Strategic Management Welcome to a course: This document describes the contents and structure of the course Strategic. It is important that you read it carefully‚ as it will guide you through the different parts of the course and hopefully answer most of your questions. The document also indicates what we expect from you in the course‚ and what you can expect in return from us. Text Book: • White McCarthy - Strategic Management latest edition Palgrave Macmilllan Publisher 2009
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in the early 1960’s‚ Nike formerly known as Blue Ribbon Sport grew into one of the world’s most recognised brand. A leader in the field of sport clothing and footwear‚ Nike has always been one that encouraged innovation‚ creativity and growth. Outsourcing of its manufacturing processes‚ created an opportunity for Nike to realign itself and focus on its core competencies‚ doing what they do best research‚ development and advertise. By mid 1990’s the company began fighting attacks on its manufacturing
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IBM | STRATEGIC MARKETING 310 | CASE STUDY ANAYLYSIS 1 | 1. What competences has IBM had to invest in arising from its transformation from a ‘product-centric’ to a ‘service-centric’ organization? From IBM’s largest loss in 1992 the board of directors responded by appointing Louise V. Gerstner as their new CEO to bring the company’s reputation up and minimize their profit loss. When Gerstner took over IBM from a product-centric organization he transformed IBM to a service-centric
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/EMBA STRATEGIC MANAGEMENT (MGT-5504) Credit Hour: 03 Contact Hour: 03/week Course Objective: Most Schools of Business/Management-all over the world have a capstone course in their curriculum that concerned with “Strategies and policies”. Many of them title this course as “Strategic Management”. The course is aimed to focus on top management and total organization rather than functional areas of a business organization. This course emphasizes basically on strategic management
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Affiliates 1 Source from Domestic Suppliers Overseas Establishing Foreign Affiliates (FDI and trade) 5 Source from Foreign Suppliers (International trade) Insource 4 3 2 Outsource Offshoring Outsourcing 3 For example‚ Gecis Global‚ General Electric’s captive outsourcing operation in India‚ was sold and is known as Genpact‚ with 19‚000 employees and $500 million annual revenue. 6 7 4 It is possible to use the input-output table to separate out intermediate use and
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address what key elements companies in this situation need to address‚ such as‚ quality of customer service provided‚ security of confidential information‚ and the possibilities of cost savings‚ in order to be sure that outsourcing is the best solution for their company. Outsourcing to Stay Competitive For companies to stay competitive in today ’s global market‚ many are facing the decision to outsource sectors of their company. By taking a part of their business offshore‚ a company can lower
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organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment‚ to meet the needs of markets and to fulfil stakeholder expectations. Operational Effectiveness vs. Strategic Positioning For Michael Porter‚ operational effectiveness refers to that domain of organizational activity that is about having functions that work well. Operational effectiveness (OE) means performing similar activities better than rivals perform
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The Hong Kong Polytechnic University Department of Mechanical Engineering CONSULTANCY SERVICE FOR RYOWO (HOLDING) COMPANY‚ LIMITED Uniaxial Tensile Test on SMC Panels by Dr. P.C. Tse (Associate Professor‚ BSc‚ MSc‚ PhD‚ MHKIE‚ CEng) Department of Mechanical Engineering The Hong Kong Polytechnic University Date: 19 April 2006 1 The Hong Kong Polytechnic University Department of Mechanical Engineering Contents (A) Summary (B) Uniaxial Tensile Test and Fibre Mass Fraction Measurement
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The Strategic Position Chapter 3: Strategic Capabilities Gokhan Turgut Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.2 Strategic capabilities: the key issues Figure 3.1 Strategic capabilities: the key issues Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.3 Resources and competences • Resources are the assets that organisations have or can call upon (e
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Business Process Outsourcing in the Insurance Industry In the wake of the 2008 Global Financial Crisis‚ insurance companies around the world have taken action to ensure their survival. To assist insurance companies determine ways to improve efficiencies‚ Accenture has developed a guide to business process outsourcing (BPO) for the insurance sector. BPO can play an important role in realizing a company’s growth strategy. Specifically‚ highly routine work involving large-volume processing
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