ArcelorMittal 2011 Executive Summary The underlying challenge for human organizations in the 21st century is to build and preserve a sustainable combination/blend of economic, social, and environmental conditions in a progressive global and commercial society. However, it is a challenge that is not being met at present. Currently it is failing to meet even the basic needs of the society, or to protect its natural resources and the ecosystems that produce them, even as it creates unprecedented wealth
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------------------------------------------------- GROUP # 4 Sonny Nguyen || Brittany Krammes Larisa Zenokhova || Bryan Berduo Table of Contents Page # SECTION I – INTRODUCTION3 SECTION II – BUSINESS LEVEL STRATEGY3 SECTION III – VRIO FRAMEWORK OF RESOURCES & CAPABILITIES4 SECTION IV – VALUE CHAIN ANALYSIS6 SECTION V- INTERNAL WEAKNESSES7 SECTION VI –STRATEGIC ACTION RECOMMENDATION 7 A. REFERENCES…………………………………………………………………………………………………………….8 B. EXHIBITS………………………………………………………………………………………………………
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1 CHAPTER 1 INTRODUCTION 1.1 Introduction Smartphone have a number of important characteristics which make them attractive from an educational perspective. These include increasing portability, functionality, multimedia convergence, ubiquity, personal ownership, social interactivity, context sensitivity, location awareness, connectivity and personalisation (Pachler et al., 2010). Smartphones has gained attractiveness among generation Y. They use Smartphone
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How do you imagine social interaction within 10 years, taking into consideration the impact of technology on human relations? Social interaction has been changing over the years as technology has progressed. Especially during the last two decades, the evolving technology has provided a new definition to human relations. During the 1990’s, the only mobile company ruling was Nokia, and lived up to its tag line of “Connecting people”. That was one phase of social interaction then. As technology advanced
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MKT4010 Marketing Strategy For Management Middlesex University Business School Portfolio Handbook 2012 January Start Cohort Module Leader: • Dr. Kinnari Pancholi: k.pancholi@mdx.ac.uk Room W109 |Student Name: | | |
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[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers
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SIXTH EDITION STRATEGIC MANAGEMENT IN ACTION Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Stephanie Wall Senior Acquisitions Editor: April Cole Editorial Project Manager: Claudia Fernandes Director of Marketing: Maggie Moylan Senior Marketing Manager:
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Contents 1.0 Executive summary 2 2.0 Introduction 3 3.0 Vision & Mission 4 4.0 Corporate Social Responsibility 5 5.0 Five Forces Model of Competition and PESTEL (Marco-Environment) Analysis 6 5.1 Competitive Pressures Created By the Rivalry among Competing Sellers 6 5.2 Competitive Pressure Associated with the Threat of New Entrant 7 5.3 Competitive Pressures Coming from the Sellers of Substitute Product 8 5.4 Competitive Pressures Stemming from Supplier Bargaining Power 9
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Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic
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Strategic management analyzes the major initiatives taken by a company's top management on behalf of owners, involving resources and performance in internal and external environments It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used
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