Aravind eye care hospital in India Framework/description of the situation In 1992‚ over 30 million cases of blindness existed all over the world‚ with more than 90% in Asia and Africa. Of this‚ India had ~20mn cases of blindness with additional 2mn cases added every year‚ of which upto 80% were cataract related. With an infrastructure that could handle only 1.2 million cataract cases annually‚ the situation is expected to get worse. The rural areas of the country were particularly exposed as
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Strategic Thinking and Strategic Leadership Abstract The purpose of the study is to evaluate and discuss the concepts of strategic thinking and strategic leadership to gain competitive advantage for organizations. For this‚ every aspect related to strategy is discussed. The study starts with introducing the concept of strategy‚ strategic thinking‚ strategy analysis‚ strategic leadership‚ strategic implementation and learning organization. Thus‚ the challenge to managers is to decide on strategies
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(2004) Strategy Maps: Converting Intangible Assets into Tangible Outcomes‚ Harvard Business School Press. Becker‚ E. B.‚ Huselid‚ M. A. & Ulrich‚ D. (2001)‚ The HR Scorecard: Linking People‚ Strategy and Performance‚ 1st Edition‚ Harvard Business School Press. Phillips‚ J. J.‚ Stone‚ R. D. & Phillips‚ P. P. (2001) The Human Resources Scorecard‚ Butterworth-Heinemann. Albrecht‚ M. H. (2000) International HRM: Managing Diversity in the Workplace‚ Blackwell Publishers. Fitz-Enz‚ J‚ (2000) The ROI of Human
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131239 Agenda • Company background • Country • Volkswagen do Brasil • Challenges Thomas Schmall faceed upon becoming CEO of Volkswagen do Brasil (VWB) • VWB’s new strategy • Role of strategy map and Balanced Scorecard in the new strategy. • Strengths and weaknesses of the scorecard • Using the scorecard to deal with the challenges faced by the company in January 2009 Volkswagen background 370 000 Employees world wide 61 Production facility Across 21 countries 6.3 M Vehicles across 10 brands 10.3%
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analyze the strategy‚ balance scorecard and the strategic profitability of an organisation. The organisation we had chosen is the famous petroleum and gas company‚ ExxonMobil. First‚ we will describe some basic information of ExxonMobil briefly. Next‚ we are going to state the mission of it and classify ExxonMobil’s strategy. ExxonMobil’s value proposition and core competencies will also be identified. Furthermore‚ Porters Five Forces Framework and the balance scorecard are used in the analysis in
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impact of logistics activities • To become aware of some of the more common measures of logistics performance 3-3 © Pearson Education‚ Inc. publishing as Prentice Hall Strategic and Financial Logistics Key Terms • Assets • Asset turnover • Balanced scorecard (BSC) • Balance sheet • Cost leadership strategy • Differentiation strategy • Expenses (costs) • Focus strategy © Pearson Education‚ Inc. publishing as Prentice Hall 3-4 Strategic and Financial Logistics Key Terms • • • • Income statement
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their interrelations Understand the need for a sustainable supply chain strategy Understand the ingredients of a sustainable supply chain strategy Apply a generic‚ iterative approach to develop your sustainable supply chain strategy Apply a balanced scorecard to implement your sustainable supply chain strategy 2.1 Introduction: The Starting Point Long-term trends pose challenges for supply chain managers and make increasing requirements on the strategic management expertise of today’s companies
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whirlpoolcorp.com/about/default.asp Project Management (2005): Project Charter‚ retrieved September 29th‚ 2006 from: http://www.1000ventures.com/business_guide/crosscuttings/project_charter.html Balanced Scorecard (2006)‚ answers.com‚ retrieved October 1st‚ 2006 from: http://www.answers.com/topic/balanced-scorecard Gray-Larson (2005) 3rd ed. Project Management: The Managerial Process "Defining the Project"‚ pg100‚ pa1 UCOP (2006) "Project Quality Management Program"‚ retrieved October 1st‚ 2006 from: http://www
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I. Total Quality Management(TQM) * Definition: TQM is a set of management practices throughout the organization‚ geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an
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Tri-Cities Community Bank – A Balanced Scorecard Case By Tom Albright‚ Stan Davis‚ and Aleecia Hibbets Case A. Balanced Scorecard Development Tri-Cities Community Bank (TCCB) is located in the Midwest US and has a total of 10 branches grouped into two divisions‚ the southern division (SD) and the northern division (ND). Each division consists of five branches; each branch employs a branch president‚ branch vice-president/chief loan officer‚ customer service representatives‚ loan
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