Profiting from Partnerships
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Presentation at 2015 Summit of Association of Strategic Alliance Professionals. Slight edits for Slideshare.
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S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
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fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
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senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
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PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
...
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found tools and wire, 285 x 405 x 455 cm
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SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
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at IESE Business School in
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Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
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How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
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convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
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today. Since 2006, the IBM Institute for Business
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tion, and an incredible 98% are modifying their busi-
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tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
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slowdown in the developed world is forcing compa-
nies to modify their business models or create new
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W5 Assignment "Strategic Philanthropy for
Organizations"
Daniel Anderson
on Wed, Mar 08 2017, 12:47 AM
68% highest match
Submission ID: 2c4a53f6-3bdb-4c1d-9977-75acd4f02553
Attachments (1)
Assignment Week 5 - Anderson.docx
Running Head:
1 STRATEGIC PHILANTHROPY FOR CORPORATIONS 1
STRATEGIC PHILANTHROPY FOR CORPORATIONS 2
2 STRATEGIC PHILANTHROPY FOR CORPORATIONS WEEK 5
ASSIGNMENT DANIEL ANDERSON MARCH 7, 2017
1 STRATEGIC PHILANTHROPY FOR CORPORATIONS
ORGANIZATIONS IN THE RECENT PAST HAVE STARTED TO ADOPT
THE CONCEPT OF STRATEGIC PHILANTHROPY IN THEIR EFFORTS
TO DO GOOD TO THE COMMUNITY AS A WHOLE AND AT THE SAME
TIME IMPROVE THEIR BOTTOM-LINE. IN THIS MANNER,
ORGANIZATIONS SET OUT TO ACCOMPLISH THE SET OBJECTIVES OF
THE CORPORATION WHILE AT THE SAME TIME CONCENTRATING
(http://safeassign.blackboard.com/)
Assignment Week 5 - Anderson.docx
Word Count: 970 Attachment ID: 156117862
68%
Page 1 of 15SafeAssign Originality Report
3/10/2017https://lms.grantham.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_...
ON CHARITABLE ACTIONS THAT IMPROVE THE LIVES OF PEOPLE IN
SOCIETY IN ONE WAY OR ANOTHER, CHASE AND BROKAW (2013)
ARGUE. THE CHARITABLE CAUSES RANGE FROM WOMEN
EMPOWERMENT TO ENVIRONMENTAL CONSERVATION DEPENDING
ON THE FIRM'S SERVICES OR PRODUCTS THAT THEY SPECIALIZE.
Putting more attention on strategic philanthropy has brought about benefits to the
specific companies that engage in the practice. 1 THE BRAND OF THE
CORPORATION IS PROMOTED CONSIDERING THE REGULAR
ASSOCIATION WITH THE PARTICULAR PHILANTHROPIC
ACTIVITIES. ADDITIONALLY, THERE IS AN INCREASED
PRODUCTIVITY ASSOCIATED WITH BRAND LOYALTY FROM THE
GENERAL PUBLIC WHO ARE THE PRIMARY CLIENTS. WORKERS ARE
ALSO MOTIVATED IN VARIOUS WAYS DEPENDING ON HOW THE
BUSINESS CONDUCTS ITS OPERATIONS.
GOLDMAN SACHS, A FINANCIAL INSTITUTION, IS ONE OF THE
LARGEST IN THE WORLD. GOLDMAN SACHS HAS CONSISTENTLY
SET STANDARDS IN THE FINANCE SECTOR DUE TO ITS UNMATCHED
PERFORMANCE. DESPITE A SIGNIFICANT SUCCESS IN THE
CORPORATE OPERATIONS, GOLDMAN SACHS IS ONE OF THE MOST
DOMINATE CORPORATIONS THAT IS RECOGNIZED FOR ITS
ENDEAVORS IN STRATEGIC PHILANTHROPY.
GOLDMAN SACHS STARTED ITS VENTURE INTO PHILANTHROPY IN
2008 ESTABLISHING THE 10,000 WOMEN INITIATIVE AS PART OF A
FIVE-YEAR PROGRAM WHICH DIRECTED TOWARDS TRAINING
WOMEN IN MANAGEMENT AND BUSINESS IN GENERAL, ACCORDING
TO BRENNER (2009). THE INSTITUTION PLEDGED 100 MILLION
DOLLARS TO FACILITATE THE PROGRAM IN ITS EXECUTION AND
OPERATION. THE AIM OF THE PHILANTHROPIC EXERCISE WAS TO
Page 2 of 15SafeAssign Originality Report
3/10/2017https://lms.grantham.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_...
PROMOTE "WOMEN MISS." THE INSTITUTION USED THIS TERM TO
DESCRIBE ITS GOAL OF WOMEN IN THE WORKPLACE.
As part of the benefits, the financial institution got ...
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Senior Seminar in Business Administration
BUS 499
Cooperative Strategy
Hitt, M.A., Ireland, R.D., & Hoskisson, R.E. (2009). BUS499: Strategic management: Competitiveness and globalization, concepts and cases: 2009 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning.
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Cooperative Strategy.
Please go to the next slide.
ObjectivesUpon completion of this lesson, you will be able to:Identify various levels and types of strategy in a firm
Upon completion of this lesson, you will be able to:
Identify various levels and types of strategy in a firm.
Please go to the next slide.
Supporting TopicsStrategic alliancesCooperative strategiesCompetitive risks
In order to achieve this objective, the following supporting topics will be covered:
Strategic alliances;
Cooperative strategies; and
Competitive risks.
Please go to the next slide.
Strategic AlliancesCooperative strategyStrategic allianceCombination of resources and capabilitiesExchange and sharing of resourcesFirms leverage existing resourcesCornerstone of many firms’ competitive strategy
Recognized as a viable engine of firm growth, cooperative strategy is a strategy in which firms work together to achieve a shared objective. Thus, cooperating with other firms is another strategy firms use to create value for a customer that exceeds the cost of providing that value and to establish a favorable position relative to competition.
A strategic alliance is a cooperative strategy in which firms combine some of their resources and capabilities to create a competitive advantage. Thus, strategic alliances involve firms with some degree of exchange and sharing of resources and capabilities to co-develop, sell, and service goods or services. Strategic alliances allow firms to leverage their existing resources and capabilities while working with partners to develop additional resources and capabilities as the foundation for new competitive advantages. To be certain, the reality today is that strategic alliances have become a cornerstone of many firms’ competitive strategy.
Please go to the next slide.
Strategic Alliances, continuedJoint ventureEquity strategic allianceNonequity strategic alliance
The three major types of strategic alliances include joint venture, equity strategic alliance, and nonequity strategic alliance.
A joint venture is a strategic alliance in which two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage. Joint ventures, which are often formed to improve firms’ abilities to compete in uncertain competitive environments, are effective in establishing long-term relationships and in transferring tacit knowledge. Because it can’t be codified, tacit, or implied, knowledge is learned through experiences such as those taking place when people from partner firms work together in a join.
The Case Of British Airways
British Airways encountered difficulties in the 1970s-1980s due to poor performance and failing to meet customer needs. Chief Executive Colin Marshall led reforms to improve customer service by empowering employees. Through strategies like productivity improvements and privatization, British Airways was able to turn its fortunes around and become profitable and respected.
Firm Resources and Sustained Competitive Advantage by Jay Barney
*Disclaimer on Copyright* The content of this document and all copyright belongs to the original Author (Jay Barney && Journal of Management) i merely did the world the favour of uploading a version of the original paper that is OCR readable in pdf with the ability to highlight. Due to the reformatting the page numbers are not aligned in the same cadence as the original document but every word and diagram checks out; enjoy
Answer the Below Question. APA format. 300 words.Textbook .docx
Answer the Below Question. APA format. 300 words.
Textbook :
Information Governance: Concepts, Strategies and Best Practices; John R.S. Fraser, Betty J. Simkins, Kristina Narvaez; Copyright © 2015 by John R.S. Fraser, Betty J. Simkins, Kristina Narvaez (ISBN 978-1-118-69196-0)
Beasley, M. S. (2016). What is Enterprise Risk Management? Retrieved from https://erm.ncsu.edu/az/erm/i/chan/library/What_is_Enterprise_Risk_Management.pdf
Question : Integrating ERM with Strategy Do, H., Railwaywalla, M., & Thayer, J. (2016). Integration of ERM with Strategy (p. 35) reading provided 3 use cases on methods of integrating ERM with strategy. Review the approach of each company and provide a summary of the key differences between the three implementations.
Write Response to below two Discussions seperately.APA format. 100 words each.
DISCUSSION 1:
Integrating enterprise risk management
The research was based on Mitchell industries, Eli Lilly and Daisy Company. It was found that different approaches depending on the culture, nature of business and objectives determined implementation of the Enterprise Risk Management (ERM). Technology changes, shifts in industry processes and globalization brought about complexity in production, marketing and distribution of products. Creation of a link between the frame working and the ERM of organization is aimed at coming up with the best risk mitigation strategies to create business continuity in case of any calamity (Arena, et.al, 2017).
The top management in Mitchell industries worked hand in hand with ERM of the firm but lacked a strategy bridge between business units and mutual task. Full understanding of the assessment of ERM was the key factor considered in Lilly Company having the tactical scheduling procedure and ERM development based on the same platform. Devolution of the culture was practiced in Daisy Company having a connection built between risk and strategy (Bromiley, et.al, 2015).
The connection between the process of mitigating risk and the production process in any organization is very essential in any business to enhance prediction of any disaster that might occur. This was only practiced by Daisy and Lilly companies having Mitchell Company rejecting to utilize it. Strong relationship between different departments of an organization promote unity and teamwork. Unlike the other companies, the Daisy Company generated future business continuity by passing culture of the organization from generation to another. Educating the employees about the benefits associated with having good risk mitigation system enable the workers to work tirelessly to avoid any risk. This was only made in use by Lilly Company who ensured complete understanding on what is meant by enterprise risk management system (Shad, et.al, 2019).
References:
Arena, M., Arnaboldi, M., & Palermo, T. (2017). The dynamics of (dis) integrated risk management: A comparative field study. Accounting, Organizations .
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Hammer and Rummler had differing views on business process change. Rummler viewed the organization as a system with a single value chain, creating relationship maps of core processes. Hammer viewed organizations as having multiple value chains, not subdividing them. The key difference is that Rummler focused on the organization as a system, while Hammer focused on value chains. This was illustrated using Michelin Corporation as an example.
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docx
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
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R
A
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ARTWORK Damián Ortega Controller of the Universe, 2007foun.docx
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
.
81269471 entrepreneurial mindset
This document discusses the entrepreneurial mindset and its importance. It defines entrepreneurship as starting a business to solve problems or improve products/services. Developing an entrepreneurial mindset can help reduce unemployment by creating new opportunities. The mindset involves qualities like risk-taking, urgency, creativity, flexibility, and dealing with ambiguity. Entrepreneurial mindset in organizations can be assessed based on leadership, motivation, creativity, risk-taking, initiative, analytical skills, networking, and persuasiveness. Fostering this mindset may improve firms' competitive advantage and performance.
Impact Of Globalization On The Communities Of Persons And...
Zappos' core business is online retail, focusing on delivering happiness to customers through exceptional customer service and a culture focused on employee satisfaction. They grew rapidly by prioritizing their company culture and values like creating fun, embracing diversity, and encouraging risk-taking and learning from mistakes. This unconventional approach to business helped Zappos succeed financially and serve as a model for other companies.
Theoretical Evidence of Strategy Principle
This document discusses strategic planning and positive versus normative aspects of strategy. It provides examples of positive strategies that have been employed, such as increasing market share by hiring employees with disabilities to better understand and serve customer needs. The document also discusses business models and examples like component business models and e-business models. Finally, it cautions against a "cookie cutter" approach to strategy and argues that strategies must be tailored to each organization's specific situation.
Chapter 2Micro-Foundations of Strategic Advantage Resources, .docx
Chapter 2
Micro-Foundations of Strategic Advantage:
Resources, Knowledge, Core Competencies, and Dynamic Capabilities
Disney has three key resource portfolios that are all difficult to substitute for any competing firm.
First, a large library of content (characters, personalities, stories, events and memories) that the whole world knows and emotionally connects with;
Second, a large portfolio of synergistic objects (videos, toys, games, books, greeting cards, Internet web pages, and themepark attractions) to build emotional connections upon;
Third, many different ways and places to promote its products (Disney theme parks, The Disney Channel, book and magazine publishers, toy makers, department stores, fast food restaurants, and internet).
These portfolios are based on several resources, of which two are particularly difficult to imitate – a culture focused on inventing and innovating around fun, and a brand name that conveys this to and engages all stakeholders around its mission to deliver fun. As a result, Disney has been able to secure a unique advantage in the marketplace.
Disney has also faced some challenges going into new overseas markets, where some of its cultural practices were viewed as anti-fun (e.g. enforcing a non-smoking policy for its employees, and over-charging for food from the visitors, in France).
Disney was forced to either convince others about the value of its values (e.g about non-smoking) or adapt its own practices so that they truly offer fun (e.g. lower food prices).
With these adaptations, Disney has been successful in accruing sufficient value, in terms of profitability, market share, and reputation.
Source: Adapted from Stroup (2000)
One of the major questions of interest to the strategic management field is how firms may achieve and sustain competitive advantage. Of several answers to this question, in this chapter we focus on the most basic – the micro-foundations of strategic advantage, popularly known as the internal view of strategy. Research on the micro-foundations of strategic advantage has generated several hypotheses. These hypotheses may be classified into four major groups:
1) The Resource-based view (RBV) hypothesis, originating in the works of Penrose (1959) and Wernerfelt (1984).
2) The Knowledge-based view (KBV) hypothesis, originating in the inter-related theories of evolutionary economics (Nelson and Winter, 1982), organizational learning (Senge, 1990) and increasing returns (Arthur, 1994).
3) The Core competence view (CCV) hypothesis, originating in the work of Prahalad and Hamel (1990).
4) The Dynamic capability view (DCV) hypothesis, originating in the work of Teece, Pisano and Shuen (1997) and a call for investigating the micro-foundations of dynamic capabilities (Teece, 2007). These investigations have encompassed the process (Ambrosini, Bowman & Collier, 2009; Helfat et al, 2007), structural (Felin et al, 2012), as well as behavioral aspects of the dev ...
Rita Gunther McGrath on the End of Competitive Advantage
Thought leader Rita Gunther McGrath, author of The End of Competitive Advantage, describes the ramifications of transient competitive advantage on corporate strategy and organizational structure.
Rjct Task 3
Volkswagen experiments with supply chain management by assigning space for major suppliers in its plant. Suppliers provide their own components, supplies, and workers to build trucks on the assembly line while Volkswagen personnel inspect. This tight integration aims to reduce costs, which exceed 60% of sales in the auto industry. Outsourcing transfers traditional internal activities to outside vendors, allowing the firm to focus on core competencies while vendors specialize. Supply chain strategies include negotiating with many suppliers, developing long-term partner relationships, vertical integration through acquisition, or a hybrid of partners and integration called a keiretsu.
BA30120170505098 - BA301 BUSINESS & SOCIETY (01-FEB-17 - 28-MA.docx
BA30120170505098 - BA301 BUSINESS & SOCIETY (01-FEB-17 - 28-MAR-17 [5098])
W5 Assignment "Strategic Philanthropy for
Organizations"
Daniel Anderson
on Wed, Mar 08 2017, 12:47 AM
68% highest match
Submission ID: 2c4a53f6-3bdb-4c1d-9977-75acd4f02553
Attachments (1)
Assignment Week 5 - Anderson.docx
Running Head:
1 STRATEGIC PHILANTHROPY FOR CORPORATIONS 1
STRATEGIC PHILANTHROPY FOR CORPORATIONS 2
2 STRATEGIC PHILANTHROPY FOR CORPORATIONS WEEK 5
ASSIGNMENT DANIEL ANDERSON MARCH 7, 2017
1 STRATEGIC PHILANTHROPY FOR CORPORATIONS
ORGANIZATIONS IN THE RECENT PAST HAVE STARTED TO ADOPT
THE CONCEPT OF STRATEGIC PHILANTHROPY IN THEIR EFFORTS
TO DO GOOD TO THE COMMUNITY AS A WHOLE AND AT THE SAME
TIME IMPROVE THEIR BOTTOM-LINE. IN THIS MANNER,
ORGANIZATIONS SET OUT TO ACCOMPLISH THE SET OBJECTIVES OF
THE CORPORATION WHILE AT THE SAME TIME CONCENTRATING
(http://safeassign.blackboard.com/)
Assignment Week 5 - Anderson.docx
Word Count: 970 Attachment ID: 156117862
68%
Page 1 of 15SafeAssign Originality Report
3/10/2017https://lms.grantham.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_...
ON CHARITABLE ACTIONS THAT IMPROVE THE LIVES OF PEOPLE IN
SOCIETY IN ONE WAY OR ANOTHER, CHASE AND BROKAW (2013)
ARGUE. THE CHARITABLE CAUSES RANGE FROM WOMEN
EMPOWERMENT TO ENVIRONMENTAL CONSERVATION DEPENDING
ON THE FIRM'S SERVICES OR PRODUCTS THAT THEY SPECIALIZE.
Putting more attention on strategic philanthropy has brought about benefits to the
specific companies that engage in the practice. 1 THE BRAND OF THE
CORPORATION IS PROMOTED CONSIDERING THE REGULAR
ASSOCIATION WITH THE PARTICULAR PHILANTHROPIC
ACTIVITIES. ADDITIONALLY, THERE IS AN INCREASED
PRODUCTIVITY ASSOCIATED WITH BRAND LOYALTY FROM THE
GENERAL PUBLIC WHO ARE THE PRIMARY CLIENTS. WORKERS ARE
ALSO MOTIVATED IN VARIOUS WAYS DEPENDING ON HOW THE
BUSINESS CONDUCTS ITS OPERATIONS.
GOLDMAN SACHS, A FINANCIAL INSTITUTION, IS ONE OF THE
LARGEST IN THE WORLD. GOLDMAN SACHS HAS CONSISTENTLY
SET STANDARDS IN THE FINANCE SECTOR DUE TO ITS UNMATCHED
PERFORMANCE. DESPITE A SIGNIFICANT SUCCESS IN THE
CORPORATE OPERATIONS, GOLDMAN SACHS IS ONE OF THE MOST
DOMINATE CORPORATIONS THAT IS RECOGNIZED FOR ITS
ENDEAVORS IN STRATEGIC PHILANTHROPY.
GOLDMAN SACHS STARTED ITS VENTURE INTO PHILANTHROPY IN
2008 ESTABLISHING THE 10,000 WOMEN INITIATIVE AS PART OF A
FIVE-YEAR PROGRAM WHICH DIRECTED TOWARDS TRAINING
WOMEN IN MANAGEMENT AND BUSINESS IN GENERAL, ACCORDING
TO BRENNER (2009). THE INSTITUTION PLEDGED 100 MILLION
DOLLARS TO FACILITATE THE PROGRAM IN ITS EXECUTION AND
OPERATION. THE AIM OF THE PHILANTHROPIC EXERCISE WAS TO
Page 2 of 15SafeAssign Originality Report
3/10/2017https://lms.grantham.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_...
PROMOTE "WOMEN MISS." THE INSTITUTION USED THIS TERM TO
DESCRIBE ITS GOAL OF WOMEN IN THE WORKPLACE.
As part of the benefits, the financial institution got ...
Sustainment Strategies to Drive Results
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Keywrod searchbasics 5
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Senior Seminar in Business Administration BUS 499Coope.docx
Senior Seminar in Business Administration
BUS 499
Cooperative Strategy
Hitt, M.A., Ireland, R.D., & Hoskisson, R.E. (2009). BUS499: Strategic management: Competitiveness and globalization, concepts and cases: 2009 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning.
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Cooperative Strategy.
Please go to the next slide.
ObjectivesUpon completion of this lesson, you will be able to:Identify various levels and types of strategy in a firm
Upon completion of this lesson, you will be able to:
Identify various levels and types of strategy in a firm.
Please go to the next slide.
Supporting TopicsStrategic alliancesCooperative strategiesCompetitive risks
In order to achieve this objective, the following supporting topics will be covered:
Strategic alliances;
Cooperative strategies; and
Competitive risks.
Please go to the next slide.
Strategic AlliancesCooperative strategyStrategic allianceCombination of resources and capabilitiesExchange and sharing of resourcesFirms leverage existing resourcesCornerstone of many firms’ competitive strategy
Recognized as a viable engine of firm growth, cooperative strategy is a strategy in which firms work together to achieve a shared objective. Thus, cooperating with other firms is another strategy firms use to create value for a customer that exceeds the cost of providing that value and to establish a favorable position relative to competition.
A strategic alliance is a cooperative strategy in which firms combine some of their resources and capabilities to create a competitive advantage. Thus, strategic alliances involve firms with some degree of exchange and sharing of resources and capabilities to co-develop, sell, and service goods or services. Strategic alliances allow firms to leverage their existing resources and capabilities while working with partners to develop additional resources and capabilities as the foundation for new competitive advantages. To be certain, the reality today is that strategic alliances have become a cornerstone of many firms’ competitive strategy.
Please go to the next slide.
Strategic Alliances, continuedJoint ventureEquity strategic allianceNonequity strategic alliance
The three major types of strategic alliances include joint venture, equity strategic alliance, and nonequity strategic alliance.
A joint venture is a strategic alliance in which two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage. Joint ventures, which are often formed to improve firms’ abilities to compete in uncertain competitive environments, are effective in establishing long-term relationships and in transferring tacit knowledge. Because it can’t be codified, tacit, or implied, knowledge is learned through experiences such as those taking place when people from partner firms work together in a join.
The Case Of British Airways
British Airways encountered difficulties in the 1970s-1980s due to poor performance and failing to meet customer needs. Chief Executive Colin Marshall led reforms to improve customer service by empowering employees. Through strategies like productivity improvements and privatization, British Airways was able to turn its fortunes around and become profitable and respected.
Firm Resources and Sustained Competitive Advantage by Jay Barney
*Disclaimer on Copyright* The content of this document and all copyright belongs to the original Author (Jay Barney && Journal of Management) i merely did the world the favour of uploading a version of the original paper that is OCR readable in pdf with the ability to highlight. Due to the reformatting the page numbers are not aligned in the same cadence as the original document but every word and diagram checks out; enjoy
Answer the Below Question. APA format. 300 words.Textbook .docx
Answer the Below Question. APA format. 300 words.
Textbook :
Information Governance: Concepts, Strategies and Best Practices; John R.S. Fraser, Betty J. Simkins, Kristina Narvaez; Copyright © 2015 by John R.S. Fraser, Betty J. Simkins, Kristina Narvaez (ISBN 978-1-118-69196-0)
Beasley, M. S. (2016). What is Enterprise Risk Management? Retrieved from https://erm.ncsu.edu/az/erm/i/chan/library/What_is_Enterprise_Risk_Management.pdf
Question : Integrating ERM with Strategy Do, H., Railwaywalla, M., & Thayer, J. (2016). Integration of ERM with Strategy (p. 35) reading provided 3 use cases on methods of integrating ERM with strategy. Review the approach of each company and provide a summary of the key differences between the three implementations.
Write Response to below two Discussions seperately.APA format. 100 words each.
DISCUSSION 1:
Integrating enterprise risk management
The research was based on Mitchell industries, Eli Lilly and Daisy Company. It was found that different approaches depending on the culture, nature of business and objectives determined implementation of the Enterprise Risk Management (ERM). Technology changes, shifts in industry processes and globalization brought about complexity in production, marketing and distribution of products. Creation of a link between the frame working and the ERM of organization is aimed at coming up with the best risk mitigation strategies to create business continuity in case of any calamity (Arena, et.al, 2017).
The top management in Mitchell industries worked hand in hand with ERM of the firm but lacked a strategy bridge between business units and mutual task. Full understanding of the assessment of ERM was the key factor considered in Lilly Company having the tactical scheduling procedure and ERM development based on the same platform. Devolution of the culture was practiced in Daisy Company having a connection built between risk and strategy (Bromiley, et.al, 2015).
The connection between the process of mitigating risk and the production process in any organization is very essential in any business to enhance prediction of any disaster that might occur. This was only practiced by Daisy and Lilly companies having Mitchell Company rejecting to utilize it. Strong relationship between different departments of an organization promote unity and teamwork. Unlike the other companies, the Daisy Company generated future business continuity by passing culture of the organization from generation to another. Educating the employees about the benefits associated with having good risk mitigation system enable the workers to work tirelessly to avoid any risk. This was only made in use by Lilly Company who ensured complete understanding on what is meant by enterprise risk management system (Shad, et.al, 2019).
References:
Arena, M., Arnaboldi, M., & Palermo, T. (2017). The dynamics of (dis) integrated risk management: A comparative field study. Accounting, Organizations .
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一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Building Your Employer Brand with Social Media
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.
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