Week 3 – The Balanced Scorecard – Kaplan and Norton Squeaky Brakes focused mainly on financial perspective of our business‚ ignoring operational aspects. However‚ Kaplan and Norton suggest that there are four perspectives‚ which must be considered. * How do customers see us? (customer perspective) * What must we excel at? (internal perspective) * Can we continue to improve and create value? (innovation and learning perspective) * How do we look to shareholders? (financial perspective)
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and core competencies. The first part will be concluded by a series of recommendation discussed during the group presentation provided in class The second part of the report will focus on the strategy developed and used by Cirque du Soleil in order to reach the success. This strategy called Blue Ocean strategy will be in a first part detailed to the Cirque Case and then we will see in a second part where this concept can be applicable or if it was already applied and by which industry. A bibliography
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Jellyfish and Ocean Currents Mrs. Haske English 11 December 4‚ 2012 Outline I Introduction A. Statements about jellyfish B. Thesis statement: Jellyfish are mysterious creatures that live almost anywhere in the water and depend on ocean currents to move as well as create them. II Body A. What are jellyfish? 1. History of the jellyfish 2. Description of the jellyfish a. Where their body parts are located and what they do
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Froilan Mencias EEMBA: Strategic Management 2 Prof. Jesus Gallegos Jr February 12‚ 2013 Written Analysis of Case: Nike “Jordan Brand” a Blue Ocean Strategy In 1983 Nike had revenues of $920m‚ this increased by $15m after the Air Jordan 1 was released in 1984. Air Jordan 1 actually sold $130m in 1984 or 13% incremental sales. In 1989‚ powered by further increase in Jordan’s popularity and the efficacy of his “Just Do It” campaign‚ Nike sales reached $1.7 Billion‚ with the Jordan
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Magical Apple Apple’s over-arching company strategy follows an innovative‚ mysterious and customer-centered strategy. One of the main reasons for Apple’s success has to do with their large commitment to satisfying customers while continuously innovating their products and design without creating a sense of “too much” or confusing their consumers through new operating systems. These goals‚ which create a unique and successful company‚ are achieved through the ways in which they use the five key
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Marketing strategies were central to making Apple Inc. a global success: Analysing how these strategies were so pivotal to their success. Apple Inc. made Apple brand and used it to establish an ‘Apple empire’‚ which accounted for many highly competitive markets‚ including the Smart Phone market‚ such as Apple IPhone. Consumer Electronics market with products‚ such as the Itouch and Tablet PC (personal computer) market‚ for instance‚ the Macbook Air. According to Chzain‚ Apple maintains more than
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Title: Pioneers in the Mobile Phone Industry: An Investigation of Apple’s Innovative Strategies and Current Business Model Abstract This paper tries to analyse Apple’s marketing strategy in recent years and the reasons why it has overshadowed its competitors focusing on four marketing strategies such as product strategy‚ pricing strategy‚ promotion strategy and distribution strategy‚ offering comparison between Apple and some main competitors (Samsung‚ Blackberry and Motorola) Introduction In
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11 Ansoff’s 12-16 Reference List 17-18 Bowman’s Strategy Clock 19-22 Reference List 23-24 BCG (Boston Consulting Group)
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{draw:g} {draw:g} {draw:g} Internal Analysis _Mission Statement : Apple is committed to bringing the best personal computing‚ portable digital music and mobile communication experience to students‚ educators‚ creative professionals and consumers around the world through its innovative hardware‚ software and internet offerings._ Resources Apple and innovation has almost been synonymous. Apple’s has been through many ups and few downs in its life and this trend brings out clearly its
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TATA NANO- A BLUE OCEAN | December 10 2010 | | Background Between 1970 and 1984 cars were considered a luxury product; manufacturing was licensed‚ manufacturing was restricted; there were quantitative restrictions on import and a tariff structure designed to restrict the market. The market was dominated by 6 manufacturers - Telco (now Tata motors)‚ Ashok Leyland‚ Mahindra & Mahindra‚ Hindustan motors‚ Premier automobiles and Bajaj auto. The decade of 1985 to 1995 saw the entry
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