Strategic Business Unit or SBU is understood as a business unit within the overall corporate identity which is distinguishable from other business because it serves a defined external market where management can conduct strategic planning in relation to products and markets. The unique small business unit benefits that a firm aggressively promotes in a consistent manner. When companies become really large‚ they are best thought of as being composed of a number of businesses (or SBUs).In the broader
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Introduction A Strategic Business Unit (SBU) is when a unit comprises one or more products having a common market base whose manager has complete responsibility for integrating all function in to a strategy against an identifiable competitor. An SBU is composed of a product or product lines having identifiable independence from other products or product lines in term of competition‚ prices‚ substitutability of product‚ style/quality‚ and impact of product withdrawal. (Kendrick‚ 2009) Sometimes
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Performance with a Purpose: PepsiCo ’s Strategic and Operational Plans Kendre Adams MGT 521 October 9‚ 2014 Professor Eric McMath Performance with a Purpose: PepsiCo ’s Strategic and Operational Plans PepsiCo is a global food and beverage organization that strives to keep a diverse product portfolio. PepsiCo’s main competitors include The Coca Cola Company‚ Nabisco‚ Nestle‚ and Kellogg’s. In total‚ PepsiCo portfolio consists of 22 brands. Strategic planning can be defined as a deliberate program
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America‚ Africa‚ and Asia in the first three decades of the 20th century. In 1929‚ Nestle moved into the chocolate business when it acquired a Swiss chocolate maker. This was followed in 1938 by the development of Nestle’s most revolutionary product‚ Nescafe‚ the world’s first soluble coffee drink. After World War 11‚ Nestle continued to expand into other areas of the food business‚ primarily through a series of acquisitions that included Maggi (1947)‚ Cross & Blackwell (1960)‚ Findus (1962)
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and at the same time‚ maximizing returns for the organization. This focus causes a re-evaluation of many prevalent business practices‚ which may have obstructed a greater understanding of consumer needs and opportunities We start this article by understanding the concept of category management and then look at the reasons for the emergence of the concept and finally‚ at the business process in which it occurs. The Concept of Category Management: Category management is considered as the new science
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it appeared that NOL was ready to become an industry leader in the shipping industry. Thus this acquisition is a strategy through which NOL buys a controlling‚ 100 per cent‚ interest in APL with the intent of making the acquired firm a subsidiary business within its portfolio. Thus APL became a wholly owned subsidiary of Singapore based NOL‚ a global transportation and logistics company engaged in shipping and related businesses. Below is the study of the problems and strategies that NOL faced
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contract manufacturing‚ which turned the job shop business into an important industry. Solectron began to purchase the manufacturing facilities of its customers‚ which enabled them to sign long-term supply contracts with them as well as increasing supply to multiple other customers. By the end of the 90s‚ Solectron had three strategic business units- Technology Solutions‚ Global Manufacturing‚ and Global Services. Solectron focused their business on superior customer service and respect for the individual
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DYNACORP CASE The strategic design lens assumes organizations are deliberate‚ goal-achieving entities (Ancona‚ Kochan‚ Scully‚ Van Maanen‚ & Westney‚ 2005: M-2‚ 10). In this view‚ managers can achieve organizational goals by understanding the fundamentals of design and fitting design to strategy‚ as well as to the larger organizational environment (Ancona et al.‚ 2005: M-2‚ 12). In this paper‚ I discuss the five major elements of strategy – environmental fit‚ strategic intent‚ strategic grouping‚ strategic
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Case study Portfolio analysis and planning in a retail group Bear is a large department store in downtown St Gallen which has belonged to the family of the same name for three generations. Offering a full range of goods‚ it has been able to preserve its domonance in the region. Figure 1 presents the range of goods sold and estimates for current turnover. |Product goup |Turnover in mil. CHF
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www.hbr.org The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Core Competence of the Corporation 15 Further Reading A list of related materials‚ with annotations to guide further exploration of the article’s ideas and applications Reprint 90311 The Core Competence of the Corporation The Idea in Brief
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