The document discusses strategic planning and business valuation. It provides definitions of strategy, outlines elements of a strategic plan including goals and milestones, and describes tools like the lean business planner for organizing ideas. It also discusses strategic business valuations for communicating financials simply, using methods like earnings bands and efficiency frontiers. Metrics like return and risk-adjusted return are evaluated at the business unit level against benchmarks.
This Project deals with the comparative study of 2 companies listed in S&P 500 for their performance evaluation & ratio analysis for the 3 financial years.
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
Business Performance Evaluation FrameworkSandeep Kumar
This presentation proposes a new framework to evaluate business performance of conglomerate firms and a final matrix score has been developed comprising of "Composite Business Performance Score" & "Overall Risk Score" on which each and every firm of the conglomerate would be mapped to make further business decision.
Its implementation on Tata Group has also been discussed.
This Project deals with the comparative study of 2 companies listed in S&P 500 for their performance evaluation & ratio analysis for the 3 financial years.
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
Business Performance Evaluation FrameworkSandeep Kumar
This presentation proposes a new framework to evaluate business performance of conglomerate firms and a final matrix score has been developed comprising of "Composite Business Performance Score" & "Overall Risk Score" on which each and every firm of the conglomerate would be mapped to make further business decision.
Its implementation on Tata Group has also been discussed.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
BENEDICTINE UNIVERSITY
MBA 671: STRATEGIC MANAGEMENT
TEAM: Bomb Dot Com
BUSINESS SIMULATION PRESENTATION
1
Strategic Vision
AS AN ORGANIZATION, WE ARE MOTIVATED BY DEVOTION TO OUR WORK. WE ARE PROFESSIONALS IN FOOTWEAR IN OUR FIELD AND INCLUDE THE ENTIRE SUPPLY CHAIN IN ALL EXTENTS OF OUR BUSINESS, FROM INDUSTRIAL TO RETAIL.THESE SUCCESSES ARE THE RESULT OF OUR DEDICATION AND PLEDGE TO TRUTHFUL RELATIONS WITH THOSE WHO SHARE OUR GOAL.
OUR BUSINESS IMAGE HAS LED US TO NEW TASKS AND QUALIFIED US TO DISTRIBUTE THE BEST KEYS FOR EACH CONSUMER.
WE ARE ALWAYS LOOKING FORWARD, PROTECTED IN THE INFORMATION THAT OUR INVOLVEMENT HAS BROUGHT US THE PRINCIPLE AND CONSISTENCE NEEDED TO SELECT THE FINEST ROUTES.
2
Bomb dot com Performance for all the Decision Rounds
Bomb dot com is seeing great success with the company
Year over year, we have seen an increase in our company’s credit rating with a stable image rating.
ROE slightly increased with a stock price increase to $87.80 from $30.00 and net revenues went up for a total of 589,933 from 432,646.
SQ rating saw a significant increase from 4.0 to 7.6. EPS continue to rise year after year.
3
The Company’s Present Strategy and Its Evolution
Tell the story of how you got here from the beginning of the class.
Matthew
4
Your Companies Closest Competitors
Explain which companies in the group are your closet competitors and why.
Matthew
5
New Strategic Decisions to Win Market Share
If the game continued, some strategies to win market share would include
Re-finance loans – If the company continues to be successful, it will be important to re-finance loans in order to increase cash flow.
Predict Material Prices – This is based on supply and demand functions. This will be accomplished by watching SQ ratings. If ratings are increasing, so will material prices and vice versa.
Check Price Elasticity – We will set forecasts and test slightly higher price points on wholesale to ensure we are not missing out on any additional profit.
6
Trends in Annual Revenues
Stock Price has continued to see an increase
Earnings Per Share showing progress and growing year over year
Net Revenues have seen an increase in all three categories with a stable number for private label
7
Trends in Annual EPS
Use the bar graphs in the Performance Summary.
Employ a few discuss points – 2 to 4 or so – your choice.
Matthew
8
Trends in Annual ROE
Use the bar graphs in the Performance Summary.
Employ a few discuss points – 2 to 4 or so – your choice.
Matthew
9
Trends in Annual Credit Rating
Use the bar graphs in the Performance Summary.
Employ a few discuss points – 2 to 4 or so – your choice.
Michelle
10
Trends in Annual Year End Stock Price
Use the bar graphs in the Performance Summary.
Employ a few discuss points – 2 to 4 or so – your choice.
Michelle
11
Trends in Annual Image Rating
Use the bar graphs in the Performance Summary.
Employ a few discuss point.
Unit - 5_Part A_Strategic Management (18MBA25)_EntrepreneurshipVijay K S
Business planning in different environment - Entrepreneurial level Business planning – Multistage wealth creation model for entrepreneurs – Planning for large and diversified companies
Age of Alignment: Linking Compensation & Business StrategyPearl Meyer
We’ve entered a new era, with evolving responsibilities for the Board of Directors. Today, the “review and concur” role is no longer sufficient. This is true from a regulatory and compliance perspective, and it’s also true as companies must be prepared for the challenge of fast, frequent, and often disruptive market forces. Recently, the NACD released its Blue Ribbon Commission report on Strategy Development. Among many important findings and recommendations, it states that providing necessary strategic direction requires a new level of ongoing Board engagement. A key question posed for Boards to evaluate their processes is “Does our incentive structure reinforce or unintentionally undermine the chosen strategy?”
Today, our discussion will be lead by two members of the Blue Ribbon Commission. Greg Lau, of RSR Partners and a member of the Board of NACD, as well as Steven Van Putten, managing director and office head from Pearl Meyer & Partners’ Boston location. We will also be joined by consultant Michael Ng from Pearl Meyer and Partners.
Unveiling the Power of Balanced Scorecard.pdfTEWMAGAZINE
The Balanced Scorecard is a strategic performance management tool that helps organizations translate their vision and strategy into actionable objectives.
Chapter 2 Strategic Planning and Budgeting—Process, Preparation, .docxchristinemaritza
Chapter 2: Strategic Planning and Budgeting—Process, Preparation, and Control
OVERVIEW
Although it differs among companies, planning charts the direction of the company over a period of time to accomplish a desired result, such as improving profitability. Budgeting is simply one portion of the plan, and the annual budget should be consistent with the long-term goals of the business. Planning should link short-term, intermediate-term, and long-term goals. Plans are interrelated, and the annual plan may be based on the long-term plan. The objective is to make the best use of the company's available resources over the long term.
In planning, management selects long-term and short-term goals and draws up plans to accomplish those goals. Planning is more important in long-run management. The objectives of a plan must be continually appraised in terms of degree of accomplishment and how long implementation will take. There should be feedback as to the plan's progress. It is best to concentrate on accomplishing fewer targets so proper attention will be given to them. Objectives must be specific and measurable. For example, a target to increase sales by 20 percent is definite and specific. The manager can quantitatively measure progress toward meeting this target.
The plan is the set of details implementing a strategy. The plan of execution typically is explained in sequential steps, including costs and timing for each step. Deadlines are set.
The planning function includes all managerial activities that ultimately enable an organization to achieve its goals. Because every organization needs to set and achieve goals, planning often is called the first function of management. At the highest levels of business, planning involves establishing company strategies—that is, determining how the resources of the business will be used to reach its objective. Planning also involves the establishment of policies—the day-to-day guidelines used by managers to accomplish their objectives. The elements of a plan include objectives, performance standards, appraisal of performance, action plan, and financial figures.
All management levels should be involved in preparing budgets. There should be a budget for each responsibility center. Responsibility in particular areas should be assigned for planning to specific personnel. At MillerCoors Company, planning is ongoing, encouraging managers to assume active roles in the organization.
A plan is a predetermined action course. Planning has to consider the organizational structure, taking into account authority and responsibility. Planning is determining what should be done, how it should be done, and when it should be done. The plan should specify the nature of the problems, reasons for them, constraints, contents, characteristics, category, alternative ways of accomplishing objectives, and information required. Planning objectives include quantity and quality of products and services, as well as growth opportunities.
A pla ...
Investment models that are well designed, simple to use and integrated with modern simulation methods can be critical for decision making. Consider the following models when evaluating your next direct investment.
Modernizing asset allocation models with innovative approaches can provide new insights and machine learning. How can tactical allocation be computerized – the attached presentation addresses a simple “makeover” to tactical asset allocation using modern methods.
How do we determine value and what prevalent quantificational routines are in place (Fair Value) ? The attached document provides an introduction to a complicated subject area.