...England, Canadians Mark and Karen Wolverton came across the fragrant, colorful shop that is LUSH and immediately knew they wanted to bring it to North America. In 1996 the first international LUSH was opened in Vancouver, with a cosmetic kitchen (factory) nearby. In 2003 the first American store opened in San Francisco. We now have over 210 shops in North America, all supplied by the two cosmetic kitchens in Canada. 650 stores and many factories later in over 40 countries. II. Operations and Supply Chain Strategies Business elements that define a business include structural and infrastructural elements. Structural elements being defined as tangible resources, businesses, equipment and information technology just to name a few. Infrastructural elements are intangible resources such as people, policies and organizational structure. These elements are crucial to ensure a business will run properly, the elements must also work together. Strategy is necessary to assure that their decisions and elements are...
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...Does your operations strategy complement or conflict with the business strategy? All too often, optimized operations performance (yielding highest output at lowest cost and lowest scrap output) is the target that is sought by operations managers. This creates an efficient operation but an inefficient business. Operations executives must consider the marketing and sales strategies of the business as well as new product or process development efforts that are being undertaken by the business. This is incredibly important to establish effective processes for new product onboarding as well as identifying necessary tradeoffs for degree of variation from build to build. The tradeoffs that will be made for high mix of product manufacturing will be significantly different from those environments that are high-volume, low-mix production. 2. Have you adequately quantitatively assessed risk in your operations strategy and developed plans to reduce risks? When you’ve established a business-complementary operations strategy, you should then consider which aspects of the strategy carry with them the most risk. This can be done similarly to an FMEA or other risk measurement and mitigation tool. Are there aspects of the strategy that, if they were to fail, would completely compromise your strategic outcomes? Are there aspects that may not cause complete failure, but will impact the outcome and are likely to fail? If either question has an answer of yes, then mitigation strategies for those...
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...relationship that will satisfy individual objective as well as the organizations. (Peters, S., 2005). Marketing is the driving force of any organization. There are four elements of the Marketing Mix product, place, price, and promotion. This paper will describe the four elements of the marketing mix, how each element is implemented in an organization, and how each element impacts the development of the organization’s marketing strategy and tactics. As an example we will use the organization that I work for Manufacturer Direct Sales Inc. Four elements of the marketing mix Four elements of the marketing mix include product, place, price, and promotion. Product is defined as “Bundle of physical, service, and symbolic attributes designed to satisfy a customer’s wants and needs.” (Peters, S., 2005). Place is defined as “Efforts to attract people and organizations to a particular geographic group.” (Peters, S., 2005). Price is defined as the exchange value for services and goods and promotion is defined a link between buyers and sellers that inform, persuade, and influence consumers to make a decisions regarding purchasing (Peters, S., 2005).Organizations use the four elements of the marketing mix to develop customer relationships and to make their products and services appealing to buyers and consumers. How each element is implemented in an Organization For an example we will use my current organization of employment. Manufacturer direct sales (MDS) is a small retail and wholesale...
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...Chapter 01 What Is Strategy and Why Is It Important? Multiple Choice Questions 1. | Managers in all types of businesses must address the central strategic question A. | Where are we now? | B. | Where do we want to go from here? | C. | How are we going to get there? | D. | When will we know we are there? | E. | All of these | | 2. | A company's strategy consists of A. | actions to develop a more appealing business model than rivals. | B. | plans involving alignment of organizational activities and strategic objectives. | C. | offensive and defensive moves to generate revenues and increase profit margins. | D. | competitive moves and approaches that managers have developed to grow the business, attract and please customers, conduct operations, and achieve targeted objectives. | E. | its strategic vision, its strategic objectives, and its strategic intent. | | 3. | The competitive moves and business approaches a company's management is using to grow the business, compete successfully, attract and please customers, conduct operations, respond to changing economic and market conditions, and achieve organizational objectives is referred to as its A. | strategy. | B. | mission statement. | C. | strategic intent. | D. | business model. | E. | strategic vision. | | 4. | A company's strategy is most accurately defined as A. | management's approaches to building revenues, controlling costs, and...
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...UNIQLO has efficiency logistic system as all we know. It is rely on (Specialty Store Retailer of Private Label Apparel,SPA) with this main strategy. It successful might have some reason from great warehouse management. And the theory will discuss the two important methods of warehouse management in these parts: The first one is warehouse operation: UNIQLO need to find out warehouse operation so that they can have most efficiency way also lower cost. The other one is warehouse factors: UNIQLO have to consider every element might influence their warehouse. With these consideration, we can understand the statistic in August 2013, UNIQLO have 1,280 stores and their sale achieve 2,511 million ￥ , also be identified as the 5th apparel industry in the world. UNIQLO has efficiency logistic system as all we know. It is rely on (Specialty Store Retailer of Private Label Apparel,SPA) with this main strategy. It successful might have some reason from great warehouse management. And the theory will discuss the two important methods of warehouse management in these parts: The first one is warehouse operation: UNIQLO need to find out warehouse operation so that they can have most efficiency way also lower cost. The other one is warehouse factors: UNIQLO have to consider every element might influence their warehouse. With these consideration, we can understand the statistic in August 2013, UNIQLO have 1,280 stores and their sale achieve 2,511 million ￥ , also be identified as the 5th apparel...
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...Design Patterns Elements of Reusable Object-Oriented Software Produced by KevinZhang Design Patterns: Elements of Reusable Object-Oriented Software Contents Preface to CD ........................................................ 5 Preface to Book ...................................................... 7 Foreword ............................................................. 9 Guide to Readers .................................................... 10 1 Introduction ...................................................... 11 1.1 What Is a Design Pattern? ...................................... 12 1.2 Design Patterns in Smalltalk MVC ............................... 14 1.3 Describing Design Patterns ..................................... 16 1.4 The Catalog of Design Patterns ................................. 18 1.5 Organizing the Catalog ......................................... 21 1.6 How Design Patterns Solve Design Problems ...................... 23 1.7 How to Select a Design Pattern ................................. 42 1.8 How to Use a Design Pattern .................................... 44 2 A Case Study: Designing a Document Editor ......................... 46 2.1 Design Problems ................................................ 46 2.2 Document Structure ............................................. 47 2.3 Formatting ..................................................... 53 2.4 Embellishing the User Interface ................................ 56 2.5 Supporting Multiple...
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...------------------------------------------------- ------------------------------------------------- UNIVERSITY OF NAIROBI ------------------------------------------------- SCHOOL OF BUSINESS ------------------------------------------------- MANAGEMENT PRACTICE (DSM 501) ------------------------------------------------- Group Assignment 1 ------------------------------------------------- LECTURER: DR. KITIABI ------------------------------------------------- GROUP MEMBERS ------------------------------------------------- ELIZABETH NYAWIRA MURIUKI REG NO: D61/64188/2013 ------------------------------------------------- PHELLISTERS KERUBO REG NO: D61/64189/2013 CATHERINE WAMBUI REG NO: D61/64191/2013 ------------------------------------------------- JENIFFER AYOO REG NO: D61/64192/2013 ------------------------------------------------- BEATRICE NJERI REG NO: D61/64193/2013 ------------------------------------------------- RUTH MBAIKA REG NO: D61/64203/2013 ------------------------------------------------- DAVID THIONG'O REG NO: D61/64205/2013 ------------------------------------------------- DICKSON HONGO REG NO: D61/64206/2013 ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Due date: August 8, 2013 Question 1 An issue is a point or matter in question or in dispute, or a point that is not settled and is under...
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...dinner-meeting of SMC and ANSCOR Group and shares his insights on the implementation of the strategic planning of the two companies. 1982. The time of Marcos regime. In which the control of the ownership has been turned political. Rapid changes to environment merely occurred. TIME FRAME The two companies experienced difficulty in their implementation phase and three problems occurred: the planning process is much time consuming which involved more work than one might reasonably expect of people; the two companies emphasized in developing the objectives and strategic programs led to past strategies outweighing the new strategies; there were some Business Family and Element Teams who were asking for "hand-holding" to guide to the process. 1.Examine loopholes in the planning process. 2.Develop a strategy for an efficient planning process. 3.Study pros and cons of the involvement of past strategies in developing the objectives and strategic program. 4.Determine the effects of having no planning manual or “hand-holding”. 5.Decide on the need for developing a...
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... Main Issue Yes, Calveta’s is able to create and maintain a sustainable competitive advantage throughout its operating approach. Analysis of issue A. Possess own principles or strategies “Antonio’s Way”. In order to increase or twice the revenue as promised to his father within five years, Frank need to consider on the growth strategies for his organization. With these, Frank is always concern about the principles or strategies that proposed by his father and it’s applied throughout the organization, which is “Antonio Way”. This principles conveys the ultimate aim of Calveta’s which is quality of services and customer satisfaction, leads the development of employees in Calveta’s, maintaining the stability of profitability growth. As a fact, “Antonio way” provides a clear track of direction for Calveta’s in terms of operations on how to manage the organization effectively. “Antonio Way” also helps Frank in managing the organization. For instances, when frank in the dilemma of continuing or expanding calveta’s operation into hospital segment or acquiring Great Southwest Dining , Frank used “Antonio Way” as a guideline to make a better decision that related with calveta’s operation. This aspect highlights that such principles will provide an efficient channel of operation for the organizations and maintain sustainability of the competitive advantage of calveta’s through practice of “Antonio Way’ by knowing what need to be done and to accomplish for the Calveta’s...
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...Operations Strategy Ted James Download free books at Ted James Operations Strategy Download free eBooks at bookboon.com 2 Operations Strategy © 2011 Ted James & bookboon.com ISBN 978-87-7681-828-9 Download free eBooks at bookboon.com 3 Operations Strategy Contents Contents 1 Introduction 7 2 Defining Operations Strategy 8 2.1 What is Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI) 14 4.4 Implementing Lean 14 5 Business Process Reengineering (BPR) 17 5.1 Implementing Business Process Redesign 17 I joined MITAS because I wanted real responsibili� I joined MITAS because I wanted real responsibili� Real work International Internationa opportunities al �ree wo placements work or �e Graduate Programme for Engineers and Geoscientists Maersk.com/Mitas www.discovermitas.com M Month 16 I was a construction M supervisor ina cons I was the North Sea supe advising and the N he helping foremen advis s Real work solve problems he helping International Internationa opportunities ...
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...Ramachandran Thomas Schmidheiny Chair Professor of Family Business & Wealth Management Indian School of Business, Hyderabad Most Entrepreneurial initiatives fail • How come backpacks, Staples, Jeans, gmail, Chic Pouch Shampoo, Nirma, Goodknight, Dell, Take aways, mobiles, share autos, mineral water (and the companies) . became run away success? Why did they all become successful? They eliminated high customer dissatisfaction By Offering Solutions to customers’ problems Discontent – Criticality Matrix High Discontent Low Criticality High Criticality Low Discontent Financial Attractiveness Strategy (source, cost, availability, adequacy) Technical Attractiveness Strategy (Existing/new technology and products/services) Market opportunity Marketing Attractiveness Strategy (size, Entry, Sustenance) Entrepreneurial Capability Strategy (Attitude, Skills, Knowledge pool/network – individual/group) Why businesses fail? • Not spotting opportunity right • Not developing balanced tripod and sharpened diamond • Not maintaining sharpness of diamond over time • In essence, S W resource pool not matching with OT of environment • Entrepreneurs need to facilitate transformation of the “baby” through its life cycle Rs FLC and Capability mix at different stages Growth Idea Motivaton Attitude Planning Opportunity Stabilisation t S Start - up W O T Write the horoscope of the enterprise Myths about Business Plan • Just to get...
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...Formulate an operations strategy for your business The role of operation strategy is to provide a plan for the operations function so that it can make the best use of its resources. The operations strategy must be aligned with the company’s business strategy and enable the company to achieve its long term plan. Once the business strategy has been developed, and operation strategy must be formulated. The operation strategy relates the business strategy to the operation function. The operation strategy focuses specific capabilities of the operation that gives the company a competitive edge. These capabilities are called competitive priorities. There are four broad categories of competitive priorities: 1. cost ~ offering a product at a low price relative to the prices of competing products. 2. Quality ~ which is the competitive priority focusing on the quality of goods and services. 3. Time ~ time or speed of one of the most important competitive priorities. This priority focusing on speed and on time delivery of products and fourth is flexibility. This priority focuses on offering a wide variety of goods and services. To formulate the process it is essentially a sequential process of five steps: Understanding corporate objectives: this is meant to contribute to corporate objectives. Studying the marketing strategies; fit the marketing strategy into types of operations strategies, process choices and infrastructure requirements. The business that I envision is a cheerleading...
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...OPERATION RESEARCH Credits: 4 SYLLABUS Development Definition, Characteristics and phase of Scientific Method, Types of models. General methods for solving operations research models. Allocation: Introduction to linear programming formulation, graphical solution, Simplex ethod, artificial variable technique, Duality principle. Sensitivity analysis. Transportation Problem Formulation optimal solution. Unbalanced transportation problems, Degeneracy. Assignment problem, Formulation optimal solution, Variation i.e., Non-square (m x n) matrix restrictions. Sequencing Introduction, Terminology, notations and assumptions, problems with n-jobs and two machines, optimal sequence algorithm, problems with n-jobs and three machines, problems with n-jobs and m-machines, graphic solutions. Travelling salesman problem. Replacement Introduction, Replacement of items that deteriorate with time – value of money unchanging and changing, Replacement of items that fail completely. Queuing Models M.M.1 & M.M.S. system cost considerations. Theory of games introduction, Two-person zero-sum games, The Maximum –Minimax principle, Games without saddle points – Mixed Strategies, 2 x n and m x 2 Games – Graphical solutions, Dominance property, Use of L.P. to games, Algebraic solutions to rectangular games. Inventory Introduction, inventory costs, Independent demand systems: Deterministic models – Fixed order size systems – Economic order quantity (EOQ) – Single items, back ordering...
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...introduction: Strategy –definition, scope and importance: A strategy is a plan of action designed to achieve a vision. It can also be said that, strategy is a pattern in action over time of getting from here (present position) to there9 desired future position) Everybody is concerned with some strategy as it involves a plan “how and means of getting from here to there”. Strategy the word derives from the Greek word for generalship in army. It is the art and science of planning and marshalling resources for their most efficient and effective use. So, strategy is a method or plan to bring about a desired future prospect to adapt successfully. Three main areas of strategy: Every organization proceeds with some strategies. Corporate strategy is the linking process between the management of the organization’s internal resources and its external relationship with its customers, suppliers, competitors and so on. Every organization manages its resources in three main areas: 1) Resources strategy 2) Environment strategy 3) Adding value Resource strategy includes it resources such as – human skills, investment capital and others. Organization has to develop strategies to exploit those resources in a good pattern. Sometimes innovative ability can be a resource that is necessary to develop continuously. For example – Apple has huge investment in R&D sector. They have exploited their investment in that sector that requires comprehensive strategy to follow. So,...
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