Strategic Management models and diagrams for professional business presentation.
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Competitive Analysis remains an underleveraged - yet - powerful tool in the product strategist's arsenal. Most companies know who their competitors are. Yet competitive analysis is rarely done in an in-depth manner and usually only covers feature checklists of similar products. This presentation will cover how to examine every aspect of your competition so that winning strategic plans can be put in place. This includes a four-step process for developing competitive analysis for both internal and external audiences and topics such as SWOT analysis, Porter's five forces, channel, team/company, product features, funding and others.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Competitive Analysis remains an underleveraged - yet - powerful tool in the product strategist's arsenal. Most companies know who their competitors are. Yet competitive analysis is rarely done in an in-depth manner and usually only covers feature checklists of similar products. This presentation will cover how to examine every aspect of your competition so that winning strategic plans can be put in place. This includes a four-step process for developing competitive analysis for both internal and external audiences and topics such as SWOT analysis, Porter's five forces, channel, team/company, product features, funding and others.
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
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
Support presentation to the SPIN-UP Training Programme on Entrepreneurial Skills for University Spin-Offs.
SPIN-UP is a cooperation project supported by the European Commission that aims to create an Entrepreneurship Training and Coaching Programme that contributes to the development of Key Entrepreneurial Skills, both technical and behavioural, essential to enable and leverage University Spin-Offs growth.
Download and have access to other training materials in www.spin-up.eu
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Business Strategytk 1222352359013505 8
1. WHY DO GREAT COMPANIES FAIL UNPARALLED TRACK RECORD OF SUCCESS NO GAP BETWEEN EXPEC- TATIONS & PERFOR MANCE ACCUMULATION OF ABUNDANT RESOURCES OPTIMISED BUSINESS SYSTEM SUCCESS CONFIRMS STRATEGY A VIEW THAT RESOURCES WILL WIN OUT DEEPLY ETCHED RECEPIES MOMENTUM IS MISTAKEN FOR LEADERSHIP CONTENTMENT WITH CURRENT PERFORMANCE RESOURCES SUBSTITUTE FOR CREATIVITY VULNERABILITY TO NEW RULES FAILURE TO “ REINVENT” LEADERSHIP INABILITY TO ESCAPE THE PAST INABILITY TO INVENT THE FUTURE
2. Successful Business strategy Competitiveness Growth and profits Managers begin To believe They are best Build layers of staff To cope with growth External arrogance And internal focus On control Decline into Satisfactory Under performance Initiative and Innovation stifled Dynamics of satisfactory underperformance
3. Corp profile AVERAGE ANNUAL INCREASE IN STOCK PRICE- 1977-1988 6.5 Company ‘ A’ 13.6 Company ‘ B’ 45.5 Company ‘ C’ 10% 20% 30% 50% 40%
5. THE VIRTUOUS CIRCLE SUPERIOR DDTS/ SERVICE CUSTOMER SATISFACTION FEWER CUSTOMER DEFECTIONS HIGH PROFITS GROWTH INVESTMENT TO ENHANCE PRODUCTIVITY INVESTMENT IN HR EMPLOYEE SATISFACTION DEDICATED WORK TEAM
6. THREE KINDS OF THINKING PROCESS MECHANICAL SYSTEMS HINKING PROBLEM PROTOTYPE INTUTION STRATEGIC THINKING . SOLUTION PROCESS OF THOUGHT REARRANGEMENT OF ELEMENTS LOCAL OPTIMIZATION OR SEEING TREE NOT THE FOREST TRANSFORMATION OR CHANGED CONFIGURATION ANALYSIS OF ESSENCE
7. A HABIT CHARACTER SOW A THOUGHT AN ACTION A HABIT CHARACTER DESTINY SOW REAP SOW SOW REAP REAP REAP AN ACTION
8. Basic definitions Strategic management —refers to the managerial process of forming a strategic vision,setting objectives, crafting a strategy; implementing and executing the strategy,and then over time initiating whatever corrective adjustments in the vision, objective, strategy, and execution are deemed appropriate. Strategic vision —is a road map of a company’s future—providing specifics about technology and customer focus,the geographic and the product markets to be pursued, the capabilities it plans to develop and the kind of company that management is trying to create. Mission statement – is typically focused on its present business scope—”who we are and what we do;”mission statement broadly describe an organization’s present capabilities, customer focus, activities, and business makeup. Objectives —are an organization's performance targets—the results and outcomes it want to achieve. They function as yardsticks for tracking an organization’s performance and progress. Strategic objectives —relate to outcomes that strengthen an organization’s overall business position and competitive vitality
9. Mission statement-IBM THE INDIVIDUAL MUST BE RESPECTED EXCELLENCE & SUPERIOR PERFORMANCE MUST BE PURSUED THE CUSTOMER MUST BE GIVEN THE BEST POSSIBLE SERVICE
10. Tasks of strategic management SETTING OBJECTIVES STRATEGY TO ACHIEVE OBJECTIVES IMPLEMENTING AND EXECUTI;NG STRATEGY EVALUATION AND CONTROL DEVELOPING STRATEGIC VISION AND MISSION REVISE AS NEEDED REVISE AS NEEDED IMPROVE/ CHANGE AS NEEDED IMPROVE/ CHANGE AS NEEDED RECYCLE TO TASKS 1,2,3.4 AS NEEDED TASK - 1 TASK -2 TASK-4 TASK-3 TASK-5
11. Strategy factors internal/ external Economic Societal Political Regulatory & Community considerations Competitive Conditions and Overall industry attractiveness Company Opportunities & Threats to the Company’s Well-being The mix of considerations that Determine a company’s strategic situation Company resources Strengths/weaknesses Competencies And Competitive capabilities Personal ambitions Business Philosophies & Ethical principals To key executives Shared values And Company culture Identification Evaluation Of Strategy alternatives Conclusions About Factors On Implications For strategy Crafting Strategy That fits The Overall situation Internal factors External factors
12. The Business System Diamond Jobs and structure Management and measurement system Business Process Values and beliefs
13. ENVISIONING THE OPPURTUNITIES CREATE A VISION OF THE FUTURE ASSES THE FIRM’S FUTURE ENVIRONMENT DEFINE THE SCOPE OF INNOVATION SET STRATEGIC DIRECTIONS & PRIORITIES TO SEEDING STAGE CREATING A VISION 1. WHAT DO WE WANT TO STAND FOR AS A COPRPORATION. 2. WHAT KINDS OF PRODUCTS DO WE WANT TO OFFER. 3. WHAT KIND OF CUSTOMERS DO WE WANT TO SERVE 4. WHAT DO WE WANT OUR PRODUCTS TO MEAN TO OUR CUSTOMERS.
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19. Formulating Product/Market Strategies MARKETS Existing New OFFERINGS Existing New Diversification New offering development Market development Market penetration
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28. DECOMPOSING THE ECONOMIC ENGINE CONCEPT OF SERVED MKT -1- REVENUE & MARGIN STRUCTURE -2- CONFIGRATION OF SKILL & ASSETS -3- FLEXIBILITY & ADAPTIVENESS -4- WHAT IS OUR BASIC VALUE POSITION? HOW HAVE WE SEGMENTED THE MARKET? WHAT KIND OF CUSTOMERS DO WE SERVE? WHERE ARE OUR CUSTOMERS? WHERE IN THE BUSINESS SYSTEM WE TAKE PROFIT? WHERE DO OUR MARGINS COME FROM? WHAT HAS DETERMINED THE SIZE OF THE MARGIN? WHAT ARE THE MAJOR COST & PRICE DRIVERS? WHAT DO WE BELIEVE WE KNOW HOW TO DO WELL? WHAT KINDS OF SKILLS PREDOMINATE IN OUR INDUSTRY? WHAT IS THE TRAJECTORY OF OUR DEVELOPMENT SPENDING? HOW ALERT ARE WE TO NEW VALUE DELIVERY MODELS? HOW EASILY COULD INVESTMENTS PROGRAMME BE RECONFIGURED? WHICH CONSTITUENCIES WOULD RESIST CHANGE?
29. FINDING THE LIMITS OF THE CURRENT ECONOMIC ENGINE -1- -2- -3- - 4- WHAT CUSTOMER NEEDS ARE’T WE SERVING . COULD PROFITS BE EXTRACTED AT A DIFFERENT POINT IN THE VALUE CHAIN. MIGHT CUSTMER NEEDS BE BETTER SERVED BY AN ALTERNATE CONFIGURATION OF SKILLS & ASSETS. WHAT IS OUR VULNERA- BILITY TO’ NEW RULES’ OF THE GAME
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31. Porter’s model Firms in other industries offering substitute products Rivalry among competing sellers Competitive pressure created by jockeying for better market position and comptt advantage Potential new entrants Buyers Suppliers of raw materials, parts, components etc .
32. Means to competitive advantage Competitive advantage Strategic assets And market achievements Core and distintictive competencies Core capabilities Company resources
37. Multi-factor grid B Selective Development (problem children) C Offensive Growth (stars) A Disinvestments (dogs) D Low profile (cash cows) weak weak attractiveness average average high high competitiveness
38. Evaluation of MFPG MFPG Basically leads to same kind of analysis as BCG matrix but the major difference is that the link between the competitiveness and financial performance is lost.
39. Strategy levels Corporate strategy Business strategies Functional strategies Operating strategies Corporate level managers Business level general mangers Heads of functional areas within business unit or division Plant managers,geographic unit managers
40. Company value chain Purchased Supplies and Inbound logistics operations Sales and marketing Distribution And Outbound logistics service Profit margins Product –technology and systems development General administration Human resources management Primary activities and costs Support Activities & costs