This document provides an overview of chapter 11 from a management textbook, which discusses building organizational capabilities to execute strategy. The chapter introduces frameworks for strategy execution, components of building a capable organization like staffing and developing core competencies. It emphasizes that executing strategy is tougher than crafting it and requires strong leadership to implement changes, unite the organization, and ensure activities support the strategy. Building an effective management team, attracting and retaining talented employees, and developing strategic competencies are key aspects of building an organization capable of executing its strategy well.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
Non-Equity Modes to enter International MarketThi Hang Vu
The presentation briefly introduces the most common non-equity modes which are used to enter international markets. Each entry mode is explained clearly with real examples.
This document summarizes a presentation by Professor Michael Porter on creating shared value. Porter discusses how business can address societal needs through their core operations in a way that also creates economic value. He outlines three levels of shared value - reconceiving products and markets, redefining productivity in the value chain, and improving the local cluster. The presentation provides examples like Jain Irrigation Systems in India and Fibria in Brazil that have created shared value through their business models. Porter argues that shared value can open new strategic opportunities for companies while also addressing important social and environmental challenges.
Vijay Mallya is an Indian businessman who founded Kingfisher Airlines. He is the son of Vittal Mallya and chairman of the United Breweries Group, which owns the Kingfisher beer brand. Mallya's leadership style is described as flamboyant and charismatic. He expanded his business interests significantly over time, but Kingfisher Airlines accumulated huge debts and losses and was eventually shut down in 2012 after failing to pay salaries to employees. Mallya now faces legal issues related to repayment of loans to banks for Kingfisher.
This document compares and contrasts the input-output (I/O) model and resource-based view (RBV) model for achieving above-average returns. The I/O model focuses on analyzing external opportunities and developing internal skills to capitalize on them. It involves finding an attractive industry and implementing a strategy aligned with that industry. The RBV model instead focuses on a firm's unique resources and capabilities and finding environments where they can be exploited. It involves identifying core competencies, competitive advantages, and selecting strategies that leverage a firm's strengths against external opportunities. Both models aim to earn superior returns but differ in their strategic focus - either external environments or internal resources and capabilities.
Hershey's case study.: ERP Implementation Failuresadia butt
The document discusses the failed ERP implementation by Hershey's, called Enterprise 21. The $112 million project aimed to integrate SAP, Manugistics, and Seibel software by 1999 but faced major issues. Post-implementation, order fulfillment doubled to 15 days and inventories grew by 25% with a 0.5% loss in market share. Key failure factors included unrealistic timelines, inadequate testing and training, and attempting a "big bang" go-live for the entire system. Hershey's was able to recover by upgrading more gradually in parts with improved testing, training, and a new CIO. The case highlights lessons about properly scoping ERP projects and change management.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
Corporate governance involves directing and controlling companies through their boards of directors, who set strategies and supervise management. Good governance prioritizes transparent processes for decision-making that consider all stakeholders' interests. It ensures careful management, stable stock prices, director training, stakeholder involvement, improved shareholder communication, and protecting goodwill and reputation. Bad governance allows problems like fraud and hurts companies' reliability.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
Non-Equity Modes to enter International MarketThi Hang Vu
The presentation briefly introduces the most common non-equity modes which are used to enter international markets. Each entry mode is explained clearly with real examples.
This document summarizes a presentation by Professor Michael Porter on creating shared value. Porter discusses how business can address societal needs through their core operations in a way that also creates economic value. He outlines three levels of shared value - reconceiving products and markets, redefining productivity in the value chain, and improving the local cluster. The presentation provides examples like Jain Irrigation Systems in India and Fibria in Brazil that have created shared value through their business models. Porter argues that shared value can open new strategic opportunities for companies while also addressing important social and environmental challenges.
Vijay Mallya is an Indian businessman who founded Kingfisher Airlines. He is the son of Vittal Mallya and chairman of the United Breweries Group, which owns the Kingfisher beer brand. Mallya's leadership style is described as flamboyant and charismatic. He expanded his business interests significantly over time, but Kingfisher Airlines accumulated huge debts and losses and was eventually shut down in 2012 after failing to pay salaries to employees. Mallya now faces legal issues related to repayment of loans to banks for Kingfisher.
This document compares and contrasts the input-output (I/O) model and resource-based view (RBV) model for achieving above-average returns. The I/O model focuses on analyzing external opportunities and developing internal skills to capitalize on them. It involves finding an attractive industry and implementing a strategy aligned with that industry. The RBV model instead focuses on a firm's unique resources and capabilities and finding environments where they can be exploited. It involves identifying core competencies, competitive advantages, and selecting strategies that leverage a firm's strengths against external opportunities. Both models aim to earn superior returns but differ in their strategic focus - either external environments or internal resources and capabilities.
Hershey's case study.: ERP Implementation Failuresadia butt
The document discusses the failed ERP implementation by Hershey's, called Enterprise 21. The $112 million project aimed to integrate SAP, Manugistics, and Seibel software by 1999 but faced major issues. Post-implementation, order fulfillment doubled to 15 days and inventories grew by 25% with a 0.5% loss in market share. Key failure factors included unrealistic timelines, inadequate testing and training, and attempting a "big bang" go-live for the entire system. Hershey's was able to recover by upgrading more gradually in parts with improved testing, training, and a new CIO. The case highlights lessons about properly scoping ERP projects and change management.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
Corporate governance involves directing and controlling companies through their boards of directors, who set strategies and supervise management. Good governance prioritizes transparent processes for decision-making that consider all stakeholders' interests. It ensures careful management, stable stock prices, director training, stakeholder involvement, improved shareholder communication, and protecting goodwill and reputation. Bad governance allows problems like fraud and hurts companies' reliability.
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
This document discusses strategic alliances between organizations. It defines a strategic alliance as an agreement between two or more independent organizations to pursue mutually beneficial objectives. Strategic alliances allow partners to share resources like products, distribution channels, manufacturing capabilities, and intellectual property. The document then examines the benefits of strategic alliances, types of alliances, factors in alliance formation and analysis, and provides two case studies of strategic alliances between airlines and companies.
Strategic alliances in International BusinessCitibank N.A.
The document discusses strategic alliances in international business. It defines strategic alliances as cooperative arrangements between potential or actual competitor firms from different countries. It then lists several reasons why companies form strategic alliances, such as to spread costs, gain access to new markets, learn from partners, and overcome legal constraints. The document also discusses best practices for managing strategic alliances, such as selecting compatible partners, structuring the alliance to protect interests, and managing cultural differences. Finally, it outlines several types of strategic alliances like licensing, franchising, joint ventures, mergers, and acquisitions.
The Enron scandal involved accounting fraud at the now-bankrupt Enron Corporation. Enron used accounting loopholes and complex special purpose entities to hide billions in debt from failed deals and projects. When this was revealed, Enron's stock price plummeted and the company declared bankruptcy in 2001. Thousands of employees lost their jobs and retirement savings. The scandal damaged trust in financial markets and led to new regulations like the Sarbanes-Oxley Act of 2002.
The document discusses various issues related to corporate governance in India such as problems in corporate governance, recent corporate scams, reasons for poor governance, and reforms undertaken to improve governance. It provides definitions of corporate governance from various reports and outlines theories of governance such as agency theory, stakeholder theory, and stewardship theory.
Organization structure in international businessMandeep Raj
The document discusses different types of organizational structures used in international business. It describes vertical differentiation as determining centralization vs decentralization of decision-making. Centralization means decisions are made at headquarters level while decentralization means local subsidiaries make decisions. Horizontally, structures are designed based on functions, products, geographic regions, or a matrix. Functional structure groups by business functions. Divisional structures group by international business, products, or geographic regions. The matrix structure combines functional and divisional forms to balance global integration with local responsiveness.
This ppt deals with introduction to mergers and acquisition with relevant examples from industry. It also tells pros and cons of mergers and acquisitions.
This presentation tell us the types of m&a and their defence.
The information of this presentation is supported with various article theories definition and presentation
This document provides an overview of corporate governance. It defines corporate governance and distinguishes it from corporate management. It describes the importance of corporate governance for companies and investors. It also explains the role of organizations like OECD in developing principles and standards for corporate governance internationally.
Thapas Sir Presentation ppt =priyanka rai -ICBM-SBE HYDERABADam12sd34
Corporate governance involves balancing economic and social goals as well as individual and group interests. The primary purpose is to create wealth legally and ethically by satisfying key stakeholders. Good governance requires mechanisms for internal control by boards and managers as well as external control through regulations, markets and stakeholders. In India, corporate governance initiatives began in the 1990s led by industry groups and later the securities regulator SEBI. Key reforms strengthened board independence and financial disclosure standards. While standards have improved, further training of directors and ensuring the spirit not just letter of regulations remains an ongoing challenge.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
This document outlines different types of strategic management strategies including integration, intensive, diversification, and defensive strategies. Integration strategies involve expanding operations through vertical or horizontal integration. Intensive strategies focus on improving existing products and markets through market penetration, development, or product development. Diversification strategies involve entering new markets or product lines that are related or unrelated. Defensive strategies are used to protect market share and include joint ventures, divestitures, or liquidations.
The document provides an overview of Adani Group, an Indian conglomerate company. It discusses Adani Group's businesses which include commodities trading, ports, special economic zones, and energy. It also mentions the group's revenues, locations, employees, and listed companies. Furthermore, it summarizes Adani Group's capabilities in trading, infrastructure development, and future projects in renewable energy and thermal power.
- Amul is a dairy cooperative brand managed by the Gujarat Cooperative Milk Marketing Federation. It was established in 1946 in Anand, Gujarat in response to exploitation of milk producers.
- Amul follows a three-tier cooperative model with village dairy cooperative societies, district milk unions, and a state level milk federation. It is now the largest food brand in India.
- Amul has a large and complex supply chain involving milk collection from farmers, processing, production of dairy products, and national distribution. Coordination between different entities is crucial.
- The brand saw success by assuring farmers a market for their milk and increasing membership over time which increased milk availability. Amul continues expanding operations
The document provides background information on Amul, including:
1) Amul was established in 1946 as the Kaira District Cooperative Milk Producers' Union Limited in Anand, Gujarat by dairy farmers who were previously exploited by private milk traders.
2) It was founded with the help of Sardar Vallabhbhai Patel and started pasteurizing milk for the Bombay Milk Scheme in 1948.
3) In 1955, Amul set up a milk processing plant to manufacture milk powder and butter to handle excess supply, marking its transition from a cooperative to a processed food brand.
Country evaluation and selection - International Business - Manu Melwin Joymanumelwin
Because companies lack the resources to take advantage of all international opportunities they identify, they must determine both the order of country entry as well as the rates of resource allocation across countries.
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
The document discusses career management and development. It describes career management as the process through which employees become aware of their interests, strengths, career goals, and develop action plans to achieve those goals. Effective career management is important for both employees and companies to motivate employees, develop skills, and fill open positions. The concepts of traditional careers and protean careers are introduced, as well as different career stages and a model of career development. Factors for effective career management systems and shared responsibilities between employees, managers, and companies are also outlined.
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
This document discusses strategic alliances between organizations. It defines a strategic alliance as an agreement between two or more independent organizations to pursue mutually beneficial objectives. Strategic alliances allow partners to share resources like products, distribution channels, manufacturing capabilities, and intellectual property. The document then examines the benefits of strategic alliances, types of alliances, factors in alliance formation and analysis, and provides two case studies of strategic alliances between airlines and companies.
Strategic alliances in International BusinessCitibank N.A.
The document discusses strategic alliances in international business. It defines strategic alliances as cooperative arrangements between potential or actual competitor firms from different countries. It then lists several reasons why companies form strategic alliances, such as to spread costs, gain access to new markets, learn from partners, and overcome legal constraints. The document also discusses best practices for managing strategic alliances, such as selecting compatible partners, structuring the alliance to protect interests, and managing cultural differences. Finally, it outlines several types of strategic alliances like licensing, franchising, joint ventures, mergers, and acquisitions.
The Enron scandal involved accounting fraud at the now-bankrupt Enron Corporation. Enron used accounting loopholes and complex special purpose entities to hide billions in debt from failed deals and projects. When this was revealed, Enron's stock price plummeted and the company declared bankruptcy in 2001. Thousands of employees lost their jobs and retirement savings. The scandal damaged trust in financial markets and led to new regulations like the Sarbanes-Oxley Act of 2002.
The document discusses various issues related to corporate governance in India such as problems in corporate governance, recent corporate scams, reasons for poor governance, and reforms undertaken to improve governance. It provides definitions of corporate governance from various reports and outlines theories of governance such as agency theory, stakeholder theory, and stewardship theory.
Organization structure in international businessMandeep Raj
The document discusses different types of organizational structures used in international business. It describes vertical differentiation as determining centralization vs decentralization of decision-making. Centralization means decisions are made at headquarters level while decentralization means local subsidiaries make decisions. Horizontally, structures are designed based on functions, products, geographic regions, or a matrix. Functional structure groups by business functions. Divisional structures group by international business, products, or geographic regions. The matrix structure combines functional and divisional forms to balance global integration with local responsiveness.
This ppt deals with introduction to mergers and acquisition with relevant examples from industry. It also tells pros and cons of mergers and acquisitions.
This presentation tell us the types of m&a and their defence.
The information of this presentation is supported with various article theories definition and presentation
This document provides an overview of corporate governance. It defines corporate governance and distinguishes it from corporate management. It describes the importance of corporate governance for companies and investors. It also explains the role of organizations like OECD in developing principles and standards for corporate governance internationally.
Thapas Sir Presentation ppt =priyanka rai -ICBM-SBE HYDERABADam12sd34
Corporate governance involves balancing economic and social goals as well as individual and group interests. The primary purpose is to create wealth legally and ethically by satisfying key stakeholders. Good governance requires mechanisms for internal control by boards and managers as well as external control through regulations, markets and stakeholders. In India, corporate governance initiatives began in the 1990s led by industry groups and later the securities regulator SEBI. Key reforms strengthened board independence and financial disclosure standards. While standards have improved, further training of directors and ensuring the spirit not just letter of regulations remains an ongoing challenge.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
This document outlines different types of strategic management strategies including integration, intensive, diversification, and defensive strategies. Integration strategies involve expanding operations through vertical or horizontal integration. Intensive strategies focus on improving existing products and markets through market penetration, development, or product development. Diversification strategies involve entering new markets or product lines that are related or unrelated. Defensive strategies are used to protect market share and include joint ventures, divestitures, or liquidations.
The document provides an overview of Adani Group, an Indian conglomerate company. It discusses Adani Group's businesses which include commodities trading, ports, special economic zones, and energy. It also mentions the group's revenues, locations, employees, and listed companies. Furthermore, it summarizes Adani Group's capabilities in trading, infrastructure development, and future projects in renewable energy and thermal power.
- Amul is a dairy cooperative brand managed by the Gujarat Cooperative Milk Marketing Federation. It was established in 1946 in Anand, Gujarat in response to exploitation of milk producers.
- Amul follows a three-tier cooperative model with village dairy cooperative societies, district milk unions, and a state level milk federation. It is now the largest food brand in India.
- Amul has a large and complex supply chain involving milk collection from farmers, processing, production of dairy products, and national distribution. Coordination between different entities is crucial.
- The brand saw success by assuring farmers a market for their milk and increasing membership over time which increased milk availability. Amul continues expanding operations
The document provides background information on Amul, including:
1) Amul was established in 1946 as the Kaira District Cooperative Milk Producers' Union Limited in Anand, Gujarat by dairy farmers who were previously exploited by private milk traders.
2) It was founded with the help of Sardar Vallabhbhai Patel and started pasteurizing milk for the Bombay Milk Scheme in 1948.
3) In 1955, Amul set up a milk processing plant to manufacture milk powder and butter to handle excess supply, marking its transition from a cooperative to a processed food brand.
Country evaluation and selection - International Business - Manu Melwin Joymanumelwin
Because companies lack the resources to take advantage of all international opportunities they identify, they must determine both the order of country entry as well as the rates of resource allocation across countries.
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
The document discusses career management and development. It describes career management as the process through which employees become aware of their interests, strengths, career goals, and develop action plans to achieve those goals. Effective career management is important for both employees and companies to motivate employees, develop skills, and fill open positions. The concepts of traditional careers and protean careers are introduced, as well as different career stages and a model of career development. Factors for effective career management systems and shared responsibilities between employees, managers, and companies are also outlined.
Career mgt powerpoint from the internet to be used as a guide.ReeSpares Online
The document discusses career management and development. It describes career management as the process through which employees become aware of their interests, obtain job opportunity information, identify career goals, and establish plans to achieve those goals. Effective career management is important for both employees and companies to avoid issues like employee frustration and skills shortages. The career management process involves self-assessment, getting performance feedback, setting goals, and making action plans. Both employees and companies must work together to ensure successful career development.
This document discusses career management and the roles and responsibilities of employees, managers, HR, and companies in the career management process. It defines career management as the process through which employees become aware of their interests and strengths, identify career goals, and establish plans to achieve their goals. Effective career management systems are important for employee motivation and retention as well as business needs.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
The degree of decentralization depends on the
strategy and the company's culture.
11-49
Step 4: Establish Coordinating
Mechanisms to Integrate Efforts
Coordinating mechanisms are needed to
Integrate activities of different units
Ensure consistency of efforts
Avoid duplication and gaps
Resolve conflicts
Examples of coordinating mechanisms:
Cross-functional teams
Matrix structures
Liaison roles
Integrating roles of top managers
11-50
Fig.
Employee development involves formal education, job experiences, relationships, and assessments to help employees perform effectively now and in the future. It is an important process for companies to improve quality, retain employees, and adapt to changes. Development approaches include education programs, assessments of personality and skills, job experiences like rotations, and mentoring relationships. The development planning process identifies goals and actions for employees to develop their skills and careers.
Employee development involves formal education, job experiences, relationships, and assessments to help employees perform effectively now and in the future. It is an important process for companies to improve quality, retain employees, and adapt to changes. Development approaches include education programs, assessments, job experiences, and relationships like mentoring and coaching. The development planning process identifies goals and actions for employees to develop their skills.
The document summarizes key topics related to implementing organizational strategy, including structuring effective organizations, organizational leadership, and organizational culture. It provides examples of different organizational structures like functional, multidivisional, and geographic structures. It also discusses trends driving changes to organizational structures like globalization and speed of decision making. Additionally, it covers topics such as reengineering business processes, product teams, virtual organizations, and managing the relationship between strategy and organizational culture.
This document discusses organizational culture and change. It describes how organizational culture helps management achieve objectives through shared values, assumptions and norms. Cultural symbols, rituals, stories and heroes are used to sustain culture. There are different types of cultures that fit different personalities. The document also discusses forces that drive organizational change, models of change like Lewin's three-step model, and tactics managers can use to implement and deal with resistance to change.
chapter 10 Building an Organization Capable of Good Strategy ExeEstelaJeffery653
This document provides an overview of strategy execution and discusses three key actions for building an organization capable of good strategy execution: staffing the organization, developing critical resources and capabilities, and creating an organizational structure. It emphasizes that strategy execution requires committing resources, instilling the right culture, and establishing structures and processes to support the strategy.
KTU TRAINING AND DEVELOPMENT MBA NOTES 1st module Revathy Nair
Here are the key points about training needs assessment:
- It is a process to identify training needs in an organization to improve employee and organizational performance.
- It involves analyzing the gap between current skills/knowledge and required skills to meet organizational goals.
- Common indications for training needs include new legislation, poor performance, accidents, non-standardized processes, new technology, products etc.
- Approaches include systematic analysis of organizational, operational and individual needs as well as learner-centered approach focusing on job roles.
- The TNA framework involves analyzing performance gaps, conducting organizational and operational analysis, person analysis to identify training and non-training needs.
- Common methods used are questionnaires, interviews, observations,
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT and developing strategies to achieve the mission and goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the current situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the organization's goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the mission and goals.
The document discusses the planning process used by managers. It describes the three main stages of planning as determining the organization's mission and goals, strategy formulation, and strategy implementation. It also discusses different levels of planning including corporate, business unit, and functional levels. The planning process involves determining the organization's mission, analyzing the situation through tools like SWOT analysis, and developing strategies and plans at different levels to achieve the mission and goals.
This chapter discusses the importance of corporate culture and its relationship to strategy execution. It defines corporate culture as a company's core values, beliefs, operating styles and behaviors. A company's culture can either help or hinder its ability to execute its strategy. When a company's culture promotes behaviors that are well-aligned with strategic requirements, it provides clear guidance to employees and drives commitment to strategic goals. However, cultural norms that conflict with strategic needs can create mixed signals and obstacles to execution. The chapter outlines different types of cultures and strategies for aligning culture and strategy, such as changing incentive systems, hiring practices, leadership and cultural symbols.
1) The chapter discusses how companies can marshal resources, establish policies and procedures, adopt best practices, install information systems, and design reward systems to support effective strategy execution.
2) Key aspects include allocating resources to strategic initiatives, establishing empowering policies that channel behaviors towards the strategy, adopting benchmarked best practices for continuous improvement, and installing information systems to mobilize operational data.
3) An effective reward system ties incentives like pay and recognition directly to good strategy execution in order to gain employee commitment.
Chap010 strategy. ethics and social resposnsibilityAjit Kumar
This document discusses business ethics and social responsibility in strategy. It begins with a quote from Milton Friedman that the sole social responsibility of business is to increase profits. The document then outlines the chapter, which will cover strategy and ethics, social responsibility, and the linkage between strategy, ethics and social responsibility. It introduces the concepts of business ethics and three categories of management morality: moral, immoral, and amoral. The document also discusses drivers of unethical behavior, approaches to managing ethics, and ethics in a global context.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
Chap008 fitting strategy to company and industryAjit Kumar
This document discusses strategies for competing in different industry situations. It begins by outlining the chapter contents, which include strategies for emerging, turbulent, maturing, stagnant or declining industries.
The document then discusses various industry situations and competitive conditions in detail. For each situation, it provides examples of defining characteristics and features, and lists strategic options companies can pursue to compete effectively. These include strategies for industry leaders to sustain their position, runner-up firms to overcome obstacles, and weak businesses undergoing turnarounds.
Overall, the document provides an in-depth analysis of how companies can tailor their strategies based on their own capabilities and market position, as well as the nature of the industry and competitive conditions they face.
This document provides an overview of key concepts for competing in foreign markets. It discusses why companies expand internationally, differences between cultural and market conditions across countries, and strategies for entering foreign markets such as exporting, licensing, franchising, multi-country strategies, and global strategies. The document also covers how to gain competitive advantages in foreign markets through locating activities efficiently, transferring competencies across borders, and coordinating dispersed activities globally.
This chapter discusses various strategy options that companies can pursue beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and offensive and defensive strategies. It provides an overview of when each option makes strategic sense, potential benefits and pitfalls, and examples of each type of strategy. The key strategy options covered are strategic alliances and partnerships to complement capabilities, mergers and acquisitions to gain capabilities, vertical integration to extend competitive scope, and outsourcing non-core activities. Offensive strategies aim to build market position while defensive strategies protect existing advantages.
The document discusses the five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused or niche strategies. It provides an overview of each strategy, including their objectives, keys to success, examples, and risks. Specifically, it outlines that the five strategies are low-cost provider, differentiation, best-cost provider, and two focused strategies. It also notes that each strategy positions a company differently and has tradeoffs to consider when deciding which one to pursue.
Chap004 understanding company's resources and positionAjit Kumar
This chapter discusses analyzing a company's resources, competitive position, and strategy. It introduces five key questions to guide a situation analysis: 1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What issues need attention? It then provides frameworks and approaches to answer each question, including assessing strategy performance, conducting a SWOT analysis, using value chain analysis and benchmarking to evaluate costs, and comparing the company to rivals on key success factors.
This document provides an overview of analyzing a company's external environment from a strategic perspective. It discusses the key components of situational analysis including the macroenvironment and microenvironment. It outlines seven questions to consider when analyzing an industry's competitive environment, including the dominant economic traits, competitive forces, drivers of change, success factors, and attractiveness. Several models are presented for assessing the five competitive forces of rivalry, potential entry, substitutes, supplier power, and buyer power. Factors that influence the strength of each competitive force are also discussed.
The document discusses the World Trade Organization (WTO) and trade agreements. It provides historical background on trade agreements and an overview of the WTO. The basic principles of the WTO are trade without discrimination, predictable and growing access to markets, undistorted fair competition, and transparency. Preferential trade agreements and multilateral agreements are also discussed. In summarizing two economic evaluations, there is no strong evidence that WTO membership directly leads to more liberal trade policies.
Subsidies and countervailing measures newAjit Kumar
This document discusses subsidies and countervailing measures in international trade. It begins by defining subsidies as monetary support provided by a government or public body to domestic producers or exporters. It then outlines international rules on subsidies from GATT/WTO agreements. Subsidies are categorized as prohibited, actionable, or non-actionable depending on their trade effects. Remedies for different subsidy types include disputes at the WTO or domestic countervailing investigations and duties.
Multinational and participation strategies 1Ajit Kumar
This document discusses strategies that firms can use when operating internationally to balance global integration with local responsiveness. It introduces the value chain concept and describes pressures for both integration and localization. Different strategies are outlined, including multidomestic, transnational, international, and regional strategies. The transnational strategy seeks both location advantages and global efficiencies. Firms must consider factors like markets, costs, governments, and competition to determine which strategy best resolves the global-local dilemma in their industry. The competitive advantages in a firm's value chain also influence their choice of strategy.
Regionalism refers to preferential trade agreements that violate the nondiscrimination principle of the WTO by discriminating in favor of other member countries. There are several types of regional trade agreements including free trade areas where members eliminate barriers between each other but maintain independent policies for non-members, and customs unions where members adopt common trade policies and external tariffs for non-members. Regional trade agreements can result in both trade creation when imports switch to more efficient low-cost partners, and trade diversion when imports switch from lower-cost non-members to higher-cost partners.
Global recession and new business environmentAjit Kumar
This document discusses the global financial system and international monetary system. It covers several topics:
1) The main players in the global financial system, including private banks and public central banks and international organizations like the IMF.
2) How the international monetary system determines exchange rates between currencies and provides liquidity. It requires cooperation between leading nations and organizations.
3) The evolution of the post-Bretton Woods system to floating exchange rates and the role of the IMF in regulating the system.
Foreign exchange markets are affected by economic, political, and psychological factors that influence supply and demand. Economic factors include fiscal and monetary policy, economic growth reports, inflation levels, and trade balances. Political conditions and events within and between countries also impact currency values. Market psychology reflects trends, reactions to events, and traders' interpretations of economic data. Various financial instruments like spots, forwards, futures, swaps, and options offer different methods for currency speculation and hedging. Views on the role of speculation in currency markets are mixed, with some arguing it provides liquidity while others see it as destabilizing.
This document discusses anti-dumping laws and proposals for reforming them. It provides background on anti-dumping, including its definition under WTO rules. It notes that anti-dumping measures have increased globally in recent decades. The document outlines the anti-dumping litigation process in the WTO and U.S. It proposes reforms to make U.S. law align more with WTO agreements and negotiate changes to penalize abuse of anti-dumping laws. The benefits are seen as increased competition, economic prosperity, and holding other nations accountable. Future challenges would include negotiating changes and convincing the public that reform is critical.
This document provides information on facility layout and material handling systems. It defines facility layout as the process of determining the placement of departments, workgroups, workstations, machines, and stock within a facility. There are different types of layouts including process, product, and cellular layouts. Process layouts group similar functions together while product layouts are organized around product flow. The document discusses qualitative and quantitative criteria for evaluating layouts, with qualitative criteria including safety, customer convenience, and material flow needs. It provides an example of applying systematic layout planning to qualitatively evaluate the best layout for a supermarket based on importance of department relationships.
The document discusses various aspects of manufacturing plant design including plant layouts, scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and material requirement planning are analyzed through examples and formulas. The document is an in-depth reference on manufacturing design and production planning concepts.
The document discusses various aspects of manufacturing plant design including plant layouts, production scheduling, and inventory management. It provides details on different types of plant layouts such as functional, product, and cellular layouts. It also covers topics like single machine scheduling, parallel machine scheduling, critical path analysis, economic order quantity, and master production scheduling. Plant location selection and designing a cellular layout with machine allocation are demonstrated through examples. The key aspects covered are plant layout design, scheduling operations, materials requirement planning, and inventory management techniques.
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