(SBUs)‚ each of which is responsible for its own profitability. Innovation performance management of SBUs boosts corporation business results. In the present work‚ SBU ranking based on innovation performance was addressed. The contribution of the proposed model was threefold: (1) it proposed a fuzzy analytic hierarchy process (AHP) for SBU ranking; (2) it provided a comprehensive and systematic framework that combined balanced scorecard (BSC) and fuzzy AHP; and (3) it explored practical application
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The GE matrix is an alternative technique used in brand marketing and product management to help a company decide what product(s) to add to its product portfolio‚ and which market opportunities are worthy of continued investment. Also known as the ’Directional Policy Matrix‚ ’ the GE multi-factor model was first developed by General Electric in the 1970s. Conceptually‚ the GE Matrix is similar to the Boston Box as it is plotted on a two-dimensional grid. In most versions of the matrix: * the
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An Action Research on Recruitment and Selection Process of Rahimafrooz Bangladesh Limited By Meemnaz Meem ID 0820268 An Internship report presented on the partial fulfilment of the requirement of the degree Bachelor of Business Administration (BBA) INDEPENDENT UNIVERSITY‚ BANGLADESH April‚ 2012 An Action Research on Recruitment and Selection Process of Rahimafrooz Bangladesh Limited Page 1 An Action Research on Recruitment and Selection Process of Rahimafrooz Bangladesh Limited
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Describe briefly the background information (strategic context) of the firm (or SBU) you have selected. This information should be brief and relevant to the discussion of your assignment and thus may include ownership‚ history‚ size‚ business scope‚ major products/services‚ and major markets of the firm (or SBU) selected. 2. Conduct a macro-environment analysis for the entire industry within which the firm (or SBU) operates. You should use the analytical framework provided in the textbook. Foci
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RINGKASAN ARTIKEL “The Effect of Strategy and Organizational Structure on The Adoption And Implementation of Activity-Based Costing” by Maurice Gosselin I. Masalah Penelitian Permasalahan utama dalam penelitian ini adalah adanya fenomena ABC Paradox. Beberapa waktu yang lalu banyak akuntan manajemen dan para akademisi yang menunjukkan bahwa Activity-Based Costing (ABC) merupakan suatu metode perhitungan biaya yang paling efektif atau baik untuk digunakan. Namun‚ survei penelitian yang terdahulu
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Introduction In November 1997‚ the acquisition of APL by NOL was successful. As compared to the larger US based APL; NOL was a small Singapore firm. Through this acquisition‚ 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
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therefore‚ it has to answer the following questions: • What basis? • Which direction? • How? As an exhibit that we can see in the Johnson and Scholes book‚ we can explain Development Strategies as: Bases of choice − Corporate purpose and aspirations − SBU generic competitive strategies − The role of the corporate parent Alternative directions − Protect and build − Market penetration − Product development − Market development − Diversification: related or unrelated Alternative methods − Internal development
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strategy is often stated explicitly in a "mission statement". Business-Level Strategy. Business-level strategy is applicable in those organizations‚ which have different businesses-and each business is treated as strategic business unit (SBU). The fundamental concept in SBU is to identify the discrete independent product/market segments served by an organization. Since each product/market segment has a
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matrix into four areas‚ 4 types of SBU can be distinguished. These include‚ stars (relatively strong position in a market with high growth)‚ cash cows (leaders in a mature market that produce a higher return than the cash expended)‚ question marks (low market share in high growth markets which require high levels of investment) and dogs (low market share in unattractive‚ low growth industries). Common strategic thinking suggests that there are four strategies for each SBU. These are build share (investment
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This chapter is the first of three chapters dealing with the formulation of strategy. Following the strategic decision-making process introduced in Chapter One and depicted in Figure 1.5‚ these chapters emphasize steps 5(a)‚ situation analysis of strategic factors‚ 5(b)‚ the review and revision of a firm’s current mission and objectives‚ 6(a)‚ the generation and evaluation of strategic alternatives‚ and 6(b)‚ the selection and recommendation of the best alternative. Situation analysis is conducted
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