Part 2 THE ENVIRONMENT OF MANAGEMENT. Chapter 3 ORGANISATION CULTURES AND CONTEXTS
|
|
- Elisabeth Riley
- 7 years ago
- Views:
Transcription
1 Slide 3.1 Part 2 THE ENVIRONMENT OF MANAGEMENT Chapter 3 ORGANISATION CULTURES AND CONTEXTS Slide 3.2 The environments of managing Cultures and their components Types of culture Competitive environment Porter s five forces General environment PESTEL analysis Stakeholders and corporate governance Integrating themes Cases and examples Nokia, Bosch, Unilever, Iris 1
2 Slide 3.3 Environmental influences Figure 3.1 Environmental influences on the organisation Slide 3.4 Why study the environment of managing? Organisations depend on their environment for inputs and to take outputs. Managers act on assumptions about: culture competitive environment general environment stakeholders. These assumptions affect what they do. Are they valid, and how would alternative views lead to different actions? 2
3 Slide 3.5 Organisational cultures Belief that culture affects performance. Schein (2010): culture develops as people work together, and develop shared beliefs about what works, which is transmitted to successive generations (Figure 3.2). Beliefs relate to: mission, goals, ways of achieving goals and how to measure performance. Slide 3.6 How culture develops Figure 3.2 The stages of cultural formation 3
4 Slide 3.7 Components of culture Artefacts Surface level visible features: dress, layout. Espoused beliefs and values Beliefs members hold about their work and the situations with which they deal. Basic underlying assumptions Deeply held ideas about the way people work together, and the sources of their success. Slide 3.8 Types of culture (Quinn et al. 2003) Figure 3.3 Types of organisational culture Source: Based on Quinn et al. (2003). 4
5 Slide 3.9 Multiple cultures Martin (2002) challenged the view that culture takes a unified form. Suggested three perspectives: Integration: members have consistent beliefs and values Differentiation: conflicting beliefs, by function or level Fragmentation: fluid nature of organisations, change of views about events, not related to functions or levels Slide 3.10 The competive environment Competitive environment General environment Stakeholders Managers interpret these forces (not objective realities) respond by changing internal environment Forces that affect industry profitability. 5
6 Slide 3.11 GG1 GG2 GG3 Porter s five Forces of Industry Competition Slide 3.12 Threat of new entrants Fewer new entrants = more profit Entry barriers include: high costs of equipment and facilities; lack of distribution facilities; customers loyal to established brands; small companies lack economies of scale; subsidies/regulations favour existing firms. Examples of products with entry barriers include patent protection for drugs, presentation software (Powerpoint). 6
7 Bild 11 GG1 Giuseppe Grossi; GG2 Giuseppe Grossi; GG3 Giuseppe Grossi;
8 Slide 3.13 Intensity of rivalry amongst competitors Greater rivalry = less profit Rivalry increases when: many firms, but none dominant; market growing slowly, so firms fight for share; high fixed costs encourage overproduction; loyalties (family businesses or political support) prolong overcapacity. Examples include airline and newspaper industries. Slide 3.14 Power of buyers (customers) Greater power of buyers = less profit to seller Power of buyer increases if: buyer takes high percentage of supplier s sales; many alternative products or suppliers available; product is a high percentage of buyer s costs, creating incentive to seek alternatives; cost of switching to other suppliers is low. Examples include products sold online, and major supermarkets like Wamart, Tesco. 7
9 Slide 3.15 Bargaining power of suppliers High power of supplier = less profit to buyer Power of supplier is high if: buyer takes small percentage of sales; few alternative products or suppliers (distinctive product keeps buyers loyal); product a low percentage of buyer s costs, little incentive to seek alternatives; cost of switching suppliers high. Examples include luxury brands, business software. Slide 3.16 Threat of substitutes Easy to substitute = less profit to supplier Substitution becomes easier if: buyers willing to change buying habits; technological developments enable new products and services; transport costs fall; new suppliers enter the market. For example, online media, new materials. 8
10 Slide 3.17 Managing the five forces Subjective interpretation as well as objective realities Forces contradict/balance each other Managers can consciously try to shape them as part of their strategy Competitive forces affected by those in the general environment. Slide 3.18 General environment Figure 3.5 Identifying environmental influences PESTEL analysis 9
11 Slide 3.19 Political and economic Political Governments shape what businesses can do Taxation, pollution, regulation Businesses lobby to influence government. Economic Wealth and stage of development Wage levels, interest rates, consumer confidence Managers time investment to suit economic growth prospects. Slide 3.20 Social and technological Socio-cultural Demographic trends, family structures consumer tastes, Grown Up Digital. Technological Physical infrastructure, transportation, communications technologies For example, convergence of data, video and voice technologies opening vast markets 10
12 Slide 3.21 Environmental and legal Environmental (natural) Natural resources, pollution and the effects of climate change on business (threats and opportunities). Legal The framework within which companies operate employment, financial or governance regulations. Slide 3.22 Using PESTEL As in five forces, subjective interpretation as well as objective realities. Forces in the general environment affect public organisations as much as private. The value is NOT a long list of factors, but agreement on critical ones that stakeholders may use to stimulate internal change. 11
13 Slide 3.23 Change and complexity Figure 3.6 Types of environment Slide 3.24 Stakeholders People or groups with expectations of the organisation Customers, communities, government How to manage their conflicting interests Companies seek to influence stakeholders. 12
14 Slide 3.25 Stakeholders Stakeholders Contributions Expectations Shareholders Capital Dividend and/or share value Creditors Loans Timely repayment Managers Time and skills Fair income and adequate working conditions Employees Time and skills Fair income and adequate working conditions Costumers Revenues from sale of Value for money goods Suppliers Input of materials and Fair prices and dependable buyers other resources Local communities Sites, local Infrastructure, No demage to quality of life tax incentive General public National infrastructure No demage to quality of life And obey to law Hill & Jones (1992) Slide 3.26 Corporate governance Interests of professional managers often diverge from those of owners and/or citizens who use and pay for public services (AGENCY THEORY) Governance refers to rules and processes intended to ensure transparency and accountability of those in charge. Substance includes: internal controls mechanisms to limit power of individuals process to manage relationships between groups. 13
15 Slide 3.27 Integrating themes Entrepreneurship Seeing external opportunities is a key skill, supported by experience, networks and creativity. Sustainability Climate change leading managers to seek ways to run organisations more sustainably. Internationalisation International organisation can benefit from the many cultural perspectives of employees. Governance Some cultures encourage excessive risks, which governance systems can discourage. Slide 3.28 Summary The assumptions managers make about their environment affects what they do. The cultures, five forces, PESTEL and stakeholder models help managers to analyse their contexts. The models enable you to question The assumptions that guide action Whether they accurately reflect the context Possible alternative views The limitations of any one view. 14
Masters in Engineering and Management of Technology Masters in engineering Design Introduction to Entrepreneurship and New Venture Creation
Masters in Engineering and Management of Technology Masters in engineering Design Introduction to Entrepreneurship and New Venture Creation Rui Baptista The Structural Analysis of Industries What is Strategy?
More informationMODULE TITLE: Exploring Strategy
SCHOOL OF ARTS, SOCIAL SCIENCES AND MANAGEMENT DIVISION OF BUSINESS, ENTERPRISE AND MANAGEMENT LEVEL 3 DIET 2 MODULE CODE: B3132 MODULE TITLE: Exploring Strategy DATE: 29 July 2013 WRITING TIME: 2 Hours
More informationTHE COMPETITIVE ADVANTAGE THEORY AS A GROWTH STRATEGY
THE COMPETITIVE ADVANTAGE THEORY AS A GROWTH STRATEGY Management Marketing - Tourism Ec. Ecaterina Nicoleta Ciurez Ph.D University of Craiova, Faculty of Economics and Business Administration, Craiova,
More informationMBA StratMan Analyse the Environment. Dr. Vesselin Blagoev
MBA StratMan Analyse the Environment Dr. Vesselin Blagoev Diagnosing the strategic position (Strategic Analysis) Environment Analysing the environment Capability Purpose Culture Source: Johnson, Scholes
More informationChapter 7: Market Structures Section 1
Chapter 7: Market Structures Section 1 Key Terms perfect competition: a market structure in which a large number of firms all produce the same product and no single seller controls supply or prices commodity:
More informationStrategic Elements of Competitive Advantage. PPT 6 (First ppt slides after the mid-term) Assist. Prof. Dr. Ayşen Akyüz
Strategic Elements of Competitive Advantage PPT 6 (First ppt slides after the mid-term) Assist. Prof. Dr. Ayşen Akyüz Industry Analysis: Forces Influencing Competition Industry group of firms that produce
More informationTHE INDUSTRIAL ENVIRONMENT ANALYSIS AUTHOR
THE INDUSTRIAL ENVIRONMENT ANALYSIS AUTHOR DR.MAHESH, M.Com., M.Phil.,NET.,MBA.,PH.D., HEAD,PG AND RESEARCH, DEPARTMENT OF COMMERCE, MEENAKSHI CHANDRASEKARAN COLLEGE OF ARTS AND SCIENCE, KARAMBAYAM, PATTUKKOTTAI.
More informationLeading Change: A Conversation with Ron Williams
Student Self-administered case study The external environment Leading Change: A Conversation with Ron Williams Case duration (Min): 45-60 Strategic Management (SM) The external environment The internal
More informationWarner EMI Music. Strategic Development for the First Decade of the New Millennium
Innovative Marketing, Volume 2, Issue 1, 2006 67 Warner EMI Music. Strategic Development for the First Decade of the New Millennium Demetris Vrontis Abstract This case has been compiled to put forward
More informationMarks & Spencer. Marks & Spencer was founded on 1884 as a market stall by Marks. It became Marks &
Marks & Spencer Marks & Spencer was founded on 1884 as a market stall by Marks. It became Marks & Spencer in 1894 as a partnership with Spencer. From that humble beginning Marks & Spencer became leader
More informationThe impact of external environment on organizational development strategy
MPRA Munich Personal RePEc Archive The impact of external environment on organizational development strategy Alina Voiculet and Nicoleta Belu and Denisa Elena Parpandel and Ionela Carmen Rizea Constantin
More informationCourse 103402 MIS. Information Systems, Organizations and Strategies
Oman College of Management and Technology Course 103402 MIS Topic 2 Information Systems, Organizations and Strategies CS/MIS Department Organizations and Information Systems Information technology and
More informationAlexander Nikov. 3. Information Systems and Organisational Issues. Learning Objectives. Verizon or AT&T: Which Company Has the Best Digital Strategy?
INFO 1500 Introduction to IT Fundamentals Learning Objectives 3. Information Systems and Organisational Issues 1. Identify and describe important features of organizations that managers need to know about
More informationBusiness Plan Template Job Creation Social Enterprise
Business Plan Template Job Creation Social Enterprise Enterprise ABC Agency XYZ Prepared by: Last Revised: 08 October 2009 TABLE OF CONTENTS 1. BUSINESS DESCRIPTION... 3 1.1. Enterprise and agency overview...
More informationEconomics Chapter 7 Review
Name: Class: Date: ID: A Economics Chapter 7 Review Matching a. perfect competition e. imperfect competition b. efficiency f. price and output c. start-up costs g. technological barrier d. commodity h.
More informationMKTG 680. Chapter 15 Strategic Elements of Competitive Advantage. Porter s Five Forces. Industry Analysis: Forces Influencing Competition
MKTG 680 Chapter 15 Strategic Elements of Industry Analysis: Forces Influencing Competition Industry group of firms that produce products that are close substitutes for each other Porter s Five forces
More informationStakeholders in a Business
Name: Class: Date Taken: Total Possible Marks: Stakeholders in a Business Complete the following questions in the time allowed by your teacher QUICK DEFINITIONS Write a short, accurate definition for each
More informationE3- Strategic Management Practice Test Answers
E3- Strategic Management Practice Test Answers The Practice Test can be viewed at http://www.pearsonvue.com/cima/practiceexams/ These answers have been provided by CIMA for information purposes only. In
More informationEnterprise in the Hospitality and Catering Industry Module 5
Module 5 Contents Page Number Introduction - Aims 3-5 Workbook Content Glossary 6 Industry 7 Planning and Participate in the organisation of a Function / Event Task 1: Finding information 8 Task 2: Size
More informationShaping. Business Strategy. Through. Competitive Intelligence. Strategic Use of. Intellectual Property Information
Shaping This project is funded by the EU Business Strategy Through Competitive Intelligence Strategic Use of Intellectual Property Information Strategic Planning Process Business Strategy Definition This
More informationDeveloping an Organisational Vision
Ralph Lewis Associates 1 Developing an Organisational Vision Why do you exist as an organisation? Who do you serve? Where is the passion? What is the dream, Where is the fire, What is the spirit? www.ralphlewis.co.uk
More informationInformation Systems, Organizations, and Strategy
Information Systems, Organizations, and Strategy VIDEO CASES Chapter 3 Case 1: National Basketball Association: Competing on Global Delivery with Akamai OS Streaming Case 2: IT and Geo-Mapping Help a Small
More informationSources of finance (Or where can we get money from?)
Sources of finance (Or where can we get money from?) Why do we need finance? 1. Setting up a business 2. Need to finance our day-to-day activities 3. Expansion 4. Research into new products 5. Special
More informationTesco: use of IT and information systems
Student Self-administered case study Tesco: use of IT and information systems Introduction to MIS Case duration (Min): 45-60 Management Information Systems (MIS) Introduction to MIS Business functions
More informationA primer in Entrepreneurship
Prof. Dr. Institutefor Strategy and Business Economics Where we are: Step 1 Step 2 Developing Successful Business Ideas 2008 Prentice Hall Chapter 5: Industry and Competitor Analysis Table of Contents
More informationA primer in Entrepreneurship
Prof. Dr. Institute for Strategy and Business Economics Spring semester2008 Chapter 5: Industry and Competitor Analysis Table of Contents I. Industry Analysis II. IV. The Importance of Industry Versus
More informationChapter 2 Strategy and Technology: Concepts and Frameworks for Understanding What Separates Winners from Losers
Chapter 2 Strategy and Technology: Concepts and Frameworks for Understanding What Separates Winners from Losers 2-1 The Danger of Relying on Technology Firms strive for sustainable competitive advantage,
More informationProfessional Level Skills Module, Paper P4
Answers Professional Level Skills Module, Paper P4 Advanced Financial Management December 2011 Answers 1 Up to 4 professional marks are available for the presentation of the answer, which should be in
More informationDilshan Perera MBA (PIM Sri.J) B.B.Mgt.(Marketing)Spe.(Hons.) (Kelaniya) Chartered Marketer, Dip. M,MCIM (UK) MSLIM,MIM(SL)
Principles of Functions of Management Dilshan Perera MBA (PIM Sri.J) B.B.Mgt.(Marketing)Spe.(Hons.) (Kelaniya) Chartered Marketer, Dip. M,MCIM (UK) MSLIM,MIM(SL) Head of Marketing - HNB Assurance PLC and
More informationLearning Objectives: Quick answer key: Question # Multiple Choice True/False
0 Learning Objectives: 11.1 Describe the advantages and disadvantages of the most common forms of business ownership. 11.2 Identify the stakeholders of a business and describe why they are important. 11.3
More informationUnit Title: Enterprise Start-up Guided Learning Hours: 100 Level: Level 4 Number of Credits: 12
Unit Title: Enterprise Start-up Guided Learning Hours: 100 Level: Level 4 Number of Credits: 12 Learning Outcome 1 The learner will: Understand that creativity is a central component of true entrepreneurial
More informationIntroduction to Profit and Loss Accounts and Balance Sheets
W J E C B U S I N E S S S T U D I E S A L E V E L R E S O U R C E S. 2008 Spec Issue 2 Sept 2012 Page 1 Introduction to Profit and Loss Accounts and Balance Sheets Specification Requirement -Understand
More information0450 BUSINESS STUDIES
CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education MARK SCHEME for the May/June 2014 series 0450 BUSINESS STUDIES 0450/12 Paper 1 (Short Answer/Structured Response),
More informationIntro to Business Chapter 2: Economic Systems UNIT TEST. Name: Period: Date:
Vocabulary Identification Word Bank 1. BUSINESS 2. MARKET ECONOMY 3. Scarcity 4. ECONOMIC SYSTEM 5. VOLUNTARY EXCHANGE 7. DIRECTED OR 8. CUSTOM-BASED PLANNED ECONOMY ECONOMY 6. COMPETITION 9. CAPITALISM
More informationChapter 14 Monopoly. 14.1 Monopoly and How It Arises
Chapter 14 Monopoly 14.1 Monopoly and How It Arises 1) One of the requirements for a monopoly is that A) products are high priced. B) there are several close substitutes for the product. C) there is a
More informationBenefits. MIRACLE Benefits. I have no idea! What is going on in here? Konferencja "Bezpieczny Projekt" WARSZAWA 11 maja 2010 r.
Programme Plan MIRACLE Benefits Benefits What is going on in here? I have no idea! 1 W A R S Z A W A R Z E S Z Ó W W R O C Ł A W 1 Fitting the pieces together How the APMG Product Set helps you manage
More informationMarketing Strategy & Positioning. Competitive Environment
Marketing Strategy & Positioning Chuck Felder MBA, PT, SCS, ATC Competitive Environment Direct competitors PT clinics POPT clinics Chiropractors? Personal trainers? Dance studios? Massage therapists? 2
More informationHow SAP AG walks through the adaptive cycle of change, and survives!
How SAP AG walks through the adaptive cycle of change, and survives! Marcus Veen (10645144) Position Paper, University of Amsterdam, Master BIS: Virtual organisation in a dynamic context, November 13 th,
More informationCustomer Relationship Management and Five Forces Analysis in Nonprofit Organization in Oman
International Journal of Scientific and Research Publications, Volume 6, Issue 1, January 2016 436 Customer Relationship Management and Five Forces Analysis in Nonprofit Organization in Oman Ahmed Al-Arafati
More informationCHAPTER 4 COMPETITIVE ANALYSIS FOR STRUCTUAL ATTRACTIVENESS
By Roshan pant MBM 2 nd semester CHAPTER 4 Nepal Commerce Campus COMPETITIVE ANALYSIS FOR STRUCTUAL ATTRACTIVENESS Concept of Competition: This is the age of competition. Marketers must carefully identify
More informationCase Study: (Robert M. Grant) Client: SEGA
Strategic Management Case Study: Rivalry in Video Games (Robert M. Grant) Client: SEGA Strategic Management MBA-Entrepreneurial Management Berlin School of Economics (FHW) Lecturer/assessor: David Palmer
More informationLearning Objectives. Chapter 6. Market Structures. Market Structures (cont.) The Two Extremes: Perfect Competition and Pure Monopoly
Chapter 6 The Two Extremes: Perfect Competition and Pure Monopoly Learning Objectives List the four characteristics of a perfectly competitive market. Describe how a perfect competitor makes the decision
More informationRetail Marketing Strategy
Chapter 5 Retail Marketing Strategy PPT McGraw-Hill/Irwin 5-1 Levy/Weitz: Retailing Management, 5/e Copyright 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Elements in Retail Strategy Target
More informationDesign as a strategic resource: mapping design to the value chain and other strategy models. John Stevens, Centre for Technology Management May 2007
Design as a strategic resource: mapping design to the value chain and other strategy models John Stevens, Centre for Technology Management May 2007 Overview Design is increasingly recognised as strategically
More informationCHAPTER 2: THE MARKET SYSTEM AND THE CIRCULAR FLOW
CHAPTER 2: THE MARKET SYSTEM AND THE CIRCULAR FLOW Introduction The problem of scarcity forces societies to make choices about what to produce, how to produce those goods, and who will receive the goods
More informationBUS 478: Seminar on Business Strategy SYNOPSIS PROJECT: AMAZON.COM. Group G. Group Members: Tristan Landrecht. Jessica Zhang. John Chen.
BUS 478: Seminar on Business Strategy SYNOPSIS PROJECT: AMAZON.COM Group G Group Members: Tristan Landrecht Jessica Zhang John Chen Jin Can Chen Jae Kim 0 Company Background When Amazon was founded in
More informationIndustry Analysis: The Fundamentals
Industry Analysis: The Fundamentals OUTLINE The objectives of industry analysis From environmental analysis to industry analysis Porter s Five Forces Framework Applying industry analysis Industry & market
More informationMkt501 final term subjective Solve Questions By Adnan Awan
Mkt501 final term subjective Solve Questions By Adnan Awan Question No: ( Marks: 3 ) How public relations are helpful in creating goodwill for organizations? ANSWER Corporations use marketing public relations
More informationStrategic Planning: External Environmental Scanning
Strategic Business Planning for Commercial Producers Business Environment Strategic Planning: External Environmental Scanning Craig Dobbins Center for Food and Agricultural Business Purdue University Any
More informationUrban Community Energy Fund Getting your project investment ready
Urban Community Energy Fund Getting your project investment ready What is investment readiness, and why does it matter? Investment readiness is when your project is at the right stage to secure a bank
More informationSOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS
SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR S COMMITMENT FOR RESPONSIBLE TRADE. 4 SOCIAL AND ETHICAL CHARTER FOR OUR SUPPLIERS CARREFOUR SOCIAL AND ETHICAL RESPONSIBILITY The Carrefour group,
More informationAchieving Competitive Advantage with Information Systems
Chapter 3 Achieving Competitive Advantage with Information Systems 3.1 Copyright 2011 Pearson Education, Inc. STUDENT LEARNING OBJECTIVES How does Porter s competitive forces model help companies develop
More informationOlav Jones, Head of Insurance Risk
Getting you there. What is Risk Management of an Insurance Company, a view of a Head of Insurance Risk? Olav Jones, Head of Insurance Risk Olav Jones 29-11-2006 1 Agenda I. Risk Management in Insurance
More informationAdvanced Diploma in Purchasing and Supply. Marketing for Purchasers. L5-10/May-08 LEVEL 5 MARKING SCHEME. May 2008. Carrington
Advanced Diploma in Purchasing and Supply Marketing for Purchasers L5-10/May-08 LEVEL 5 MARKING SCHEME May 2008 Carrington SECTION A Q1 to test candidates knowledge and understanding of the marketing mix
More informationTHE AMERICAN AIRLINEW INDUSTRY AND SOUTHWEST AIRLINES. low profit margins. Within the industry, however, there have been differences in terms of
THE AMERICAN AIRLINEW INDUSTRY AND SOUTHWEST AIRLINES Introduction The domestic airline industry in the USA has been characterized by intense rivalry and low profit margins. Within the industry, however,
More informationHow To Understand The Growth In Private Health Insurance
COMPETITION IN THE AUSTRALIAN PRIVATE HEALTH INSURANCE MARKET Page 1 of 11 1. To what extent has the development of different markets in the various states had an impact on competition? The development
More informationCoca-Cola Case Analyses. <Student Name> <Name and Section # of course> <Instructor Name> <Date>
Running Head: COCA-COLA CASE Coca-Cola Case Analyses Coca-Cola Case 2 Coca-Cola Case Analyses This paper is about the company Coca-Cola
More informationBusiness Concept Assessment
Business Concept Assessment Frank Moyes and Stephen Lawrence Deming Center for Entrepreneurship Leeds School of Business University of Colorado Boulder 1 Business Concept Assessment Opportunity/Need 1.
More informationUses and Limitations of Ratio Analysis
Uses and Limitations of Ratio Analysis Balkrishna Parab ACS, AICWA balkrishnaparab@jbims.edu F inancial statement analysis involves comparing the firm s performance with that of other firms in the same
More informationThe Real Estate Philosopher Porter s Five Forces in the Real Estate World
The Real Estate Philosopher Porter s Five Forces in the Real Estate World Michael Porter is a professor at Harvard Business School. He has spent his long career analyzing strategy and competition. His
More informationSAMPLE BUSINESS PLAN TEMPLATE <<COMPANY LOGO>> <<COMPANY NAME>> BUSINESS PLAN. <<Prepared by: >> <<Date>>
SAMPLE BUSINESS PLAN TEMPLATE BUSINESS PLAN Table of Contents Page Confidentiality Agreement ii 1) Executive Summary 1 2) Company Description
More informationCase Interview - Frameworks
WWW.MCONSULTINGPREP.COM Case Interview - Frameworks For more free and detailed materials on Management Consulting Preparation, visit www.mconsultingprep.com 2014 MConsultingPrep, Inc. COMPLETE FRAMEWORKS
More information'LJL7D/ 0(',$ 0JPW Digital Strategies tisdag den 29 september 2009
Digital Strategies The beginning of the end Today - Internet & Strategy Tuesday 29th - Management and ethics Wednesday (30th) - Seminar presentations Next Wednesday (7th)- Seminar presentations Thursday
More informationTHE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL
International Journal of Emerging and Transition Economies Vol. 5, No. 1-2, 2012, 57-64 THE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL Monika Kowalska
More informationProject 1 - Business Proposal (PowerPoint)
Project 1 - Business Proposal (PowerPoint) extraordinary faculty, inquisitive and talented students, a constant striving to build upon and expand historical strengths, the vision to anticipate the future,
More informationCREATING VALUE FOR STAKEHOLDERS
UVA-S-0169 January 11, 2010 CREATING VALUE FOR STAKEHOLDERS A good strategist must learn how to think carefully about the creation of value for customers, suppliers, employees, communities, and shareholders.
More informationStrategic Management
Strategic Management Dr. Shyamal Gomes Chapter 3.1 Environmental Scanning Environment literally means the surroundings external objects, influences or overall circumstances under which someone or something
More informationA target cost is arrived at by identifying the market price of a product and then subtracting a desired profit margin from it.
Answers Fundamentals Level Skills Module, Paper F5 Performance Management June 2015 Answers Section A 1 C Divisional profit before depreciation = $2 7m x 15% = $405,000 per annum. Less depreciation = $2
More informationK-12 Entrepreneurship Standards
competitiveness. The focus will be on business innovation, change and issues related to the United States, which has achieved its highest economic performance during the last 10 years by fostering and
More information- Contains an executive summary and data on value, volume and/or segmentation
Brochure More information from http://www.researchandmarkets.com/reports/368198/ Used Cars in Europe Description: The Used Cars in Europe industry profile is an essential resource for top-level data and
More information5 KEYS [ ] to Successfully Tracking Customer Experience. Are you delivering a top-notch customer experience that <keeps them coming back?
Are you delivering a top-notch customer experience that
More informationSkills Knowledge Energy Time People and decide how to use themto accomplish your objectives.
Chapter 8 Selling With a Strategy Strategy Defined A strategy is a to assemble your resources Skills Knowledge Energy Time People and decide how to use themto accomplish your objectives. In selling, an
More informationChapter 7 Monopoly, Oligopoly and Strategy
Chapter 7 Monopoly, Oligopoly and Strategy After reading Chapter 7, MONOPOLY, OLIGOPOLY AND STRATEGY, you should be able to: Define the characteristics of Monopoly and Oligopoly, and explain why the are
More informationBluebird Business Plan
Bluebird Business Plan Table of Contents Table of Contents 1 Executive Summary 2 Description of the Business. 3 The Problem 3 The Solution 3 Mission 3 Product Description 4 Intellectual Property 4 Marketing
More informationCHAPTER 12 MARKETS WITH MARKET POWER Microeconomics in Context (Goodwin, et al.), 2 nd Edition
CHAPTER 12 MARKETS WITH MARKET POWER Microeconomics in Context (Goodwin, et al.), 2 nd Edition Chapter Summary Now that you understand the model of a perfectly competitive market, this chapter complicates
More informationThere are several ways that companies can be owned and can raise fresh capital for investment.
2 3 There are several ways that companies can be owned and can raise fresh capital for investment. Companies can be state-owned. They can be owned by families or big businessmen and women. They can be
More informationBusiness production 22 Methods of production 24 Efficiency and new technology 26 Quality management 28
Contents Exam board specification map Introduction Topic checker Topic checker answers iv vi x xiv Business types and objectives Business types 2 Enterprise and business planning 4 Business objectives
More informationHow To Understand The Market For Voice Over Internet Protocol In India
Enterprise VoIP Future Potential of the Indian Market for Managed VoIP Solutions Moving to an IP Platform of Services can be Seen as Another Wave in Convergent Communications 9846-63 September 2014 Contents
More informationEdwards Jones 2006 Case Analysis. Next Step Consulting
Edwards Jones 2006 Case Analysis Next Step Consulting Industry Industry SIC Code: 6211 Security Brokers, Dealers, and Flotation Companies Establishment that deal with: Securities Mutual and money market
More informationThe Economics of E-commerce and Technology. Industry Analysis
The Economics of E-commerce and Technology Industry Analysis 1 10/1/2013 Industry Profits In Econ 11, Economic Profits = 0 In reality, many industries have much higher profits: 2 10/1/2013 Industry Analysis
More informationDeveloping and Delivering a Winning Investor Presentation
ENTREPRENEUR WORKBOOKS Business Planning and Financing Management Series Building Block 4 Developing and Delivering a Winning Investor Presentation MaRS Discovery District, December 2009 See Terms and
More informationthe combination of varying methods and strategies to get your into the minds and hands of prospective buyers. Marketing is
Marketing for Growth Wayne Brass Art Mahoney Bill McKown Heather Bender the combination of varying methods and strategies to get your product or service into the minds and hands of prospective buyers.
More informationAnalyze the Hotel Industry in Porter Five Competitive Forces
Analyze the Hotel Industry in Porter Five Competitive Forces Dr. David S. Y. Cheng, Faculty (Business) Upper Iowa University Hong Kong Campus ABSTRACT This article is going to discuss the strengths and
More informationThe three most important things in retailing are location, location and location.
Location Introduction Most business studies textbooks can t resist starting a section on business location with the following phrase: The three most important things in retailing are location, location
More informationCHAPTER 11 INTERNATIONAL STRATEGY AND ORGANIZATION
CHAPTER 11 INTERNATIONAL STRATEGY AND ORGANIZATION LEARNING OBJECTIVES: 1. Explain the stages of identification and analysis that precede strategy selection. 2. Identify the two international strategies
More informationMarketing & Market Research A Crucial Part of Product Development
Marketing & Market Research A Crucial Part of Product Development Who is this guy? https://youtu.be/dhcomowrmna Questions Who are Oculus rift s customers? Is Oculus trying to make the best virtual reality
More informationWhat this topic is about. The purpose of marketing Different approaches to marketing Segmentation Niche &mass markets B2C & B2B marketing
Effective Marketing What this topic is about The purpose of marketing Different approaches to marketing Segmentation Niche &mass markets B2C & B2B marketing What is Marketing? The process of identifying,
More informationAPPLE INC. BUS 478: Group Written Case Synopsis
APPLE INC. BUS 478: Group Written Case Synopsis Xiaoyi Zhuang Kelvin Cheung Edith Tang Jessica Xu Helen Li INTRODUCTION Background in Brief Apple is an American corporation that develops and sells computer
More informationBusiness Ideas Streetcar
Student Self-administered case study Business Ideas Streetcar Case duration (Min): > 60 Principles of Management (PoM) Managing Small Business Start Ups Worldwide Case summary: Explores how ideas may be
More informationEconomic Systems and Decision Making
Class: Date: Economic Systems and Decision Making Multiple Choice Identify the letter of the choice that best completes the statement or answers the question. 1. A great variety of goods and services is
More informationCompetitive analysis of the fruit processing industry in Nepal, Vietnam, India, Sri Lanka and Bangladesh Using Porter s Five Forces Model
Competitive analysis of the fruit processing industry in Nepal, Vietnam, India, Sri Lanka and Bangladesh Using Porter s Five Forces Model For an ICUC (International Centre for Underutilised Crops) Project
More informationTRI*M THE CUSTOMER RETENTION SYSTEM
Journal of Information, Control and Management Systems, Vol. 1, (2003) 39 TRI*M THE CUSTOMER RETENTION SYSTEM Radoslav Jankal University of Zilina, Faculty of Management science and Informatics, Department
More information1. Supply and demand are the most important concepts in economics.
Page 1 1. Supply and demand are the most important concepts in economics. 2. Markets and Competition a. Market is a group of buyers and sellers of a particular good or service. P. 66. b. These individuals
More informationFeasibility Study Requirements. Qatar Development Bank
Feasibility Study Requirements Qatar Development Bank i. Feasibility Study Requirements The Feasibility study should ideally encompass the following areas / sections A. Executive Summary. B. Project details
More informationPantene myshampoo Marketing Management Project
SOCIAL SCIENCES INSTITUTE MBA PROGRAMME Pantene myshampoo Marketing Management Project Mehmet Nuri ÇANKAYA June, 2003 Table of Contents Selection Of The Product... 3 Market Segments and Target Markets...
More information0450 BUSINESS STUDIES
CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education MARK SCHEME for the May/June 2014 series 0450 BUSINESS STUDIES 0450/11 Paper 1 (Short Answer/Structured Response),
More informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationCreating Customer Value, Satisfaction, and Loyalty 9/5/2008. Building Customer Value and Satisfaction
Chapter 4 Creating Customer Value, Satisfaction, and Loyalty 4-1 Chapter Questions How can companies deliver customer value, satisfaction, and loyalty? What is the lifetime value of a customer, and why
More informationKey Terms. DECA Ryerson 2015-16 Case Guides Business to Business Marketing
Key Terms Acquisition Costs: The incremental costs involved in obtaining a new customer. Agent: A business entity that negotiates, purchases, and/or sells, but does not take title to the goods. Benchmark:
More information