...on WestJet’s culture. WestJet’s success and competitive advantage have been a direct result of its unique corporate culture. Due to the rapid growth WestJet has experienced, it is becoming more of a challenge to maintain WestJet’s culture. If WestJet continues to pursue a growth strategy, steps will need to be taken to ensure their culture is protected. Ten alternatives were considered that would contribute to maintaining culture. Based on our weighted analysis the following five alternatives were chosen: * Strictly adhere to WestJet’s mission, vision, and values. * Align recruiting practices with culture. * Develop a strategy for internal communication and feedback. * Revisit the CARE program to ensure it is meeting its objectives. * Develop new managers internally. By following the action plan presented in this report WestJet will be able to maintain its competitive advantage, which is its culture. Please review the remainder of this report for detailed analysis. Background WestJet began operations on February 29, 1996 with approximately two hundred WestJetters. In only thirteen years WestJet went from three airplanes flying to five destinations to employing seven thousand WestJetters with...
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...want people not only to learn but also to internalize the learning. Statistical control of quality is very important to them. They believe that work ethic is an important part of any organization’s growth process. They don’t believe that there is a substitute for work ethic, which should become a part of every individual. Total Quality Management (TQM) Total Quality Management (TQM) is a management philosophy which focuses on continuous business improvement through company-wide employee participation and involvement with the fundamental objective of satisfying customer. TOM seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives.This has led many researchers and academicians to focus their efforts on studying the quality progress, which is one of the most significant research topics in recent years. In an institutionalized environment, good management practices are giving rise to organizations to emulate each other and resulting in emergence of common TQM practices over time. Past empirical studies on the relationship between TQM practices and...
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...with Asian Markets It has been said that E-bay has not been very successful with the Asian markets. Should E-bay have gone on a mission to expand into the Asian markets? There a lot of things to consider when trying to succeed outside of our country. E-bay was not prepared for the Asian market. More research should have been done prior to trying to expand in Asian marketing. When E-bay decided to expand in the Asian market, they did not take everything into consideration. More research should have been done in order for E-bay to know how to gain the attention of the Asian marketers. An example of that would be the fact that even though E-bay’s CEO Meg Whitman had spent time in China, she was not prepared to cater to their needs. The Chinese executives had more experience in dealing with the specific needs of Chinese consumers shopping online. Another problem that E-bay didn’t expect was Internet accessibility and the inability of local networks to connect to their site outside of Asian countries. E-bay may have been alright had they just did more research prior to jumping into the market. Because E-bay was having problems with the Internet accessibilities, Chinese students opted to use local companies instead. E-bay is not the only brand image. There are more brands out there, such as Google. When you are competing with others, you want to try and beat their price just enough that you won’t shoot yourself in the foot. E-bay did not have the better...
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... When your market capitalization passes Microsoft, everyone watches. For a firm that highly values control and secrecy, Apple now stands center-stage with the flood lights shining bright.” Although many are quick to focus on a company’s weaknesses, most winners lose their step by over relying on their strengths. Apple’s success has been fueled by a very distinctive point-of-view embodied in elegantly designed “insanely great products” that deliver a superior experience to users. Apple has wrung more out of secrecy and anticipation of its next products than most companies achieve through advertising. As the recent Gizmodo pre-release scoop of the iPhone 4 demonstrates, this gets harder to do the bigger you are. According to Meyer (2010), he examined seven challenges facing Apple leaders. 1) Security- With just 5% market share in the PC market, malware and virus writers have mostly ignored the Mac. However, Apple’s iPhone success now makes them a target that coincides with the explosion of mobile security concerns overall. Lacking strong experience in the enterprise computing where security is paramount, it’s reasonable to expect more problems such as the recent AT&T email address breach on the iPad. 2) High control- Several years ago, Steve Jobs said Apple wasn’t going to do a phone because it had to be sold and controlled through the “four orifices” referring to the major cellular service providers. Jobs told Walt Mossberg that their entry into cell phones...
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...classification, process and pitfall of the model LECTURER: PROF. MADYA DR. RIZAL BIN RAZALLI NAME: ONG YUH KIANG MATRIC NO: 227806 TITLE: Benchmarking: A general review about the classification, process and pitfall of the model LECTURER: PROF. MADYA DR. RIZAL BIN RAZALLI | | | | | | Summary of selected articles Article 1 | Benchmarking: a general reading for management practitioners | Author | Sik, W.F., Cheng, E.W.L., & Ho, D.C.K. | Year | 1998 | Setting/ Place/ Sample | Management Decision, Vol. 36 Iss 6 pp. 407 - 418 | Objectives | Introduce the basics of benchmarking to management practitioners | Analysis | Classification of benchmarking, benchmarking process model, components in a benchmarking project, hints for organization to conduct first time benchmarking project. | Findings | Identify the sources of best practices as a result of assisting in promoting management perspectives and facilitating the formation of various specific goals. | Article 2 | Benchmarking the benchmarking models | Author | Anand, G., & Kodali, Rambabu | Year | 2008 | Setting/ Place/ Sample | Benchmarking: An International Journal, Vol. 15 Iss 3 pp. 257 - 291 | Objectives | To classify the fundamental benchmarking model and the unique benchmarking model, propose a universal benchmarking model which can be applied for all types of benchmarking | Analysis | Benchmarking the benchmarking models revealed about 71 steps in which around 13...
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...Seven Steps to a Successful Business Plan This Page Intentionally Left Blank Seven Steps to a Successful Business Plan Al Coke American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www. amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Coke, Al. Seven steps to a successful business plan / Al Coke. p. cm. Includes bibliographical references and index. ISBN 0-8144-0648-3 1. Business planning. 2. Strategic planning. 3. Success in business. I. Title. HD30.28 .C6422 2001 658.4'012—dc21 2001033579 ©2002 Alfred M. Coke All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system...
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...Final Paper The 5 Steps to a Successful Organization Jacob Dunnichay Indiana Tech University Table of Contents TOC \t "Heading, 1" Introduction PAGEREF _Toc \h 3 Value and Vision PAGEREF _Toc1 \h 4 Direction and Alignment PAGEREF _Toc2 \h 7 Motive and Empower PAGEREF _Toc3 \h 10 Learning and Change PAGEREF _Toc4 \h 13 Leading in Global and Multicultural Society PAGEREF _Toc5 \h 16 Summary PAGEREF _Toc6 \h 19 References PAGEREF _Toc7 \h 20 Introduction For the purposes of this paper, I have chosen to be the owner of a small hotel chain on the island of Put-In-Bay, Ohio. This organization currently has three hotels, two condos, a large house, two bars, and a fleet of approximately 250 golf carts for rent underneath the owners control. This is a business that has been built from the ground up around its two most successful businesses, Put-In-Bay Resort and Conference Center, which has the largest pool bar on the island, the Blue Marlin Bar and Grill, and Edgewater Golf Cart Rentals. By developing these two businesses in the last eight years, a competitive advantage has been built over competitors that were on the island long before our organization. Put-In-Bay, Ohio is a small vacation island located on Lake Erie. Considering the island is only accessible by boat or ferry, the main form of transportation on the island is golf carts. There are many attractions and family oriented activities that make this island a prime location for vacation...
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...of Social Entrepreneurship Some Important Distinctions Jerr Boschee and Jim McClurg In this short article the authors outline the four key distinctions that differentiate non-profit social entrepreneurial organisations from other types of charitable non-profit organisations who claim to be making use of social entrepreneurial approaches. Towards a Better Understanding of Social Entrepreneurship Some Important Distinctions Jerr Boschee and Jim McClurg Contents: • Introduction • Four Key Distinctions 1. The differences between “entrepreneurship” and “social entrepreneurship” 2. The differences between “sustainability” and “self-sufficiency” 3. The differences between “earned income strategies” and “social purpose business ventures” 4. The differences between “innovators”, “entrepreneurs” and “professional managers” • Some Final Thoughts • Social Enterprise Definition • Further Information Introduction “Social entrepreneurship” is one of the most misunderstood phrases in the non-profit sector today. Everybody, it seems, has a different definition of what it means. This is our attempt to bring some clarity to the discussion. Our perspective has been shaped by 50 years of experience in the field, one as head of a national consulting firm and the other as the chief executive officer of a US$ 15 million social enterprise. Twenty years ago the idea of non-profits acting in an entrepreneurial manner was anathema to most people...
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...REV: JULY 6, 2011 DAVID COLLIS JAN W. RIVKIN Strategic Decline Great strategies can, on occasion, produce exceptional performance that lasts for many years. We have seen several examples of companies that held to essentially the same strategy over a long period of time and continued to outperform the competition. Wal-Mart had 99 quarters of EPS growth, much of it greater than 20% per annum, until a slowdown in the 1990s. Edward Jones has pursued the same strategy since the early 1970s, during which time it has grown nearly a hundredfold while maintaining a return on capital about 10% higher than competitors. Unfortunately, these stellar examples of sustained competitive advantage are the exception rather than the rule. The harsh truth is that changes in the external environment and competitive pressures cause the profitability of the typical superior performer to revert to the mean very rapidly.1 This fact challenges the strategist not only to craft robust strategies whose advantages last as long as possible, but also to design a strategy-making process that is capable of appropriate strategic change and effective strategic renewal. Failing to achieve this goal has led many formerly great companies, such as Sears, AT&T, and Westinghouse, into disaster. This note first shares facts about the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy typically involves some change in the external environment. It therefore characterizes...
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... When a process operates, how do you determine whether it is successful or not? Processes seem simple, yet seem to cause so many problems and the very word 'process' can strike fear into the hearts of many people. If you are leading any type of process improvement program, you have probably felt at times like your efforts were yielding less-than-expected results. It is no wonder: the list of possible hurdles to overcome – restrictive organizational structure, politics, stagnant organizational culture, power trips – goes on and on. Continuous Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time and it is as much about tactics (i.e. specific improvements) as it is about changing the culture of the organization to focus on opportunities for improvement rather than problems. At the other extreme, there is the Business Process Reengineering which advocates starting from a clean slate with a quantum leaps. Whatever techniques/methods is used it relative the pulse of an organisation. Your objectives In this chapter you will learn about the following: * Understand the 3 Es of operational excellence * Understand the importance of the 3 Es * Understand the techniques/methods to achieve the 3 Es * Understand how to acehive the 3 Es in the business context 1 What is the 3 Es Businesses...
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...Assignments # 5 Sustainable Talent Management Utilizing Talent Management Strategy in Mind from Assignment 3 write a paper responding to five statements. Julian Phillips March 18, 2012 Human Resource Information Systems (HRIS)-HRM 532 Dr. Zelphia A. Brown, SPHR, Instructor Sustainable Talent Management Utilizing Talent Management Strategy in Mind from Assignment 3 write a paper responding to five statements. 1. Determine which performance management process you will employee to measure employee talent. Although there are numerous performance management processes that can measure employee talent particularly in this day of computer technology. The most important parts of such a process is to ensure, the old phrase, "of having the right talent in the right roles at the right time is one of the most important issues facing line executives and human resource professionals today." (Silzer & Church, 2009) In order to ensure that this analogy, which is critical, remains true for any company they must continuously have mechanisms of feedback and then reviews of employees on a regular basis. Most companies would have employee reviews once a year, however, I believe that it is better for this to be done twice a year. There are companies that utilize just annual performance appraisal process by using the performance reviews that evaluate individuals with the potential to succeed in more complex or higher-level roles within the organization. This approach brings to light...
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...yesterday. In the past organizations might have taken pride in the attempts that they had made to become successful. Though they may have failed many times, they were on a mission to find what worked best for their employees, their managers and the organization as a whole. Fast forward to the 2000s and the bookshelves are filled with books upon books on how to get rich quick, how to succeed with cold calls, and how to find success through managing others. It is for this reason some of these books have reached the status of “best seller.” The question however is: are they “best sellers” or are they “Great practical advice that could truly make an organization succeed with easy methods to follow, understand, and keep going long term”? Among these books, one can find the latter mentioned, but the important part is taking the key concepts and molding them into what is needed for each individual organization. Even within the same vertical, different methods may work for one but bring another to its demise. These seekers should not be searching for a cookie cutter method, unless that is, their employees are cookie cutters.It is vital when learning how to manage a team and an organization to remember the beginning vision and the values to uphold. It is also important to determine one’s own dedication and align those around them with the same foresight. Furthermore, a true leader must look at all aspects for the organization from bottom to top in order to know not only how to motivate...
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...Professor Clifford December 4, 2011 Question 1:Decision-Making 1.The definition of decision-making A decision is a choice between alternatives. Managers choose courses of action not only fro themselves but for their organization and other people. While people choose a job, it is not only for himself, but also for his family and friends. "Decision making is the process of identifying problems and opportunities and then resolving them." (Richard L. Daft, Chapter 9, Pp 238) The process of making a decision is to establish and achieve organizational goals and objectives. People choose jobs that help them reach the targets in their mind and have the promotional opportunities. 2. Using the seven-step decision making model to deicide to choose the best job The Seven-Step Decision Making Model developed by Rick Roberts of the University of North Florida Career Services includes identifying the decision to be made, self-assessment, identifying any options, gather data and evaluate the options, selecting one and designing a course of action(Rick Roberts, 2006). Step one: Identify the decision to be made According to my personal situation, such as currently employed, single, enjoy traveling. There are some problems and opportunities that should be concerned. The problem is that I have no job at present. Finding an appropriate job with good salary is on demand. What's more, I'm planning to get married in three months, if the job is too busy, there will be no time to take care of my...
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...file:///F|/Business/Marketing/22 Immutable Laws Of Marketing.html The 22 Immutable Laws of Marketing Al Ries and Jack Trout The 22 Immutable Laws of Marketing Violate Them at Your Own Risk Al Ries and Jack Trout Dedicated to the elimination of myths and misconceptions from the marketing process A DF Books NERDs Release THE 22 IMMUTABLE LAWS OF MARKETING. Copyright © 1993 by Al Ries and Jack Trout. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, down-loaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission Contents Introduction 1. The Law of Leadership 2. The Law of the Category 3. The Law of the Mind 4. The Law of Perception 5. The Law of Focus 6. The Law of Exclusivity 7. The Law of the Ladder 8. The Law of Duality 9. The Law of the Opposite 10. The Law of Division 11. The Law of Perspective 12. The Law of Line Extension 13. The Law of Sacrifice 14. The Law of Attributes file:///F|/Business/Marketing/22 Immutable Laws Of Marketing.html 15. The Law of Candor 16. The Law of Singularity 17. The Law of Unpredictability 18. The...
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...Bettley-3283-02.qxd 6/6/2005 5:06 PM Page 10 2 Operations-based Strategy Robert H. Hayes and David M. Upton Strategic planning tends to be thought of as a high-level game of chess: a ‘grand plan’ is formulated in the executive suite, and then the implementation of the different moves (the ‘easy part’ of the job) is down loaded to the operations organization. However, the world of strategy from the perspective of operations is usually much messier. The ‘strategy’ is seldom evident until after its implementation is well along. Instead, people throughout the organization are continually identifying opportunities, developing new knowledge and capabilities, and testing out their ideas. Initiatives are undertaken, changed in midcourse as new information becomes available and better ideas surface, and sometimes abandoned so that energy can be focused on a different approach. The battle is won not in the boardroom but in the laboratories, on factory floors, at service counters, and in computer rooms. Operations’ role is larger than just that of implementer of strategy; it is the foundation for – indeed, the driver behind – successful strategic attacks and defenses. The important implication for company leaders: companies that fail to exploit fully the strategic power of operations will be both hampered in their own attacks and vulnerable to those of competitors that do exploit this power. Nowhere is this clearer than in cases where large companies that have established...
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