new product launch. SanDisk is proud to announce our new product launch and partnership with Sony Electronics. Their latest and greatest 4K Televisions will now also be equipped with a built-in SanDisk Memory Card. The memory card will be accessed through the record button on the remote control. This new launch and partnership is going to change not only our industry, but the cable and satellite industry as well. Our innovation will replace the need for a DVR. * * New Product Mission Statement * The new Built-in Memory Cards endeavor of SanDisk and Sony is a very innovative division for both our companies. It is initialling going to be geared toward enhancing the viewers home entertainment experience. As time passes, we will be able to build on the consumers’ experience by combining more features to make this product compatible...
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...Communications of the Association for Information Systems Volume 17 Article 8 2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments...
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...organizational behaviour and performance to accede to the needs of its citizens, customers, shareholders and employees. He must simultaneously grow and maintain, align and adjust their organizations. That is he must achieve sustainable performance and growth through enterprise alignment adaptation and transformation. II. CONTEXT – Mulally has worked for two companies in his professional career. – First was Boeing, which hired him as an engineer in 1969. After nearly 30 years Mulally was made president of the company's Commercial Airplanes division and 3yrs later CEO of that division. – At Boeing, Mulally ran the team that created the company's first all-glass cockpit, with no traditional dials, and implemented a host of other technological advancements. – He was no stranger to pushing the tech envelope – Became president and CEO of Ford, in Sept 2006. 68 years old – 2006 Ford was on the brink of bankruptcy. Posting its the biggest annual loss in its 103-year history—$12.7 billion – When he entered company Ford exhibited the following based on the diagnostic Performance and Behaviour Model o Unattended Environment ( disconnected with industry trends, projections, lacked customer insight o Unclear Direction ( bec. Out of touch with dynamic car industry environment o Fragmented Operational Activities o Dysfunctional Behaviour ( Dysfunctional Work Culture) – His challenge was...
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...STRATEGIC MANAGEMENT UNIT- I STRATEGY AND PROCESS 9 Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals - Corporate Governance and Social responsibility-case study. Concept, Meaning, Definition: Strategy is the determination of the long-term goals and objectives of an enterprise and the adoption of the courses of action and the allocation of resources necessary for carrying out these goals. Strategy is management’s game plan for strengthening the organization’s position, pleasing customers, and achieving performance targets. Types of strategy Strategy can be formulated on three different levels: • corporate level • business unit level • functional or departmental level. [pic] Corporate Level Strategy Corporate level strategy fundamentally is concerned with the selection of businesses in which the company should compete and with the development and coordination of that portfolio of businesses. Corporate level strategy is concerned with: • Reach - defining the issues that are corporate responsibilities; these might include identifying the overall goals of the corporation, the types of businesses in which the corporation should be involved, and the way in which businesses will be integrated and managed...
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...Strategic Plan Part II SWOTT Analysis BUS475 Date Facilitator Strategic Plan Part II SWOTT Analysis The formation of a new and unique business requires a significant amount of analysis before the business can begin operations. The importance of conducting an internal and external comprehensive analysis serves to identify the internal strengths and weaknesses of the business model and the external analysis serves to identify the opportunities, threats, and trends that will impact the business. The information gathered during the SWOTT analysis is essential to ensure the sustainability of the business venture and the creation of a strategic plan. Economic Factors The current economic conditions in the United States and around the world will make obtaining credit more difficult, which will require an initial investment from the owners. Additionally, alternative funding sources such as supplier credit, and searching for capital investments will be necessary. However, because of the slow economy Kaizen will have less competition than in a thriving economy, which could translate into higher profits (Isidro, 2011). Legal and Regulatory Factors Legal and regulatory factors are cumbersome, but necessary in the restaurant business. Legal and regulatory compliance will be a significant part of the daily operations of Kaizen’s leadership team. As an employer it is necessary to ensure that wages are at least at the federal or state minimum wage level (depending on the state), tips...
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...Feedback: What you chose is correct. Part 2 of 5 - 20.0/ 30.0 Points Question 7 of 30 5.0/ 5.0 Points Communicating information to external decision makers is accomplished through ___ as part of the process of ___. A. Financial statements, bookkeeping  B. Financial statements, accounting C. Journal entries, bookkeeping D. Journal entries, accounting Answer Key: B Feedback: What you chose is correct. Question 8 of 30 5.0/ 5.0 Points Human judgment is important in which of the following AIS tasks: (i) designing source documents, (ii) recognizing recordable transactions. A. I only B. II only  C. Both I and II D. Neither I nor II Answer Key: C Feedback: What you chose is correct. Question 9 of 30 0.0/ 5.0 Points Courses intended for freshmen at a local university are numbered from 100 to 199, while courses intended for seniors at the same university are numbered from 400 to 499. Which coding system is the university using? A. Sequential B. Block  C. Hierarchical D. Mnemonic Answer Key: B Feedback: What you chose was incorrect. Question 10 of 30 5.0/ 5.0 Points As an internal control measure in the accounting cycle, physical security most clearly applies to:  A. Source documents B. The balance sheet C. The income statement D. The statement of cash flows Answer Key: A Feedback: What you chose is correct. Question 11 of 30 5.0/ 5.0 Points ...
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...Explain the differences between a strategic marketing plan and a tactical marketing plan. f) Define Market Opportunity Analysis (MOA). A. Define the term supply chain. Supply chain management can be defined as the process of planning, implementing and monitoring the everyday operations of a supply chain Supply chain management is an all encompassing process as it undertakes the management of availability of raw materials, their processing into finished goods and the distributions of the same. The aim of all this is to provide the highest level of satisfaction to the customer and thus increase the business of the company. And with the increasing complexity of the supply chain, supply chain management has also become about coordinating and collaborating with the different trade partners now involved in the supply chain. Supply chain management decisions are made on three different levels- the tactical, strategic and operational levels. Strategic level involves long term decisions while tactical level includes medium term decisions while operational level is concerned with very short term day-to-day operational concerns. The problems that the supply chain system is supposed to address include the following: I. Distributor Network Configuration: Quantities and locations of people involved with the entire process of the supply chain including the suppliers, customers, warehouses, production facilities and distribution centers. II. Strategies for distribution:...
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...Business Model and Strategic Plan: Part I David McNally BUS/475 June 24, 2014 Mahesh Singh Business Model and Strategic Plan: Part I The new company division: Toruku Electric Motorcycles Kawasaki Motors Inc. plans on launching a new division focused on developing, manufacturing and selling electric motorcycles for both use on and off-road. The concept of designing electric motorcycles for multiple consumer markets is a fast growing idea. Several small companies are attempting to pioneer this new market with limited success. We at Kawasaki feel this limited amount of market penetration and development is mainly due to consumer wariness of new manufacturers and the limited R&D budgets of these companies. Kawasaki feels the electric motorcycle is the next step in motorsports evolution. We want to combine the best aspects of traditional gasoline powered motorcycles with today’s advanced technology. The electric motorcycle has the potential to surpass its internal combustion engine driven sibling in every way. Electric motorcycles will to be more lightweight, efficient, faster accelerating, and a blast to ride. The mission statement for this new division will be that Kawasaki Motors Electric Division is committed to transforming the experience of motorcycling by producing highly innovative electric motorcycles that combine superior value and performance. This division is powered by innovation, driven by passion, guided by integrity and measured by results. We will...
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...Business Model and Strategic Plan Part I BUS/475 April 28, 2015 Business Model and Strategic Plan Part I Anheuser-Busch InBev is the name of the leading global brewer. The company has a “portfolio of more than 200 beer brands, including three global flagship beers: Budweiser, Stella Artois and Beck’s” (“Anheuser-Busch”, 2015). Budweiser is an American style lager and was introduced in 1876 by Adolphus Busch. Adolphus Busch wanted to create the United States first national beer brand. Budweiser became universally popular and has exceeded regional tastes. Budweiser is known as the “King of Beer”. Budweiser is brewed using a “blend of imported and classic American aroma and bittering hops, and a mixture of barley malts and rice, and the lager undergoes a 30 day brewing process that includes the time honored methods of kraeusening for natural carbonation and Beechwood aging, to create its unparalleled balance, character and signature crisp finish” (“Anheuser-Busch”, 2015). Budweiser’s vision is “Through all of our products, services and relationships, we will add to life's enjoyment”. Budweiser’s mission is to be the world's beer company, enrich and entertain a global audience, and deliver superior returns to their shareholders. The “Anheuser-Busch” website (2015) state that “values are to have quality in everything they do, exceed customer expectations, trust, respect and integrity in all of their relationships, continuous improvement, innovation and embracing change...
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...Director of Group Operations, Ryanair. Based on Southwest Airlines and Ryanair’s business model, AirAsia offer “No frills” airlines with a catchy tagline of “Now Everybody Can Fly’’. Within 2 years Air Asia posted a net income of 18.8 million and broke the 100 million net income barriers in 2005. Since then nothing has stopped AirAsia from moving forward and setting milestones, notably the first Asian Airlines to go ticketless in 2002, first multi lingual Asian airlines website in 2003 and the world’s first airline to launch a mobile site. All these are aligned with Air Asia’s philosophy to make flying affordable, easy and convenient. Having flown 100 million’s guests Air Asia has been in the spotlights for all the rights reason, for aggressive marketing, for awards and achievements. Air Asia is one of the award winning and largest low fare airlines in the Asia expanding rapidly since 2001. With a fleet of 72 aircrafts, Air Asia flies to over 61 domestic and international destinations with 108 routes, and operates over 400 flights daily from hubs located in Malaysia, Thailand, and Indonesia. Today, Air Asia has flown over 55 million guests across the region and continues to create more extensive route network through its associate companies. Air Asia believes in the no-frills, hassle-free, low fare business concept and feels that keeping costs low requires high efficiency in every part of the business. Through the corporate philosophy of “Now Everyone Can Fly”, Air Asia...
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...Contents 1: Understand the background to organizational strategic change ............................................................. 1 1.1: Discuss models of strategic change ................................................................................................... 1 Kurt Lewin’s 3 phases Change Theory .................................................................................................. 1 McKinsey 7-S Model.............................................................................................................................. 2 Kotter’s 8 Step Change Model .............................................................................................................. 3 1.2: evaluate the relevance of models of strategic change to Philips in the current economy ............... 6 1.3: assess the value of using strategic intervention techniques in organizations................................... 7 2: Understand issues relating to strategic change in an organization .......................................................... 8 2.1: Examine the need for strategic change in Philips. ............................................................................. 8 2.2: Assess the factors that are driving the need for strategic change in an organization. ..................... 9 2.3: Assess the resource implications of the organization not responding to strategic change .............. 9 3: Be able to lead stakeholders in developing a strategy for change...
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