...3/22/2015 3/22/2015 SP2 MODULE 1 – GROUP F Case Analysis: Robin Hood SP2 MODULE 1 – GROUP F Case Analysis: Robin Hood Khemattie Ali (IR) * Sandra Alilovic * Mohammed Musa * Jorge Castro Manrique * Clayton Pereira * Brianne Cartmill * Elena Bayazitova Khemattie Ali (IR) * Sandra Alilovic * Mohammed Musa * Jorge Castro Manrique * Clayton Pereira * Brianne Cartmill * Elena Bayazitova Table of Contents Current Strategy 1 Vision and Mission: 1 Problem Statement 2 Analysis of the environment 2 Internal Analysis 2 SWOT and Porter’s Analysis 3 Strategic Alternatives 5 Recommendations: 5 Literature interpretation questions 6 References 6 Current Strategy Robin Hood’s (RH) current strategy is one of focused differentiation, which consists on an organization concentrating its efforts within a specific region. His objectives were focused on forging a disciplined band and united in enmity against the Sheriff. RH’s methods and policies in achieving his objectives have generally been to “rob the rich and give to the poor” (Gamble, Thompson & Peteraf, 2013, p. 399). This varies from the strategy of their major competitor, Prince John, who implemented a regressive taxation system in England. The strategies are based on the following: 1. Emotional appeal: personal devotion - his personal dislike of the Sheriff and the government. Mass appeal: the majority of population...
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...Robin Hood – Case One 1. What is strategy? A strategy is formed from ideas, decisions, and actions that firms undertake to create and/or sustain competitive advantages and enable its success. Strategy directs firms towards their overall goals and objectives with both short-term and long-term perspectives. 2. What strategic problems does Robin Hood have? Robin is concerned with his band’s rapidly increasing growth, the decrease in revenues, rise in cost, and the state of his campaign. Robin must consider moving his operation, because Sherwood Forest may be too small. Another issue to address is what to do about the growing forces of the Sheriff. Robin also needs to consider his thoughts and come to a decision. Should he kill the sheriff? Should he join forces with the baron to free King Richard? Should he impose tax to increase revenues? 3. What is the role of the organizational leader as strategist and articulator of global goals? A leader must be proactive, anticipate change, and continuously improve the established strategies. He must lead the analysis, decision-making, and implementation of actions to create sustainable competitive advantages that lead to success. In Robin Hood’s case, he may need to change his organizational strategy. His strategy worked in that he was able to recruit many men from all over England, however with the rapid growth and unable to accommodate all of them in Sherwood Forest, Robin must reevaluate his strategy...
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...12/20/14 Robin Hood (Part two) Summary Company Vision/ Mission Robin Hood and his Merrymen mission were to rob the rich and give to the poor. Company Goals * The company goals were to overthrow the government and take control of the Sheriffs position. Company Policies/Values * None SWOT Analysis * External Analysis * Industry Competition (Porter’s 5-Force) * Current rivalry opportunities/ threats * Current rivalry opportunities * Robin Hood could create more outsourcing potential for the Merrymen which would increase productivity potentially. * Current rivalry threats * The sheriff. The sheriff was becoming well organized and stronger as the days went by. * He would eventually have the opportunity to take Robin Hood and his Merrymen down. * King John has spies on inside of Robin Hood’s operation. * Potential entrants opportunities/ threats * None found * Bargaining power of buyers opportunities/threats * None found * Bargaining power of supplier opportunities/ threats * None found * Substitute product opportunities/ threats * General External Environment * Economic opportunities/ threats * Economic opportunities * None found * Economic threats * They will be unable to pay shares for the take, which...
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...Kristin Willey Strategic Management Summer Semester 2014 CASE STUDY #1 ROBIN HOOD: 1) What problems does Robin Hood have? What issues need to be addressed? There are many issues in this case study that Robin Hood needs to address. One of which is that the Merrymen band is overstaffed. This is a problem, because they do not have enough resources available to provide for the band (/business). The men need enough money to feed themselves, as well as find enough to give to the poor. Changes within the external environment have begun to make the business strategy of the band outdated. Robin Hood needs to address the issue of the travelers beginning to follow alternate paths through the woods. This new occurrence is causing a decrease in revenue the band is bringing in, because fewer travelers are coming through the area. Due to all of these issues that need to be addressed, Robin Hood needs to come up with a new business strategy for the Merrymen band. 2) Do Robin Hood and the Merrymen need a new mission? New objectives? A new Strategy? One of Robin Hood’s current objectives of consideration is killing the sheriff, but this would only temporarily, if at all, solve the situation. Killing the sheriff would not rid Robin Hood and the Merrymen of the problem of dealing with those who agree with and follow the sheriff’s ways. Doing this would also change the way the citizens would think of him, ruining his reputation. Robin Hood and the Merrymen should keep their focus on the...
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...March 22, 2013 Robin Hood Case 1. What problems does Robin Hood have? What issues need to be addressed? Robin Hood’s organization have many problems, that many business around the world face. Among these problems are: Lack of discipline, Maintenance costs, Shelter/Space storage, Food shortage, Training (since all were welcomed to join the organization), Maintenance and Operating costs, Challenges to organize big and little trained groups, Change management (introducing a change for such a large group of people from different backgrounds), Goal alignment of the individual within that of a group, Security and Vigilance (because whoever wanted to join was taken in, they could be spies and traitors from a different group. The issues that need to be addressed, are, of course the problems listed above. Organizing groups into one force with a common goal and objective. Establishing a mission and vision for such a big organization and aligning people with it. It has also been mention that a company that constantly recruits people can grow into a huge encampment. Therefore, shelter and food is an issue that needs to be addressed as soon as possible. Like in any organization it is important to keep up with the changes in the environment, and economy. The Sheriff remained consistent with becoming strong and well organized. Because Robin Hood is a direct competitor it is vital that he keep a constant watch at the changes within the environment. Also, Robin Hood must keep in...
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...Case Study: Robin Hood 1. What is strategy? The ideas, decisions, and actions that enable a firm to succeed (1). 2. What strategic problems does Robin Hood have? Robin did not anticipate the changes that would arise from growing his “Merrymen”. ¬¬Our book states on pg. 7 that “leaders must be proactive, anticipate change, and continually refine and make changes when necessary” (1). When the Merrymen grew in size, it began to exceed the food capacity of the forest. Now Robin was losing money just to feed his men. Had he created a strategy and looked at the long term of how much food it took to feed one man, he could have calculated a number allowing him to forecast a “not to exceed number of Merrymen in organization”. He also should have taken into consideration that the Sheriff would have grown in numbers too. Had Robin used a strategic management plan, he would have been able to continue his success. 3. What is the role of the organizational leader as strategist and articulator of global goals?¬¬ The role of the organizational leader as strategist and articulator of global goals is to take command and lead the team as a whole. Robin Hood needs to define the organization’s mission statement. This will layout the overall goals for the organization and provide framework for their strategies. Individual goals need to be set in place that will support their mission. 4. What are some issues in this organization’s external environment? The external environment poses threats and...
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...CONSULTING SERVICES Robin Hood Case Analysis BA 422W Aaron Labin, Curt Matthews, Rich Miller 4/14/2009 This is the case analysis for the Robin Hood case study provided by the text. It includes our competitive forces in the industry analysis, key success factors analysis, current strategy determination, SWOT analysis and the recommendations we have made for Robin Hood. Aaron Labin Curt Matthews Rich Miller Robin Hood Case Study ARC Consulting Services Robin Hood and his band of Merrymen is the subject of this case study. Throughout this study, you will find several problems that face the group and several possible solutions to these problems. We will treat this group as though they are a legitimate business in need of consulting services. The organizational structure of the Merrymen is that of a typical top-down management style, with Robin Hood as the CEO and a few lieutenants serving in roles that have been delegated, i.e. information gathering, discipline, finances and provisioning. The four tasks that have been delegated and Robin Hood’s personal vendetta serve as the basis for many of the problems encountered by the Merrymen. Competitive Forces in the Industry Substitute Products— Determined to be a low to moderate Suppliers— Determined to be a high threat Rivalry—Determined to be a high threat Buyers— Determined to be a low threat New Entrants— Determined to be a low threat Aaron Labin Curt Matthews Rich Miller Robin Hood Case Study The two main...
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...organization’s goals and integrate organizational activities utilizing and allocating the scarce resources within the organizational environment to achieve a desired state in the future. 2. Robin Hood is faced with many strategic problems within his organization. Robin Hood’s organization is in the business of robbing the rich and giving to the poor. This is not a typical organization in that the members must live outside the law. The organization started small with elite members who each had a specialized job. The popularity and success of the group has caused it to grow and recruit anyone that wants to join. This has caused many problems for Robin Hood. Discipline was becoming harder to enforce because of the sheer size of the group. The group is also faced with lower revenue and increased costs. The organization was beginning to exceed the food capacity of the forest so supplies had to be obtained from outlying villages. Some of the other issues that Robin Hood is faced with are whether or not to impose a fixed transit tax, what to do about the growing strength of the Sheriff, and if he should accept the Barons offer to join in freeing King Richard. 3. The role of the organizational leader as strategist and articulator of global goals is to take command and lead the team as a whole. Robin Hood needs to define the organization’s mission statement. This will layout the overall goals for the organization and provide framework for their strategies. Individual goals need to be set...
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...Robin Hood Case Study Background In revolt against the High Sherriff of Nottingham, Robin Hood sought allies with men willing to stand up against the Sherriff and his administration. He built a large fighting force of disciplined men in Sherwood Forrest: the Band of Merrymen. Robin Hood himself was the leader of the band and delegated different functions among his four lieutenants: Will Scarlett (intelligence and scouting, collecting information on Sherriff’s moves and on the travel plans of rich merchants and tax collectors), Little John (discipline and archery skills), Scarlock (finance, converting loot to cash, paying shares of the take and finding hiding places for surplus), and Much the Miller’s son (provisioning the band). Through time, the band grew larger and larger as Robin Hood welcomed everyone who wanted to join. The band eventually became too big and that started to cause issues. Vigilance and discipline were becoming smaller and food scarcity grew, as provision for more and more people was needed. Robin Hood’s band became known for robbery and travellers started to avoid the forest, thus leaving the band with less revenues. In the mean time, the Sherriff was growing stronger and became better organized and financially wealthier. He started to mock the Band and so he had to be dealt with, before the Band itself was dealt with. Killing the Sherriff seemed not to be the solution, but his failure in collecting taxes did not remove him from office...
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...University of Santo Tomas Robin Hood A Case Presentation Submitted to Sir Real Carpio So In Partial Fulfillment Of The Requirements In Entre 7 Strategic Management Submitted By: Reyes, Jemima Tamayo, Janelle Taylo, Michael John Teñido, Lenard Turgano, Glerish Verosil, Richard Yabut, Katrina 19 November 2012 I. Statement of the Problem Mismanagement of the lieutenants with the recruitment and training of Merrymen members leading to the scarcity of resources, and incoherency of his goals from the band; this may result in the weakening of the band of Robin Hood that will give the Sheriff a chance to eliminate them. The revolt against the Sheriff had begun as a personal crusade. It erupted out of Robin’s conflict with the Sheriff and his administration. However, alone Robin Hood could do little. He therefore sought allies, men with grievances and deep sense of justice. Later he welcomed all who came, asking few questions and demanding only a willingness to serve. Strength, he believed, lay in numbers. Robin ruled the organization; he makes all the important decisions. He delegated specific tasks to his lieutenants. The increasing number of the band was a source of satisfaction for Robin, but also a source of concern. The fame of his merry men is spreading, and new recruits were pouring from all the corners of England. As the band grew in number the resources they have is not sufficient for all of them like food and shelter. The Sheriff was...
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...January 1516 January 1516 Robin Hood case study Introduction to business strategy Robin Hood case study Introduction to business strategy 08 Fall 08 Fall Anna Feldman Sandra Ohuche Anna Feldman Sandra Ohuche Every company or organization at one point of its life meets a critical point when it needs a reconstruction. This is exactly what happened to Robin Hood and Merry men. It was in the spring of the second year of his insurrection against the High Sheriff of Nottingham that Robin Hood realized he has faced a number of problems. The number of his men was increasing, along with that came a shortage of food. Travelers, especially those with the most to lose, were giving the forest a wide berth, cutting into the band’s looting revenues. The Sheriff was getting stronger and more powerful day by day. The last, but not the least is that the Barons were putting pressure on him by asking to join him and work on one side. In order to ensure the success of his campaign, Robin Hood really needs to face the abovementioned issues as. Let’s mention that the strategic approach that Robin Hood has employed to accomplish the Merry men’s’ mission, was focused differentiation. Their work had always been about robbing from the rich and giving to the poor, which differentiates the group from its major competition who does the exact opposite. This is also a strength the Merry men have, their distinctive competence. They have positioned themselves to fill a niche and until recently...
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...Gestão Estratégica e Comercial 2014/2015 Robin Hood Case Study 1 II. Table Index Table 1. Market Segmentation………………………………………………………………..6 Table 2. PESTL Analysis……………………………………………………………………...7,8 Table 3 Benchmarking ……………………………………………………………………...12 III. Image Index Figure 1. Porter Analysis Diagram …………………………………………………………...9 Figure 2. Porter’s generic Value Chain………………………………………………………10 Figure 3. SWOT analysis……………………………………………………………………...13 2 IV. Index 0. Executive Summary…………………………………………………………………………....4 1. Introduction……………………………………………………………………………………...5 2. Definition of the Market – Market Segment………………………………………………..5,6 2.1. Geographic segmentation…………………………………………………………….....5 2.2. Demographics………………………………………………………………………….....5 2.3. Psychographic…………………………………………………………………………….5 2.4. Behavioural………………………………………………………………………………..6 3. Analysis of the External Environment…………………………………………...…………....6 3.1. PESTL Analysis…………………………………………………………………………..7 3.2. Porter Analysis………………………………………………………………..……..…8,9 4. Analysis of the Internal Environment…………………………………………………….10,11 5.Analysis of the Competitive Position of the Organization…………………………..….11,12 5.1. Critical Success Factors………………………………………………………...….11,12 5.2. Benchmarking……………………………………………………………………….…..12 6. SWOT Analysis……………………………………………………………………...…….13,14 7. Recommendations………………………………………………………………………...
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...LOVELY PROFESSIONAL UNIVERSITY INSTRUCTION PLAN (for Lectures) Term: 3rd Course No. COM604 Course Title: STRATEGIC MANAGEMENT L: 4 T: 1 P: 0 Textbook: 1. Hunger J. D. and Wheelen T. L. , Strategic Management & Business Policy, Pearson Education, New Delhi, 8th Ed., 2006 Other Specific Books: 2. Kazmi, A. Business Policy and Strategic Management, Tata McGraw Hill, New Delhi, 2nd Ed. 2007 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 ...
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... measure the impact of a global corporation’s social efforts can seem almost unmanageable. The facets of influence seem to multiply the harder you look at the question. Who is being impacted? (Individuals, communities, an industry sector, a nation, the world?) What’s the nature of the impact? (Something we can easily measure, like greater income, or something more nebulous like empowerment?) Finally, how efficiently is that impact delivered? (In terms of management, operations, return on investment? How do our efforts leverage the firm’s core competencies or unique resources? How did we do against some measure of what impact we might have achieved had we invested our resources differently?) Evaluation can range from collecting a few key data points every month to undertaking a decade-‐long academic analysis. Which is better? It all depends on what your goals are. For example, take a PepsiCo water ...
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...This chapter was excerpted from Dayle M. Smith (2000). Women At Work: Leadership for the Next Century. Upper Saddle River, NJ: Prentice Hall. Cynthia A. Thompson and Laura L. Beauvais I love my life! My husband and I have arranged our work lives so that we can spend as much time as possible with our kids, and still feel like we’re making a difference at work. —JESSICA DEGROOT, FOUNDER. THE THIRD PATH INSTITUTE It just got to be too much. Monday through Friday I caught the 6:30 train for the city, and didn’t return until 6 P.M. . I loved my job, the money was good, but there was no flexibility, no possibility for part-time work. And I really missed my kids. My husband was making more than I did and we finally decided we could live on his salary. So I quit. —LISA CELONA. FORMER NASDAQ EQUITY TRADER. CURRENT AT-HOME MOM I spent four years working for an insurance company as director of media services. Because my wife was a performer in New York City and had to work evenings; I was the primary caregiver for our two children. That meant I had to leave work earlier than any of the other managers, and that caused a lot of friction and resentment... The tension it created for me at work was instrumental in my eventually having to leave the company. —MICHAEL KERLEY, PRESIDENT, CREATIVE DIALOGUES Chapter Overview This chapter focuses on how women (and, increasingly, men) attempt to balance the multiple competing...
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