This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
Corporate strategy and parenting theoryEnzoGorlomi
1) The corporate parent of a multibusiness company exists to add more value to the businesses than they could achieve alone. However, corporate hierarchies also inevitably destroy some value through issues like overhead costs, ill-judged influence from senior managers, and biased information filtering.
2) An effective corporate parent must aim to add more value to the businesses than rival potential parents could, in order to justify its ownership ("parenting advantage"). This should guide corporate-level strategy as competitive advantage guides business strategy.
3) While adding some value is necessary, it is not sufficient justification for a corporate parent's existence - it must optimize the value added to the businesses to outperform potential alternative owners.
This document discusses generic and grand strategies at the corporate and business unit levels. It begins by defining generic competitive strategies like low cost, differentiation, and focus strategies. It then defines grand strategies at the corporate level, like stability, growth, retrenchment, and divestment strategies. The rest of the document provides more details on Porter's generic strategies of low cost leadership, differentiation, and focus, including examples of companies that employ each type of strategy.
This document discusses strategic alternatives and choice from an organizational perspective. It defines strategic alternatives as different courses of action an organization can pursue, while strategic choice is the process of selecting an option from various alternatives. The document outlines various ways organizations can generate strategic alternatives, including brainstorming sessions, special meetings, and consulting. It identifies the main strategic alternative options as stability strategies, expansion/growth strategies, retrenchment strategies, and combination strategies. The document provides examples of organizations pursuing different strategic alternatives and conditions under which each alternative may be suitable.
Business environments are highly uncertain, so executives need strategic alternatives to maintain a competitive edge over rivals. Some alternatives include price focus, differentiation, diversification, and adjacent businesses. Strategic analysis tools help analyze factors like the political, economic, social, technological, legal, and environmental landscape. Other analysis includes industry analysis, competitor analysis, SWOT analysis, and portfolio analysis to understand performance drivers and make effective strategic decisions.
The document discusses strategy formulation and situational analysis using the SWOT approach. It describes SWOT analysis as a tool that identifies internal strengths and weaknesses and external opportunities and threats for a company. It also discusses criticisms of SWOT analysis such as using a single point in time and not being connected to customer views. The document then covers generating a strategic factors analysis summary matrix, finding market niches, reviewing mission and objectives, and Porter's competitive strategies of cost leadership, differentiation, cost focus, and differentiation focus. It analyzes industry structures and discusses cooperative strategies like strategic alliances.
This document discusses strategic issues related to corporate diversification through mergers and acquisitions. It explains that diversification can help manage risk by spreading a company's resources across multiple industries. However, diversification only makes strategic sense when a company has exhausted growth opportunities in its core business. For diversification to create shareholder value, the new businesses must increase overall profitability through synergies. The document outlines various tests and considerations for evaluating potential diversification opportunities, including assessing attractiveness of the target industry and competitive advantages, and determining if the company will be better off with diversification. It also discusses different methods for diversifying, such as acquisitions, internal startups, or joint ventures.
This document summarizes strategic directions for business growth, including internal growth through reinvestment of profits and external growth such as mergers and acquisitions. It discusses the advantages and disadvantages of internal vs. external growth. Mergers and acquisitions are described as common ways to grow quickly but over 50% fail due to issues like cultural clashes and lack of strategy. Strategic alliances between companies are also covered as a way for cooperation without full ownership.
This document discusses corporate strategy and the quest for parenting advantage. It analyzes different types of fit between a corporate parent and its businesses using a matrix. A good fit can create value, while a bad fit can destroy value. The document examines where a parent can positively or negatively influence a business based on the business' critical success factors and potential opportunities for the parent to add value. It provides examples of different fit categories like "heartland businesses," "ballast businesses," "alien territory businesses," and "value-trap businesses." The analysis helps assess where changes could improve the fit between a parent and its businesses.
Corporate strategy and parenting theoryEnzoGorlomi
1) The corporate parent of a multibusiness company exists to add more value to the businesses than they could achieve alone. However, corporate hierarchies also inevitably destroy some value through issues like overhead costs, ill-judged influence from senior managers, and biased information filtering.
2) An effective corporate parent must aim to add more value to the businesses than rival potential parents could, in order to justify its ownership ("parenting advantage"). This should guide corporate-level strategy as competitive advantage guides business strategy.
3) While adding some value is necessary, it is not sufficient justification for a corporate parent's existence - it must optimize the value added to the businesses to outperform potential alternative owners.
This document discusses generic and grand strategies at the corporate and business unit levels. It begins by defining generic competitive strategies like low cost, differentiation, and focus strategies. It then defines grand strategies at the corporate level, like stability, growth, retrenchment, and divestment strategies. The rest of the document provides more details on Porter's generic strategies of low cost leadership, differentiation, and focus, including examples of companies that employ each type of strategy.
This document discusses strategic alternatives and choice from an organizational perspective. It defines strategic alternatives as different courses of action an organization can pursue, while strategic choice is the process of selecting an option from various alternatives. The document outlines various ways organizations can generate strategic alternatives, including brainstorming sessions, special meetings, and consulting. It identifies the main strategic alternative options as stability strategies, expansion/growth strategies, retrenchment strategies, and combination strategies. The document provides examples of organizations pursuing different strategic alternatives and conditions under which each alternative may be suitable.
Business environments are highly uncertain, so executives need strategic alternatives to maintain a competitive edge over rivals. Some alternatives include price focus, differentiation, diversification, and adjacent businesses. Strategic analysis tools help analyze factors like the political, economic, social, technological, legal, and environmental landscape. Other analysis includes industry analysis, competitor analysis, SWOT analysis, and portfolio analysis to understand performance drivers and make effective strategic decisions.
The document discusses strategy formulation and situational analysis using the SWOT approach. It describes SWOT analysis as a tool that identifies internal strengths and weaknesses and external opportunities and threats for a company. It also discusses criticisms of SWOT analysis such as using a single point in time and not being connected to customer views. The document then covers generating a strategic factors analysis summary matrix, finding market niches, reviewing mission and objectives, and Porter's competitive strategies of cost leadership, differentiation, cost focus, and differentiation focus. It analyzes industry structures and discusses cooperative strategies like strategic alliances.
This document discusses strategic issues related to corporate diversification through mergers and acquisitions. It explains that diversification can help manage risk by spreading a company's resources across multiple industries. However, diversification only makes strategic sense when a company has exhausted growth opportunities in its core business. For diversification to create shareholder value, the new businesses must increase overall profitability through synergies. The document outlines various tests and considerations for evaluating potential diversification opportunities, including assessing attractiveness of the target industry and competitive advantages, and determining if the company will be better off with diversification. It also discusses different methods for diversifying, such as acquisitions, internal startups, or joint ventures.
This document summarizes strategic directions for business growth, including internal growth through reinvestment of profits and external growth such as mergers and acquisitions. It discusses the advantages and disadvantages of internal vs. external growth. Mergers and acquisitions are described as common ways to grow quickly but over 50% fail due to issues like cultural clashes and lack of strategy. Strategic alliances between companies are also covered as a way for cooperation without full ownership.
This document discusses corporate strategy and the quest for parenting advantage. It analyzes different types of fit between a corporate parent and its businesses using a matrix. A good fit can create value, while a bad fit can destroy value. The document examines where a parent can positively or negatively influence a business based on the business' critical success factors and potential opportunities for the parent to add value. It provides examples of different fit categories like "heartland businesses," "ballast businesses," "alien territory businesses," and "value-trap businesses." The analysis helps assess where changes could improve the fit between a parent and its businesses.
This document provides an overview of strategic management concepts including strategy, vision, mission, objectives, goals, the strategic management process, corporate planning, and strategic business units. Some key points:
1. Strategy involves consciously choosing a company's direction and responding proactively to changes. A vision describes what a company aspires to become, while a mission explains what it is and why it exists.
2. Objectives are long-term goals that support the mission, while goals are more specific and short-term. The strategic management process consists of environmental scanning, strategy formulation, implementation, and evaluation.
3. Corporate planning is a comprehensive process undertaken by top management to guide the company towards its objectives. Strateg
The document discusses market-based strategic planning for early stage life science companies. It notes that consumers are exposed to thousands of advertising messages daily and have too many choices. To cope, consumers create "ladders in the mind" to rank products and simplify decisions. The document advocates taking a systematic approach to strategic planning, including profiling products, positioning offerings, developing messages, and selecting a target "beachhead" market to focus on winning customers. It emphasizes the need to understand customers and build a whole solution for their problems.
Corporate Strategy Decisions and Their Marketing ImplicationsFreddy Haiyun
This document discusses corporate strategy decisions and their implications for marketing. It covers defining a company's mission, objectives, and scope. Expanding a company's growth through diversification or increasing market penetration is explored. Portfolio models like BCG matrix are presented to analyze resource allocation across business units. Maintaining ethical standards and social values benefits companies through building trust with customers and other stakeholders. Knowledge sharing across divisions and leveraging a strong corporate brand can also generate synergies.
The document summarizes key concepts from Chapter 7 on international strategy, including:
1) The importance of international expansion as a diversification strategy and understanding sources of national advantage.
2) The motivations and risks associated with international expansion, including increasing market scope and reducing costs.
3) The two opposing forces of cost reduction and adaptation to local markets that firms face internationally.
4) The advantages and limitations of global, multidomestic, and transnational strategies, and the four basic entry strategies of exporting, licensing, strategic alliances, and wholly owned subsidiaries.
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
This document discusses various strategic alternatives that organizations can pursue for business success. It outlines different types of strategies such as stability, incremental growth, growth intensification, diversification, retrenchment, and turnaround. Growth strategies involve substantially broadening the scope of business based on demands and adopting strategies for high growth. Retrenchment strategies involve substantial contraction or elimination of activities to improve performance. Combination strategies involve adopting a mixture of stability, expansion, and retrenchment strategies to address complex business situations. The document provides examples and comparisons of these different strategic alternatives.
The document discusses various aspects of corporate strategy formulation. It defines corporate strategy as dealing with a company's overall growth orientation, portfolio of industries/markets, and coordination across business units. The key elements discussed include:
1. The 6 steps to effective strategy formulation: defining the organization, mission, objectives, competitive strategy, implementation, and evaluation.
2. Types of directional strategies like growth, stability, and retrenchment and the concentrations, diversifications, and portfolio analysis used within them.
3. Methods for managing strategic alliances, business units, resources, and capabilities across a corporation.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
This document discusses strategic management and the strategic management process. It covers:
1) The importance of strategic management and having a formal strategic management system.
2) The steps in the strategic management process including identifying the organization's mission/objectives/strategies, analyzing the external/internal environment, identifying strengths/weaknesses/opportunities/threats, formulating strategies, implementing strategies, and evaluating results.
3) Different levels of organizational strategies including corporate, business, and functional strategies and examples like grand strategies, BCG matrix, and Porter's generic competitive strategies.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
The document introduces the Delta Model, a new strategy framework that places the customer at the center of management. It examines three primary options to establish customer bonding: Best Product, Total Customer Solutions, and System Lock-In. Best Product focuses on product economics through differentiation or low cost. Total Customer Solutions provides customized solutions and seeks cooperation. System Lock-In aims for market dominance through network effects. The Delta Model complements Porter's framework and the Resource-Based View by adding the missing customer perspective to strategic thinking.
This document discusses various strategic management concepts and frameworks for formulating strategies. It covers the basic definitions of strategy, strategic intent, and strategic management. It then discusses Porter's generic strategies of differentiation, cost leadership, and focus. The document also covers the BCG matrix for portfolio analysis and relates business units to growth-share conditions and strategic implications. Finally, it discusses adaptive strategies like prospector, defender, analyzer, and reactor.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
This document discusses strategic management and strategic alternatives. It defines key terms like strategic business unit (SBU) and strategy. It describes the evolution of strategic planning and discusses portfolio restructuring, strategic options like growth, divestment, and investment. It also covers strategies for declining, mature and emerging markets, as well as competitive strategy, core competencies, competitive advantages, diversification, and knowledge management.
The document provides an overview of corporate strategy, including definitions, history, and schools of thought. It discusses key concepts such as resources and capabilities, portfolio management, value-oriented management, and aspiration-based management. Specifically, it summarizes the resources and capabilities view, which focuses on identifying a company's core competencies and leveraging them across business units as the basis for long-term competitive advantage.
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
This document discusses strategic control and corporate governance. It describes strategic control as consisting of informational control, which involves ongoing monitoring of the external environment and strategy, and behavioral control, which ensures employee behavior aligns with goals through culture, rewards and boundaries. Corporate governance aims to align manager and shareholder interests through internal mechanisms like boards of directors and executive compensation, and external mechanisms like markets and regulations. The key is balancing the interests of managers, who control firms, with shareholders, who own firms but are separated from control.
This document provides an overview of strategic alternatives that organizations can pursue. It discusses corporate strategies like stable growth strategies that focus on continuing current operations, and growth strategies like concentration strategies that aim to grow faster than markets. Concentration strategies involve increasing sales in a single product through actions like market development, product development, and horizontal integration. The document also discusses business unit strategies like overall cost leadership, differentiation, and focus.
SM Lecture Eight - Mergers, Acquisitions and AlliancesStratMgt Advisor
This document discusses strategic management concepts related to organic growth, mergers and acquisitions, and strategic alliances. It defines organic growth as building on internal capabilities, and notes advantages like gradual investment and strategic independence. Mergers and acquisitions combine companies, and motives can be strategic, financial, or managerial. Successful mergers require strategic and organizational fit between partners. Strategic alliances allow companies to share resources without full ownership.
El artículo habla sobre las dudas que surgen al invertir dinero. Brevemente describe cómo la incertidumbre es parte natural de las inversiones y que es importante diversificar la cartera de inversiones para reducir riesgos.
Boundary value problem and its application in i function of multivariableAlexander Decker
This document presents a mathematical model of a boundary value problem and its application to the I-function of multivariable. It defines the boundary value problem for temperature distribution in a rectangular plate under given boundary conditions. It then evaluates the solution of the boundary value problem using the I-function of multivariable, involving products of general polynomials. Several integral formulas are used to derive the solution as a sum involving arbitrary functions and constants.
This document provides an overview of strategic management concepts including strategy, vision, mission, objectives, goals, the strategic management process, corporate planning, and strategic business units. Some key points:
1. Strategy involves consciously choosing a company's direction and responding proactively to changes. A vision describes what a company aspires to become, while a mission explains what it is and why it exists.
2. Objectives are long-term goals that support the mission, while goals are more specific and short-term. The strategic management process consists of environmental scanning, strategy formulation, implementation, and evaluation.
3. Corporate planning is a comprehensive process undertaken by top management to guide the company towards its objectives. Strateg
The document discusses market-based strategic planning for early stage life science companies. It notes that consumers are exposed to thousands of advertising messages daily and have too many choices. To cope, consumers create "ladders in the mind" to rank products and simplify decisions. The document advocates taking a systematic approach to strategic planning, including profiling products, positioning offerings, developing messages, and selecting a target "beachhead" market to focus on winning customers. It emphasizes the need to understand customers and build a whole solution for their problems.
Corporate Strategy Decisions and Their Marketing ImplicationsFreddy Haiyun
This document discusses corporate strategy decisions and their implications for marketing. It covers defining a company's mission, objectives, and scope. Expanding a company's growth through diversification or increasing market penetration is explored. Portfolio models like BCG matrix are presented to analyze resource allocation across business units. Maintaining ethical standards and social values benefits companies through building trust with customers and other stakeholders. Knowledge sharing across divisions and leveraging a strong corporate brand can also generate synergies.
The document summarizes key concepts from Chapter 7 on international strategy, including:
1) The importance of international expansion as a diversification strategy and understanding sources of national advantage.
2) The motivations and risks associated with international expansion, including increasing market scope and reducing costs.
3) The two opposing forces of cost reduction and adaptation to local markets that firms face internationally.
4) The advantages and limitations of global, multidomestic, and transnational strategies, and the four basic entry strategies of exporting, licensing, strategic alliances, and wholly owned subsidiaries.
Business Level Strategies & Functional Level StrategiesAyyazMehmood1988
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
This document discusses various strategic alternatives that organizations can pursue for business success. It outlines different types of strategies such as stability, incremental growth, growth intensification, diversification, retrenchment, and turnaround. Growth strategies involve substantially broadening the scope of business based on demands and adopting strategies for high growth. Retrenchment strategies involve substantial contraction or elimination of activities to improve performance. Combination strategies involve adopting a mixture of stability, expansion, and retrenchment strategies to address complex business situations. The document provides examples and comparisons of these different strategic alternatives.
The document discusses various aspects of corporate strategy formulation. It defines corporate strategy as dealing with a company's overall growth orientation, portfolio of industries/markets, and coordination across business units. The key elements discussed include:
1. The 6 steps to effective strategy formulation: defining the organization, mission, objectives, competitive strategy, implementation, and evaluation.
2. Types of directional strategies like growth, stability, and retrenchment and the concentrations, diversifications, and portfolio analysis used within them.
3. Methods for managing strategic alliances, business units, resources, and capabilities across a corporation.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
This document discusses strategic management and the strategic management process. It covers:
1) The importance of strategic management and having a formal strategic management system.
2) The steps in the strategic management process including identifying the organization's mission/objectives/strategies, analyzing the external/internal environment, identifying strengths/weaknesses/opportunities/threats, formulating strategies, implementing strategies, and evaluating results.
3) Different levels of organizational strategies including corporate, business, and functional strategies and examples like grand strategies, BCG matrix, and Porter's generic competitive strategies.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
The document introduces the Delta Model, a new strategy framework that places the customer at the center of management. It examines three primary options to establish customer bonding: Best Product, Total Customer Solutions, and System Lock-In. Best Product focuses on product economics through differentiation or low cost. Total Customer Solutions provides customized solutions and seeks cooperation. System Lock-In aims for market dominance through network effects. The Delta Model complements Porter's framework and the Resource-Based View by adding the missing customer perspective to strategic thinking.
This document discusses various strategic management concepts and frameworks for formulating strategies. It covers the basic definitions of strategy, strategic intent, and strategic management. It then discusses Porter's generic strategies of differentiation, cost leadership, and focus. The document also covers the BCG matrix for portfolio analysis and relates business units to growth-share conditions and strategic implications. Finally, it discusses adaptive strategies like prospector, defender, analyzer, and reactor.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
This document discusses strategic management and strategic alternatives. It defines key terms like strategic business unit (SBU) and strategy. It describes the evolution of strategic planning and discusses portfolio restructuring, strategic options like growth, divestment, and investment. It also covers strategies for declining, mature and emerging markets, as well as competitive strategy, core competencies, competitive advantages, diversification, and knowledge management.
The document provides an overview of corporate strategy, including definitions, history, and schools of thought. It discusses key concepts such as resources and capabilities, portfolio management, value-oriented management, and aspiration-based management. Specifically, it summarizes the resources and capabilities view, which focuses on identifying a company's core competencies and leveraging them across business units as the basis for long-term competitive advantage.
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
This document discusses strategic control and corporate governance. It describes strategic control as consisting of informational control, which involves ongoing monitoring of the external environment and strategy, and behavioral control, which ensures employee behavior aligns with goals through culture, rewards and boundaries. Corporate governance aims to align manager and shareholder interests through internal mechanisms like boards of directors and executive compensation, and external mechanisms like markets and regulations. The key is balancing the interests of managers, who control firms, with shareholders, who own firms but are separated from control.
This document provides an overview of strategic alternatives that organizations can pursue. It discusses corporate strategies like stable growth strategies that focus on continuing current operations, and growth strategies like concentration strategies that aim to grow faster than markets. Concentration strategies involve increasing sales in a single product through actions like market development, product development, and horizontal integration. The document also discusses business unit strategies like overall cost leadership, differentiation, and focus.
SM Lecture Eight - Mergers, Acquisitions and AlliancesStratMgt Advisor
This document discusses strategic management concepts related to organic growth, mergers and acquisitions, and strategic alliances. It defines organic growth as building on internal capabilities, and notes advantages like gradual investment and strategic independence. Mergers and acquisitions combine companies, and motives can be strategic, financial, or managerial. Successful mergers require strategic and organizational fit between partners. Strategic alliances allow companies to share resources without full ownership.
El artículo habla sobre las dudas que surgen al invertir dinero. Brevemente describe cómo la incertidumbre es parte natural de las inversiones y que es importante diversificar la cartera de inversiones para reducir riesgos.
Boundary value problem and its application in i function of multivariableAlexander Decker
This document presents a mathematical model of a boundary value problem and its application to the I-function of multivariable. It defines the boundary value problem for temperature distribution in a rectangular plate under given boundary conditions. It then evaluates the solution of the boundary value problem using the I-function of multivariable, involving products of general polynomials. Several integral formulas are used to derive the solution as a sum involving arbitrary functions and constants.
ConsultorioMovil.net ofrece a los pacientes la posibilidad de llevar todos sus registros y comunicaciones médicas en una sola plataforma digital, permitiéndoles acceder a indicaciones, estudios y resultados desde cualquier lugar, mantenerse en contacto con sus médicos, pedir turnos y recordar recetas. La plataforma también incluye acceso a una biblioteca médica y aplicaciones de salud gratuitas.
The applicant is applying for a marketing position and is submitting their application materials including resume, certifications, and references. They have a diploma in marketing from AUC and an MBA in marketing. Their experience includes roles in marketing and sales for a pharmaceutical company, where they helped plan events, prepared for meetings, and provided patient education and consultation. They believe their experience in marketing, sales, and understanding of the marketing process make them a strong candidate for the position.
The document discusses definitions of strategy and concepts related to strategy such as vision, mission, and business models. It provides examples of the mission and business model of IMVU, an online social platform, and IMVU's strategy to expand its user base and revenue.
Doretha L. Smith has always had a passion for teaching. As an adjunct instructor, she aims to motivate students to achieve their academic goals and develop critical thinking skills. She creates a positive learning environment that promotes intellectual stimulation and empowerment through academic support. Smith challenges students with assignments and projects to enhance their learning and pushes them to conduct research and write scholarly works. She takes a neutral stance in classes and acts as a moderator to motivate students' participation and challenge their intellectual abilities. Smith believes in continuously improving and self-assessing her teaching performance.
Le taux d’emploi, notamment à temps partiel, est en France inférieur à celui des pays européens les plus performants. Cette note analyse cet écart et les marges de manœuvre existantes pour le corriger.
http://www.strategie.gouv.fr/publications/temps-partiel-une-reserve-demplois
Branding islamic spiritual tourism an exploratory study in australia & pakistanAlexander Decker
This document summarizes a study that explores branding strategies for Islamic spiritual tourism. The study conducted in-depth interviews with spiritual tourists in Australia and Pakistan to understand their attitudes and behaviors. The analysis identified two potential brands: inclusive Islamic spiritual tourism, referring to tourists seeking spiritual growth from any sacred places or religions, and exclusive Islamic spiritual tourism, referring to tourists oriented specifically towards Islam. The research concludes there is evidence to brand Islamic spiritual tourism based on the inclusive and exclusive attitudes of spiritual tourists to better market the industry. This fills a gap in the literature by developing branding themes constructed on the perspectives of spiritual tourists.
The Mediabrain - the impact of the reader-magazine relationship proven by bra...Researchblog
A study by Sanoma Media and Neurensics about magazine engagement, using the MRI scanner. This is the presentation of the FIPP Research Forum 2011, where it was awarded as best innovation in magazine research.
Mail dennis.hoogervorst@sanomamedia.nl for more information.
STRATEGY, STRATEGIC PLANNING, STRATEGIC DECISION, STRATEGIC CAPABILITY, OPERATIONS MANAGEMENT, ROLE OF OPERATIONS IN AN ORGANIZATION, SCOPE OF OPERATIONS MANAGEMENT, OPERATIONS STRATEGY, DIFFERENCES BETWEEN STRATEGIC, ADMINISTRATIVE AND OPERATIONAL DECISIONS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Internal assignment no 2(MBA208)BY ANIL KUMARANIL KUMAR
The document discusses strategic management concepts. It begins by covering the two dimensions of the BCG matrix as market share and market growth. It then defines turnaround strategy, core competencies, and distinguishes between joint ventures and strategic alliances. Next, it explains SWOT analysis and Porter's four generic strategies of cost leadership, differentiation, cost focus, and differentiation focus. Finally, it discusses the importance of strategic management for organizations in setting goals, allocating resources, adapting to changes, and achieving long-term success.
A Comparative Analysis Of Strategies And Business Models Of Dell Inc. And Hew...Yasmine Anino
Dell and HP are compared in the document. Both companies specialize in IT and Dell is the market leader while HP is the market challenger. The strategies and business models of Dell and HP are analyzed. While their strategies are similar, any small mistake by Dell could allow HP to become the new market leader. The document provides background on both companies and compares their strategies and business models.
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
An overview of strategic management.ppsx11richamandla
Strategic management involves establishing organizational goals, analyzing the internal and external environment, formulating strategies to achieve goals, implementing strategies, and evaluating performance. It occurs at three levels - corporate, business unit, and functional. Corporate strategy defines the businesses the company will compete in, business strategy defines how it will compete in each business, and functional strategy defines how each department will contribute. Strategic management is an ongoing, cyclical process that orients the entire organization towards achieving its mission.
The document discusses strategic objectives and strategy concepts. It defines strategic objectives as more definitive statements that accomplish an organization's mission. Strategic objectives typically have multi-year timeframes and require efforts from multiple departments. Effective strategic objectives are measurable, achievable, flexible, and stretch employees without being unrealistic. The document also defines strategy and discusses the relationship between vision, mission, and objectives. It emphasizes that strategy involves making explicit choices about customers, offerings, and activities.
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
This document provides an introduction and overview of key concepts in strategic management, including:
- Strategic management involves determining objectives and strategies to help achieve corporate goals through continuous strategic decision making and environmental analysis.
- Business strategy focuses on how to compete successfully in a given industry or market through gaining competitive advantage.
- Strategic decisions require top management, involve large resources, have long-term impacts, and consider external factors.
- Competitive advantage can come from lower costs, differentiation, switching costs, intellectual property, and being difficult for competitors to replicate. Sustainable competitive advantage lasts over time.
Running head STRATEGIC FIT OF THE FIRM ASSESSMENT .docxtoltonkendal
Running head: STRATEGIC FIT OF THE FIRM ASSESSMENT 1
STRATEGIC FIT OF THE FIRM ASSESSMENT 4
Strategic Fit of the Firm Assessment
James Smith
MBA 6024
Unit 3 Assignment 1
3/12/16
The Virgin Group is a company that is doing well in the industry despite that many inconsistencies that occurred. The company’s strategies that have been made are aimed at making sure that company has achieved the objectives or the goals that have been set using these strategies. The set strategic plan is brilliant and has highlighted on some of the areas that need to be improved. The establishment of the strategy is also likely to bring about motivation to the individuals. The application of the strategies is also likely to impact the organization's performance in a positive manner since the individuals will be having set aspirations as well as motivations to inspire the members of the given organization.
The firm is in full control of the available resources and also has the required capabilities that will assist in ensuring that the strategies have been implemented. The functions of the company are usually structured in a way that they are easily applicable, and they can be of many benefits to the organization. The issue of the differentiation has also made it possible for the organization to gain a competitive advantage in the issues that they will be tackling especially the ones that are concerned with the increased productivity of the organization. The resources belonging to the firm are also properly allocated to make sure that the level of productivity has continued to increase.
The organization structure of the organization as well as the management system of design has been on the forefront in making sure that they have accomplished the desired goals of the organization as well as making sure that the business strategies have been applied without any delay. The organizational structure of the organizational structure of the organization has created an environment that is best suited for the increase performance and productivity. The resource allocation has made it possible for the firm to remain in a better environment that will enhance the performance of the firm (Garlichs, 2011).
Shareholders and stakeholders have the opportunity of benefiting from the implementation of the strategies. Shareholders will receive a higher value for the money that they have invested in the company. The shareholders including customers, suppliers and the society at large will benefit as the project will benefit them by giving suppliers a high income and offering goods to customers that suit them. The distribution of excess profit will be done in accordance to what one has invested in the company such that where the amount contributed is small then the amount of profit to be giv ...
Assignment 3 Case StudyE-Business Strategy and Models in B.docxbraycarissa250
Assignment 3: Case Study
E-Business Strategy and Models in Banks: Case of Citibank
Bank is an institution that deals with money as well as credit. It accepts deposits from the public, makes funds available to those who need then and helps in remittance of money from one place to another (Macesich, George, 2000, p-42). Modern banks today perform a wide range of functions that makes it difficult to give an apt and precise definition of it. One of the famous economists, Crowther had said, a bank “collects money from those who have it to spare or who are saving it out of their incomes, and lends this money to those who require it”. In short, the term bank in modern times refers to an institution that deals with money i.e. accepts deposits and advances loans; has the ability to create credit which basically implies expanding its liabilities as a multiple of its reserves; creates demand deposits and it is a commercial institution that aims at securing profits.
Citibank is a subsidiary of Citigroup. Citibank was founded as City Bank of New York in the year 1918. According to the latest statistics, it is now the third largest bank holding company in the United States by the total assets after Bank of America and JP Morgan Chase. The bank has its retail banking operations spread over more than 100 countries and territories around the world (Harold, Cleveland & Huertas, 1985). Apart from the standard banking transactions, Citibank offers credit cards, insurance and other investment products. Their online services have earned them appreciation from every nook and corner, making them the most successful in the field. The 15 million online users bear testimony to the stated fact. The key people involved in the management of the bank are: Vikram Pandit (CEO), John Gerspach (CFO), Douglas Peterson (COO) and Willliam R. Rhodes, the Chairman.
Strategy literally means the way an action is planned to achieve the desired results. Every company has certain aims that it hopes to conquer. It has a vivid description of what it desires to achieve. The vision statement that company has is an idealized picture which inspires it, energizes its efforts towards directing its actions towards the expected goals (Hambrick and Chen, 2007, p 935-955). Strategic Decision Making, in context of a firm or an organization, is the framing of long term plan of action that aims at resulting in success and profits for the products and services marketed by the company, for instance (Triantaphyllou, 2000, p 320). Strategic decision making is important to outperform the various other competitors in the market. The process of determining appropriate courses of action for achieving organizational objectives and thereby accomplishing organizational purpose is known as Strategy formulation. In today’s era of cut-throat competition in the business environment budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm ...
Specter is a marketing and business strategy consulting firm that focuses on strategy, marketing, and branding. They help clients with complex strategic challenges through tailored solutions to achieve growth. Their approach involves defining where clients should focus their resources to outperform competitors and generate higher returns.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
Strategic planning involves defining objectives, assessing internal/external situations, formulating strategies to achieve objectives, implementing strategies, and evaluating/adjusting as needed. A company conducts an environmental scan including internal/industry/macro analyses. It formulates strategies by matching strengths to opportunities and addressing weaknesses/threats. Implementation involves organizing resources and motivating staff. Evaluation assesses performance and drives adjustments. Strategy occurs at corporate, business unit, and functional levels.
Strategic analysis refers to the process of conducting research on a company and its operating environment to formulate a strategy. It involves identifying relevant data, defining internal/external environments, and using analytical tools like Porter's five forces analysis, SWOT analysis, value chain analysis, and portfolio matrices. Key elements of strategic analysis include assessing a company's resources, capabilities, competitive advantages, performance gaps, and developing strategies to improve its position.
Essay questionPorter Combining business strategy What is itmeani.pdfrajkumarm401
Essay question:
Porter Combining business strategy: What is itmeaning? - What is the idea? - Why is it
important?
Solution
Strategy According to Michael Porter
In a 1996 Harvard Business Review article [5] and in an earlier book [6], Porter argues that
competitive strategy is \"about being different.\" He adds, \"It means deliberately choosing a
different set of activities to deliver a unique mix of value.\" In short, Porter argues that strategy is
about competitive position, about differentiating yourself in the eyes of the customer, about
adding value through a mix of activities different from those used by competitors. In his earlier
book, Porter defines competitive strategy as \"a combination of the ends (goals) for which the
firm is striving and the means (policies) by which it is seeking to get there.\" Thus, Porter seems
to embrace strategy as both plan and position. (It should be noted that Porter writes about
competitive strategy, not about strategy in general.)
COMBINATION STRATEGIES
Can forms of competitive advantage be combined? Porter asserts that a successful strategy
requires a firm to aggressively stake out a market position, and that different strategies involve
distinctly different approaches to competing and operating the business. An organization
pursuing a differentiation strategy seeks competitive advantage by offering products or services
that are unique from those offered by rivals, either through design, brand image, technology,
features, or customer service. Alternatively, an organization pursuing a cost leadership strategy
attempts to gain competitive advantage based on being the overall low-cost provider of a product
or service. To be \"all things to all people\" can mean becoming \"stuck in the middle\" with no
distinct competitive advantage. The difference between being \"stuck in the middle\" and
successfully pursuing combination strategies merits discussion. Although Porter describes the
dangers of not being successful in either cost control or differentiation, some firms have been
able to succeed using combination strategies.
Research suggests that, in some cases, it is possible to be a cost leader while maintaining a
differentiated product. Southwest Airlines has combined cost cutting measures with
differentiation. The company has been able to reduce costs by not assigning seating and by
eliminating meals on its planes. It has then been able to promote in its advertising that one does
not get tasteless airline food on its flights. Its fares have been low enough to attract a significant
number of passengers, allowing the airline to succeed.
Another firm that has pursued an effective combination strategy is Nike. When customer
preferences moved to wide-legged jeans and cargo pants, Nike\'s market share slipped.
Competitors such as Adidas offered less expensive shoes and undercut Nike\'s price. Nike\'s
stock price dropped in 1998 to half its 1997 high. However, Nike reported a 70 percent increase
in earnings for.
This document discusses strategies for effective implementation of organizational plans. It covers concepts like strategic fit, designing appropriate administrative relationships between corporate headquarters and business units, and designing organizational structures and processes to implement different competitive strategies. Specific strategies discussed include prospectors, analyzers, defenders, low-cost defenders, and differentiated defenders. The document also examines how variables like autonomy, resource sharing, and performance evaluation impact strategy implementation and how to design structures based on factors like formalization, centralization, and specialization.
The current strategies for DPSCS–DPP focus on coordination, cooperation, and community safety. Strategic planning provides the foundation for an organization's future and ability to address competitors. Without strategies, an organization will struggle to survive. Strategic planning involves developing a mission, vision, objectives and values to provide focus and direction for the present and future. Coordination is one of the key strategies used by DPSCS–DPP to achieve its vision through cooperation among different partners such as law enforcement.
Porter's generic strategies framework outlines three types of competitive advantage - cost leadership, differentiation, and focus. Firms can pursue one of these advantages across a broad or narrow scope. Competitive advantage is created through value chain activities that are difficult for competitors to imitate. It is sustained through durable sources of advantage, multiple distinct sources, and continuous upgrading. Alternatively, the core competence framework emphasizes developing dynamic capabilities rather than positioning within an industry. Core competencies allow firms to enter new markets and are sustained through continuous investment. Both frameworks provide guidance for analyzing competitive advantage but must be tailored to a specific company's challenges.
This document provides an overview of strategic marketing. It discusses the methodology for strategic marketing courses, which includes short lectures, case studies, discussions, and creating a relaxed classroom environment. It then defines strategic marketing as understanding customer needs to satisfy them at a high level. Strategic marketing involves analyzing the external environment, formulating strategies, and implementing them. The document outlines the historical evolution of strategic management from budgeting to long-range planning to strategic planning to today's strategic management. It also discusses the key areas of strategic decisions and how change shapes strategy.
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Brief of the dimensionality of business strategy among the manufacturing organization
1. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.8, 2013
64
Brief of the Dimensionality of Business Strategy among the
Manufacturing Organization
AL MUTAIRI ALYA O
School of Mathematical Sciences, Universiti Sains Malaysia, 11800 Penang, Malaysia
* E-mail of the corresponding author: etifaq66@hotmail.com
Abstract
Strategic thinking and leadership directs to the ability of the leaders of an organization to look into its prospect
and to think creatively about its potential development. Researchers have recognized general categories of
business-level competitive strategies based on overall patterns of propose, practice, and performance in different
businesses. In broader view these categories can be seen as overall cost-leadership, building customer perception
of superior quality products or services and focus in which business avoids direct confrontation with the major
competitors (Mullins). The purpose of this study is to discuss from literature and empirically tests the
dimensionality of the integrated business strategy in the Malaysian context. The effectiveness of strategies was
tasted with a sample of 113 manufacturing organizations. Results of exploratory and confirmatory factor
analyses showed that the 4-subscale structure of integrated business strategy was valid. The results established
that the integrated business strategy scale has high internal reliability. These results specify that the incorporated
business strategy scale can be used in research connected to manufacturing organizations in Malaysia.
Keywords:Manufacturing Organizations, Strategic management, Direct Mailing, Managers in manufacturing
organizations, Business Strategy, Strategy Typology
Introduction
Mintzburg suggested that the term Strategy can legitimately be used in many ways; a word strategy can be a plan,
a pattern of behavior, a perspective, a ploy or a position in respect to others (George Stonehouse, 1999,2002).
Chandler considered strategy in three important aspects; the determination of the basic long-term objectives that
concerns the attainable strategic goals, the adoption of courses of action refers to the actions to achieve
previously set goals and the allocation of resources reflects the cost associated with the required actions (George
Stonehouse, 1999,2002).
An enthused and noticeably considered strategy provides the impetus for commercial achievement, where a
fragile or misunderstood strategy may lead to a corporation going out of business. Understanding what composes
'strategy' is therefore crucial in increasing a successful business, as is avoiding the inclination to label every plan
and decision 'strategic' when the majorities are about implementation strategy rather than setting it. Strategy
development an implementation enables the managers to better understand their customers and competitors. A
sound strategy is required to understand customers of any business for companies to develop products in line
with customer preferences. Development of strategy strengthens business also in a way that it makes sure the
resources are devoted to the most important customers in order to retain their loyalty and get them buy more
products of their choices. Strategies also provide managers need of business skills to be added or subtracted from
the processes, productivity, operations and many other functions inside the organization can be improved via
development of successful strategies (Kourdi, 2003,2009).
Strategic management and planning are necessary to achieve clear sense of direction of business enterprise to
establish clear set of goals, provide an integrated function for organization to diversify the operations by offering
framework of action and to respond successfully to complex business environment encountered by firms of
increasingly global scope (Gilles, 1997).
Literature Review
Strategic management is a set of theories, tools and frameworks that are designed to explain the factors
underlying performance of organizations and to assist managers in planning and acting strategically.
Much strategic decision-making takes place at the level of the business. Core competencies in marketing,
sourcing, finance, and distribution can be communicated across the organization but each organization is likely
to involve certain characteristic competences particular to its own logical geographic, competitive or industry
condition (George Stonehouse, 1999,2002). Very often companies find themselves between the decision to buy
or make without the being the original intension. Vendors and suppliers issue created the debate for company
2. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.8, 2013
65
that where they should really concentrate and to make the most of all competencies of an organization there has
to be an evaluation of internal strategies and process (Probert, 1997).
Business strategy of a company is the plan management uses to stake out a market position, attract and please
customers, perform operations and successfully complete organization objectives (Lenox, 2013). Strategy of a
company states as amongst all the possible plans and action, we will move in such direction focus on these
markets and customers needs and compete in such direction by allocating our resources and energies in such and
such ways while relying on particular business approaches. Business strategy is closely related with business
model which is any company’s plan for profits. it estimates the revenue, cash flows, profit margins and erring
that will be generated by a company's service and product offerings and approaches to compete. A well
established company has proven business model while a new company that is losing or making money randomly
has not fixed their business model
Competitive strategy of a company is a subset of its business strategy. While business strategy address all
strategic issues facing a company, competitive strategy focuses on a company' plan for competing successfully
against competitors. A competitive strategy that wins has an edge over competitors in attracting customers or
either way. Competitive strategy also develops understanding the level of competition the particular industry has.
Five forces that determine the level of competition are; threat of new competitors, Threat of substitute products,
bargaining power of suppliers, bargaining power of customers and rivalry among competitors (Miltenburg,
2005).
However, it is very tricky for any business unit, despite of its competitive strategy, to concurrently accomplish
outstanding performance on even this limited number of dimensions, because they engross considerable
trade-offs. Good performance on one dimension often refers to giving up performance on another. For example,
increasing successful new products or achieving share growth repeatedly involves large marketing budgets,
extensive up-front investment, high operating costs, and a splinter of profit margins—all of which reduce the
firm’s ROI. This provides that managers should choose a competitive strategy with a view toward taking full
advantage of performance on one or two dimensions, while hoping to sacrifice some level of performance on the
others, at least in the short term. Over the longer term, off course, the selected strategy should assure discounted
cash flows that exceed the business’s charge of capital and thereby amplify shareholder value (Mullins).
The numbers of explicit strategic configurations that can be engaged by a firm are almost limitless. This can
make the task of choosing a firm's strategy appear rather daunting (Tan, 2006). This task can be simplified,
however, by considering the four basic types of strategies by Miles and snows Strategy Typology (Knoll, 2008)
used in strategic management.
From the study of business strategies by Raymond miles and Charles Slow given rise to another business
strategy typology. The miles and Snow's typology is based on the concept that managers look for formulating
strategies that will be matching with the external environment (Daft, 2010).
- Prospector or Quality based: this is based on innovation, taking risks, seeking new opportunities and
growth. This strategy is well suited on a dynamic, growing environment were efficiency is of less
importance than innovation. Prospective strategies can be exemplified by the success of apple and Cisco
by their innovations to serve user requirements.
- Defender: it is in contrast with prospector, rather than taking risks and seeking new opportunities, the
defender strategy is concerned with stability or even retrenchment. It emphasis on holding to old
customers rather making new customers, it focuses on development of high quality products for steady
customers. This can be successful when organizations are in declining industry or stable environment.
This strengths company for highly profitable status while others have low return and lose money.
- Analyzer: the analyzer tries to maintain a stable business while innovating on the periphery; it lies
between prospector and defender. Some products will aim to target current customers via efficiency
while others target dynamic environments for possible growth. SONY's strategy is to safe its position in
traditional electronics market and also to build business in integrated home entertainment market.
business that have developed and enjoying the market domination find it difficult to balance retention of
market share in the face of more agile competitors while also attempting to exploit opportunities for
innovative products.
- Reactor: Reactors respond to environmental threats and opportunities in an ad-hoc fashion. In this
strategy organization does not define goals or plans instead it takes action for occurring events. It may
remains successful or failed like Kodak has failed to move along with customer choices (Daft, 2010).
Choices of strategy have implementations for internal organization characteristics to determine firm's
competitive approach. For an example its is likely that a company wanting to grow and invent new products will
look and feel different from a company aimed on maintaining market share for long reputable products in stable
business (Ulwick, 1999).
3. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.8, 2013
66
The overall flow of business plan is really concerned with the establishment of an organizational direction.
Therefore, an organization which encourages strategic planning can be conceptually represented as a focused
organization. By permitting everyone in the organization to be familiar with the aim of the strategic plan,
organizational direction and motivation are supported (Harinder Singh Jagdev, 2004).
Research on Examination of the dimensionality of Business Strategy
Overview
Examination of the dimensionality of business strategy among the manufacturing organizations by 'Dr. Hasliza
Abdul-Halim, PhD' and 'Dr. Norbani Che-Ha, PhD' provided the research paper to test the dimensionality of the
incorporated business strategy in the Malaysian perspective. For investigating the business strategies a sample of
113 manufacturing organizations has been chosen.
Methodology
This study used survey questioner via direct marketing mail, targeting to the general managers of Malaysian
manufacturing organizations. Federation of Malaysian Manufacturers Directory (FMM) acts as the source of
mailing list. The survey provided 12 percent response rate resulting in 113 respondents’ useable reaction from a
suitable sample of 900 organizations. The data was restrictedly collected from large and established
manufacturing organizations only with 150 employees and above and those that have been in operation for at
least five years were selected. Because these organizations are assumed to have firmly developed and recognized
business strategies (School, 2013). T-tests were carried out to inspect potential non-response bias. Respondents
were separated into two groups based on whether they responded to the first mailing and the follow-up. The
results exposed that there was no significant difference between the two groups on business strategies,
organizations establishment period and size and thus there was no evident of systematic non response bias. In
addition, all variables were tested for normality and linearity in order to be used for following analysis (Dr.
Hasliza Abdul-Halim, 2009).
Measurement:
The measurement items were produced from recognized researchers. Business strategies are made up of four
strategies including proactive, breadth, quality-based and reactive. In an effort to Inspect this viewpoint; the
measuring items were accumulated from works of various scholars (e.g. Huang 2001; Lee and Chee 1996; Covin
and Selvin 1989; Parnell and Hershey (2005) who have analyzed their trade strategies based on the typologies of
Miles and Snow (1978), Porter(1980), Miller (1988) and Schuler and Jackson (1987).
The feedback adopted from pre-testing was made minor changes were made to suit the language, business and
cultural environment of respondents but not changing the content of the constructs. On six points semantic
differential-likert scale 32 questions were made to measure business strategy.
For the purpose of data construal, the descriptive phrases for the main side of the six-point scale are (1)
“Strongly Agree”, (2) “Moderately Agree”, (3) “Slightly Agree”, (4) “Slightly Disagree”, (5)“Moderately
disagree” and (6) “strongly disagree”. Many respondents used natural response to not chose what they prefer.
Results and Conclusion:
Study has been conducted to test the dimensionality of integrated business strategy scale that has been mainly
used in the Western society to the Malaysian context. Results showed that, by getting a 26 items of business
strategy which is capable of explaining enough variation in the construct being calculated. It is proven that the
instrument is valid in content, convergent, construct and discriminate and reliable (Dr. Hasliza Abdul-Halim,
2009).
Manufacturing organization’s Managers can make the most of this scale in numerous conducts. Integrated
business strategies were developed and functionalized based on the recognized business strategy typologies
(Porter, 1980; Miles and Snow, 1978; Schuler and Jackson, 1987a; Miller, 1988). Exploratory factor analysis
provided that the four-factor model was used within this model of manufacturing organizations, providing
support for the construct validity of this scale. This scale allows the researcher to explore into both directions as
well as the concentration of the respondents absolute observation. Moreover, it also specifies more accurately the
dimension rather than allowing one pole of the scale to be understood idiosyncratically .The range of factor
loadings was experimental changing from 0.445 to 0.828 and four factors explained 53.48% of total variance.
Moreover, the results of the affirmative factor analysis indicated that the fit index for the four factors of
integrated business strategies provided a fine fit to the statistics (Dr. Hasliza Abdul-Halim, 2009).
Resulted validated planned dimensions can be utilized as an option to create strategic typologies for the
manufacturing organizations. Prominently, this outcome could be used as reference and as an origin for
4. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.8, 2013
67
managers for a further in-depth thoughtful of the concept of business strategies in manufacturing organizations in
Malaysia.
There are various factors that can be measured to identify weak areas in the manufacturing organizations
strategies. Upon identifying the problematic situation (e.g. managers low scored in the dimension of reactive
strategy), it is worthwhile for the organizations to investigate the causes of issues leading to decision making for
fixing those problems for future aspects.
Evaluations using the scale can be conducted on the adoption of different types of business strategy amongst the
manufacturing organizations in Malaysia from time-to-time to keep a close tab (busines, 2013). Empirical
findings of the business strategy scales provide organization better understanding for rising global competition
and development of competencies inside the organization. Moreover, the organizations are also aware on the
various types of business strategies to adopt particularly in the hyper competitive environment
Conclusion
In conclusion the integrated business strategy has been presented as a reliable, valid and extremely versatile
instrument for the measurement of business strategies espoused by the manufacturing organizations in Malaysia.
This instrument can help with the research and development of strategic management theory and applications.
The integrated business strategy scale is assumed to achieve a useful role in creating theory, perform, and
research on business strategy.
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