Managers Junior Managers Executives Anurag Dugar - SIBM‚ Pune 4 Organizations Holding Co. Business 1 Business 2 Business 3 Function 1 Function 2 Function 3 Function 1 Function 2 Anurag Dugar - SIBM‚ Pune 5 Concept of SBU SBU 1.0 and SBU 2.0 Anurag Dugar - SIBM‚ Pune 6 Business Model How is different from a ‘Revenue Model’? Is Business Model = Business Plan/strategy? Business Models that clicked & failed Anurag Dugar - SIBM‚ Pune 7 Business Model • Who is the
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Chapter 8—Corporate-Level Strategy Chapter 8: Corporate-Level Strategy CHAPTER SUMMARY This chapter focuses on the use of corporate-level strategies to define the arenas in which organizations will participate. Diversification strategy is the primary vehicle used at the corporate level to create value for a portfolio of businesses that exceeds the value potential of the individual businesses under different ownership. Diversification is examined at various levels of connectedness amongst the individual
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Evaluation of the Strategic Position of: ARAMARK CORPORATION Matriculation Numbers: 1216049 - 1216050 - 1216079 - 1216123 - 1216127 Robert Gordon University – Business Hotel Management School BA Hotel and Hospitality Management BS 3190 Strategic Planning and Change Management in the Hotel & Hospitality Industry Module Coordinator: Mrs. Elda Eicher Submission: 30 November 2012
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facing the parent company of a multi-divisional company is to allocate resources to each division. So in order to make wise decisions on resource allocation‚ is there a tool that can assist senior executives determine the direction for each division or SBU? Actually there are two tools‚ the BCG matrix and the Directional Policy Matrix (DPM). We have already looked at the BCG matrix and its focus upon the company’s relative market share and market growth. As we will see below‚ the DPM also helps companies
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Strategic Management ตอนภี่ 1 : การบริหารเชิงกลยุภธ์ (บภนำ) บภภี่ 1 กระบวนการบริหารเชิงกลยุภธ์ Concept ของขบวนการบริหารเชิงกลยุภธ์ ก็เพื่อให้เข้าใจ Model (แบบจำลอง) ของการบริหารเชิงกลยุภธ์ว่ามีขั้นตอนภี่สำคัญอย่างไร ขั้นตอนของ Strategic Management Process ขั้นตอนภี่ 1 การกำหนดภาระกิจและเป้าหมายเชิงกลยุภธ์ ขั้นตอนภี่ 2 การวิเคราะห์สภาพแวดล้อม ภั้งภายในและภายนอก ขั้นตอนภี่ 3 การกำหนดกลยุภธ์ ขั้นตอนภี่ 4 การดำเนินกลยุภธ์ ขั้นตอนภี่
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| LVMH | | | 25/10/11 | Managing a multi-brand conglomerate | | [Tapez le résumé du document ici. Il s’agit généralement d’une courte synthèse du document. Tapez le résumé du document ici. Il s’agit généralement d’une courte synthèse du document.] | LVMH Managing a multi-brand conglomerate Table of contents Table of contents 1 What does globalization mean to the luxury industry? 2 Social and Cultural Integration of the Luxury Industry 2 Political Trends 2 Economic Trends
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GYAAN KOSH TERM 2 Learning and Development Council‚ CAC Marketing Decision Making This document covers the basic concepts of Marketing Decision Making covered in Term 2. The document only summarizes the main concepts and is not intended to be an instructive material on the subject. Gyaan Kosh Term 2 MKDM Learning & Development Council‚ CAC CONTENTS 1. Go-To-Market Strategies 2. Marketing Research a. MDS and Semantic Analysis (Perceptual Maps) b. Conjoint Analysis 3. Sales Force
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[online]. Available at: URL:http://www.investopedia.com/terms/o/organicgrowth.asp [Accessed 20 December 2008] • KEEFE‚ L.‚ 2004. Encouraging employee communication [online]. Available at: [Accessed 4 January 2009] • MANAGE 12‚ 2009 • REUTERS‚ 2009. Ryanair rebuffed by Aer Lingus investors [online]. Available at: [Accessed 7 January 2009] • REYNOLDS‚ T.‚ J.‚ 2006. Methodological and strategy development implications of decision segmentation. Journal of advertising research. December. • THOMPSON‚
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Why EVA is better than ROI (ROCE‚ ROIC‚ RONA‚ ROA) and earnings‚ operating profit etc. Equity investors should earn on their capital a return far over risk-free interest rate in order to induce and maintain capital in the company Therefore earnings should always be judged against the capital used to produce these earnings Earnings can be easily increased simultaneously worsening the position of shareholders e.g. if more capital is poured into a company although the return on capital is 5% or less
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to drill holes. Become exclusively low customer cost provider No synergies possible between existing enterprise and low cost unit. A major portion of customer segment is price sensitive. You are willing to acquire new business capabilities. Ryanair Firms can either attack‚ co-exist uneasily or become low cost plays themselves. It is easy to fight traditional rivals due to similarities in their game plans and prowess but most companies overlook the threats from disruptive‚ low cost competitors
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