...Corporate Strategy Analysis Discussion Summary MGT/230 10/22/2014 Corporate Strategy Analysis Discussion Summary After discussing with the group, we agreed that compassion of the end user and ultimately keeping costs of operation at a low are imperative to maintain a successful company and business. After watching the video about Southwest Airlines CEO, Gary Kelley, the strategies he uses are nearly word for word what we came up with as a group, as stated by the video. He uses a very simple model; “to keep costs down, fly all same planes, 737s, so parts and maintenance are easy, treat customers as kings and queens, and employees even better.” (Businessweek, n.d). He treats his employees like family and friends by asking them about their days and how they are doing. We believe that by not dehumanizing his staff, Kelley is creative a familiar feeling within the company and it helps maintain a lower turnover rate of the staff. That alone is a way Kelley is keeping costs down. The Coca-Cola board brought Nevel Isdel, CEO of Coca-Cola back from retirement. His view was, that instead of “globe-trotting, and introducing Coca-Cola to new markets and countries, it would be more successful to acquire new companies.” Although successful, as a group we felt that this kind of attitude is what initially may have caused the slump in sales for Coca-Cola. The video references how the board of Coca-Cola is hard to work with and had driven away 2 CEO’s before deciding to bring back Isdel...
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...Corporate Strategy Analysis Discussion Summary All company have different way of keeping there company’s on top of the market. Coke takes on a new take on the drinks that they supply. Their goal is to be the leader in beverage. You don’t have to focus on keeping up with other company’s just have really good products and come up with new products for your company. Coca cola beginning to offer other beverages is vertical integration, they produce their own products and are always build a better brand. By making other products like tea, juice and water help the company be diversified. Southwest airlines has found a way to pay less for fuel and that helps the bottom line. They believe that if they treat customer right. Keeping cost down by using the same plans and same parts, gives them an edge on the cost of parts and labor. Diversification in southwest airline are using same plans, lowering cost of fuel and keeping cost down on parts and maintenance. They focus on customers and employees being satisfied with their service. The VF Corporation has many brands under its belt, and they care about the bottom line. His strategy was hard work and determination. They offer products that has every day use not fashionable trends. The cost is less and they sell more because they are priced right and cost less to make it. Making sure it’s easy to purchase and everywhere helps the bottom line. VF doesn’t own it distribution center, they buy from someone else. They do that to be able...
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...Corporate Strategy Analysis Discussion Summary Javier Mendoza MGT/230 October 22, 2015 Linda Torres-Kleinhans Corporate Strategy Analysis Discussion Summary In each of the videos that I analyzed. Each of the chief executive officers has a method of either centralization or diversification utilizing some or no vertical integration in the planning function of management. There is little mention of other markets, businesses or industries in which each the CEOs tries to tackle instead they stay within their industry perhaps for lack of experience, creativity or for fear of risking to return to a poor performing era. Coca-Cola CEO Neville Isdell Coca-Cola's performance was out marketed by Pepsi when Pepsi-Cola went into a plan to diversify not just in its beverage industry but in the chips and snacks industry as well. Coca-Cola's CEO Neville Isdell did not want to move in the same direction as Pepsi. He perhaps did not feel it was a great idea to follow Pepsi into diversifying since they were dominated by Pepsi before. Instead, Mr. Isdell stuck with staying within the realm of the beverage industry and sought to have a breakthrough with the non-carbonated drinks. Pepsi-Cola had already captured this market and went further into becoming a more diverse conglomerate over Coca-Cola. Coca-Cola's CEO spoke during the interview and stated he had no real aspirations of becoming a CEO but felt compelled to do the best job he could for the company. (Flock, unk) His management...
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...11 The Strategic Management Process 11 Strategic Management as a Process 16 Summary 18 Key Terms 19 Questions for Discussion 19 2 3 PART TWO STRATEGY FORMULATION 2. SM_Prelims.indd 17 Company Mission What is a Company Mission? 23 The Need for an Explicit Mission 24 Formulating a Mission 24 Basic Product or Service; Primary Market; Principal Technology Company Goals: Survival; Growth; Profitability 26 Company Philosophy 28 Public Image 29 Company Self-Concept 33 Newest Trends in Mission Components 33 An Exemplary Mission Statement 35 Boards of Directors 37 Agency Theory 38 22 25 2/8/2012 10:17:09 AM Contents How Agency Problems Occur 39 Problems That Can Result from Agency 39 Solutions to the Agency Problem 40 Summary 41 Key Terms 41 Questions for Discussion 41 Appendix A: Company Vision 43 Appendix B: BB&T Vision, Mission, and Purpose 3. 4. SM_Prelims.indd 18 44 Corporate Social Responsibility and Business Ethics The Stakeholder Approach to Social Responsibility 52 The Dynamics of Social Responsibility 54 Types of Social Responsibility 57 Corporate Social Responsibility and Profitability 60 Sarbanes-Oxley Act of 2002 66 The New Corporate Governance Structure 69 Privatization as a Response to Sarbanes-Oxley 70 CSR’s Effect on the Mission Statement 71 Social Audit 71 Satisfying Corporate Social Responsibility 72 The Core of the CSR Debate 73 Mutual Advantages of Collaborative Social Initiatives 75 Five...
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...Description This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Prerequisites Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Extended Description and Objectives One of the classic definitions of strategy is as follows: “A strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole. Well-formulated strategies help marshal and allocate an organization’s resources into a unique and viable posture based upon its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents”. (James Brian Quinn, “Strategies for Change”, Homewood, IL: Irwin, 1980). The field of strategy is concerned with understanding the sources of firms’ success and failure as a prerequisite for improving their performance. Strategy is thus viewed as an important determinant...
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... 3. Jauch, R. Lawrence, R. Gupta and W.F.Glueck, Business Policy and Strategic Management, Frank Bros.&Co., 7th Ed.,2007 Other readings: |S. No |Journal articles as compulsory reading | |. |Camillus, J. C. Strategy as a wicked problem, Harvard Business Review, May 2008 | | |Hirotaka, The contradictions that Drive Toyota’s success, Harvard Business Review, June, 2008 | | |C.K. Prahalad’s Plan: India @75, Business Today, August 24, 2008 | | |McAfee, A. and Brynjolfsson, E., Investing in IT that makes a competitive Difference, Harvard Business Review, July-August, 2008, PP.98-107 | | |Collis, D.J. and Montgomery, C.A., Competing on Resource, Harvard Business Review, July-August, 1995 | | |Michael E. Porter, From competitive advantage to corporate strategy, Harvard Business Review, May-June, 1987, pp.43-59 | | |Markides, C.M., To diversify or not to diversify, Harvard Business Review, Nov-Dec., 1987, pp.93-99. | | |Goold, M. and Kathleen, L., Why diversify?...
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...Chapter 5 DISCUSSION QUESTIONS What is the relevance of the resource-based view of the firm to strategic management in a global environment? it permits the organization to be seen as a whole In doing so, the strengths and weaknesses within the firm can be examined. This is done because as stated in the Hunger & Wheelen (2006, 106) text, "scanning and analyzing the external environment for opportunities and threats is not enough to provide an organization a competitive advantage." five-step, resource-based approach to strategy analysis: 1) Identify and classify the firm's resources in terms of strengths and weaknesses. 2) Combine the firm's strengths into specific capabilities and core competencies. 3) Appraise the profit potential of these capabilities and competencies in terms of their potential for sustainable competitive advantage and the ability to harvest the profits resulting from their use. 4) Select the strategy that best exploits the firm's capabilities and competencies relative to external opportunities. 5) Identify resource gaps and invest in upgrading weaknesses. How can value-chain analysis help identify a company’s strengths and weaknesses? You can use value chain analysis to ensure that each business activity you are involved in creates value for your customers and to help identify your company’s strengths and weaknesses. The value chain analysis process begins with examining each of the activities you and your employees do to create a positive...
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...1. Summary: Exploring value creation from the corporate foresight activity The article Exploring value creation from the corporate foresight activity explains in details, both technical and the human aspect, the value creation from the future research. As the future research involves a monitory as well the human capital the return on investment is an important debate. While discussing the return on investment the time line is also a concern that when the return of the present investment would be physically enjoyable. The paper starts with a brilliant introduction of the thesis statement and the author has argued the most common question “Have the predictions been accurate? ‘With the question ‘‘did our futures research create any value?’’ .Further in the paper the author have supported his argument with a literature review and empirical investigation. Based on the literature review the author have found out three main group of potential value creations (Rohrbeck 2011) • Trigger organizational responses, including identifying relevant external change, start new innovation initiatives and challenge innovation development to ensure state-of-the-art • Start and facilitate strategic discussions to enable strategic change, including challenge and change existing mental models, moderate strategic discussions, promote participation and support breaking away from path dependency • Identify and support acquisition of needed strategic resources, including identify resources, decide on...
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...Corporate Strategy Case Study Analysis WHAT IS CASE STUDY ANALYSIS? A case study presents an account of what happened to a business or industry over a number of years. It chronicles the events that managers had to deal with, such as changes in the competitive environment, and charts the managers' response, which usually involved changing the business- or corporate-level strategy. Cases prove valuable in a course for several reasons. First, cases provide you, the student, with experience of organizational problems that you probably have not had the opportunity to experience firsthand. In a relatively short period of time, you will have the chance to appreciate and analyze the problems faced by many different companies and to understand how managers tried to deal with them. Second, cases illustrate what you have learned. The meaning and implication of this information are made clearer when they are applied to case studies. The theory and concepts help reveal what is going on in the companies studied and allow you to evaluate the solutions that specify companies adopted to deal with their problems. Consequently, when you analyze cases, you will be like a detective who, with a set of conceptual tools, probes what happened and what or who was responsible and then marshals the evidence that provides the solution. Top managers enjoy the thrill of testing their problem-solving abilities in the real world. It is important to remember, after all, that no one knows what the right...
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...Application of foresight in corporations 12th Session of the UNIDO General Conference EUR and NIS Regional Round Table Vienna, 5 December 2007 Dr. Frank Ruff Daimler AG Society and Technology Research Group Berlin, Palo Alto, Kyoto Agenda A Why Corporate Foresight? B A closer look at Corporate Foresight C Implications for UNIDO D Q & A, Discussion UNIDO 5 December 2007 / Dr. Frank Ruff 2 Why Corporate Foresight? History of Future Studies/Foresight Foresight embedded in enterprises First Think Tanks in enterprises (e.g. Shell, Toyota, Daimler-Benz) Corporate Foresight: Innovation and Technology Analysis Establishment of new (e.g. Daimler-Benz, variants and diffusion Siemens, Philips) of concepts of future studies and analysis Consumer and marketing-oriented trend research Future Consulting (e.g. Z_Punkt) Emergence of systematic resp. scientific future studies Journalists/Entrepreneurs/Expert-Networks/Consulting Warning future studies „Doom-Saying“ (e.g. Club of Rome, Robert Jungk) Economic and political future studies (e.g. Faith Popcorn, (e.g. Alvin Toffler, Trendbüro, John Naisbitt, Dan Coates, PROGNOS) Matthias Horx) „Premodern future view“ Delphic oracle Spiritual and religious foresight Outsider (e.g. Nostredamus) State-run/scientific/supranational institutions Military futurologic research MIT) Technology assessment Economic, political, Science and Technology resource-oriented (e.g. RAND Corporation...
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...The MBA Primer is also a useful tool for students who have the business background but might need a refresher. It is a way to help you prepare for the types of activities and concepts that will be covered in the MBA program, so you can feel more comfortable and confident as you progress into higher level courses. Students are emailed an access code for this product when they purchase MBA Primer from the Strayer Bookstore, accessible through iCampus. CNN Money. (2013). General format. Retrieved from http://money.cnn.com/ Criniti, A. (2013). The necessity of finance. Philadelphia, PA: Criniti Publishing Company. Fidelity Investments, Inc. SWOT analysis. (2013). Fidelity Investments, Inc. SWOT Analysis, 1-8. Hasseltoft, H. (2012). Stocks, bonds, and long-run consumption risks. Journal of Financial & Quantitative Analysis, 47(2), 309-332. doi: 10.1017/S0022109012000075 Kumar, A. (2009). Who gambles in the stock market? Journal of Finance, 64(4),...
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...The Wharton School of the University of Pennsylvania Management 223 - Business Policy & STRATEGY Spring Semester, 1999 Course Description and Syllabus Instructors: Phanish Puranam (PP) & Michael G. Jacobides (MGJ) Office: 2061(PP) /2055(MGJ) SH-DH (Management Dept. Suite) Tel: 898-1231 (PP) / 898-1224 (MGJ) Email: puranam@management.wharton.upenn.edu jacobides@management.wharton.upenn.edu Class Hours: Tuesdays and Thursdays 12:00 to 1:30pm Office Hours: By appointment (PP) Course Overview This course focuses on strategic management and strategic decision making and examines issues central to the long-term and short-term competitive position of the company or division / business unit. Students are placed in the role of key decision-makers or their advisors and asked to solve problems related to the development or maintenance of the competitive advantage of the firm. We start the course by looking at strategy at the level of the business unit, which is the fundamental level for competitive analysis. The perspective taken is of a manager in a given unit with particular assets, capabilities and competitive challenges. We look at industry analysis, examine the sources of competitive advantage, and explore generic strategies: How can we analyze the competitive environment, and what are the basic options for business-unit level strategy? What are the bases of competitive advantage? What is the nature of the value chain? Following...
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...Industry & Competitor Analysis BUS 430 – Fall 2006 Instructor: Russell Coff Email: Russ_Coff@bus.emory.edu Course page: www.bus.emory.edu/rcoff/Bus430.html Phone: (404) 727-0526 FAX: (404) 727-6313 Office hrs: M/W 3:00-4:00 10/17/06 1:04 PM Course Overview and Objectives This course offers you an opportunity to delve further into some strategy topics that you may have only touched upon earlier. This course integrates quantitative and qualitative analysis much more than the required strategy course. As such, you will apply and integrate the knowledge and skills you've gained across the curriculum (particularly from finance, DIA, O&M, and strategy). Corporate Diversification and Strategy in Turbulent Environments The broad focus of the course is on strategic management in uncertain and turbulent environments. Managers often throw up their hands and argue that planning isn’t useful when the landscape is shifting. However, with the right set of tools, strategic management can have an even greater impact in this setting. We place special emphasis on strategy formulation under uncertainty, corporate/multi-business strategy and competitive interaction – three topics that were only touched upon in the required course. Learning Objectives Our primary goal is to synthesize the set of tools and knowledge students have gained to address challenging strategic management problems. By the end of this course, students will be able to: 1. Analyze competitive interaction w/in industries...
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...INTERNATIONAL BUSINESS STRATEGY SPRING 2009 Office Phone Email Chiung-Hui Tseng 61411A (Institute of International Business) (06) 275-7575 ext.53512 ctseng@mail.ncku.edu.tw Texts Ireland, Hoskisson, and Hitt (2009) The Management of Strategy: Concepts and Cases, 8th Edition, South-Western Press. Course Objectives In the past a few decades, the trend of globalization has rendered the world economies more interdependent. All businesses today (both international and domestic ones) are exposed to international competitive forces that can have serious consequences for their performance and survival. Such international competition especially brings new challenges and problems to corporations and managers directly involved in foreign markets. Among various issues arising from international operations, this course particularly focuses on the managerial challenges associated with strategy development and corporate management for those firms whose business activities transcend national boundaries. Specifically, objectives of this course are twofold: 1. to expose students to issues related to business strategy within the context of global markets and competition 2. to provide students with significant opportunities to develop oral communication and presentation skills Requirements and Grading Individual Activities: Participation 40% Exam (close-book) 20% Group Activities: Chapter Text Presentation and Discussion Leading 20% ...
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...MGT 488 Entire Course Global Business Strategies https://homeworklance.com/downloads/mgt-488-entire-course-global-business-strategies/ To Get this Tutorial Copy & Paste above URL Into Your Browser Hit Us Email for Any Inquiry at: Lancehomework@gmail.com Visit our Site for More Tutorials: ( http://homeworklance.com/ ) MGT 488 Entire Course Global Business Strategies Week One: Strategic Business Continuity and Internal Risk Assessment Details Due Points Objectives 1.1 Identify key firm capabilities. 1.2 Describe the components of sustainable competitive advantage. 1.3 Analyze the influence of the organization on strategic business continuity. Readings Read Ch. 3 of Strategic Management: Competitiveness and Globalization, Concepts and Case. Participation Participate in class discussion. All Days 1 Discussion Questions Respond to three discussion questions. Days 3, 4, 5 3 Weekly Summary Write a 300-350 word summary of how this week’s material relates to you professionally and to organization. Post to Weekly Summary Thread. Day 7 1 Learning Team Instructions Create the Learning Team Charter. Select one of the following Virtual Organizations to use throughout the course for strategic plan development: • Riordan Manufacturing • Huffman Trucking • McBride Financial Services Day 7 Individual Internal Risk Assessment Resource: University Library’s Datamonitor 360 Access the University Library’s Datamonitor 360 and look up...
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