Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
Introducing project scoping PowerPoint presentation for the project managers. It has PPT slides on various topics highlighting all the core areas of project management. This content ready project scoping presentation deck is a part of project planning which helps in determining the project goals, objectives, features, tasks, costs involved and more. Document a list of project goals and targets with the help of project scoping PPT templates to execute the project on time. Explain project brief , description, process, risk identification and more to the team to give them a clear understanding about the project. This complete presentation on scope statement explains the ground rules to the team members and provides guidelines for making decisions during the project. It becomes necessary to pin down the scope early during the project planning so that the cost and schedule of the project can be tracked. Better the project scoping, better the project is managed during its implementation. Therefore, conduct project scoping to help team members focussed on a common goal and prevent projects from going beyond their established vision.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
This presentation i had prepared for the workshop that i conducted for JP Morgan Employees. In the beginning it was rolled out to few employees & they rolled to people in management level too.
Introducing project scoping PowerPoint presentation for the project managers. It has PPT slides on various topics highlighting all the core areas of project management. This content ready project scoping presentation deck is a part of project planning which helps in determining the project goals, objectives, features, tasks, costs involved and more. Document a list of project goals and targets with the help of project scoping PPT templates to execute the project on time. Explain project brief , description, process, risk identification and more to the team to give them a clear understanding about the project. This complete presentation on scope statement explains the ground rules to the team members and provides guidelines for making decisions during the project. It becomes necessary to pin down the scope early during the project planning so that the cost and schedule of the project can be tracked. Better the project scoping, better the project is managed during its implementation. Therefore, conduct project scoping to help team members focussed on a common goal and prevent projects from going beyond their established vision.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
This presentation i had prepared for the workshop that i conducted for JP Morgan Employees. In the beginning it was rolled out to few employees & they rolled to people in management level too.
Final ExamMGT 448FINAL EXAMPlace a mark next to the corr.docxcharlottej5
Final Exam
MGT 448
FINAL EXAM
Place a mark next to the correct answer. Please be careful to answer all 20 questions.
1.
The rapid globalization of capital markets enables individuals and institutions based in one nation to invest in corporations based elsewhere with relative ease.
a.
True
b.
False
2.
Systematic risk refers to movements in a stock portfolio’s value that are attributable to macroeconomic forces affecting all firms in an economy, rather than factors specific to an individual firm.
a.
True
b.
False
3.
Market makers are:
a.
Financial service companies that connect investors and borrowers.
b.
Those who want to borrow money including individuals, companies and governments.
c.
Nonbank financial institutions who want to invest money.
d.
High net worth individuals with surplus cash to invest.
4.
An equity loan
a.
Is a share of stock that does not give the holder a claim to a firm’s profit stream.
b.
Is made when a corporation sells stock to investors.
c.
Includes cash loans from banks and funds raised from the sale of corporate bonds.
d.
Requires the corporation to repay a predetermined portion of the loan amount at regular intervals regardless of how much profit it is making.
5.
A company’s political economy and culture are independent of each other.
a.
True
b.
False
6.
In a market economy if demand for a product exceeds supply, prices will rise, signaling to producers to produce more.
a.
True
b.
False
7.
The activity that controls the transmission of physical materials through the value chain, from procurement through production and into distribution is known as logistics.
a.
True
b.
False
8.
The major cost savings associated with JIT comes from
a.
Speeding up inventory turnover.
b.
Having materials arrive at a manufacturing plant before they are needed.
c.
Avoiding production slowdowns by ensuring inventory is stockpiled.
d.
Using warehouse space to maintain on-hand inventory.
9.
An advantage of buying component parts or even an entire product, from independent suppliers is that
a.
The firm can maintain its flexibility of switching orders between suppliers as circumstances dictate.
b.
It can make planning, coordination and scheduling of adjacent processes easier for the firm.
c.
It reduces the risk for the firm that suppliers will expropriate the technology for their own use.
d.
The firm is able to maintain firm control over its proprietary technology.
10.
Identify the theory that can be interpreted as justifying some limited government intervention to support the development of certain export-oriented industries.
a.
Theory of national competitive advantage.
b.
Heckscher-Ohlin theory
c.
Theory of comparative advantage.
d.
Theory of absolute advantage.
11.
The
exchange rate is the rate at which a dealer converts currency on a particular day.
a.
Forward
b.
Backward
c.
Spot
d.
Speculative
12.
Which of the following is a type.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Strategic Plan Outline
I. Executive Summary
II. Company Mission
Define the core business
1. Basic product or service
2. Primary market
3. Principal technology for production or delivery
III. Company Profile
A. SWOT Analysis
1. Internal Strengths and Weaknesses
a. Marketing
b. Financial and Accounting
(1) Ratio analysis
(2) Sources and uses of funds
c. Production, Operations, Technical
d. Human Resources
e. Quality Management
f. Information Systems
g. Organization and General Management
2. External Opportunities
a. Serve additional customer groups or expand into new markets
or segments
b. Expand product line
c. Transfer skills to new products or businesses
d. Integration
(1) Forward
(2) Backward
e. Foreign markets
f. Emerging new technologies
3. External Threats
Page 1
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Copyright The McGraw-Hill Companies. All rights reserved.
2. a. Low barriers to entry
b. Availability of substitute products or services
c. Slower market growth
d. Costly regulatory requirements
e. Growing bargaining power of customers or supplies
f. Changing buyer needs and tastes
B. Strategic Cost and Price Analysis
1. Value chain approach: Primary activities
a. Inbound logistics
b. Operations
c. Outbound logistics
d. Sales and Marketing
e. Service
2. Value chain approach: Support activities
a. Procurement
b. Technology
c. Human resources
d. Infrastructure of the firm
C. Current Competitive Position
1. Comparison with past performance
2. Stage of industry evolution
3. Comparison with competition
4. Comparison with success factors in the industry
IV. External Environment
A. Remote environment
1. Economic
2. Social/Cultural
3. Political/Regulatory
4. Technological
5. Ecological
B. Industry analysis
Page 2
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Copyright The McGraw-Hill Companies. All rights reserved.
3. 1. Industry attractiveness analysis
a. Market factors:
(1) Size
(2) Growth
(3) Cyclicity
(4) Seasonality
b. Industry factors:
(1) Capacity
(2) New product entry prospects
(3) Rivalry
(4) Power of suppliers
(5) Power of buyers
(6) Threat of substitutes
C. Operating environment
1. Driving forces
a. Changes in the long-term industry growth rate
b. Changes in who buys the product and how they use it
c. Product innovation
d. Technological change
e. Marketing innovation
f. Entry or exit of major firms
g. Diffusion of technical know-how
h. Increasing globalization of the industry
I. Changes in cost and efficiency
j. Emerging buyer preferences for differentiated products
instead of a commodity product
k. Regulatory influences and government policy changes
l. Changing societal concerns, attitudes and lifestyles
m. Reductions in uncertainty and business risks
2. Strengths and Weaknesses of Competitors
3. Customer Profiles
Page 3
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Copyright The McGraw-Hill Companies. All rights reserved.
4. 4. Role of suppliers
V. Objectives
A. Long-term
B. Short-term
C. Financial
1. Faster revenue growth?
2. Faster earnings growth?
3. Higher dividends?
4. Wider profit margins?
5. Higher returns on invested capital?
6. Stronger bond and credit ratings?
7. Bigger cash flows?
8. A rising stock price?
9. Recognition as a “blue chip” company?
10. A more diversified revenue base?
11. Stable earnings during recessionary periods?
D. Strategic
1. A bigger market share?
2. A higher, more secure industry rank?
3. Higher product quality?
4. Lower costs relative to key competitors?
5. Broader or more attractive product line?
6. A stronger reputation with customers?
7. Superior customer service?
8. Recognition as a leader in technology and/or product
innovation?
9. Increased ability to compete in international markets?
10. Expanded growth opportunities?
11. Total customer satisfaction?
VI. Grand (Organizational or Business) Strategy
Page 4
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Copyright The McGraw-Hill Companies. All rights reserved.
5. A. Concentration (increasing use of existing products in present
markets)
B. Market development (existing products in new markets)
C. Product development (new products for present markets)
D. Innovation
E. Horizontal Integration
F. Vertical Integration
G. Concentric Diversification
H. Conglomerate Diversification
I. Turnaround
J. Divestiture
K. Liquidation
L. Joint Ventures
M. Strategic Alliances
VII. Functional Strategies
A. Production/Operations
1. Manufacturing
2. Materials
3. Capital
B. Marketing
1. Advertising
2. Selling
C. Finance and Accounting
1. Cash flow
2. Capital
D. Research and Development
E. Human Resource Management
VIII. Implementing the Strategy
A. Build a capable corporation
B. Policies and procedures to support the strategy
C. Support systems
Page 5
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Copyright The McGraw-Hill Companies. All rights reserved.
6. D. Strategy-supporting reward systems
E. Strategy-supporting corporate culture
F. Strategic leadership
IX. Control and Evaluation
A. Strategic controls
1. Monitor assumptions and predictions
2. Monitor implementation
3. Strategic surveillance of internal and external environments
B. Operational controls
1. Budgets
a. Profit and loss
b. Capital budgets
c. Cash flow
2. Schedules
3. Key success factors
Page 6
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Copyright The McGraw-Hill Companies. All rights reserved.