IHG at a glance The World’s Hotel Company - a multinational company which operates 7 hotel brands - world’s largest hotel operator (with 558‚153 rooms) - 3‚763 hotels in nearly 100 countries - world’s largest loyalty program (with 33 million members) - 130 million stays per year - headquartered in Windsor‚ England from 1777 Products Brands include: • InterContinental • Crowne Plaza • Holiday Inn • Holiday Inn Express • Staybridge Suites • Candlewood Suites • Hotel Indigo
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Analysis on Burberry’s Competitive Position‚ Resources and Competences Introduction In the luxury fashion industry‚ Burberry has been developing when since it is created in 1856 in Britain. Main business that Burberry has is luxury goods manufacture‚ retailing and wholesales. So far the retailing stores that Burberry established in the world are more than 500 (Bruce & Kratz‚ 2007). The products of Burberry are welcomed for its high quality‚ excellent design and good service. The development of
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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Capabilities Analysis What is it? Capabilities analysis helps clarify the major sets of activities‚ skills‚ and resources that drive value to customers. When do we use it? Capabilities analysis can be useful at the time of strategy formulation—when firms are assessing which strategic options are currently feasible—and may be included in a broader process of determining strengths‚ weaknesses‚ opportunities‚ and threats (SWOT). In addition‚ capabilities assessment can be used as an initial
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LESSON PLAN Grade: IX Unit V Lesson II “FAMILY VALUES” Materials: computer‚ projector‚ textbook‚ pictures‚ board‚ felt-tip-pens Competences: I.1 Reception of spoken messajes I.2 Production of spoken messages and interaction I.3 Reception of written messajes II knowing customs‚ traditions‚ historical and cultural personalities. V. awareness in the formation of attitudes and values Subcompetences: I.1.3 . Determining the type of message by identifying the details of evaluation and selecting
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do you identify as Sony’s resources‚ capabilities and core competencies? Does Sony have a sustainable competitive advantage? Sony Corporation is considered one of the world’s most successful companies‚ operating in the “electronics‚ games‚ music‚ films and financial services” industry (Hanson et al‚ 2001). Sony is known for creating “products that stimulate the senses and refresh the spirit” (Sony‚ 2007). Effectively managing a combination of its resources‚ capabilities and core competencies‚ has
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C e n t r e o f M a n a g Core Competence Introduction:core competency is a concept in management theory originally advocated by CK Prahalad‚ and Gary Hamel‚ two business book writers. In their view a core competency is a specific factor that a business sees as being central to the way it‚ or its employees‚ works. A core competency can take various forms‚ including technical/subject matter know-how‚ a reliable process and/or close relationships with customers and suppliers. It may also include
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What are capabilities? What must firms do to create capabilities? Capability is a capacity for a set of resources to integratively perform a stretch task. It represents the identity of the firm as perceived by both its employees and customers. It is the firm’s ability to perform better than competitors using a distinctive and difficult to replicate set of business attributes. The organization’s capability is comprised of three core assets – physical capital‚ including all tangible assets; technology
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DIVING DEEP TO IDENTIFY CORE COMPETENCES A key question we often raise with our Strategy Explorer clients when they are thinking about their strategy is: what should that strategy be built on ? Should it be built on market opportunity or the strategic capabilities of the organization ? In Exploring Corporate Strategy‚ we show how the identification of competences can be linked to an analysis of the competitive position of an organization. Separately‚ there is a white paper on competitor
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1 Intercultural Competence Martyn Barrett The Council of Europe’s White Paper on Intercultural Dialogue (2008) proposes that intercultural dialogue offers the best approach for managing issues of cultural diversity within contemporary societies. The White Paper defines intercultural dialogue as the open and respectful exchange of views between individuals and groups from different ethnic‚ religious‚ linguistic and national backgrounds on the basis of mutual understanding and respect‚ and it argues
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