The document discusses the strategy-making process, which involves developing a strategic vision, mission, objectives, and strategy. It outlines the 5 stages of the process: 1) developing a vision and mission, 2) setting objectives, 3) crafting a strategy, 4) executing the strategy, and 5) monitoring and adjusting the strategy. It provides examples of vision and mission statements from companies and describes the characteristics and importance of developing an effective strategic vision and mission.
Prepared for our fictional wine business South Oz Wines.
Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Wondering what Q4 Impact Group is all about? This presentation gives an in-depth overview of the Q4 competencies and the way we work to help you improve your profitability and solve difficult issues.
Charting your company's future. A HBR article on marketing and strategy plann...Durgadatta Dash
This is a HBR article Charting your company's future review presentation. The presentation contains all the graphical representations and examples including all the examples with the elaboration of all the concepts.
Prepared for our fictional wine business South Oz Wines.
Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Wondering what Q4 Impact Group is all about? This presentation gives an in-depth overview of the Q4 competencies and the way we work to help you improve your profitability and solve difficult issues.
Charting your company's future. A HBR article on marketing and strategy plann...Durgadatta Dash
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Creating new market space is an important part of Blue Ocean Strategy. This presentation covers tools to create new market space and discusses concepts and its applications with the help of various corporate examples.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Sm 11 part_03_03
Strategic Management course version 11
Strategic management in any organization is important as it provides overall direction by developing plans and policies designed to achieve objectives and then allocating resources to implement the plans.
Videos on YouTube:
video 01
https://youtu.be/alh6O6Q_9sc
video 02
https://youtu.be/b2UwGeOTEX0
video 03
https://youtu.be/R7K0W3yinLo
International Competitive Strategy
Chapter 9
1
9-2
Learning Objectives
LO 9-1 Explain international strategy, competencies, and international competitive advantage.
LO 9-2 Describe the steps in the global strategic planning process.
LO 9-3 Explain the purpose of mission statements, vision statements, values statements, objectives, quantified goals, and strategies.
LO 9-4 Explain home replication, multidomestic, global, regional, and transnational strategies and when to use them.
LO 9-5 Describe the methods of and new directions in strategic planning.
What is International Strategy?
The way firms make choices about acquiring and using scarce resources in order to achieve their international objectives
Involves decisions that deal with all the various functions, products and regional unit activities of a company.
decisions about which markets to enter with which products, when and how
all the various functions and activities of the company and how they interact
ensuring that strategy is consistent across functions, products, and regional units
a variety of unique demands associated with operating internationally
3
International Strategy
The goal is to achieve and maintain a unique and valuable position both within a nation and globally:
IOW: Have a competitive advantage
Competitive advantage is the ability of a company to have higher rates of profits than its competitors
4
Competitive Advantage
To create a sustainable competitive advantage, a company tries to develop skills and control resources that:
Create value for customers
Are rare
Are difficult to imitate or substitute for
Are organized in a way that the company can fully exploit
5
Competitive Advantage and International Companies
The challenge for international companies is that:
Resources are always scarce.
There are many alternatives for using these scarce resources
(for example, which foreign markets to enter).
These alternatives are not equally attractive.
Could be more costs or other risks involved
Competitive Advantage and International Companies
Managers must make choices regarding what to do, and what not to do, now and over time.
Companies make different choices, which have implications for each company’s ability to meet the needs of customers and create a defensible competitive position internationally.
Without adequate planning, managers are more likely to make decisions that do not make good sense competitively.
9-8
The Competitive Challenge Facing Managers of International Businesses
Managers must
quickly identify and exploit opportunities wherever they occur, domestically and internationally
fully understand why, how, where, and when to do business in specific world markets
know the company’s strategic mission, its strengths and its weaknesses
Global Strategic Planning:
Why Plan Globally?
Provides a means for top management to
Identify opportunities and threats
Formulate strategie.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
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Multiply with different modes (map)
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2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
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Sum with different modes (reduce)
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2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
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A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
1. 2–1
SSTTRRAATTEEGGIICC MMAANNAAGGEEMMEENNTT
LLeeccttuurree-- 22
CHARTING A COMPANY’S DIRECTION:
♦ DDeevveellooppiinngg aa SSttrraatteeggiicc VViissiioonn,, SSeettttiinngg OObbjjeeccttiivveess,,
aanndd CCrraaffttiinngg aa SSttrraatteeggyy
♦ Without a strategy the organization is like a ship without a rudder,
going around in circles.” Joel Ross and Michael Kami
Created by: Md. Motaharul Islam
2. 2–2
WHAT DOES THE STRATEGY-MAKING,
STRATEGY-EXECUTING PROCESS ENTAIL?
1. Developing a strategic vision, a mission, and a set
of values.
2. Setting objectives for measuring performance and
progress.
3. Crafting a strategy to achieve those objectives.
4. Executing the chosen strategy efficiently and
effectively.
5. Monitoring strategic developments, evaluating
execution, and making adjustments in the vision
and mission, objectives, strategy, or execution as
necessary.
3. 2–3
2.1 The Strategy-Making, Strategy-Executing Process
4. STAGE 1: DEVELOPING A STRATEGIC VISION,
A MISSION, AND A SET OF CORE VALUES
2–4
♦ A strategic vision concerns a firm’s future business path --
“where we are going”
♦ It is a description of what the organisation is capable of
becoming or would like to become ……
Strategic vision is dynamic process.
♦ Developing a Strategic Vision:
● Delineates management’s future aspirations for the business to
its stakeholders.
● Provides direction—“where we are going.”
● Sets out the compelling rationale (strategic soundness) for the
firm’s direction.
● Uses distinctive and specific language to set the firm apart from
its rivals.
5. 2–5
Communicating the Strategic Vision
♦Why Communicate the Vision:
● Fosters employee commitment to the firm’s
chosen strategic direction.
● Ensures understanding of its importance.
● Motivates, informs, and inspires internal and
external stakeholders.
● Demonstrates top management support for the
firm’s future strategic direction and competitive
efforts.
6. 2–6
Crafting a Mission Statement
♦ A mission statement focuses on current business
activities -- “who we are and what we do”
♦ Mission is a purpose or reason for the organisation’s existence
(what the organisation is now).
♦ It tells what the organization is providing to the society.
♦ It promotes a sense of shared expectations in employees.
♦ Communicates a public image to important stakeholder groups.
♦ The Mission Statement:
● Uses specific language to give the firm its own unique identity.
● Describes the firm’s current business and purpose—“who we
are, what we do, and why we are here.”
● Should focus on describing the company’s business, not on
“making a profit”—earning a profit is an objective not a
mission.
7. 2–7
Characteristics of a Strategic Vision
♦ A roadmap of a company’s future
● Future technology-product-customer focus
● Geographic and product markets to pursue
● Capabilities to be developed
● Kind of company management is trying to
create
● Specific questions tthhaatt hheellpp ffoorrmm
ssttrraatteeggiicc vviissiioonnss::
♦ What business are we in now?
♦ What business do we want to be in?
♦ What will our customers want in future?
♦ What are expectations of our stakeholders?
♦ Who will be our future competitors?
♦ What should our competitive scope be?
♦ How will technology impact our industry
♦ What environmental scenarios are possible?
8. 2–8
Why is a Strategic Vision Important?
♦ A managerial imperative exists to look beyond
today and think strategically about
♦ Impact of new technologies
♦ How customer needs and expectations
are changing
♦ What it will take to outrun competitors
♦ Which promising market opportunities
ought to be aggressively pursued
♦ External and internal factors driving what
a company needs to do to prepare for the
future
?
9. 2–9
The Ideal Mission Statement
♦ Identifies the firm’s product or services.
♦ Specifies the buyer needs it seeks to satisfy.
♦ Identifies the customer groups or markets it is
endeavoring to serve.
♦ Specifies its approach to pleasing customers.
♦ Sets the firm apart from its rivals.
♦ Clarifies the firm’s business to stakeholders.
10. 2–10
Examples: Mission and Vision Statements
Intel
Our vision: Getting to a billion connected computers
worldwide, millions of servers, and trillions of dollars of e-commerce.
Intel’s core mission is being the building block
supplier to the Internet economy and spurring efforts to
make the Internet more useful. Being connected is now at
the center of people’s computing experience. We are
helping to expand the capabilities of the PC platform and
the Internet.
11. 2–11
Examples: Mission and Vision Statements
3Com
Our mission is to connect more people and
organizations to information in more
innovative, simple, and reliable ways than any
other networking company in the world. Our
vision of pervasive networking is of a world
where connections are simpler, more
powerful, more affordable, more global, and
more available to all.
12. 2–12
Vision vs. Mission
VISION
Future-oriented
♦ Inspirational
Markets to be pursued
Future technology-product-customer focus
Kind of company that management
is trying to create
MISSION
♦ Present-oriented
♦ Informational
● Current product and service offerings
● Customer needs being served
● Technological and business capabilities
13. 2–13
STAGE 2: SETTING OBJECTIVES
♦ Objectives are an organization’s performance targets, i.e. results and outcomes
it wants to achieve.
♦ Objectives function as yardsticks for tracking an organization’s performance
and progress.
♦ Purpose of setting OBJECTIVES is to
● Convert mission into performance targets
● Create yardsticks to track performance
● Establish performance goals requiring stretch
● Push firm to be inventive, intentional, focused
♦ Setting CHALLENGING but ACHIEVABLE objectives guards against
● Complacency
● Internal confusion
● Status quo performance
♦ The Purposes of Setting Objectives:
● To convert the vision and mission into specific, measurable, timely performance
targets.
● To focus efforts and align actions throughout the organization.
● To serve as yardsticks for tracking a firm’s performance and progress.
● To provide motivation and inspire employees to greater levels of effort.
14. 2–14
THE TWO ESSENTIAL KINDS OF
OBJECTIVES TO SET
♦ Financial Objectives
● Communicate top management’s
targets for financial performance.
● Are focused internally on the firm’s
operations and activities.
● Outcomes focused on improving
financial performance
♦ Strategic Objectives
● Are related to a firm’s
marketing standing and
competitive vitality.
● Are focused externally on
competition vis-à-vis the firm’s
rivals.
Outcomes focused on improving
long-term, competitive business
position
$
15. 2–15
SETTING FINANCIAL OBJECTIVES
Examples of FFiinnaanncciiaall OObbjjeeccttiivveess
♦ An x percent increase in annual revenues
♦ Annual increases in after-tax profits of x percent
♦ Annual increases in earnings per share of x percent
♦ Annual dividend increases of x percent
♦ Profit margins of x percent
♦ An x percent return on capital employed (ROCE) or return on shareholders’
equity investment (ROE)
♦ Increased shareholder value—in the form of an upward-trending stock price
♦ Bond and credit ratings of x
♦ Internal cash flows of x dollars to fund new capital investment
16. 2–16
SETTING STRATEGIC OBJECTIVES
Examples of SSttrraatteeggiicc OObbjjeeccttiivveess
♦ Winning an x percent market share
♦ Achieving lower overall costs than rivals
♦ Overtaking key competitors on product performance or quality
or customer service
♦ Deriving x percent of revenues from the sale of new products introduced within
the next five years
♦ Having broader or deeper technological capabilities than rivals
♦ Having a wider product line than rivals
♦ Having a better-known or more powerful brand name than rivals
♦ Having stronger national or global sales and distribution capabilities than rivals
♦ Consistently getting new or improved products and services to market ahead
of rivals
17. 2–17
Example: Strategic Objectives
To satisfy our customers by providing
Quality cars and trucks,
Developing new products,
Reducing the time it takes to bring new
vehicles to market,
Improving the efficiency of all our plants &
processes, and
Building on our teamwork with employees,
unions, dealers, and suppliers.
18. 2–18
Example: Financial and Strategic Objectives
3M Corporation
Annual growth in earnings per share of 10% or
better, on average;
A return on stockholders’ equity of 20-25%;
A return on capital employed of 27% or better;
and
Have at least 30% of sales come from products
introduced in the past four years.
19. 2–19
THE NEED FOR SHORT-TERM AND
LONG-TERM OBJECTIVES
♦ Short-Term Objectives:
● Focus attention on quarterly and annual
performance improvements to satisfy near-term
shareholder expectations.
♦ Long-Term Objectives:
● Force consideration of what to do now to
achieve optimal long-term performance.
● Stand as a barrier to an undue focus on
short-term results.
20. 2–20
STAGE 3: CRAFTING A STRATEGY
♦ Strategy involves determining whether to
● Concentrate on a single business or several
businesses (diversification)
● Cater to a broad range of customers or focus on
a particular niche
● Develop a wide or narrow product line
● Pursue a competitive advantage based on
Low cost or
Product superiority or
Unique organizational capabilities
♦ Involves deciding how to
● Respond to changing buyer preferences
● Respond to new market conditions
● Grow the business over the long-term
● Achieve performance targets
● Outcompete rivals
23. 2–23
Strategic Priorities of McDonald’s
♦ Continued growth
♦ Providing exceptional customer care
♦ Remaining an efficient and quality producer
♦ Developing people at every organizational level
♦ Sharing best practices among all units
♦ Reinventing the fast food concept by fostering innovation in the menu,
facilities, marketing, operation, and technology
♦ Core Elements of McDonald’s Strategy
♦ Add 1750 restaurants annually
♦ Promote frequent customer visits via attractive menu items, low-price
specials, and Extra Value Meals
♦ Be highly selective in granting franchises
♦ Locate on sites offering convenience to customers and profitable
growth potential
♦ Focus on limited menu and consistent quality
♦ Careful attention to store efficiency
♦ Extensive advertising and use of Mc prefix
♦ Hire courteous personnel; pay an equitable wage; provide good
training
25. 2–25
STAGE 4: EXECUTING THE STRATEGY
♦ Converting strategic plans into actions
requires:
● Directing organizational action.
● Motivating people.
● Building and strengthening the firm’s
competencies and competitive capabilities.
● Creating and nurturing a strategy-supportive
work climate.
● Meeting or beating performance targets.
26. 2–26
Managing the Strategy Execution Process
♦ Staffing the firm with the needed skills and expertise.
♦ Building and strengthening strategy-supporting resources and
competitive capabilities.
♦ Organizing work effort along the lines of best practice.
♦ Allocating ample resources to the activities critical to strategic success.
♦ Ensuring that policies and procedures facilitate rather than impede
effective strategy execution.
♦ Installing information and operating systems that enable effective and
efficient performance.
♦ Motivating people and tying rewards and incentives directly to the
achievement of performance objectives.
♦ Creating a company culture and work climate conducive to successful
strategy execution.
♦ Exerting the internal leadership needed to propel implementation forward
and drive continuous improvement of the strategy execution processes.
27. STAGE 5: EVALUATING PERFORMANCE
AND INITIATING CORRECTIVE ADJUSTMENTS
2–27
♦ Evaluating Performance:
● Deciding whether the enterprise is passing the
three tests of a winning strategy—good fit,
competitive advantage, strong performance.
♦ Initiating Corrective Adjustments:
● Deciding whether to continue or change the
firm’s vision and mission, objectives, strategy,
and/or strategy execution methods.
● Based on organizational learning.
28. THE ROLE OF THE BOARD OF DIRECTORS IN
CORPORATE GOVERNANCE
2–28
♦ Obligations of the Board of Directors:
● Critically appraise the firm’s direction, strategy, and
business approaches.
● Evaluate the caliber of senior executives’ strategic
leadership skills.
● Institute a compensation plan that rewards top
executives for actions and results that serve
stakeholder interests—especially shareholders.
● Oversee the firm’s financial accounting and reporting
practices compliance with the Sarbanes-Oxley Act.
29. 2–29
What Does Strategy Implementation
and Execution Include?
♦ Strategy implementation and execution is an action-oriented, “make-it-
happen” process involving people management, developing
competencies and capabilities, budgeting, policy-making, motivating,
culture-building, and leadership
♦ Building a capable organization
♦ Allocating resources to strategy-critical activities
♦ Establishing strategy-supportive policies
♦ Motivating people to pursue the target objectives
♦ Tying rewards to achievement of results
♦ Creating a strategy-supportive corporate culture
♦ Installing needed information, communication, and operating systems
♦ Instituting best practices and programs for continuous improvement
♦ Exerting the leadership necessary to drive the process forward and keep
improving