York‚ NY: McGraw-Hill. Amami‚ M.‚ & Thévenot‚ J. (2000). L’Internet marchand: Caractérisation et positionnements stratégiques. Systèmes d’Information et Management‚ 5(1)‚ 5–40. Benjamin‚ R.I.‚ & Wigand‚ R.T. (1995). Electronic markets and virtual value chains on the information highway. Sloan Management Review‚ 36(2)‚ 62–72. Courtney‚ H.‚ Kirkland‚ J.‚ & Viguerie‚ P. (1997). Strategy under uncertainty. Harvard Business Review‚ 75(6)‚ 66–79. Gordijn‚ J.‚ Akkermans‚ J.‚ & van Vliet‚ J. (2000). What’s
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strategy is working? Why is it working or not working? Improvements in IKEA’s strategy - Performance evaluation of IKEA’s strategy 200?-2009 - Finding - Recommendation - Should try to include the following items in Scope: • Value Chain model • 5 M’s • Porters 5 Forces - Eight Performance Measure • Firm Survival‚ Accounting measures‚ • Multiple stakeholder approach • Balanced score card • Corporate social responsibility‚
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report should follow the following template: 1. Brief statement of current position/outlook of Bonny Doon (about 1 paragraph) 2. Firm Analysis (This part should include: - business model‚ business-level strategy and position‚ - value chain model analysis - analysis of the firm’s resources‚ capabilities and competitive advantage‚ - organizational analysis (management‚ ownership) - profitability analysis (please make sure to include relevant numbers). 3. Industry analysis
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Case study: MTN Introduction: The resource-based view of strategy According to Segal-Horn (2004 p 163) the Resource-Based View (RBV): “ ... places the firm rather than the industry at the centre of strategy formulation ... It has an internal resource focus rather than an external industry or market focus for strategic thinking.“ Why RBV? Rumelt’s research (Unit 3 Section 2 pp 8-9)‚ although contested‚ showed that the industry environment accounted for a very small percentage of the
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About BP BP at a glance - BP at a glance BP is one of the world’s leading international oil and gas companies. We provide customers with fuel for transportation‚ energy for heat and light‚ lubricants to keep engines moving‚ and the petrochemicals products used to make everyday items as diverse as paints‚ clothes and packaging Key facts Countries of operation a Around 80 Number of employees 83‚900 Economic value generated by BPb $403.3 billion Replacement cost profitc
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Master’s Thesis AN INSTRUMENT TO ASSESS ORGANIZATIONAL CHANGE CAPABILITIES FOR e-BUSINESS TRANSFORMATION By Michael Sullivan A Thesis Submitted to the Faculty Of the WORCESTER POLYTECHNIC INSTITUTE In partial fulfillment of the requirements for the Degree of Master of Science In Manufacturing Management December 2000 APPROVED: Dr. Chickery J. Kasouf‚ Thesis Advisor Francis Noonan‚ Faculty Advisor Edward M. Gonsalves Abstract This thesis investigates organizational change strategies for
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BP plc (British Petroleum) February 2‚ 2014 University of Mount Olive Table of Contents Title Page ……………………………………………………………………………………….. 1 Table of Contents ………………………………………………………………………………... 2 Introduction …………………………………………………………………………………….... 3 External Environment …………………………………………………………………………... 3 Economic Trends………………………………………………………………………… 4 Political/Legal …………………………………………………………………………… 5 Demographics …………………………………………………………………………… 6 Technological Trends ……………………………………………………………………
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subject company. PART II Internal Analysis This section entails an internal analysis which is more specifically concerned with the company relative to its competitive environment. Here‚ models such as the Competency Framework‚ VRIN Framework and Value Chain Model can be used to analyse resources and competencies that currently exist for the company (and those which might further need to be addressed) in the pursuit of sustainable competitive advantage. The final part of this section calls for a comparative
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better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribing remedies for improving company performance; Porter’s Value Chain‚ Gereffi and Korzeniewicz’s Global Commodities Chain framework and finally the Sector Matrix approach as described by Froud‚ et. al. Values and limitations of these approaches will be recognised and discussed via specific references
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Cereal Industry: Global‚ Irish and European Market Size and Growth Rate: Global Figure 1 (Appendix...1) ------------------------------------------------- Year Market Size (Billion) Growth % $ 2004 21.6 2005 22.3 3.20 2006 23.0 3.30 2007 23.8 3.30 2008 24.5 3.30 2009 25.3 3.30 2010 26.2 3.30 2011 27.0 3.30 2012 27.9 3.20 2013 28.7 3.10 CAGR‚
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