The document outlines the vision, mission, and culture of a company focused on providing innovative solutions to create value for customers and help meet worldwide demand. It analyzes the company's strengths, weaknesses, opportunities, and threats in its industry. Finally, it discusses the company's growth strategies, competitive advantages, and organizational structure.
This document discusses production strategy and acquiring physical resources for international operations. It covers capacity planning, facilities location planning, process planning, facilities layout planning, and the make or buy decision. It also discusses acquiring raw materials and fixed assets. Key production concerns discussed include quality improvement efforts, shipping and inventory costs, and decisions around reinvestment vs divestment. The document concludes by covering different options for financing business operations such as borrowing, issuing equity, and internal funding.
The document discusses various long-term objectives and grand strategies that companies can pursue, including concentrated growth, market development, product development, innovation, and diversification. It also describes the balanced scorecard approach to setting objectives across financial, customer, internal process, and learning/growth perspectives. Generic strategies like cost leadership, differentiation, and focus are discussed along with related organizational requirements and risks.
This document discusses long-term objectives and strategies that strategic managers establish for companies. It outlines seven common areas that strategic planners establish long-term objectives: profitability, productivity, competitive position, employee development, technological leadership, public responsibility, and employee relations. It then discusses various long-term strategies companies pursue, including low-cost leadership, differentiation, focus, operational excellence, customer intimacy, and product leadership. Grand strategies that provide overall direction include concentrated growth and market development.
This chapter discusses various business strategies including vertical integration strategies like forward, backward, and horizontal integration. It also discusses intensification strategies such as market penetration, market development, and product development. Types of diversification strategies like concentric, horizontal, and conglomerate diversification are defined. Defensive strategies such as retrenchment, divestiture, and liquidation are also introduced. The chapter provides examples of organizations pursuing different strategies and guidelines for determining the appropriate strategy. It emphasizes the importance of understanding a business' preferences and market situation to deploy effective strategies.
Stability & retrenchment management BMSVaibhav Shah
This document discusses strategies for stability and retrenchment in corporate management. Stability strategies aim to continue current activities without significant changes and include no-change, profit, and pause/proceed with caution approaches. Retrenchment strategies aim to reduce the size or diversity of operations and include turnaround, divestment/disinvestment, and liquidation. Specific companies that have utilized these strategies are provided as examples. The document provides an overview of key stability and retrenchment strategies for top-level management in corporate strategy planning.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
The document discusses various long-term strategies and objectives that companies can pursue, including concentrated growth, market development, product development, innovation, integration, diversification, turnaround, divestiture, liquidation, and bankruptcy. It also covers strategic tools like the balanced scorecard, generic strategies of cost leadership and differentiation, and combination strategies like joint ventures and strategic alliances.
The document outlines the vision, mission, and culture of a company focused on providing innovative solutions to create value for customers and help meet worldwide demand. It analyzes the company's strengths, weaknesses, opportunities, and threats in its industry. Finally, it discusses the company's growth strategies, competitive advantages, and organizational structure.
This document discusses production strategy and acquiring physical resources for international operations. It covers capacity planning, facilities location planning, process planning, facilities layout planning, and the make or buy decision. It also discusses acquiring raw materials and fixed assets. Key production concerns discussed include quality improvement efforts, shipping and inventory costs, and decisions around reinvestment vs divestment. The document concludes by covering different options for financing business operations such as borrowing, issuing equity, and internal funding.
The document discusses various long-term objectives and grand strategies that companies can pursue, including concentrated growth, market development, product development, innovation, and diversification. It also describes the balanced scorecard approach to setting objectives across financial, customer, internal process, and learning/growth perspectives. Generic strategies like cost leadership, differentiation, and focus are discussed along with related organizational requirements and risks.
This document discusses long-term objectives and strategies that strategic managers establish for companies. It outlines seven common areas that strategic planners establish long-term objectives: profitability, productivity, competitive position, employee development, technological leadership, public responsibility, and employee relations. It then discusses various long-term strategies companies pursue, including low-cost leadership, differentiation, focus, operational excellence, customer intimacy, and product leadership. Grand strategies that provide overall direction include concentrated growth and market development.
This chapter discusses various business strategies including vertical integration strategies like forward, backward, and horizontal integration. It also discusses intensification strategies such as market penetration, market development, and product development. Types of diversification strategies like concentric, horizontal, and conglomerate diversification are defined. Defensive strategies such as retrenchment, divestiture, and liquidation are also introduced. The chapter provides examples of organizations pursuing different strategies and guidelines for determining the appropriate strategy. It emphasizes the importance of understanding a business' preferences and market situation to deploy effective strategies.
Stability & retrenchment management BMSVaibhav Shah
This document discusses strategies for stability and retrenchment in corporate management. Stability strategies aim to continue current activities without significant changes and include no-change, profit, and pause/proceed with caution approaches. Retrenchment strategies aim to reduce the size or diversity of operations and include turnaround, divestment/disinvestment, and liquidation. Specific companies that have utilized these strategies are provided as examples. The document provides an overview of key stability and retrenchment strategies for top-level management in corporate strategy planning.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
The document discusses various long-term strategies and objectives that companies can pursue, including concentrated growth, market development, product development, innovation, integration, diversification, turnaround, divestiture, liquidation, and bankruptcy. It also covers strategic tools like the balanced scorecard, generic strategies of cost leadership and differentiation, and combination strategies like joint ventures and strategic alliances.
The document discusses various concepts in strategic management including strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science. It provides details on Porter's five forces analysis and outlines characteristics of an effective strategic evaluation system. The summary is as follows:
[1] The document discusses key concepts in strategic management such as strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science.
[2] It outlines Porter's five forces analysis framework and characteristics of an effective strategic evaluation system including ensuring the system fairly portrays situations and is not too cumbersome.
[3] The document also explores debates around strategic management as
This document discusses various corporate strategies and means for achieving strategies. It describes integration strategies like forward, backward, and horizontal integration. Intensive strategies include market penetration, market development, and product development. Diversification strategies are related and unrelated diversification. Defensive strategies involve retrenchment, divestiture, and liquidation. Mergers and acquisitions, joint ventures, cooperation among competitors, first mover advantage, and outsourcing are some means discussed for achieving strategies. Porter's strategy for big vs small companies is also mentioned. The document provides details on these various strategies and means.
This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
The document discusses organizational strategy at different levels. It explains that sustainable competitive advantage is achieved through resources that are valuable, rare, imperfectly imitable and non-substitutable. The strategy-making process involves assessing need for change, conducting a situational analysis, and choosing alternatives. Corporate strategies include portfolio strategies like diversification and grand strategies like growth. Industry strategies consider five competitive forces and involve positioning through cost leadership, differentiation or focus.
This document discusses strategies for companies to pursue both differentiation and low costs. It introduces the concepts of "red oceans", where companies compete based on existing market demands, and the "four actions framework", which provides strategies to reduce, create, eliminate or raise different factors compared to industry standards to create a new value curve. The key strategies are pricing innovation to set a strategic price, streamlining costs through innovative approaches, and partnering for cost reductions to lower the target cost below the strategic price for profits.
This document outlines strategies discussed in Chapter 5 of the 8th edition of the textbook "Strategic Management Concepts & Cases" by Fred R. David. It discusses various types of strategies companies use, including intensive strategies like market penetration and product development, integrative strategies involving vertical and horizontal integration, diversification strategies, defensive strategies such as retrenchment and divestiture, and Porter's generic strategies of cost leadership, differentiation, and focus. Key terms related to strategic management concepts are also defined.
This document discusses various stability strategies that corporations may employ, including stability strategy, pause/proceed with caution strategy, no-change strategy, and profit strategy. It provides examples of industries that have used stability strategies like steel authority of India and cigarette/liquor industries. Hindustan Levers trial of selling shoes in cities is given as an example of pause/proceed with caution strategy. The document also briefly outlines no-change and profit strategies.
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
The document discusses factors in a firm's external environment including remote, industry, and operating environments. It covers economic, social, political, technological, and ecological factors. It also discusses analyzing industries and competitors through examining industry structure, boundaries, competitive forces, and profiles of customers, suppliers, and creditors.
Acquisition and restructuring strategies - Yolanda WilliamsYolanda Williams
An acquisition occurs when one firm purchases a controlling interest in another firm to make it a subsidiary. Mergers are a type of acquisition where two firms of roughly equal size agree to combine to form an entirely new joint company. Restructuring is when a firm changes its business or financial structure, such as through downsizing or divesting interests, to adapt to internal or external environmental changes. Walmart uses acquisitions to enter new markets, participates in joint ventures like Bharti Walmart, and has restructured by divesting interests that failed due to high competition or cultural issues.
This document discusses strategies for businesses with low market share. It outlines options like fighting to increase share or withdrawing. Common strategies include segmenting customers and products carefully, using research and development efficiently, thinking small by limiting growth and diversifying cautiously, and having a strong leader with deep involvement. Some obstacles for low market share businesses are small research budgets, limited economies of scale, difficulty attracting capital and talent. While these businesses face challenges, the document concludes that the first objective should be maximizing return on invested capital, and not all low share businesses are doomed to fail.
Vertical integration is referred to as the degree to which a firm is integrated with its upstream suppliers
and downstream distributors in an industry.
http://www.researchomatic.com/Vertical-Integration-Process-38425.html
Mergers and acquisitions involve combining two companies to capitalize on their mutual strengths and synergies. A merger unifies two similar companies, while an acquisition involves a larger company purchasing a smaller one. These strategies allow companies to scale up operations, gain market share, and leverage each other's expertise and resources to improve profitability and shareholder value. Planning mergers and acquisitions requires analyzing strategic parameters like synergies, market opportunities, long-term vision, and value creation as well as conducting financial modeling, addressing governance, and integrating operations.
Building A Strategy For Environmental Sustainability SampleJulie Brignac
The document discusses building a strategy for environmental sustainability. It recommends establishing organizational alignment by defining sustainability goals, developing an environmental policy, and embedding sustainability principles throughout the organization. It also stresses the importance of collaborative supplier relationships and establishing sustainable sourcing practices by analyzing procurement processes and identifying opportunities.
The document discusses strategic planning and management. It defines strategic planning as setting an overall direction to achieve organizational goals. It also outlines the components of strategic management as deciding and acting on strategies to achieve a competitive advantage. Additionally, it discusses different levels of strategy like corporate, business unit, and functional strategies and tools to implement strategies such as leadership, structure, resources and systems.
The document discusses various business strategies that companies can employ, including differentiation, cost leadership, market segmentation, price/cost, quality, delivery, product mix, service, eco-friendly products, flexible response, and low cost strategies. It provides details on how each strategy can be implemented and what advantages or disadvantages certain strategies may have. The overall strategies discussed are aimed at making a company competitive by standing out from competitors, reducing production costs, targeting specific customer segments, or selling products at low prices.
This document provides best practices for medium and small enterprises to develop an authentic and transparent corporate sustainability report. It explains that sustainability reporting has become important for businesses of all sizes to communicate their environmental and social impacts to consumers and large corporate partners. The document recommends that companies evaluate their operations, reduce energy usage, select sustainable suppliers, improve their local community, plan communication strategies, leverage strengths and manage weaknesses. Following these best practices can help companies establish credibility and derive benefits like increased customer loyalty, profit, and competitiveness.
This document discusses corporate strategy and the quest for parenting advantage. It analyzes different types of fit between a corporate parent and its businesses using a matrix. A good fit can create value, while a bad fit can destroy value. The document examines where a parent can positively or negatively influence a business based on the business' critical success factors and potential opportunities for the parent to add value. It provides examples of different fit categories like "heartland businesses," "ballast businesses," "alien territory businesses," and "value-trap businesses." The analysis helps assess where changes could improve the fit between a parent and its businesses.
This document summarizes key ideas from several books and articles by Professor Michael Porter about business strategy. It discusses Porter's view that strategy involves choosing a unique competitive position rather than simply aiming to be the best or largest. Effective strategies create economic value through sustained competitive advantages. The presentation analyzes industry structure using Porter's Five Forces framework and explains how strategies can achieve differentiation or lower costs. It also discusses operational effectiveness versus strategic positioning and defining a value proposition.
This document discusses how information systems can provide strategic advantages to organizations. It defines strategic information systems as those that support or shape a company's competitive position and strategies. Information systems can help organizations gain competitive advantages, reduce disadvantages, and meet other strategic goals. The document outlines different classification and roles of information systems, such as lowering costs, differentiation, innovation, promotion growth, developing alliances, and improving business processes, quality, and breaking down barriers.
This document discusses how adopting sustainable design practices can benefit manufacturers through increased revenues, cost savings, and innovation. It advocates starting with implementing sustainable design in product development, as decisions made there impact the entire product lifecycle. The document promotes using SolidWorks Sustainability software to evaluate products' environmental impacts at each lifecycle stage to guide sustainable design and help manufacturers gain competitive advantages.
We are the worldwide pioneer in progressing business opportunities for confirmed Asian, Black, Hispanic and Native African business undertakings. We interface these organizations to our corporate parts in an exertion to build acquirement and upgrade supplier assorted qualities.
The document discusses various concepts in strategic management including strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science. It provides details on Porter's five forces analysis and outlines characteristics of an effective strategic evaluation system. The summary is as follows:
[1] The document discusses key concepts in strategic management such as strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science.
[2] It outlines Porter's five forces analysis framework and characteristics of an effective strategic evaluation system including ensuring the system fairly portrays situations and is not too cumbersome.
[3] The document also explores debates around strategic management as
This document discusses various corporate strategies and means for achieving strategies. It describes integration strategies like forward, backward, and horizontal integration. Intensive strategies include market penetration, market development, and product development. Diversification strategies are related and unrelated diversification. Defensive strategies involve retrenchment, divestiture, and liquidation. Mergers and acquisitions, joint ventures, cooperation among competitors, first mover advantage, and outsourcing are some means discussed for achieving strategies. Porter's strategy for big vs small companies is also mentioned. The document provides details on these various strategies and means.
This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
The document discusses organizational strategy at different levels. It explains that sustainable competitive advantage is achieved through resources that are valuable, rare, imperfectly imitable and non-substitutable. The strategy-making process involves assessing need for change, conducting a situational analysis, and choosing alternatives. Corporate strategies include portfolio strategies like diversification and grand strategies like growth. Industry strategies consider five competitive forces and involve positioning through cost leadership, differentiation or focus.
This document discusses strategies for companies to pursue both differentiation and low costs. It introduces the concepts of "red oceans", where companies compete based on existing market demands, and the "four actions framework", which provides strategies to reduce, create, eliminate or raise different factors compared to industry standards to create a new value curve. The key strategies are pricing innovation to set a strategic price, streamlining costs through innovative approaches, and partnering for cost reductions to lower the target cost below the strategic price for profits.
This document outlines strategies discussed in Chapter 5 of the 8th edition of the textbook "Strategic Management Concepts & Cases" by Fred R. David. It discusses various types of strategies companies use, including intensive strategies like market penetration and product development, integrative strategies involving vertical and horizontal integration, diversification strategies, defensive strategies such as retrenchment and divestiture, and Porter's generic strategies of cost leadership, differentiation, and focus. Key terms related to strategic management concepts are also defined.
This document discusses various stability strategies that corporations may employ, including stability strategy, pause/proceed with caution strategy, no-change strategy, and profit strategy. It provides examples of industries that have used stability strategies like steel authority of India and cigarette/liquor industries. Hindustan Levers trial of selling shoes in cities is given as an example of pause/proceed with caution strategy. The document also briefly outlines no-change and profit strategies.
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
The document discusses factors in a firm's external environment including remote, industry, and operating environments. It covers economic, social, political, technological, and ecological factors. It also discusses analyzing industries and competitors through examining industry structure, boundaries, competitive forces, and profiles of customers, suppliers, and creditors.
Acquisition and restructuring strategies - Yolanda WilliamsYolanda Williams
An acquisition occurs when one firm purchases a controlling interest in another firm to make it a subsidiary. Mergers are a type of acquisition where two firms of roughly equal size agree to combine to form an entirely new joint company. Restructuring is when a firm changes its business or financial structure, such as through downsizing or divesting interests, to adapt to internal or external environmental changes. Walmart uses acquisitions to enter new markets, participates in joint ventures like Bharti Walmart, and has restructured by divesting interests that failed due to high competition or cultural issues.
This document discusses strategies for businesses with low market share. It outlines options like fighting to increase share or withdrawing. Common strategies include segmenting customers and products carefully, using research and development efficiently, thinking small by limiting growth and diversifying cautiously, and having a strong leader with deep involvement. Some obstacles for low market share businesses are small research budgets, limited economies of scale, difficulty attracting capital and talent. While these businesses face challenges, the document concludes that the first objective should be maximizing return on invested capital, and not all low share businesses are doomed to fail.
Vertical integration is referred to as the degree to which a firm is integrated with its upstream suppliers
and downstream distributors in an industry.
http://www.researchomatic.com/Vertical-Integration-Process-38425.html
Mergers and acquisitions involve combining two companies to capitalize on their mutual strengths and synergies. A merger unifies two similar companies, while an acquisition involves a larger company purchasing a smaller one. These strategies allow companies to scale up operations, gain market share, and leverage each other's expertise and resources to improve profitability and shareholder value. Planning mergers and acquisitions requires analyzing strategic parameters like synergies, market opportunities, long-term vision, and value creation as well as conducting financial modeling, addressing governance, and integrating operations.
Building A Strategy For Environmental Sustainability SampleJulie Brignac
The document discusses building a strategy for environmental sustainability. It recommends establishing organizational alignment by defining sustainability goals, developing an environmental policy, and embedding sustainability principles throughout the organization. It also stresses the importance of collaborative supplier relationships and establishing sustainable sourcing practices by analyzing procurement processes and identifying opportunities.
The document discusses strategic planning and management. It defines strategic planning as setting an overall direction to achieve organizational goals. It also outlines the components of strategic management as deciding and acting on strategies to achieve a competitive advantage. Additionally, it discusses different levels of strategy like corporate, business unit, and functional strategies and tools to implement strategies such as leadership, structure, resources and systems.
The document discusses various business strategies that companies can employ, including differentiation, cost leadership, market segmentation, price/cost, quality, delivery, product mix, service, eco-friendly products, flexible response, and low cost strategies. It provides details on how each strategy can be implemented and what advantages or disadvantages certain strategies may have. The overall strategies discussed are aimed at making a company competitive by standing out from competitors, reducing production costs, targeting specific customer segments, or selling products at low prices.
This document provides best practices for medium and small enterprises to develop an authentic and transparent corporate sustainability report. It explains that sustainability reporting has become important for businesses of all sizes to communicate their environmental and social impacts to consumers and large corporate partners. The document recommends that companies evaluate their operations, reduce energy usage, select sustainable suppliers, improve their local community, plan communication strategies, leverage strengths and manage weaknesses. Following these best practices can help companies establish credibility and derive benefits like increased customer loyalty, profit, and competitiveness.
This document discusses corporate strategy and the quest for parenting advantage. It analyzes different types of fit between a corporate parent and its businesses using a matrix. A good fit can create value, while a bad fit can destroy value. The document examines where a parent can positively or negatively influence a business based on the business' critical success factors and potential opportunities for the parent to add value. It provides examples of different fit categories like "heartland businesses," "ballast businesses," "alien territory businesses," and "value-trap businesses." The analysis helps assess where changes could improve the fit between a parent and its businesses.
This document summarizes key ideas from several books and articles by Professor Michael Porter about business strategy. It discusses Porter's view that strategy involves choosing a unique competitive position rather than simply aiming to be the best or largest. Effective strategies create economic value through sustained competitive advantages. The presentation analyzes industry structure using Porter's Five Forces framework and explains how strategies can achieve differentiation or lower costs. It also discusses operational effectiveness versus strategic positioning and defining a value proposition.
This document discusses how information systems can provide strategic advantages to organizations. It defines strategic information systems as those that support or shape a company's competitive position and strategies. Information systems can help organizations gain competitive advantages, reduce disadvantages, and meet other strategic goals. The document outlines different classification and roles of information systems, such as lowering costs, differentiation, innovation, promotion growth, developing alliances, and improving business processes, quality, and breaking down barriers.
This document discusses how adopting sustainable design practices can benefit manufacturers through increased revenues, cost savings, and innovation. It advocates starting with implementing sustainable design in product development, as decisions made there impact the entire product lifecycle. The document promotes using SolidWorks Sustainability software to evaluate products' environmental impacts at each lifecycle stage to guide sustainable design and help manufacturers gain competitive advantages.
We are the worldwide pioneer in progressing business opportunities for confirmed Asian, Black, Hispanic and Native African business undertakings. We interface these organizations to our corporate parts in an exertion to build acquirement and upgrade supplier assorted qualities.
The document outlines a roadmap for businesses to progress on their sustainability journey through 5 destinations: Commitment, Implementation, Embedding Sustainability, Value Creation, and Sustainable Enterprise. Each destination represents increased sustainability performance and leadership. The roadmap provides guidance on key themes like engagement, environmental footprint, innovation, and management systems to help businesses evaluate their current position and identify next steps to advance.
Redesigning management education for the next decadeVidya Sri
The document discusses how sustainability management is becoming increasingly important for businesses and the future of MBA education. It argues that MBA programs should develop quotients to measure environmental, economic, and social sustainability. Leading organizations are adopting sustainability practices to reduce costs, manage risks, and improve transparency. Sustainability measurement tools need to assess whether resource use exceeds renewal rates to determine true sustainability. Business schools must prepare future managers to lead companies in sustainable growth that enhances natural, human, and financial capital.
Strategies For Green Growth Environmental Consulting Insights.pdfalphaenvironmentalb9
The document discusses strategies for green growth through environmental consulting. It describes how environmental consultants can help businesses adopt green growth principles by conducting assessments and audits, developing sustainability plans, assisting with regulations, and providing guidance on renewable energy, waste reduction, water conservation, and overcoming challenges to implementing green strategies. It provides an example of how Unilever successfully implemented sustainability efforts despite initial resistance.
How Important Sustainability Assurance is?RAGlobal1
Sustainability assurance is crucial for various reasons as organizations increasingly recognize the importance of integrating sustainability into their business practices.
Ten Key Elements to Sustainable Business Practices in SMEs. This tool combines together case studies and lessons learned from small businesses across Canada, the US and the UK.
The document provides an overview of key concepts for business planning and entrepreneurship including critical success factors, Porter's five forces model, competitive advantage, generic strategies, value chain analysis, and measures of success. It also profiles several leading Indian entrepreneurs such as John Bissell of Fabindia, Vishal Talreja of Dream a Dream, and Narendra Mukumbi who was named Entrepreneur of the Year. The document compares the prior and contemporary business environments and their differences in areas like manufacturing, marketing, and management organizations.
This study presentation outlines the role that environmental issues are now playing in business strategy. It looks at the main aspects of environmental legislation also at the role of CSR (corporate social responsibility), with a particular focus on sustainability
How Reshoring Manufacturing Helps in Business Sustainability.pdfMr. Business Magazine
A key catalyst for business sustainability:
1. Enhanced Quality Control
2. Supply Chain Optimization
3. Lower Transportation Costs
4. Job Creation and Social Sustainability
The document discusses several key topics related to business planning and entrepreneurship including Michael Porter's five forces model, generic strategies for competitive advantage like cost leadership and differentiation, strategic positioning, critical success factors for different industries, and comparisons of prior and contemporary business environments. It also profiles several social entrepreneurs and women entrepreneurs who have made impacts and introduces concepts like social venture capital.
NYU Stern School of Business Presents: Training Students for a Sustainable Fu...Antea Group
Tensie Whelan, Director of the Center for Sustainable Business at NYU Stern School of Business, discussed how future business leaders are being prepared to deal with these issues, and more as part of WorldView 2017: The Future of Food and Beverage.
This document provides an overview of the key attributes and roles for a company, its leadership team, private equity partner, and chief financial officer (CFO). It describes the company's focus on reliable growth, community involvement, and strong employee culture. It outlines the leadership team's focus on vision, strategic planning, controls, and culture. It also describes the private equity partner's role in ensuring aligned interests and cultural fit. Finally, it outlines the CFO's role in financial excellence, cost management, balance sheet maintenance, and business development.
More and more customers, employees and investors expect companies to behave sustainably, i.e. showing respect for people and the environment. By responding to the need for sustainable products and services the company creates a foundation for sustainable profits.
Showing respect for the environment means reducing the negative environmental impact of a company’s products and services throughout the entire product life-cycle; in production, in use and at the end of its life.
Showing respect for people means ensuring that production is performed under safe and decent conditions and that products and services are safe to use. Companies should behave ethically and demonstrate respect for human rights. Customers, employees, business partners and owners then have confidence in the company and its management.
Why sustainability is now the key driver of innovationRuchira Panigrahy
This document discusses how sustainability has become a key driver of innovation. It argues that companies can view regulations as opportunities for innovation and make their entire value chains more sustainable. The document provides examples of how companies are designing sustainable products and services, developing new business models, and creating next-practice platforms. It emphasizes that leadership, talent recruitment, and enterprise-wide initiatives are important for companies to fully embrace sustainability and innovation.
This document outlines attributes desired in a company, leadership team, private equity partner, and chief financial officer role. For the company, it seeks reliable growth, high employee satisfaction, community involvement, and a long investment horizon. The leadership team should have a clear vision and strategic plans, strong culture and processes, and focus on growth. The private equity partner's interests should be aligned with a long-term partnership approach. The CFO role involves prudent financial management, balance sheet maintenance, cash flow utilization, and creating investment opportunities.
The University of Tartu certified that Md Selim Reza, born December 1, 1980, completed a 52-hour continuing education program called "LC-MS Method Validation" from November 27, 2018 to February 8, 2019. The certificate was issued on February 8, 2019 and signed by the Deputy Head of the Office of Academic Affairs and the Programme Director for Continuing Education.
Md selim reza_supplement_to_completion_certificateMD. SELIM REZA
This document is a certificate summarizing Md Selim Reza's completion of a 52-hour continuing education programme on LC-MS Method Validation from November 27, 2018 to February 8, 2019. It was issued by Tiia Ristolainen, Deputy Head of the Office of Academic Affairs and Esta Pilt, Programme Director for Continuing Education. The course covered topics like selectivity, linearity, precision, trueness, accuracy, stability, detection limits, ruggedness and robustness. Upon successful completion, participants would understand key method performance parameters, be able to design validation experiments and assessments, and evaluate a method's fitness for its intended purpose based on the validation results. Md Selim Reza received an
Discovering science-science-writing certificate-of_achievement_mv2ayqeMD. SELIM REZA
Md. Selim Reza completed a two-week course called "Discovering Science: Science Writing" from the University of Leeds. The course explored how to structure narratives and convey messages using different writing formats for science writing. It also covered topics like interview techniques and using video to communicate scientific information to various audiences. The course aimed to explain different types of science writing and help students develop news articles, blog posts, or video scripts about science.
ICH 7- GMP Guidance for API-questions & answersMD. SELIM REZA
This document provides clarification on uncertainties regarding the interpretation of certain sections of the ICH Q7 guidance on Good Manufacturing Practice for Active Pharmaceutical Ingredients. It answers questions on applying GMP to manufacturing steps before and after the defined API starting material. It also addresses questions on applying GMP to steps that add substances to stabilize an API, and clarifies that ICH Q7 should be applied to mixtures classified as an API.
What is TOC & why it's measurement in production process usable water is important in the pharmaceutical industrial environment in respect to product quality
Role of bracketing & matrixing during stability studyMD. SELIM REZA
This document provides guidance on bracketing and matrixing designs for stability testing of drug substances and products. Bracketing involves testing samples only at the extremes of certain design factors, like strength or container size, at all time points. Matrixing involves testing a subset of all possible samples at each time point, assuming the stability of each subset represents all samples. The document defines when bracketing and matrixing can be applied and provides examples of design factors and sample designs. It notes that reduced designs may establish a shorter shelf life than a full design due to less collected data.
WHO Guidance on Model Certificate of Analysis (COA)MD. SELIM REZA
WHO guided Model Certificate of Analysis (COA) for pharmaceuticals/Chemical industries/API Manufacturers to submit dosier for export regulatory market or in-house release purposes.
Guidelines for Preparing Laboratory Information FileMD. SELIM REZA
This document provides guidelines for preparing a Laboratory Information File (LIF) to describe the operations of pharmaceutical quality control laboratories. The LIF should include 13 sections that describe: general laboratory information; quality management systems; documentation control; personnel; premises; equipment; materials; subcontracting; sample handling; validation; out-of-specification investigations; stability testing; and microbiological testing, if applicable. The LIF is intended to be a concise yet comprehensive reference of approximately 30 pages that outlines all relevant aspects of the laboratory's quality system and operations.
QMS for setting a coordinated activities to direct and control an organization in order to continually improve the effectiveness and efficiency of its performance.
To cater a green environment of manufacturing industries, reponsible persons or designee, higher management, owners should go through it and implement as required as their scope for safety, health, profitable business to global customer response.
Recycling and Disposal on SWM Raymond Einyu pptxRayLetai1
Increasing urbanization, rural–urban migration, rising standards of living, and rapid development associated with population growth have resulted in increased solid waste generation by industrial, domestic and other activities in Nairobi City. It has been noted in other contexts too that increasing population, changing consumption patterns, economic development, changing income, urbanization and industrialization all contribute to the increased generation of waste.
With the increasing urban population in Kenya, which is estimated to be growing at a rate higher than that of the country’s general population, waste generation and management is already a major challenge. The industrialization and urbanization process in the country, dominated by one major city – Nairobi, which has around four times the population of the next largest urban centre (Mombasa) – has witnessed an exponential increase in the generation of solid waste. It is projected that by 2030, about 50 per cent of the Kenyan population will be urban.
Aim:
A healthy, safe, secure and sustainable solid waste management system fit for a world – class city.
Improve and protect the public health of Nairobi residents and visitors.
Ecological health, diversity and productivity and maximize resource recovery through the participatory approach.
Goals:
Build awareness and capacity for source separation as essential components of sustainable waste management.
Build new environmentally sound infrastructure and systems for safe disposal of residual waste and replacing current dumpsites which should be commissioned.
Current solid waste management situation:
The status.
Solid waste generation rate is at 2240 tones / day
collection efficiently is at about 50%.
Actors i.e. city authorities, CBO’s , private firms and self-disposal
Current SWM Situation in Nairobi City:
Solid waste generation – collection – dumping
Good Practices:
• Separation – recycling – marketing.
• Open dumpsite dandora dump site through public education on source separation of waste, of which the situation can be reversed.
• Nairobi is one of the C40 cities in this respect , various actors in the solid waste management space have adopted a variety of technologies to reduce short lived climate pollutants including source separation , recycling , marketing of the recycled products.
• Through the network, it should expect to benefit from expertise of the different actors in the network in terms of applicable technologies and practices in reducing the short-lived climate pollutants.
Good practices:
Despite the dismal collection of solid waste in Nairobi city, there are practices and activities of informal actors (CBOs, CBO-SACCOs and yard shop operators) and other formal industrial actors on solid waste collection, recycling and waste reduction.
Practices and activities of these actor groups are viewed as innovations with the potential to change the way solid waste is handled.
CHALLENGES:
• Resource Allocation.
ENVIRONMENT~ Renewable Energy Sources and their future prospects.tiwarimanvi3129
This presentation is for us to know that how our Environment need Attention for protection of our natural resources which are depleted day by day that's why we need to take time and shift our attention to renewable energy sources instead of non-renewable sources which are better and Eco-friendly for our environment. these renewable energy sources are so helpful for our planet and for every living organism which depends on environment.
Climate Change All over the World .pptxsairaanwer024
Climate change refers to significant and lasting changes in the average weather patterns over periods ranging from decades to millions of years. It encompasses both global warming driven by human emissions of greenhouse gases and the resulting large-scale shifts in weather patterns. While climate change is a natural phenomenon, human activities, particularly since the Industrial Revolution, have accelerated its pace and intensity
Epcon is One of the World's leading Manufacturing Companies.EpconLP
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
Microbial characterisation and identification, and potability of River Kuywa ...Open Access Research Paper
Water contamination is one of the major causes of water borne diseases worldwide. In Kenya, approximately 43% of people lack access to potable water due to human contamination. River Kuywa water is currently experiencing contamination due to human activities. Its water is widely used for domestic, agricultural, industrial and recreational purposes. This study aimed at characterizing bacteria and fungi in river Kuywa water. Water samples were randomly collected from four sites of the river: site A (Matisi), site B (Ngwelo), site C (Nzoia water pump) and site D (Chalicha), during the dry season (January-March 2018) and wet season (April-July 2018) and were transported to Maseno University Microbiology and plant pathology laboratory for analysis. The characterization and identification of bacteria and fungi were carried out using standard microbiological techniques. Nine bacterial genera and three fungi were identified from Kuywa river water. Clostridium spp., Staphylococcus spp., Enterobacter spp., Streptococcus spp., E. coli, Klebsiella spp., Shigella spp., Proteus spp. and Salmonella spp. Fungi were Fusarium oxysporum, Aspergillus flavus complex and Penicillium species. Wet season recorded highest bacterial and fungal counts (6.61-7.66 and 3.83-6.75cfu/ml) respectively. The results indicated that the river Kuywa water is polluted and therefore unsafe for human consumption before treatment. It is therefore recommended that the communities to ensure that they boil water especially for drinking.
Presented by The Global Peatlands Assessment: Mapping, Policy, and Action at GLF Peatlands 2024 - The Global Peatlands Assessment: Mapping, Policy, and Action
Optimizing Post Remediation Groundwater Performance with Enhanced Microbiolog...Joshua Orris
Results of geophysics and pneumatic injection pilot tests during 2003 – 2007 yielded significant positive results for injection delivery design and contaminant mass treatment, resulting in permanent shut-down of an existing groundwater Pump & Treat system.
Accessible source areas were subsequently removed (2011) by soil excavation and treated with the placement of Emulsified Vegetable Oil EVO and zero-valent iron ZVI to accelerate treatment of impacted groundwater in overburden and weathered fractured bedrock. Post pilot test and post remediation groundwater monitoring has included analyses of CVOCs, organic fatty acids, dissolved gases and QuantArray® -Chlor to quantify key microorganisms (e.g., Dehalococcoides, Dehalobacter, etc.) and functional genes (e.g., vinyl chloride reductase, methane monooxygenase, etc.) to assess potential for reductive dechlorination and aerobic cometabolism of CVOCs.
In 2022, the first commercial application of MetaArray™ was performed at the site. MetaArray™ utilizes statistical analysis, such as principal component analysis and multivariate analysis to provide evidence that reductive dechlorination is active or even that it is slowing. This creates actionable data allowing users to save money by making important site management decisions earlier.
The results of the MetaArray™ analysis’ support vector machine (SVM) identified groundwater monitoring wells with a 80% confidence that were characterized as either Limited for Reductive Decholorination or had a High Reductive Reduction Dechlorination potential. The results of MetaArray™ will be used to further optimize the site’s post remediation monitoring program for monitored natural attenuation.
Improving the viability of probiotics by encapsulation methods for developmen...Open Access Research Paper
The popularity of functional foods among scientists and common people has been increasing day by day. Awareness and modernization make the consumer think better regarding food and nutrition. Now a day’s individual knows very well about the relation between food consumption and disease prevalence. Humans have a diversity of microbes in the gut that together form the gut microflora. Probiotics are the health-promoting live microbial cells improve host health through gut and brain connection and fighting against harmful bacteria. Bifidobacterium and Lactobacillus are the two bacterial genera which are considered to be probiotic. These good bacteria are facing challenges of viability. There are so many factors such as sensitivity to heat, pH, acidity, osmotic effect, mechanical shear, chemical components, freezing and storage time as well which affects the viability of probiotics in the dairy food matrix as well as in the gut. Multiple efforts have been done in the past and ongoing in present for these beneficial microbial population stability until their destination in the gut. One of a useful technique known as microencapsulation makes the probiotic effective in the diversified conditions and maintain these microbe’s community to the optimum level for achieving targeted benefits. Dairy products are found to be an ideal vehicle for probiotic incorporation. It has been seen that the encapsulated microbial cells show higher viability than the free cells in different processing and storage conditions as well as against bile salts in the gut. They make the food functional when incorporated, without affecting the product sensory characteristics.
Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...Joshua Orris
The incorporation of a 3DCSM and completion of HRSC provided a tool for enhanced, data-driven, decisions to support a change in remediation closure strategies. Currently, an approved pilot study has been obtained to shut-down the remediation systems (ISCO, P&T) and conduct a hydraulic study under non-pumping conditions. A separate micro-biological bench scale treatability study was competed that yielded positive results for an emerging innovative technology. As a result, a field pilot study has commenced with results expected in nine-twelve months. With the results of the hydraulic study, field pilot studies and an updated risk assessment leading site monitoring optimization cost lifecycle savings upwards of $15MM towards an alternatively evolved best available technology remediation closure strategy.
Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...
Sustainability
1. Sustainability
Sustainable Manufacturing
A large and growing number of manufacturers are realizing substantial financial
and environmental benefits from sustainable business practices.
Sustainable manufacturing is the creation of manufactured products through
economically-sound processes that minimize negative environmental impacts
while conserving energy and natural resources. Sustainable manufacturing also
enhances employee, community and product safety.
The Business Case for Sustainable Manufacturing
A growing number of companies are treating "sustainability" as an important
objective in their strategy and operations to increase growth and global
competitiveness. This trend has reached well beyond the small niche of those
who traditionally positioned themselves as "green," and now includes many
prominent businesses across many different industry sectors. In many cases,
these efforts are having significant results.
There are a number of reasons why companies are pursuing sustainability:
Increase operational efficiency by reducing costs and waste
Respond to or reach new customers and increase competitive advantage
Protect and strengthen brand and reputation and build public trust
Build long-term business viability and success
Respond to regulatory constraints and opportunities
Companies engaged in sustainability efforts include those of all sizes, ages and
sectors. Companies move forward along the path to sustainability by improving
performance and reducing their resource footprint. Ways that companies
progress further on the path to sustainability include:
Address sustainability in a coordinated, integrated and formal manner, rather than
in an ad hoc, unconnected and informal manner
Focus on increased competitiveness and revenues rather than primarily focusing
on cost-cutting, risk reduction and improved efficiency
Use innovation, scenario planning and strategic analysis to go beyond compliance
Integrate sustainability across business functions
Focus more on the long term
Work collaboratively with external stakeholders
2. Key Benefits from Sustainable Manufacturing
Lower Resource and Production Costs
Lower Regulatory Compliance Costs
Improved Sales and Brand Recognition
Greater Access to Financing and Capital
Easier Employee Hiring and Retention
Ref.US EPA