This document provides guidance on how to conduct a case study analysis. It recommends answering five key questions: who are we, where are we now, how did we get here, where are we going, and how can we get there. For each question, it lists various sub-questions and factors to consider such as background, strategy, SWOT analysis, external environment analysis, and recommendations. It also discusses Porter's Five Forces model and how to analyze competitors. The overall goal is to understand the current situation and strategize the best path forward.
Measuring Performance of New Product DevelopmentJoerg Putzer
The document discusses best practices for managing new product development (NPD) performance. It recommends taking a holistic value chain approach that aligns the performance of all functions involved in NPD. Key aspects include:
1. Using a balanced set of KPIs to evaluate not just outcomes but also inputs that influence success, tracking factors like efficiency and effectiveness.
2. Managing performance across the organization by clarifying cross-functional accountabilities and establishing shared metrics.
3. Leveraging business intelligence to foster collaboration, connect KPIs, and drive data-informed decision making.
This integrated approach aims to improve NPD outcomes by breaking down silos, fostering collaborative behaviors, and enabling continuous performance
The document outlines key concepts about organizational control including:
- Defining control as monitoring activities to ensure plans are followed and deviations are corrected
- Describing three approaches to control: market, bureaucratic, and clan
- Explaining the control process involves measuring performance, comparing to standards, identifying deviations, and taking corrective actions
- Distinguishing between three types of control: feedforward, concurrent, and feedback
- Noting qualities of effective control systems and contingency factors that influence control design
1. The document discusses knowledge transfer and development in education, including defining knowledge and knowledge management.
2. It explores different teaching styles like lecturing, recitals, and tutorials that can be used to integrate knowledge and ensure learning and transfer has occurred.
3. Effective teaching requires engaging students through examples, questions, and active learning to help students apply and develop knowledge.
This document discusses various concepts related to strategic planning and management. It defines planning, identifies reasons for and criticisms of planning. It also distinguishes between strategic and tactical plans, and directional versus specific plans. Additionally, it covers topics like management by objectives, the strategic management process, grand strategies, competitive advantage, and quality as a strategic weapon.
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
The document outlines key concepts and steps related to decision making including:
1) The rational decision making model and its assumptions of rationality.
2) The limits of rationality and bounded rationality.
3) The two types of decision problems and two types of decisions.
4) Factors that influence decision making such as heuristics, decision styles, and group dynamics.
This document outlines key concepts related to organizational structure and design. It covers six elements of organizational structure, different types of departmentalization, and factors that influence structure such as strategy, size, technology and environment. Contingency variables like mechanistic versus organic organizations are discussed. The document also defines concepts like authority, power, centralization, decentralization and learning organizations. It provides examples of different organizational structures including functional, divisional and matrix structures.
Measuring Performance of New Product DevelopmentJoerg Putzer
The document discusses best practices for managing new product development (NPD) performance. It recommends taking a holistic value chain approach that aligns the performance of all functions involved in NPD. Key aspects include:
1. Using a balanced set of KPIs to evaluate not just outcomes but also inputs that influence success, tracking factors like efficiency and effectiveness.
2. Managing performance across the organization by clarifying cross-functional accountabilities and establishing shared metrics.
3. Leveraging business intelligence to foster collaboration, connect KPIs, and drive data-informed decision making.
This integrated approach aims to improve NPD outcomes by breaking down silos, fostering collaborative behaviors, and enabling continuous performance
The document outlines key concepts about organizational control including:
- Defining control as monitoring activities to ensure plans are followed and deviations are corrected
- Describing three approaches to control: market, bureaucratic, and clan
- Explaining the control process involves measuring performance, comparing to standards, identifying deviations, and taking corrective actions
- Distinguishing between three types of control: feedforward, concurrent, and feedback
- Noting qualities of effective control systems and contingency factors that influence control design
1. The document discusses knowledge transfer and development in education, including defining knowledge and knowledge management.
2. It explores different teaching styles like lecturing, recitals, and tutorials that can be used to integrate knowledge and ensure learning and transfer has occurred.
3. Effective teaching requires engaging students through examples, questions, and active learning to help students apply and develop knowledge.
This document discusses various concepts related to strategic planning and management. It defines planning, identifies reasons for and criticisms of planning. It also distinguishes between strategic and tactical plans, and directional versus specific plans. Additionally, it covers topics like management by objectives, the strategic management process, grand strategies, competitive advantage, and quality as a strategic weapon.
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
The document outlines key concepts and steps related to decision making including:
1) The rational decision making model and its assumptions of rationality.
2) The limits of rationality and bounded rationality.
3) The two types of decision problems and two types of decisions.
4) Factors that influence decision making such as heuristics, decision styles, and group dynamics.
This document outlines key concepts related to organizational structure and design. It covers six elements of organizational structure, different types of departmentalization, and factors that influence structure such as strategy, size, technology and environment. Contingency variables like mechanistic versus organic organizations are discussed. The document also defines concepts like authority, power, centralization, decentralization and learning organizations. It provides examples of different organizational structures including functional, divisional and matrix structures.
This document provides an overview of the Q2 2015 issue of the Capital Insights publication from EY Transaction Advisory Services. It includes articles on various M&A topics such as private equity, oil and gas M&A, Deutsche Telekom's transformation, the outlook for US deals, integrating startups, cross-sector integration, the role of sovereign wealth and pension funds, the EY Global Capital Confidence Barometer, best practices for divestments, building business resilience, Italian M&A market trends, and a guest column on managing hostile takeovers. It also features regular sections on Asia-Pacific, US, EMEIA and diversity topics as well as headlines on recent M&A-related news.
The document summarizes key M&A trends in 2015, including record-breaking total M&A value of $3.8 trillion driven by megadeals like Pfizer's acquisition of Allergan. It also discusses rising corporate confidence, convergence deals across sectors due to technological changes, and the outlook for continued strong M&A activity in 2016 as companies pursue deals to drive innovation and growth. The special theme of the issue is how digital disruption is transforming M&A through impacts on due diligence, deal structuring, and changes in sectors and business models.
Corporate CTQ Drilldown by Matt Hansen at StatStuffMatt Hansen
This document discusses how to align projects to a company's overall business strategy and needs through understanding critical-to-quality factors (CTQs). It provides a three-level CTQ drill-down framework to determine the CTQs from the shareholder level down to specific department metrics. Understanding the CTQ hierarchy allows workers to ensure their work contributes to priorities that satisfy shareholders, customers, and financial performance goals. The document uses an example CTQ drill-down and recommends practitioners apply the framework to identify level-three CTQs in their own area and align projects accordingly.
Electronic commerce strategy and implementationWisnu Dewobroto
This document discusses strategies for implementing electronic commerce. It begins by distinguishing different types of electronic commerce strategies companies may employ. It then discusses essential elements of a business strategy, including strategic planning, formulation, implementation and assessment. The document outlines factors to consider in strategic planning, formulation, implementation and assessment of an electronic commerce strategy. It discusses issues companies may face, such as whether to be a first or second mover, addressing channel conflicts, and balancing online and offline businesses. The document provides lessons for avoiding electronic commerce failures.
Electronic commerce strategy and implementationWisnu Dewobroto
This document discusses strategies for implementing electronic commerce. It begins by distinguishing different types of electronic commerce strategies companies may employ. It then discusses essential elements of a business strategy, including strategic planning, formulation, implementation and assessment. The document outlines factors to consider in strategic planning, formulation, implementation and assessment. It discusses issues companies may face, such as whether to be a first mover, how to handle channel conflicts, and pricing strategies. Finally, it discusses evaluating strategy implementation and lessons learned from electronic commerce failures.
3M (The first 110 years) - CASE ANALYSISRaja Masanam
This document summarizes the strategies of 3M over its first 110 years from 1902 to 2012. It discusses 3M's history, leadership, innovation in research and development, financial strength, and global operations. It also analyzes 3M's internal strengths and weaknesses, as well as external opportunities and threats. Specific strategies discussed include international expansion, market development, acquisitions, and increasing research and development spending. Recommendations are made to increase R&D spending, stop hiring outside CEOs, and limit teaching manufacturing processes to other countries.
This document provides an overview of Chapter 1 from the textbook "Managerial Economics". It introduces key concepts such as the theory of the firm, profit measurement, and reasons why profits vary among firms. The chapter discusses how managerial economics can help managers evaluate alternatives and make optimal decisions by establishing objectives, defining problems, and selecting the best alternatives. It also covers the goals of maximizing stock prices and shareholder value for firms.
This is the results of a UK CEO study commissioned jointly by HP and BearingPoint. The study focuses on how the CIO and their organisations are impacted by the economic slowdown.
The CIOs Agenda In Turbulent Times By Tariq ElsadikTariq Elsadik
The document discusses the challenges facing CIOs in turbulent economic times. It notes that according to the IMF, the 2007-2009 global financial crisis was so severe that it caused the first global economic contraction in 60 years. CIOs are facing budget pressures and need to prove the value of IT investments. Effective IT governance approaches are needed to ensure alignment between business and IT goals and priorities. The document advocates for CIOs to take a strategic role in enabling business strategies and pursuing opportunities rather than just focusing on productivity and efficiency gains.
This document provides an overview and valuation of Company A across 3 sentences:
It summarizes Company A's business segments, historical performance, ownership, competitors, and analyst valuations using metrics like EV/EBITDA and P/E that point to an undervaluation compared to peers. The document models growth assumptions through 2024 and analyzes comparable companies to derive an intrinsic valuation for Company A.
The document is a newsletter from EY's Transaction Advisory Services practice called "Capital Insights". It discusses various topics related to mergers and acquisitions, capital raising, and the capital agenda. The issue focuses on how companies need to both take a broad view of the macroeconomic picture while also paying close attention to deal-specific details. Articles examine topics like investing in Mexico, an interview with Cisco's CFO, the oil and gas sector's challenges, due diligence best practices, family businesses, macroeconomic advice, and the effects of quantitative easing. The newsletter provides insights for companies on strategic issues relating to their capital agenda.
Ever accelerating pace of globalization has opened a window of opportunity for innovative entrepreneurs to jump from spring board of their locally retained markets into promise lands of globally acclaimed high ranking business heavens. The other name of these business heavens is Emerging Markets. It is now a known fact that the growth advantage in emerging markets, if other things remain the same, is expected to translate into 62% of global growth. Multinationals expect about 70 percent of the world’s growth over the next few years to come from emerging markets, with 40 percent emanating from just two countries: China and India. In addition to growth rate advantage, expanding middle-class consumer base, impressive Doing Business regulatory reforms, more than half of $55 billion of global middle-class spending will come from Asia Pacific.
The ground realities demand caution in weighing the perceptions.
The predictability of financial, accounting-based, and industrial factors on ...Marc Oliveras Villanueva
This document summarizes a study exploring factors that predict the success or failure of newly incorporated Spanish firms. The study analyzes data on over 17,000 firms from manufacturing and distribution sectors incorporated in 2008-2009 and tracked for 5 years. Logistic regressions identify relationships between survival rates and factors like firm size, profitability, liquidity, debt levels, corporate venturing, industry entry rates and concentration. Key findings are that firm size and profitability strongly predict success in both sectors, while liquidity, debt and concentration positively impact distribution firms. The study contributes to understanding firm success predictors in Spain during economic downturns from 2009-2014.
This document discusses exit strategies for startup and growth companies. It defines an exit as the process by which founders, management, and investors find public or corporate buyers for some or all of a company's shares. The most popular exit strategies are mergers, acquisitions, initial public offerings (IPOs), and private placements. While mergers and acquisitions are more common than IPOs, entrepreneurs that insist on an IPO greatly reduce their exit opportunities. The document then provides details on preparing for and comparing IPOs versus mergers and acquisitions. It also discusses strategic factors to consider for exiting and remaining independent, as well as requirements for going public such as financial controls, qualified boards and management.
Governance Dynamics Strategic Management ModelJudith Graham
This document walks the leadership of an organization through the key questions that will help determine organization\'s preferred future path, including the specific initiatives that will lead to the changes required, and a measurement system that will help ensure that the change is realized as expected.
This document discusses GE's stock price under CEO Jeff Immelt and recommendations to improve it. GE's stock price was stuck around $35, half the P/E ratio of the previous CEO Jack Welch's era. To boost the stock price short-term, Immelt could repurchase GE stocks. Long-term, he could continue communicating with investors, increase marketing visibility in other countries, and raise public awareness of GE's growth initiatives and portfolio. The document also outlines Immelt's leadership styles and strategies to increase management capabilities, public understanding, organic growth, and ensure growth sustainability.
The document provides an overview of an investment banking pitchbook template. It includes sections on company overview, business model, operating forecast, ownership, valuation, industry overview, competitive environment, corporate finance activity, and team overview. The company overview section would provide highlights of the company's history, strategy, transactions, ownership, and valuation metrics and share performance. The operating forecast section includes segmented revenue and EBITDA projections. The industry overview analyzes trends in the company's sector.
Web-based service targeted: certified auditors, board members, business owners, management consultants and others working with strategy and risk management processes.
Low hanging fruits: Guarantees increased profits - help launch initiatives reducing losses from non-financial risks.
Tool for performing a systematic 360 degree business analysis of 140+ business factors critical for a company's ability to realize its vision and reach its long term financial goals.
Results:
- Comprehensive business situation report - typically 8-12 pages per business area.
- Mitigation plan holding a list of prioritized critical problem areas.
- Furthermore, tools for deciding the company's strategic direction.
ey-capital-insights-issue-9-emeia-print-pdfjwala P
This issue of Capital Insights magazine focuses on how companies can use a blend of traditional and innovative approaches to shape their futures. It interviews A.P. Moller–Maersk CFO Trond Westlie about balancing the conglomerate's businesses. Other articles examine using big data to a company's advantage, the importance of negotiation skills in M&A, and whether real estate confidence can persist despite economic challenges.
This document discusses the relationship between technology, networks, language acquisition, and social interaction. It explores how technology both enables and constrains human behavior and language acquisition in similar ways. The document examines cultural differences in first language acquisition between Western and Asian infants and the implications for teaching English to Asian students using social networking technologies. It suggests leveraging cultural similarities and differences across Limkokwing campuses in student-directed exercises and projects using social media to promote cross-cultural understanding and language learning.
The document discusses the benefits of play-based and hands-on learning for children. It notes that play allows children to transform everyday objects, helps them learn through doing rather than just seeing or hearing, and can help transform "slow" children. The document also discusses using locally relevant examples and languages when teaching children English and business concepts. Overall it advocates for an education approach that engages children through meaningful activities and helps them make connections between new and old information.
This document provides an overview of the Q2 2015 issue of the Capital Insights publication from EY Transaction Advisory Services. It includes articles on various M&A topics such as private equity, oil and gas M&A, Deutsche Telekom's transformation, the outlook for US deals, integrating startups, cross-sector integration, the role of sovereign wealth and pension funds, the EY Global Capital Confidence Barometer, best practices for divestments, building business resilience, Italian M&A market trends, and a guest column on managing hostile takeovers. It also features regular sections on Asia-Pacific, US, EMEIA and diversity topics as well as headlines on recent M&A-related news.
The document summarizes key M&A trends in 2015, including record-breaking total M&A value of $3.8 trillion driven by megadeals like Pfizer's acquisition of Allergan. It also discusses rising corporate confidence, convergence deals across sectors due to technological changes, and the outlook for continued strong M&A activity in 2016 as companies pursue deals to drive innovation and growth. The special theme of the issue is how digital disruption is transforming M&A through impacts on due diligence, deal structuring, and changes in sectors and business models.
Corporate CTQ Drilldown by Matt Hansen at StatStuffMatt Hansen
This document discusses how to align projects to a company's overall business strategy and needs through understanding critical-to-quality factors (CTQs). It provides a three-level CTQ drill-down framework to determine the CTQs from the shareholder level down to specific department metrics. Understanding the CTQ hierarchy allows workers to ensure their work contributes to priorities that satisfy shareholders, customers, and financial performance goals. The document uses an example CTQ drill-down and recommends practitioners apply the framework to identify level-three CTQs in their own area and align projects accordingly.
Electronic commerce strategy and implementationWisnu Dewobroto
This document discusses strategies for implementing electronic commerce. It begins by distinguishing different types of electronic commerce strategies companies may employ. It then discusses essential elements of a business strategy, including strategic planning, formulation, implementation and assessment. The document outlines factors to consider in strategic planning, formulation, implementation and assessment of an electronic commerce strategy. It discusses issues companies may face, such as whether to be a first or second mover, addressing channel conflicts, and balancing online and offline businesses. The document provides lessons for avoiding electronic commerce failures.
Electronic commerce strategy and implementationWisnu Dewobroto
This document discusses strategies for implementing electronic commerce. It begins by distinguishing different types of electronic commerce strategies companies may employ. It then discusses essential elements of a business strategy, including strategic planning, formulation, implementation and assessment. The document outlines factors to consider in strategic planning, formulation, implementation and assessment. It discusses issues companies may face, such as whether to be a first mover, how to handle channel conflicts, and pricing strategies. Finally, it discusses evaluating strategy implementation and lessons learned from electronic commerce failures.
3M (The first 110 years) - CASE ANALYSISRaja Masanam
This document summarizes the strategies of 3M over its first 110 years from 1902 to 2012. It discusses 3M's history, leadership, innovation in research and development, financial strength, and global operations. It also analyzes 3M's internal strengths and weaknesses, as well as external opportunities and threats. Specific strategies discussed include international expansion, market development, acquisitions, and increasing research and development spending. Recommendations are made to increase R&D spending, stop hiring outside CEOs, and limit teaching manufacturing processes to other countries.
This document provides an overview of Chapter 1 from the textbook "Managerial Economics". It introduces key concepts such as the theory of the firm, profit measurement, and reasons why profits vary among firms. The chapter discusses how managerial economics can help managers evaluate alternatives and make optimal decisions by establishing objectives, defining problems, and selecting the best alternatives. It also covers the goals of maximizing stock prices and shareholder value for firms.
This is the results of a UK CEO study commissioned jointly by HP and BearingPoint. The study focuses on how the CIO and their organisations are impacted by the economic slowdown.
The CIOs Agenda In Turbulent Times By Tariq ElsadikTariq Elsadik
The document discusses the challenges facing CIOs in turbulent economic times. It notes that according to the IMF, the 2007-2009 global financial crisis was so severe that it caused the first global economic contraction in 60 years. CIOs are facing budget pressures and need to prove the value of IT investments. Effective IT governance approaches are needed to ensure alignment between business and IT goals and priorities. The document advocates for CIOs to take a strategic role in enabling business strategies and pursuing opportunities rather than just focusing on productivity and efficiency gains.
This document provides an overview and valuation of Company A across 3 sentences:
It summarizes Company A's business segments, historical performance, ownership, competitors, and analyst valuations using metrics like EV/EBITDA and P/E that point to an undervaluation compared to peers. The document models growth assumptions through 2024 and analyzes comparable companies to derive an intrinsic valuation for Company A.
The document is a newsletter from EY's Transaction Advisory Services practice called "Capital Insights". It discusses various topics related to mergers and acquisitions, capital raising, and the capital agenda. The issue focuses on how companies need to both take a broad view of the macroeconomic picture while also paying close attention to deal-specific details. Articles examine topics like investing in Mexico, an interview with Cisco's CFO, the oil and gas sector's challenges, due diligence best practices, family businesses, macroeconomic advice, and the effects of quantitative easing. The newsletter provides insights for companies on strategic issues relating to their capital agenda.
Ever accelerating pace of globalization has opened a window of opportunity for innovative entrepreneurs to jump from spring board of their locally retained markets into promise lands of globally acclaimed high ranking business heavens. The other name of these business heavens is Emerging Markets. It is now a known fact that the growth advantage in emerging markets, if other things remain the same, is expected to translate into 62% of global growth. Multinationals expect about 70 percent of the world’s growth over the next few years to come from emerging markets, with 40 percent emanating from just two countries: China and India. In addition to growth rate advantage, expanding middle-class consumer base, impressive Doing Business regulatory reforms, more than half of $55 billion of global middle-class spending will come from Asia Pacific.
The ground realities demand caution in weighing the perceptions.
The predictability of financial, accounting-based, and industrial factors on ...Marc Oliveras Villanueva
This document summarizes a study exploring factors that predict the success or failure of newly incorporated Spanish firms. The study analyzes data on over 17,000 firms from manufacturing and distribution sectors incorporated in 2008-2009 and tracked for 5 years. Logistic regressions identify relationships between survival rates and factors like firm size, profitability, liquidity, debt levels, corporate venturing, industry entry rates and concentration. Key findings are that firm size and profitability strongly predict success in both sectors, while liquidity, debt and concentration positively impact distribution firms. The study contributes to understanding firm success predictors in Spain during economic downturns from 2009-2014.
This document discusses exit strategies for startup and growth companies. It defines an exit as the process by which founders, management, and investors find public or corporate buyers for some or all of a company's shares. The most popular exit strategies are mergers, acquisitions, initial public offerings (IPOs), and private placements. While mergers and acquisitions are more common than IPOs, entrepreneurs that insist on an IPO greatly reduce their exit opportunities. The document then provides details on preparing for and comparing IPOs versus mergers and acquisitions. It also discusses strategic factors to consider for exiting and remaining independent, as well as requirements for going public such as financial controls, qualified boards and management.
Governance Dynamics Strategic Management ModelJudith Graham
This document walks the leadership of an organization through the key questions that will help determine organization\'s preferred future path, including the specific initiatives that will lead to the changes required, and a measurement system that will help ensure that the change is realized as expected.
This document discusses GE's stock price under CEO Jeff Immelt and recommendations to improve it. GE's stock price was stuck around $35, half the P/E ratio of the previous CEO Jack Welch's era. To boost the stock price short-term, Immelt could repurchase GE stocks. Long-term, he could continue communicating with investors, increase marketing visibility in other countries, and raise public awareness of GE's growth initiatives and portfolio. The document also outlines Immelt's leadership styles and strategies to increase management capabilities, public understanding, organic growth, and ensure growth sustainability.
The document provides an overview of an investment banking pitchbook template. It includes sections on company overview, business model, operating forecast, ownership, valuation, industry overview, competitive environment, corporate finance activity, and team overview. The company overview section would provide highlights of the company's history, strategy, transactions, ownership, and valuation metrics and share performance. The operating forecast section includes segmented revenue and EBITDA projections. The industry overview analyzes trends in the company's sector.
Web-based service targeted: certified auditors, board members, business owners, management consultants and others working with strategy and risk management processes.
Low hanging fruits: Guarantees increased profits - help launch initiatives reducing losses from non-financial risks.
Tool for performing a systematic 360 degree business analysis of 140+ business factors critical for a company's ability to realize its vision and reach its long term financial goals.
Results:
- Comprehensive business situation report - typically 8-12 pages per business area.
- Mitigation plan holding a list of prioritized critical problem areas.
- Furthermore, tools for deciding the company's strategic direction.
ey-capital-insights-issue-9-emeia-print-pdfjwala P
This issue of Capital Insights magazine focuses on how companies can use a blend of traditional and innovative approaches to shape their futures. It interviews A.P. Moller–Maersk CFO Trond Westlie about balancing the conglomerate's businesses. Other articles examine using big data to a company's advantage, the importance of negotiation skills in M&A, and whether real estate confidence can persist despite economic challenges.
This document discusses the relationship between technology, networks, language acquisition, and social interaction. It explores how technology both enables and constrains human behavior and language acquisition in similar ways. The document examines cultural differences in first language acquisition between Western and Asian infants and the implications for teaching English to Asian students using social networking technologies. It suggests leveraging cultural similarities and differences across Limkokwing campuses in student-directed exercises and projects using social media to promote cross-cultural understanding and language learning.
The document discusses the benefits of play-based and hands-on learning for children. It notes that play allows children to transform everyday objects, helps them learn through doing rather than just seeing or hearing, and can help transform "slow" children. The document also discusses using locally relevant examples and languages when teaching children English and business concepts. Overall it advocates for an education approach that engages children through meaningful activities and helps them make connections between new and old information.
This document discusses opportunities for using computer games to meet learning objectives. It notes that games can provide cost-effective, engaging training that bridges knowledge gaps. Near market research is needed to understand how games can be incorporated into existing training and which training areas they are best suited for. Prototyping games allows researchers to learn from users and iteratively improve designs to meet organizational needs cost-effectively. Both opportunities and threats in developing games for learning are discussed.
Smart products can be defined as products that perform functions through dynamic, real-time interaction with users and information processing. They aim to seamlessly meet task and human requirements without being intrusive. However, a lack of shared definitions can lead to incompatibilities.
The human element of interactions with smart products is important. User needs can only be understood through analyzing everyday contexts of use. Smart products may learn and adapt through use over time. Their ability to customize automatically or interface with customization depends on the complexity of processing relevant to human intervention.
Dr. Derek Nicoll's main research over the last 10 years focuses on how new technologies are situated and shaped by people's everyday routines and practices. Some of his past projects include studying interactive television trials and developing new business models for interactive TV. Emerging trends in business include outsourcing, strategic alliances, and becoming virtual organizations, while societal trends involve the rise of the 24-hour society with increased choice and individualism. Nicoll analyzes the contextual usability of technologies by examining the dimensions of use, users, content, and patterns of usage.
This document provides an introduction to international marketing. It discusses how products can gain value and popularity as they travel between cultures and countries. Food items like fish and chips originated in the UK but became popular in other places as well. Chicken tikka masala, believed to have been invented in the UK, is now a popular dish in India. The document also notes that language and cultural differences can pose challenges for international marketing if not properly addressed, but that with adaptation, many products can find success in foreign markets.
Montesori inspired junior mba business4Derek Nicoll
The document discusses plans to open the first international school in Sihanoukville, Cambodia. It introduces key people involved, including Dr. Derek W. Nicoll who will provide educational planning and Samuth Tel who will handle PR. The school aims to serve expat and wealthy Cambodian families, targeting a premium fee of $300/month. It outlines a phased approach, starting with a Montessori preschool and growing to a full international secondary school. The document cites rapid development and lack of quality schools as opportunities, looking for investors to fund the $30,000 project over three phases.
1. The document discusses how education programs should be connected to and informed by the industries and communities they serve.
2. It argues all aspects of a program, from what is taught to how, should consider the larger systems the program is situated within, including other university programs, academic disciplines, and local industries.
3. The goal is to ensure students learn skills and knowledge directly relevant to their intended careers and that interactions with industry, like placements, are meaningful for both students and industry partners.
This document discusses linking university education with industry to improve student employability. It argues that universities should aim to provide both technical skills and "employability skills" demanded by the job market. Examples of employability skills include communication, teamwork, problem-solving, and self-management. The document also stresses the importance of offering a broad range of skills beyond just academic or technical skills, in order to prepare students for a changing job market. It advocates designing programs and teaching methods to best suit the needs of the local economy and society.
This document provides an overview of staff appraisal processes, including salary increments and professional development at Limkokwing University. It discusses the purpose and benefits of appraisals, different methods of collecting feedback including self-appraisal, peer evaluation, student evaluation and teaching observations. It also addresses developing an appraisal system, identifying achievements and areas for improvement, conducting observations, and using appraisals to determine promotions and salary increments. Key aspects of effective appraisal systems such as establishing objectives, providing constructive feedback and creating personal development plans are also covered.
The document discusses setting up an international school in Sihanoukville, Cambodia with a focus on early childhood education. It outlines plans to start with a school for children aged 3-6 and then expand the age ranges offered over subsequent years. The school aims to use scientifically proven educational practices to help children develop language skills, confidence, creativity and other key competencies from an early age. It also discusses selecting qualified teachers and investing in appropriate IT resources and Montessori equipment.
The document discusses the roles and responsibilities of various parties over the course of an academic year according to an academic calendar. It outlines expectations for lecturers, principal lecturers, and year leaders in preparing course materials, monitoring student performance and attendance, ensuring curriculum quality and industry relevance, and meeting calendar milestones and deadlines. It also suggests reflecting on potential issues that could impact adhering to the calendar and how to address them.
Knowledge transfer comprises strategies used in organizations to identify, create, distribute, and enable adoption of insights and experiences. Effective knowledge transfer requires understanding knowledge at different levels, from specific facts to general theories, and applying this knowledge in various contexts. It also important to engage students actively in the learning process through questioning, examples, and opportunities to develop their understanding, in order to ensure knowledge is successfully transferred.
1 Detailing Our Professional Roles, Duties, And ResponsibilitiesDerek Nicoll
This document outlines the roles and responsibilities of various professional roles at a university, including lecturers, year leaders, and principal lecturers. Lecturers are responsible for conducting classes, preparing course materials, assessing student work, and maintaining student records. Year leaders compile reports on student attendance and performance and provide academic counseling. Principal lecturers ensure learning objectives are met across subject streams and years, monitor curriculum, and coordinate projects and exhibitions. All roles work to provide quality education to help students succeed.
This document discusses how new technologies can extend social learning and collaboration. It argues that the traditional classroom model will fade as learners use mobile devices more for education. Technologies like Wikipedia, blogs, YouTube, Flickr, and SlideShare can facilitate collaborative and situated learning outside the classroom. Blogs in particular allow sharing of notes, links, videos and receiving feedback. The workplace of the future will see more external collaboration through networks to drive innovation, similar to how some companies now collaborate with partners and customers. New technologies require educators to rethink content and encourage self-directed learning through research.
1 Detailing Our Professional Roles, Duties, And ResponsibilitiesDerek Nicoll
This document outlines the roles and responsibilities of various professional roles at a university, including lecturers, year leaders, and principal lecturers. Lecturers are responsible for teaching classes, preparing course materials, assessing student work, and maintaining student records. Year leaders compile student attendance and performance reports and provide academic counseling. Principal lecturers ensure curriculum and learning objectives are being met within academic streams and specializations. All roles work together to support students and achieve the university's objectives.
The document discusses the roles and responsibilities of various parties over the course of an academic year according to an academic calendar. It outlines expectations for lecturers, year leaders, and principal lecturers in preparing course materials, monitoring student performance, ensuring curriculum quality and industry relevance, and meeting calendar milestones. It also suggests reflecting on potential issues that could impact adhering to the calendar and how to address them.
This document discusses how new technologies can extend social learning and collaboration. It argues that the traditional classroom model will fade as learners use mobile devices for learning anytime, anywhere. Technologies like Wikipedia, blogs, YouTube, Flickr, and SlideShare can facilitate collaborative, situated learning beyond the classroom. Blogs in particular allow sharing of notes, links, videos and receiving feedback. External collaboration through these networks will become more important, mirroring industry trends of collaborating with partners and customers.
The document provides guidance on how to conduct a case study analysis by answering five key questions: who are we, where are we now, how did we get here, where are we going, and how can we get there. It outlines steps for analyzing a company's background, current situation through SWOT and environmental analyses, past experiences, future goals, and developing strategies to achieve those goals. Various tools are described like Porter's Five Forces for industry analysis and matching a company's strategy to its strategic situation.
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Mcocase
1. How To Do Your Case Study?
March 2009
MCO 101
Issue date: 15 June 2008
2. To Think the Case by
Answering the Following
Questions
• Who are we?
• Where are we now?
• How did we get here?
• Where are we going?
• How can we get there?
MCO 101
Issue date: 15 June 2008
3. Who are we?
• Background Introduction
• Corporate strategy and business strategy
– What kind of product or service do you provide?
• Product, service, lifestyle. etc
– What’s your advantages and disadvantages?
• The business model (profit pattern)
MCO 101
Issue date: 15 June 2008
4. Where are we now?
• Where is the company or industry now?
• How well is it doing financially and in
terms of market performance
• What’s the main problems?
• SWOT analysis for current situation
(Page 97)
MCO 101
Issue date: 15 June 2008
5. Where are we now?
• External environment analysis
– Economic situation
– Industry situation
– Competition situation
• Internal environment analysis
– What problems do we have, or are we facing?
– Performance
• Industrial or corporate performance
• Financial performance
• Five-force model analysis (industry attractiveness)
MCO 101
Issue date: 15 June 2008
6. How did we get here?
• What have been the environmental and
management factors that had led to the
present success or failure?
• The successful business model or the
successful experience
• The failed experiences
• What can be learned from the past
MCO 101
Issue date: 15 June 2008
7. Where are we going?
• Where is the business heading?
• Does the future environment and
application of the present strategy look
favorable or unfavorable?
– The goal or target
– The trade-off and opportunity cost
– strategy or planning
– The reason to go there
MCO 101
Issue date: 15 June 2008
8. Where are we going?
Industry
Corporate
Attractiveness
Strategy
Which industry should we be in?
Rate of Profit
Above the
competitive
Level
How do we make
money?
Competitive
Business
Advantage
Strategy
How should we compete?
MCO 101
Issue date: 15 June 2008
9. How can we get there?
• What should be done?
• What strategies and decisions are required to
overcome the current problems or capitalize on its
opportunities?
• How should your suggestions or your
recommendations be implemented?
– Opportunities
– Challenges or difficulties
– Resources that have obtained for to be obtained
– The solution to solve problems
– The prospect
• SWOT analysis
MCO 101
Issue date: 15 June 2008
11. Components of the General Environment
Economic
Demographic
Socio-cultural
Industry
Environment
Competitive
Environment
Political/
Global
Legal
Technological
MCO 101
Issue date: 15 June 2008
13. The Purpose of SWOT Analysis
• It is an easy-to-use tool for developing
an overview of a company’s strategic
situation
– It forms a basis for matching your
company’s strategy to its situation
MCO 101
Issue date: 15 June 2008
14. SWOT is the starting point
• It provides an overview of the
strategic situation.
• It provides the “raw material” to do
more extensive internal and external
analysis.
MCO 101
Issue date: 15 June 2008
15. Strengths
What advantages or capabilities the firm has
R & D
Marketing
Distribution channel
Know-how
Business model, etc
MCO 101
Issue date: 15 June 2008
16. Opportunities
• An OPPORTUNITY is a chance for firm
growth or progress due to a favorable
juncture of circumstances in the
business environment.
• Possible Opportunities:
– Emerging customer needs
– Quality Improvements
– Expanding global markets
– Vertical Integration
MCO 101
Issue date: 15 June 2008
17. Weakness
The disadvantages the firm has
Financial status: cash flow
Marketing: product positioning
(competitors)
Corporate culture and structure:
bureaucratic and motivation
R & D, etc.
MCO 101
Issue date: 15 June 2008
18. Threats
• A THREAT is a factor in your
company’s external environment that
poses a danger to its well-being.
• Possible Threats:
– New entry by competitors
– Changing demographics/shifting demand
– Emergence of cheaper technologies
– Regulatory requirements
MCO 101
Issue date: 15 June 2008
19. Opportunities and Threats form a basis
for EXTERNAL analysis
• By examining opportunities, you can
discover untapped markets, and new
products or technologies, or identify
potential avenues for diversification.
• By examining threats, you can identify
unfavorable market shifts or changes in
technology, and create a defensive
posture aimed at preserving your
competitive position.
MCO 101
Issue date: 15 June 2008
20. The purpose of
Five-Forces Analysis
• The five forces are environmental forces
that impact on a company’s ability to
compete in a given market (return on
capital or ROC).
• The purpose of five-forces analysis is to
diagnose the principal competitive
pressures in a market and assess how
strong and important each one is.
MCO 101
Issue date: 15 June 2008
22. Porter’s Five Forces
Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
MCO 101
Issue date: 15 June 2008
23. Threat of New Entrants
Economies of Scale
Product Differentiation
Barriers to
Entry Capital Requirements
Switching Costs
Access to Distribution Channels
Cost Disadvantages Independent
of Scale
Government Policy
MCO 101
Issue date: 15 June 2008
24. Porter’s Five Forces
Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
Bargaining
Power of
Suppliers
MCO 101
Issue date: 15 June 2008
25. Bargaining Power of Suppliers
Suppliers are likely to be powerful if:
Supplier industry is dominated by a
Suppliers exert power
few firms
in the industry by:
Suppliers’ products have few substitutes
* Threatening to raise
prices or to reduce quality Buyer is not an important customer to
supplier
Powerful suppliers
Suppliers’ product is an important
can squeeze industry
input to buyers’ product
profitability if firms
are unable to recover
Suppliers’ products are differentiated
cost increases
Suppliers’ products have high
switching costs
Supplier poses credible threat of
forward integration
MCO 101
Issue date: 15 June 2008
26. Porter’s Five Forces
Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
Bargaining Bargaining
Power of Power of
Suppliers Buyers
MCO 101
Issue date: 15 June 2008
27. Bargaining Power of Buyers
Buyer groups are likely to be powerful if:
Buyers are concentrated or purchases
are large relative to seller’s sales Buyers compete
with the supplying
Purchase accounts for a significant
industry by:
fraction of supplier’s sales
Products are undifferentiated * Bargaining down prices
* Forcing higher quality
Buyers face few switching costs
* Playing firms off of
Buyers’ industry earns low profits each other
Buyer presents a credible threat of
backward integration
Product unimportant to quality
Buyer has full information
MCO 101
Issue date: 15 June 2008
28. Porter’s Five Forces
Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
Bargaining Bargaining
Power of Power of
Suppliers Buyers
Threat of
Substitute
Products
MCO 101
Issue date: 15 June 2008
29. Threat of Substitute Products
Keys to evaluate substitute products:
Products Products with improving
with similar price/performance tradeoffs
function relative to present industry
limit the products
prices firms
can charge Example:
Electronic security systems in
place of security guards
Fax machines in place of
overnight mail delivery
MCO 101
Issue date: 15 June 2008
30. Porter’s Five Forces
Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
Bargaining Bargaining
Rivalry Among
Power of Power of
Competing Firms
Suppliers Buyers
in Industry
Threat of
Substitute
Products
MCO 101
Issue date: 15 June 2008
31. Rivalry Among Existing Competitors
Intense rivalry often plays out in the following ways:
Jockeying for strategic position
Using price competition
Staging advertising battles
Increasing consumer warranties or service
Making new product introductions
Occurs when a firm is pressured or sees an opportunity
Price competition often leaves the entire industry worse off
Advertising battles may increase total industry demand, but
may be costly to smaller competitors
MCO 101
Issue date: 15 June 2008
32. Rivalry Among Existing Competitors
Cutthroat competition is more likely to occur when:
Numerous or equally balanced competitors
Slow growth industry
High fixed costs
High storage costs
Lack of differentiation or switching costs
Capacity added in large increments
Diverse competitors
High strategic stakes
High exit barriers
MCO 101
Issue date: 15 June 2008
33. The Five Forces are Unique to
Your Industry
• Five-Forces Analysis is a framework for
analyzing a particular industry.
– Yet, the five forces affect all the other
businesses in that industry.
MCO 101
Issue date: 15 June 2008
34. Competitor Analysis
The follow-up to Industry Analysis is
effective analysis of a firm’s Competitors
Industry
Environment
Competitive
Environment
MCO 101
Issue date: 15 June 2008
35. Competitor Analysis
Assumptions
What assumptions do our
competitors hold about the future Response
of industry and themselves?
What will our
competitors do in the
Current Strategy
future?
Does our current strategy support
changes in the competitive Where do we have a
environment? competitive
advantage?
Future Objectives
How do our goals compare to our How will this change
competitors’ goals? our relationship with
our competition?
Capabilities
How do our capabilities compare
to our competitors?
MCO 101
Issue date: 15 June 2008
36. Competitor Analysis
Future Objectives What Drives the competitor?
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude
toward risk?
MCO 101
Issue date: 15 June 2008
37. Competitor Analysis
Future Objectives What is the competitor doing?
How do our goals compare What can the competitor do?
to our competitors’ goals?
Where Current Strategy
will emphasis be
placed in the future? currently
How are we
What is the attitude
competing?
toward risk?
Does this strategy
support changes in the
competitive structure?
MCO 101
Issue date: 15 June 2008
38. Competitor Analysis
Future Objectives What does the competitor believe
How do our goals compare about itself and the industry?
to our competitors’ goals?
Where Current Strategy
will emphasis be
placed in the future?
How are we currently
What is the attitude
competing?
Assumptions
toward risk?
Does this strategy
Do we assume the future
support changes in the
will be volatile?
competition structure?
What assumptions do our
competitors hold about the
industry and themselves?
Are we assuming stable
competitive conditions?
MCO 101
Issue date: 15 June 2008
39. Competitor Analysis
Future Objectives What are the competitor’s
How do our goals compare capabilities?
to our competitors’ goals?
Where Current Strategy
will emphasis be
placed in the future?
How are we currently
What is the attitude
competing?
Assumptions
toward risk?
Does this strategy
Do we assume the future
supportwill be volatile?
changes in the
competition structure?
What assumptions do our
Capabilities
competitors hold about the
industry and themselves?
What are my competitors’
Are we operating under
strengths and weaknesses?
a status quo?
How do our capabilities
compare to our
competitors?
MCO 101
Issue date: 15 June 2008
40. Competitor Analysis
Response
Future Objectives
What will our competitors
How do our goals compare
to our competitors’ goals? do in the future?
Where Current Strategy
will emphasis be Where do we have a
placed in the future? competitive advantage?
How are we currently
What is the attitude How will this change our
competing?
Assumptions
toward risk? relationship with our
Does this strategy
Do we assume the future competition?
supportwill be volatile?
changes in the
competition structure?
What assumptions do our
Capabilities
competitors hold about the
industry and themselves?
What are my competitors’
Are we operating under
strengths and weaknesses?
a status quo?
How do our capabilities
compare to our
competitors?
MCO 101
Issue date: 15 June 2008