...move forward (Stanley, 2006, pp. 33). The leader is an individual who has his or her own personal goals and want to show everyone what he or she has to offer others. These traits are needed to inspire the employee and make him or her feel a personal connection with the organization. "A leader is anyone who uses interpersonal skills to influence others to accomplish a specific goal" (Sullivan and Decker, 2009, p. 45). Leaders keep structure in the company and provide information to managers properly to guide him or her. Leaders have the responsibility of completing research to properly guide the company’s path into profits and better run companies. The leader who I chose and admire is John Force. John Force is a very successful and dedicated leader as he uses his skills to be where he is today in the world. John Force has a vision on what he wants with his organization, team, and himself. He has worked extremely hard and been dedicated to put his vision into action. John Force is an influencing and definitely inspires and empowers his coworkers, family, and fans. He sets a goal for him and his organization and works with the others to meet that goal (Will, 2008, pp. 36-38). A leader has a vision and develops a plan for the vision. According to Sullivan and Decker a leader influences others to accomplish the vision. A leader develops the ability to do...
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...product/service/concept. Porter’s Generic Strategies (Porter, 1980) may be used to highlight the company’s strategy. Outline the countries and trading blocs the company operates in. You may wish to highlight this on a map. All information must be referenced according to Harvard style referencing. At this stage, the chosen product/service as well as the new country can be highlighted as a potential new market but reinforce that in order to enter this market, an audit (internal/external) must be carried out to determine whether this is viable or not? | 10 | The application of theory and practice in terms of assessing the company’s internal capabilities and external opportunities (situation analysis). You need to outline the internal capabilities of the organisation as well as an external analysis. Some of the theoretical models that can be used are highlighted in Tutorial 1. Some or all may be used - it is entirely up to you. Internal analysis – Marketing Assets (Drummond et al. 2003) or any other models that you may be aware of from our/other modules such as the Value Chain, PLC, Marketing Mix or any other referenced source related to an internal audit. Other models to consider is whether the company has a standardised product External analysis – the most common models used here is country specific information, the PESTLE framework (any referenced academic source), Porters 5 force model (Porter, 1980) and SWOT analysis (any referenced academic source...
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...Strategy 1 2 3 4 5 6 7 8 9 Course Overview and Strategy Concept Economics of Strategy Shareholder Value External Environment Internal Environment Competitive Positioning Diversification Mergers & Acquisitions Global Strategy Business Strategy Corporate Strategy Strategy Process 10 Organizational Structure and Control 11 Strategic Leadership © 2007 Prof. Dr. Bernd Venohr 2 Agenda Introduction to Strategy 4 External Environment - General environment analysis - Industry analysis - Summary and Outlook next Session © 2007 Prof. Dr. Bernd Venohr 3 Where are we today? Introduction to Strategy 1 Course Overview Strategy Concept 2 Economics of Strategy 3 Business Strategy 4 External Environment Shareholder Value Corporate Strategy 7 8 Diversification Global Strategy 5 Internal Environment 6 Competitive Positioning Mergers & Acquisitions 9 Strategy Process 10 Organizational Structure and Control 11 Leadership © 2007 Prof. Dr. Bernd Venohr Strategic 4 General purpose of external analysis Identify Opportunities: conditions that may help firm achieve strategic competitiveness Threats: hinders or constrains firm’s pursuit of strategic competitiveness Two types of environment Macro environment Micro environment (industry) Source: Robert M. Grant, Contemporary Strategy Analysis: Concepts, Techniques, Applications (5th edition, Blackwell, 2004) © 2007 Prof. Dr. Bernd Venohr 5 General environment...
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...analysts have to explore checklists and frameworks to find information necessary for conducting an internal and External Audit , to assess very clearly the internal and external Environments , so that the Company finds out where it currently stands and in order to take advantage of opportunities and its strong areas and to make plans for threats and weak areas when preparing business strategies. For the assessment External environment, it is best conducted by the PESTLE Analysis the factors are : ( P – Political , E – Economical , S – Social , T – Technological , L - Legal and E – Environmental ) with the consideration of the Stakeholders and how to incorporate their desires into the Company’s behaviour and shedding more lights on Porter’s Five Forces Model - the Industry analysis also identifying the market conditions and the nature of competition facing the company .However , For the assessment internal environment , it is necessary to look at the company...
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...FULL NAME : LINH PHUONG TRAN STUDENT ID : BH12027 UOG ID : 000792235 MODULE CODE : BUSI1317 MODULE TUTOR : HA NGUYEN MODULE NAME : STRATEGIC MANAGEMENT COURSE : BA ( HON) BUSINESS MANAGEMENT INTAKE : MARCH 2013 TITLE : LENOVO EAST MEETS WEST OUTLINE TABLE CONTENTS I. INTRODUCTION 4 II. LENOVO HISTORY AND VISION STATEMENT 4 III. LENOVO SWOT ANALYSIS 6 1. External factors (O- opportunity and T-threat) 6 2. Internal factors ( S- strength and W-weakness) 9 IV. LENOVO STRATEGIC CHOICES 13 V. CONCLUSION AND RECOMMENDATION 14 List of figure Figure | Name | page | 1 | The Lenovo history timeline | 4 | 2 | Lenovo vision statement | 5 | 3 | Porter’s Diamond model | 6 | 4 | Lenovo Porter’s Diamond model | 7 | 5 | Strength in Lenovo’s structure | 10 | 6 | Lenovo CAGE framework | 11 | 7 | Lenovo strategic implementation | 13 | 8 | strategic triangle | 14 | I. INTRODUCTION Thomas L.Friedman reminded to the term "Flat world" as the way to describe to an era of new World economy. Which including the globalization, intense competition, a big market without borders, the variety and combination of cultures in the World (Thomas L. Friedman, 2005; Victor K. Fung, el, at 2007; Ronald Aronica and Mtetwa Ramdoo, 2006). In fact, The change, updates, innovation and competition in technology industry are taking a level higher, because it happening every days, every hours (Jeffrey T. Macher, David C. Mowery; 2004). Factors...
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...Achieving Competitive Advantage with Information Systems Shayinoju Korremal Partha Sarathy Information Technology Applications in Business July 18, 2015 Dr. Godfrey Ekata Q1. How does Porter’s competitive forces model help companies develop competitive strategies using information systems? Answer: Porters five models are used to determine the strategic position of the firm based on its competition with its traditional competitors. The five forces model looks at five particular factors that help figure out if or not a business can be productive, taking into account different organizations in the business. As indicated by Porter the origin of profitability is identical irrespective in case of industry. In that light, industry structure is what eventually drives competition and profitability —not whether an industry produces a product or service, is emerging or mature, high-tech or low-tech, regulated or unregulated. "If the forces are intense, as they are in such industries as airlines, textiles, and hotels, almost no company earns attractive returns on investment," Porter wrote. "If the forces are benign, as they are in industries such as software, soft drinks, and toiletries, many companies are profitable." (Porter, 2001) Understanding the five forces The five forces that would shape industry competition are: Competitive Rivalry The competitive rivalry within the industry also affects the competitiveness of the industry. Competition from opposition is high when there...
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...A brief study guide for the final exam I. Week 2 (quizlet) 1. According to Michael Porter, * Why is operational effectiveness a necessary but insufficient condition for a firm’s superior performance? * What is strategic positioning? Performing different activities from rivals' or performing similar activities in different ways. * What are the three ways to position a firm? * Why is it not easy for a firm to switch strategic positions? 2. What are the two measures of a firm’s performance? 3. What is ROIC? * Equity & debt 4. What are the two components of a shareholder’s value? 5. Why is profit growth important to capital appreciation? 6. What is the definition competitive advantage? 7. What is strategic intent? * What are the layers of advantages accumulated by firms with strategic intent? * Who are to blame for the failures of some established firms? II. Week 3 (quizlet) 8. What is emergent strategy? 9. What is Autonomous Action? 10. According to Daniel Goleman, what are the three personal capabilities that affect managers’ performance? Which one is the most important? 11. What are the five components of Emotional Intelligence? 12. Questions from Jack Welch’s DVD: * What is the 20/70/10 annual evaluation rule? * What is the core competence of...
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...investment option, using Porters national diamond to analyse certain determinant factors. These include: Factor conditions, demand conditions, supporting industries, rivalry, structure and culture, chance and the impact of the government as seen in figure 1.Porter argues that the competitive advantage of certain industries in different nations depends upon four main aspects which form the diamond (Peng, 2014). The report will also consider contemporary management issues and suggest a mode of entry. Figure 1 Porters national diamond Tunisia is a country located in Northern Africa, bordering Libya and Algeria. It has a mixed economic system, with some private freedom along with a centrally planned economy, including some strict government regulation. Tunisia is a member of the African Union (AU) and Council of Arab Economic Unity (CAEU) (Global Edge, 2014). It also has close trading relations with Europe. Key exports include mechanical and electrical industries, textiles and apparel, food products, petroleum products, chemicals, and phosphates. Almost 70% of Tunisia’s exports go to the European Union (US Commercial Service, 2014). Part one: Porters national diamond (Extended version) Factor conditions: According to standard economic theory, factors of production – Labour, Land, natural resources, capital, and infrastructure – will determine the flow of trade (Porter, 1990 p77). Tunisia has a highly literate labour force of approximately...
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...Value chain analysis Value chain From Wikipedia, the free encyclopedia Jump to: navigation, search Popular Visualization The value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.[1] Contents[hide] * 1 Concept * 1.1 Activities * 2 Significance * 3 SCOR * 4 Value Reference Model * 5 References * 6 See also | [edit] Concept A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds much of the value to the end product, since a rough diamond is significantly less valuable than a cut diamond. Typically, the described value chain and the documentation of processes, assessment and auditing of adherence to the process routines are at the core of the quality certification of the business...
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...INTRODUCTION The emergence of Internet enabled a low cost of information sharing and dissemination, independent of the existing distance between the producer and the consumer of the information. This new environment allowed access of a growing number of individuals and customers to new kinds of businesses that has been continuously revealed. This novelty is changing the environment where corporations, governments and communities interact. The changes are, especially, in the way information is received, processed, sent and stored. In this new environment, speed, flexibility and innovation are essential. (Winfried Lamersdorf, 2004) The Novelty of bringing out new products into the market with innovates ideas and upgrading it self according to the current market needs with a break through in getting any information on WWW (World Wide Web), Smart Phones and placing it self in various market segemets helped Google to be a Strategic Marketing Planner and to be the among the top most businesses in the dot com industry. Planning Process: There are various formulations of planning process (Boyce et al, 1970; Lichfield et al., 1975; Harris, 1965). Like (a) the formulation of objectives in relation to the general goals, problems and the regional context; (b) the provision of an outline of alternative strategies of growth; (c) the testing and evaluation of alternative strategies; (d) decision making. Lynch (2000) explains that every organization has to manage its strategies in...
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...Marketing Principles All organisations will use some sort of marketing. Marketing is there so an organisation can find out what their customers’ needs are, and how these can be met. In this manual I will be talking about John Lewis Marketing process. Having a good marketing department can help the John Lewis keep costs down. If the correct process is taken for marketing, it will eliminate the guessing and forecasting that are linked with trying to predict product trends and consumers demand for goods or services. when the organisation knows what they customers wants, they will all be able to provide the right type of product or service and will always have customers ready to purchase. All so having a good marketing department or team, will help a John Lewis build a loyal customer base and help with repeat custom. This is called brand loyalty; it is one of the main advantages of having a good marketing team. Marketing is usually defined as a process that identifies and predicts what the customer wants and then trying to satisfying the customers’ needs and making a profit by doing this. Every business or organisation will follow marketing plan or a marketing process. The marketing plan will serve as a wide range plan which will outline the organisations marketing efforts. Using the marketing process, John Lewis will have to find out what their customers want and what their needs are and what the business can do to meet their needs and demands. The...
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...Exposure: Three-Year Strategic Plan Sean McNeely University of Maryland University College Table of Contents Table of Contents 2 Introduction 3 Vision Statement 3 Mission Statement 3 Core Values 3 Objectives 4 SWOT Analysis 5 Michael Porter’s “Five Forces” 8 Product Design and Assembly Strategy 10 Marketing Strategy 12 Compensation and Labor Strategy 13 Corporate Citizenship 15 Financial Strategy 15 Summary 16 References 17 Exposure: Three-Year Strategic Plan Introduction Exposure currently shares the global camera market evenly with four competing rivals. While we enjoy a strong competitive position in the North American market, Exposure’s future will depend on our ability to increase our competitive edge over rivals in the other three primary global markets. This Strategic Plan details the priorities, goals, and basis for decision-making we will use to gain a larger slice of the global camera market over the next three years, while ensuring good corporate citizenship, stability, and growth. Vision Statement We at Exposure pride ourselves on our core values, which ultimately filters into our products, employees, services, and reputation. Furthermore, we strive to be environmentally sound and safe so that our children are able to enjoy this beautiful world as we do today so that it is able to be captured by the quality cameras we produce. Mission Statement Our...
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...ACCG301 Organisational Planning and Control ASSESSMENT GUIDE Session 2, 2015 Department of Accounting and Corporate Governance The most efficient way to contact staff is via email using your student email account. Please use this form of contact in the first instance for general course enquiries. We will only receive emails sent to the subject email account accg301@mq.edu.au ACCG301 Assessment Guide Session 2, 2015 1 MACQUARIE UNIVERSITY FACULTY OF BUSINESS AND ECONOMICS ASSESSMENT GUIDE Assessment Task 1 Title/Name Description Assessment Task 2 Assessment Task 3 Assessment Task 4 Assessed Coursework (Pre-set Tutorial Questions) The objective of this assessment is to provide students with an opportunity to demonstrate that they are working continuously throughout the session to achieve the learning outcomes of the unit. This assessment is based on students’ completion of pre-set tutorial questions on a weekly basis and their effort in attempting additional questions in class. Case Study/Report: Group Based Research Report The objective of this assessment is to encourage students to analyse published academic research papers, to locate and research profiles of organisations globally, and demonstrate understanding of a range of theoretical concepts relating to organisational planning and controls, as they apply to these organisations. Given that research is often conducted in teams, this assessment is done in...
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...Introduction 2 2.0 Introduction of Porter Five Forces Framework 2 2.1 Threat of substitutes 3 2.2 Risk of entry by potential competitors 3 2.3 Bargaining power of buyers 4 2.4 Bargaining power of suppliers 4 2.5 Intensity Of Rivalry 5 3.0 Porter Five Forces on Chosen Organization 5 3.1 Threat of Substitutes 6 3.2 Risk of Entry By Potential Competitors 6 3.3 Bargaining Power of Buyers 6 3.4 Bargaining Power of Suppliers 7 3.5 Intensity of Rivalry 7 4.0 Conclusion 8 5.0 References 9 1.0 Introduction The word strategy came from the Greek word “strategos”, which mean a general. According to Capon (2008), “strategy in an understanding of the external environment and the resources available to compete in the external environment.” Meanwhile, Shekar (2009) defined strategy as “a systematic approach to positioning the business in relation to its environment to ensure continued success and total security.” Strategy and change management simultaneously adapt to the current situation so that the business can run in continuous success, both in short and long-term. 2.0 Introduction of Porter Five Forces Framework According to Henry (2011), Porter five forces framework is “a tool of analysis to assess the attractiveness of an industry based on the strength of five competitive forces.” In this framework, Porter argues that in order for a company to get greater income depends on this five forces, the stronger each forces will result in limited ability of a company...
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...opportunities. Correspondingly, concepts like this also provide insightful information for explaining the location choices which organisations have already made. One such framework is the so called Diamond Model introduced by Michael Porter in 1990. This essay tries to determine its advantages and disadvantages as a tool for the examination of firm‟s home and host location decisions by focusing on two major MNEs: the world‟s second-largest high-street retailer –French Carrefour and UK‟s famous Marks & Spencer Porter s Diamond Model(1990: 73) argues that “nation‟s competitiveness depends on the capacity of its industry to innovate and upgrade” and therefore is determined by a nation‟s level of productivity. From an organisational perspective this means that national competitive advantage depends on the nations ability to provide a home base for companies to sustainably improve their products and services in terms of quality, features, technology and so to successfully compete in highly productive industries internationally. Hence, the advantage of the framework is that it identifies four important, interrelated factors that create and illustrate the essential national environment where companies are born, grow and build sustainable competitive advantages (Porter, 1990: 78). The concept is then quite useful for companies to perform the necessary research and identify which countries would be most suitable for internationalisation. The first determinant, factor conditions, are the...
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