Apply the McKinsey 7S model to your organization ‚ list out the organizations 7S. The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements: Hard Elements Soft Elements Strategy Structure Systems Shared Values Skills Style Staff Hard elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems.
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as to survive in a competitive environment .Managers can use various tools to guide them in their analysis .Analysis can be internallyor externally or both. In analysing internally a manager can use jointly McKinney’s 7 S framework and swot analysis as tools .The Mckinsey’s model shows and help to ensure the coordination and behaviour of the internal operational activities necessary for a successful operation of an organisation whilst the SWOT analysis is the assessment of the external and internal
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Unternehmensanalyse mit Hilfe einer internen Analyse‚ einer externen Analyse‚ sowie einer strategischen Analyse anzufertigen. Die interne Analyse beinhaltet Informationen die das Unternehmen intern charakterisieren und diese werden mit dem 7-S-Modell McKinsey zusammengetragen. Die Resultate des internen Analyseteils weisen die Stärken und Schwächen des Unternehmens auf. Die externe Analyse beinhaltet eine Wettbewerbsanalyse nach Porters Fünf-Kräfte-Modell‚ die die beeinflussbare Mikroumwelt FSC’s
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HKU575 ALI FARHOOMAND DELL: OVERCOMING ROADBLOCKS TO GROWTH You don’t get a big result if you don’t challenge people with big goals. - Kevin Rollins‚ president and CEO‚ Dell1 In spring 2005‚ Dell‚ Inc. (“Dell”)‚ the world’s largest personal computer (PC) maker‚ announced a new goal: to reach US$80 billion in annual sales by 2009. The goal was fairly ambitious for Dell‚ which at the time had revenues of about US$49 billion.2 In an effort to meet its goals‚ Dell had woven together a broad
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years‚ Dell Inc. has been on a long‚ hard journey‚ experiencing quite a lot of ups and downs. Dell has had several rivals throughout the years such as Hewlett-Packard(HP)‚ Acer‚ Gateway‚ Sony‚ Asus‚ Lenovo‚ IBM‚ MSI‚ Samsung‚ and Apple. Micheal Dell‚ at the age of 19‚ “started the company that would dominate the industry. The computer whiz had $1‚000 and a novel idea: to eliminate the retailer and sell directly to the consumer.”(1). IBM computers were selling at $3‚000 in stores and Dell had realized
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Estimating Water Requirements for Irrigation Purposes in Al-Sharqia Governorate‚ Egypt‚ Using S(REG_AR) Model Ahmed Helmy El-Sayed1*‚ Magdy Hassan Mowafey 2‚ and Maha Rashad Fahmy3 Abstract—High percent of the Arab countries suffer from great shortage in their water resources because it lies in hot arid and semiarid regions. However‚ vast areas of these regions are utilized for agricultural production‚ which require making essential studies regarding the determination of water requirements for
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25814-P.R.(081-090)Uncertainty 8/8/00 8:56 AM Page 81 Strategy under uncertainty Hugh G. Courtney‚ Jane Kirkland‚ and S. Patrick Viguerie The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help. A t the heart of the traditional approach to strategy lies the assumption that executives‚ by applying a set of powerful analytic tools‚ can predict
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Dell Case Dell is a major player in the computer industry. Michael Dell pioneered the direct selling system that catapulted the firm to the top position in the industry. As the case details‚ controls systems play an important role in Dell’s success. For example‚ the company makes a mere $12 profit on their low end machines that sell for $299. It is important to control assembly and delivery lest these wafer thin margins are reduced even further. However‚ as the case points out‚ Dell’s single-minded
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The strategy Dell currently implements is the cost leadership and maximizes the operational efficiency. This strategy is accomplished through the low cost to reach the low price product and service to obtain the larger market share in order to generate more profit. On the other hand‚ Dell attempts their excellent supply chain model to control their inventories in low level and maintain the high quality production. Moreover‚ Dell motivated their employees to be nimble atmosphere to deal with unexpected
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BP plc[3][4] (LSE: BP‚ NYSE: BP) is a British multinational oil and gas company headquartered in London‚ United Kingdom. It is the third-largest energy company and fourth-largest company in the world measured by 2011 revenues and is one of the six oil and gas "supermajors".[5][6] It is vertically integrated and operates in all areas of the oil and gas industry‚ including exploration and production‚refining‚ distribution and marketing‚ petrochemicals‚ power generation and trading. It also has renewable
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