03 The Political and Legal Environments Facing BusinessBrent Weeks
To discuss the philosophy and practices of the political environment
To profile trends in contemporary political systems
To explain the idea of political risk and approaches to managing it
To discuss the philosophy and practices of the legal system
To describe trends in contemporary legal systems
To explain legal issues facing international companies
Since the early 1990s, developing countries have been the fastest-growing market in the world for most products and services. Companies can lower costs by setting up manufacturing facilities and service centers in those areas, where skilled labor and trained managers are relatively inexpensive.If Western companies don’t develop strategies for engaging across their value chains with developing countries, they are unlikely to remain competitive for long.Companies that choose new markets systematically often use tools like country portfolio analysis and political risk assessment, which chiefly focus on the potential profits from doing business in developing countries but leave out essential information about the soft infrastructures there.
Learning Objectives
To learn how firms gradually progress through an internationalization process.
To understand the strategic effects of internationalization.
To study the various modes of entering international markets.
To understand the role and functions of international intermediaries.
To learn about the opportunities and challenges of cooperative market development.
03 The Political and Legal Environments Facing BusinessBrent Weeks
To discuss the philosophy and practices of the political environment
To profile trends in contemporary political systems
To explain the idea of political risk and approaches to managing it
To discuss the philosophy and practices of the legal system
To describe trends in contemporary legal systems
To explain legal issues facing international companies
Since the early 1990s, developing countries have been the fastest-growing market in the world for most products and services. Companies can lower costs by setting up manufacturing facilities and service centers in those areas, where skilled labor and trained managers are relatively inexpensive.If Western companies don’t develop strategies for engaging across their value chains with developing countries, they are unlikely to remain competitive for long.Companies that choose new markets systematically often use tools like country portfolio analysis and political risk assessment, which chiefly focus on the potential profits from doing business in developing countries but leave out essential information about the soft infrastructures there.
Learning Objectives
To learn how firms gradually progress through an internationalization process.
To understand the strategic effects of internationalization.
To study the various modes of entering international markets.
To understand the role and functions of international intermediaries.
To learn about the opportunities and challenges of cooperative market development.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/ten-schools-of-thought-on-strategic-management-229
The Ten Schools of Thought model from Henry Mintzberg is a framework that can be used to categorize the field of Strategic Management. It describes each school in context and provides a critique. Thus, it acts as a very good overview to the entire field of Strategic Management.
While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the wider picture. Some of strategic management's greatest failings, in fact, occurred when one of these concepts was taken too seriously.
These 10 Schools of Thought are as follows:
*The Design School
*The Planning School
*The Positioning School
*The Entrepreneurial School
*The Cognitive School
*The Learning School
*The Power School
*The Cultural School
*The Environmental School
*The Configuration School
This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Aristos Campus Mundus 2015 (ACM 2015), committed to socially responsible and sustainable innovation, is the strategic aggregation of three universities with a social mission: University of Deusto, Comillas Pontifical University and Universitat Ramon Llull. It also includes an advanced strategic aggregation with the signing of a strategic cooperative agreement with Georgetown University, Boston College and Fordham University. http://www.aristoscampusmundus.net/en
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/ten-schools-of-thought-on-strategic-management-229
The Ten Schools of Thought model from Henry Mintzberg is a framework that can be used to categorize the field of Strategic Management. It describes each school in context and provides a critique. Thus, it acts as a very good overview to the entire field of Strategic Management.
While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the wider picture. Some of strategic management's greatest failings, in fact, occurred when one of these concepts was taken too seriously.
These 10 Schools of Thought are as follows:
*The Design School
*The Planning School
*The Positioning School
*The Entrepreneurial School
*The Cognitive School
*The Learning School
*The Power School
*The Cultural School
*The Environmental School
*The Configuration School
This document explains each School, its origins, benefit and limitations, related analyses/frameworks, and other attributes. Also includes PowerPoint templates for illustrating this model in your presentation.
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.comorhttp://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Aristos Campus Mundus 2015 (ACM 2015), committed to socially responsible and sustainable innovation, is the strategic aggregation of three universities with a social mission: University of Deusto, Comillas Pontifical University and Universitat Ramon Llull. It also includes an advanced strategic aggregation with the signing of a strategic cooperative agreement with Georgetown University, Boston College and Fordham University. http://www.aristoscampusmundus.net/en
http://www.PacificOaks.edu Apply Today! Pacific Oaks College is an accredited higher education institution offering bachelor's, master's, and certificate programs in human development, counseling, education, early childhood education, and teacher credentialing.
Newports Institute (NICE) University Igniting Minds, Advancing Knowledge.pdfOffpageSeo6
In the heart of Karachi, Pakistan, Newports Institute (commonly known as NICE University) stands as a formidable institution dedicated to the pursuit of knowledge, research excellence, and the empowerment of its students. With a rich history of academic achievements and a commitment to shaping the leaders of tomorrow, NICE University is a beacon of higher education in the region. In this article, we will delve into the core values, academic programs, research endeavors, and the transformative impact that NICE University has on its students and the community.
Presentation to the University Alliance Teaching and Learning Network Meeting by Jisc on Learning and teaching reimagined and Powering higher education
Newports University Shaping Futures through Excellence in Education.pdfOffpageSeo6
In the heart of Karachi, Pakistan, an academic and research institution stands as a beacon of educational excellence. Newports Institute (commonly referred to as NICE University) is dedicated to providing higher education services that not only impart knowledge but also shape the leaders of tomorrow. In this article, we'll take a closer look at NICE University, its mission, academic offerings, research endeavors, and its significant impact on the educational landscape.
Open.Ed. Supporting engagement with learning technology through open education Lorna Campbell
Presentation on the University of Edinburgh's vision and policy for Open Education given at the annual ALT Scotland event "Sharing Stories: enablers and drivers for Learning Technology in Scottish Education", at Dundee and Angus College, 7th June 2016.
Presentation at 'Analytics in learning and teaching: the role of big data, personalized learning and the future of the teacher, event organised at the University of Central Lancashire (UCLAN) by the Vital project (Visualisation tools and analytics to monitor language learning and teaching) on 17 July 2017. Presentation includes work from the LACE and LAEP projects.
Presentation titled "Innovation in the Teaching of Sustainable Development in Europe: The Case of ISLE Erasmus Network". SPDECE 2012 Symposium, Alicante, Spain, 14/6/2012 (http://transducens.dlsi.ua.es/congress/spdece2012)
Revealing Brilliance The Newports Institute (NICE) University.pdfOffpageSeo6
In the landscape of higher education, certain institutions shine as beacons of excellence, innovation, and commitment to shaping the leaders of tomorrow. Newports Institute, often referred to as NICE University, stands tall as one such institution, known for its unwavering dedication to providing quality education and preparing students for a bright future. In this article, we'll explore the essence of NICE University, its mission, academic programs, and its impact on the educational landscape.
Briefing for educators, business people, councillors and officials on plans to create an independent, world-class, not for profit university in Herefordshire.
Introducing the Public Library Skills StrategyCILIP
Mandy Powell's (Assistant Director of Workforce Development, CILIP) presentation at the CILIP 2017 Conference in Manchester #CILIPConf17
The Public Library Skills Strategy (PLSS) has been jointly developed by CILIP and Society of Chief Librarians (SCL) to help guide and support the learning and development needs of the Public Library workforce in England. The strategy focuses on the skills needed to create a future for Public Libraries as Digital, Creative & Cultural Centres of Excellence – a thriving network of innovative civic spaces (virtual and physical) offering freely-accessible services that support reading & literacy, develop skills, foster creativity, promote health & wellbeing and provide a platform for community participation.
Global Positionality in STEMM Higher Education (GPS-HE)Mark Anderson
A presentation I gave at the School of Public Health Education Day conference at Imperial College London on 15th June 2023.
I proposed a collaborative inter-disciplinary initiative (GPS-HE) to reflexively examine the positionality of Imperial College as a powerful STEMM- and biomedical-focussed institution with explicitly global ambitions. Drawing from ethnographic principles and methods we should seek to understand the sociocultural and economic impacts of our global engagements – including the intended, unintended and the unimagined – from the perspectives and lived experiences of those potentially (and actually) affected. A set of ethnographic skills, grounded in core anthropological theoretical frameworks, should be integrated into policy-making and into our educational provision to equip graduates with the tools to critically and qualitatively examine the nature and extent of the local, regional and global impacts of change-making or problem-solving endeavours.
Presented by Dr Karen Lucas on 9th July 2014
http://www.its.leeds.ac.uk/people/k.lucas
Abstract:
Until now, human and social factors have not been very dominant aspects of transportation research. The general trend has been a biased towards more technical and engineering studies and transport economics. Nevertheless, there has been continuous social science research on the fringes of transport studies. For example behavioural psychology has been used in traffic safety risk management and human geography has been concerned with the interface between space, time, and mobility. There has also been a significant academic discourse around transport equity and the mobility and accessibility needs of transport disadvantaged groups, which has gathered momentum in recent years. More lately, sociologists and cultural geographers have begun to explore the embodied meanings and the cultural significance of different transport modes within our everyday social practices.
A number of scholars within the Institute of Transport Studies at Leeds have already forged important cross-disciplinary partnerships with other disciplines within and outside the University. In this lecture, I will explore the potential to further strengthen and exploit these new directions within transport research. I will briefly reflect on the opportunities for achieving this through mechanisms such as within the University’ core research themes, the new Social Science Strategy, other research University-wide supported initiatives and more informal collaborations. But more importantly I will be asking whether it is possible to use these inter-disciplinary collaborations to radicalise our research enquiries so that we are able to offer transformational solutions to overcome the currently environmentally unsustainable and socially unjust allocation of mobility resources within and between nations.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
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Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
Event Management System Vb Net Project Report.pdfKamal Acharya
In present era, the scopes of information technology growing with a very fast .We do not see any are untouched from this industry. The scope of information technology has become wider includes: Business and industry. Household Business, Communication, Education, Entertainment, Science, Medicine, Engineering, Distance Learning, Weather Forecasting. Carrier Searching and so on.
My project named “Event Management System” is software that store and maintained all events coordinated in college. It also helpful to print related reports. My project will help to record the events coordinated by faculties with their Name, Event subject, date & details in an efficient & effective ways.
In my system we have to make a system by which a user can record all events coordinated by a particular faculty. In our proposed system some more featured are added which differs it from the existing system such as security.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Automobile Management System Project Report.pdfKamal Acharya
The proposed project is developed to manage the automobile in the automobile dealer company. The main module in this project is login, automobile management, customer management, sales, complaints and reports. The first module is the login. The automobile showroom owner should login to the project for usage. The username and password are verified and if it is correct, next form opens. If the username and password are not correct, it shows the error message.
When a customer search for a automobile, if the automobile is available, they will be taken to a page that shows the details of the automobile including automobile name, automobile ID, quantity, price etc. “Automobile Management System” is useful for maintaining automobiles, customers effectively and hence helps for establishing good relation between customer and automobile organization. It contains various customized modules for effectively maintaining automobiles and stock information accurately and safely.
When the automobile is sold to the customer, stock will be reduced automatically. When a new purchase is made, stock will be increased automatically. While selecting automobiles for sale, the proposed software will automatically check for total number of available stock of that particular item, if the total stock of that particular item is less than 5, software will notify the user to purchase the particular item.
Also when the user tries to sale items which are not in stock, the system will prompt the user that the stock is not enough. Customers of this system can search for a automobile; can purchase a automobile easily by selecting fast. On the other hand the stock of automobiles can be maintained perfectly by the automobile shop manager overcoming the drawbacks of existing system.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
TECHNICAL TRAINING MANUAL GENERAL FAMILIARIZATION COURSEDuvanRamosGarzon1
AIRCRAFT GENERAL
The Single Aisle is the most advanced family aircraft in service today, with fly-by-wire flight controls.
The A318, A319, A320 and A321 are twin-engine subsonic medium range aircraft.
The family offers a choice of engines
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
2. Organizations Content Slide No.
University 1.Oxford University
Mission+Objectives),Strategic
Objectives,SWOT
3-6
University 2.Cambridge University
Mission+Objectives,Strategic
Objectives,SWOT
7-9
CIS Development Company 3.Google Mission+Objectives,Strategic
Objectives,SWOT
11-14
CIS Development Company 4.FaceBook Mission+Objectives,Strategic
Objectives,SWOT
15-18
Automative Industry 5.Ford Mission+Objectives,Strategic
Objectives,SWOT
20-22
Automative Industry 6.General Motors
Mission+Objectives,Strategic
Objectives,SWOT
23-25
Organization of my choice 7.Coca-Cola
Mission+Objectives,Strategic
Objectives,SWOT
27-29
Organization of my choice 8.Apple Mission+Objectives,Strategic
Objectives,SWOT
30-32
Contents
4. 1.1.Oxford University(Mission+Objectives)
Mission:
“The mission of the University of Oxford is to achieve and sustain
excellence in every area of its teaching and research, maintaining and
developing its historical position as a world class university, and
enriching the international, national, and regional communities through
the fruits of its research, the skills of its alumni, and the publishing of
academic and educational materials. “
Objectives:
(a) To ensure that the University, as a self-governing academic
community, maintains and enhances its standing as a university of
international standing in both teaching and research.
(b) To identify new areas of study and research for development and
enhancement, responding to contemporary developments in both the
intellectual and national environment.
(c) To maintain the health of the college system, which allows the
University to combine the economies of scale and special facilities of a
large university with a close-knit and responsive working environment
for teaching and the exchange of ideas in a democratic community of
scholars.
(d) To provide education and training of excellent quality at
undergraduate and postgraduate level.
(e) To strengthen the research base of the University and, if
necessary, adjust the balance of time accorded by members of
academic staff to teaching, research, and administration.
(f) To raise the profile of graduate studies in the University over the
next decade.
(g) To encourage applications from students of the highest calibre
from overseas and facilitate appropriate international experience for its
own staff and students.
5. Strategic Plans
1. The University of Oxford aims to lead the world in research and education. We seek to do this in ways
which benefit society on a national and a global scale. Over the period of this Plan we will build on the
University’s long traditions of independent scholarship and academic freedom while fostering a culture in
which innovation plays an important role.
2. The University of Oxford’s distinctive structure, born of its history, is a source of strength. Its colleges
offer environments which are both supportive to individual scholars and characterized by a defining and
enduring sense of community. The personal sense of academic identity that they provide is life-long.
3. This Plan covers the period 2013-2018. It sets a high-level agenda for the University. We have shaped
the Plan to meet the following aspirations:
a. To develop our capacity to generate and share knowledge in the UK, Europe, and globally, ensuring
significant contributions to public policy-making and economic growth.
b. To work effectively with other institutions and organizations, where such partnerships can lead to
outstanding research and teaching.
c. To enhance structures for collaboration across departments, colleges, and the University.
d. To fulfil the aims that no potential student should be deterred from applying to Oxford by financial or
other barriers and that no student’s success should be hampered by financial difficulties.
e. To ensure, through a commitment to the personal education of each student, a quality of education and
experience which enables students to apply the values, skills, and intellectual discipline they have
acquired in their future lives and careers, and which generates a lifelong sense of connection with Oxford.
f. To contribute effectively to the cultural, social, and economic life of the city of Oxford and the Oxfords
hire region.
g. To recruit and retain the best academic staff and ensure that under-represented groups have equality of
opportunity in recruitment, personal development, and career progression in all areas of employment in
the University.
4. We will monitor progress against our priorities, commitments, and aims using relevant performance
indicators, benchmarks, and targets. Through this we will maintain focus on the Strategic Plan, ensuring
that it continues to meet academic needs, enables us to respond to the external environment, and is
updated as appropriate.
5. The annual planning and budgeting process will provide the framework for making the Strategic Plan
operational at divisional and service level.
1.2.Oxford University(Strategic Plans)
6. Strengths Weaknesses
1. OXFORD University publishes 6000 titles and sells more than 110
million units each year
2. Offers publishing to specific needs of local markets
3. The range includes dictionaries, English language teaching materials,
children's books, journals, scholarly monographs, printed music, higher
education textbooks, and schoolbooks.
4. Its editorial strengths have ensured that its publications are closely
interwoven with local needs, while reaching a global audience
5. Strong brand name and a stable financial performance
6.Oldest University
1.Huge revenue is mostly from the dictionary segment
2. Schools publishing continues to be the mainstay of the Press’s
International Division operations, and a large part of its
UK publishing through Oxford Education
3. Premium content is still not affordable which means limited
audience
Opportunities Threats
1. Increase in the share of the emerging markets as they contributed
substantial part of its revenue
2. Increase in journals retentions and acquisitions
3. Digital development continues to be an increasingly important part of
schools publishing around the world
1. Difficulties in the retail sector in developed countries as the market
shifted from ‘bricks and mortar’ retail to online
2. The pressure on institutional library budgets in developed markets
3. Digitization and the rapid growth of online products
4.Pearson PLC,Wiley & Sons Pvt Ltd, Cengage Learning are
competitors
1.3.Oxford University (SWOT Analysis)
7. 2.1. Cambridge University(Mission+Objectives)
Mission:
“The mission of the University of Cambridge is to contribute to society
through the pursuit of education, learning, and research at the highest
international levels of excellence.
Objectives:
1.To source and provide up-to-date information about occupations,
fields of work, postgraduate courses and research opportunities,
organizations and their vacation work and post-graduation vacancies.
2.To help students and graduates understand and develop the
necessary skills to equip them for whatever career path they choose.
3.To provide opportunities for students and graduates to understand
their competencies, aspirations and options through a variety of
means, including personal discussion with professional advisers.
4.To promote the exchange of ideas between members of the
University and representatives of other organisations on matters
affecting the employment of graduate members of the University, and
to provide expert advice and information on career issues to
organisations outside the University.
5.To collaborate with the University, academic departments, colleges
and relevant organisations in activities designed to further the aims of
the Service.
6.To provide our services impartially, confidentially, efficiently and free
from discrimination, adhering to national codes of good practice and
professional standards.
7.To promote the Careers Service to all entitled users, allowing them
to make a personal choice on when and how best to engage with the
Careers Service.
8.To recruit, train and develop staff at all levels, to enable these aims
and objectives to be met.
8. Strategic Plans
1.We will envisage, create and communicate a library service across the University. We will develop
support for scholarly communication.
2.We will deliver value by anticipating, studying, and responding to the changing needs of our users.
3.We will provide information services that are needed and valued. We will assess what we do and we
will model new ways of working to ensure operational effectiveness and quality service delivery.
4.We will safeguard and grow our world class special collections. We will continue our mission to
preserve cultural and intellectual resources for use by generations to come.
5.We will collaborate with partners, internal and external to the Library and Cambridge, to provide
seamless and comprehensive services and collections. We will leverage technologies to provide the
best services in the most effective and efficient manner.
6.We will create inviting environments that support research, teaching, learning, innovation and
collaboration.
2.2.Cambridge University(Strategic Plans)
9. Strengths Weaknesses
1.Positive reputation in the external community
2.Positive experience with those who interact with the campus
3.Proactive Partnerships with other universities, community colleges.
4.Past performance
5. Many Accredited Programs
6. Successful 6 year graduation rates
7.Faculty and staff support the campus mission
8.Learning communities developing to enhance learning and student-
faculty interaction
9. Diverse student body
10.Dedicated and Expert faculty
1.Distinguishing qualities and identity not well known
2.Operational structure/bureaucracy
3.Sluggish responsiveness to student and community needs
4.Fiscal uncertainty
5. Ability to hire & retain faculty
6.Student preparedness at entrance Adjusting to pressures of
growth.
Opportunities Threats
1.Partnerships in support of university initiatives
2. Expanded possibilities for the workforce in the Valley
3. Diversity of region (students – industry)
4.External Community and University relationships
5. Interest in academic program expansion
6. Interest in expansion of cultural activities o Interest in University
services (Policy Center, Bridge, Growth potential New construction
Societal trends
7. Increased interest in global initiatives
8.Technological advances
9. Partnership opportunities
1.Budget crisis
2.Private, for-profit, and on-line universities’ responsiveness to
program and student scheduling demands
3.Increase in reporting expected by government and society
4. Shift in focus on numerical achievement vs. qualitative achievement
5.Development of another university in the area
2.3. Cambridge University(SWOT Analysis)
11. Mission:
Facebook’s mission is to give people the power to share and make the
world more open and connected. People use Facebook to stay
connected with friends and family, to discover what’s going on in the
world, and to share and express what matters to them.
Objectives:
1.Bring Internet access to the other two-thirds of the world.
2. Make Facebook THE Killer Mobile App
3. Acquire Mobile Platforms (and Emerging Ones) that Increase Short
Term / Long Term Competitive Advantages
4. Give New Innovations Time to Develop (even if patience contradicts
The Hacker Way)
5. Prove Digital Marketing Results in Positive ROI
Name Design Priors
Mark Zucherberg CEO Founder of Facebook.com
Chamath Palihapitiya VP Product Marketing
AIM, ICQ, Spinner.com,
Winamp.com
Gideon Yu VP Finance CFO of YouTube!
Sheryl Sandberg COO VP of Sales at Google
Dave Morin Sr. Platform Manager Apple, Director at several Startups
3.1.FaceBook(Mission+Objectives)
12. Strategic Plans
1.Facebook's (and others') future global growth requires investment in global wireless infrastructure
2.Mobile applications will continue driving Facebook's capabilities
3.Strategic acquisitions are for building future (even moonshot) competitive advantages
4.When you're big, innovation doesn't come as easily as before (even for Facebook)
5.Mapping users to the pace of innovation
6.Continuous improvement and innovation with site design has helped Facebook
7.Proving digital marketing delivers positive ROI is a key strategy driver
8.To become part of daily life by becoming a complete communications tool
9. Bring people and businesses on the same page to deliver services
10. Create an enjoyable and useful online experience so that user engagement grows
Facebook
200
million
users
3.2.FaceBook(Strategic Plans))
13. Strengths Weaknesses
1.Integration with websites and apps
2.More than a billion active users across world(1.44 billion
monthly active users (MAUs) worldwide)
3.Excellent user experience
4.Take great care of user’s need and expectations
5. Unlike rivals Twitter (NYSE:TWTR) or LinkedIn (NYSE:LNKD),
Facebook is consistently profitable on a GAAP basis
6. Facebook beefed up its video delivery platform for video ads, and
launched its own embedded video system to challenge Google's
YouTube.
7. Facebook uses single-sign ons (SSOs) in third-party apps and sites
to tether users to its News Feed, which gathers data for marketers
8. Popular Platform for application development
9.Present in all geographies
10.Translated in over 40 languages
11.Email and Chat are integrated
1.Weak CTR of advertisements(the click through rate (CTR) of
Facebook ads is consistently lower than the CTR for Google
AdWords.
2.Social network lacks some features.
3.Only one source of revenue-Advertisements
4.Attitude towards user policies.
5.Lack of website customization
6.Weak protection of user information
7.Weak at monetizing the user base and delivering a high number of
ad’s per user
8.Inability to manage application feeds leading to clutter on the
website & reactions from users
3.3.FaceBook(SWOT Analysis)
14. Opportunities Threats
1.Increasing the rate of users using FB through mobile devices and
apps.
2.Expansion in China
3.Diversification in source of income
4.Open facebook marketplace
5.Facebook is also evolving its stand-alone Messenger app, which can
already be used for peer-to-peer payments, into a mobile platform of its
own.
6. Facebook also recently expanded into LinkedIn's backyard with
"Facebook at Work," which lets businesses create their own social
networks.
7. Facebook's Oculus VR could also launch its long-awaited Rift VR
headset later this year,
8.Advertising is moving towards Targeted ads and not blanked
advertising. FB is perfectly positioned for this since it has a huge
amt. of personal user information and preferences.
9.Improve Email and Chat
1.Increasing no. of mobile internet users
2.Users using ad-block extensions
3.Slow growth rate of online advertising.
4.Identity thefts
5.Weak business model
6. Facebook faces ongoing questions about privacy in the EU, which
could lead to a damaging probe of its business strategies.
7. Data breaches could eventually turn hacked Facebook accounts
into "skeleton keys" for SSO connected apps and websites
8.Social networking audience is fickle and thy frequently shift
providers
9.People may grow tired of the highly structured FB and move to
MySpace
3.3.FaceBook(SWOT Analysis)
15. Mission:
Google’s mission statement is “to organize the world’s information and
make ituniversally accessible and useful.”
Objectives:
1.Google’s main focus is to push the limits of existing technology to
provide a fast,accurate and easy-to-use service that anyone seeking
information can access
2.Google wants to have an improved infrastructure to make their
engineers more productive
3.Google wants to push their add system since they take it
very seriously. In addition, support thousands of advertisers to use
Google’s AdWords program advertising
4.It also focuses on innovation and make sure that their tools are
running everywhere
5.Financial Objectives to promote their products and services on the
web with targeted
6.Google has been investing a lot these past years. Therefore, one of
its financial objectives is to increase its Return On Capital Employed
7.Google main source of income is advertisement where a company’s
website pays google certain amount of money whenever their website
are clicked.
4.1.Google(Mission+Objectives)
16. Strategic Plans
1.Google wants to have an improved infrastructure to make their engineers more productive. This includes
allowing employees to have a universal search tool “containing all public Google information searched on
all Google searches.” Google also wants to build 10MW of green power to be on track to be carbon
neutral. (They also want to reduce “Borg disk waste” by 50%... hmmm, Borg?)
2.Google wants to be the best in search – no surprise here. To reach that goal, Google wants to have the
world’s top AI research laboratory. They are also focusing on getting rid of spam in the top 20 user
languages, and increasing the accuracy of information they collect (through measures such as
annotation). Another part of improving search is to always launch crucial user interface updates “that
people love.”
3.Google wants to push their ad system. E.g. in 2006, one of their aims was to sell $1B of new inventory.
4.Google feels that if they make the world’s inventory available “marketers will come.”
5.Google also wants to push their communities and content. According to the papers Google published,
6.Google Video has 50% of the world’s “online video attention” (a number that’s hard to believe, and
especially interesting because Google still ended up buying YouTube). Google also emphasized that a
fifth of all communication bandwidth – on Google-owned properties, I suppose – is read through Gmail.
7.Google tries to make sure their tools are running everywhere. In around mid-2006, according to their
internal numbers 60 Million Google Packs had been installed, but they still want to increase the
deployment... especially for “novice users.”
8.Google is always focusing on innovation. One of their top goals in 2006 thus was to “increase the scale
of innovation,” even as the internal headcount grows (a growth which dozens of engineering scouts
located around the world ensure).
4.2.Google(Strategic Plans))
17. Strengths Weaknesses
1.Market Leader in Search Engines
2.Ability to Generate User Traffic
3.Revenue from Advertising and Display
4.Introduction of Android and Mobile Technologies
5.Search- they own 70 something percent of total market share. They
are a verb for goodness sakes that means the word they profit most
from.
6.Android- 80% of global market share. A brilliant move to give it away
for free to equipment makers, and gather data on users and maintain its
near monopoly of search.
7.Affiliate program- Adsense is the #1 money maker for most websites
on the net. This drives a lot of traffic to Google and their ad partners. No
one comes close to touching it.
8.Management- Android + YouTube purchased were turned into mega
hits, and were both forward thinking. They now dominate their
respective areas, and benefit each other. They comprise a large part of
Google's ecosystem.
incredibly loyal employees who love working there. They want the
company to succeed. Ample anecdotes on the net to read about this.
9.Pipeline of products coming out. Google invests a tremendous
amount into R+D.
1.One trick pony- as of now, the about 90% of Google's profits come
from search making them heavily dependent.
2.Overly generous management- as many people would say the
company gives away too much to their employees. I put the question
mark by it, cause I disagree over the long term, keeping employees
loyal and happy is key, but in terms of SHORT TERM, they could
manipulate earnings higher by cutting back.
3.Excessive Reliance on Secrecy
4.Overdependence on Advertising
5.Lack of Compatibility with next generation devices
6.Falling Ad Rates
4.3.Google(SWOT Analysis)
18. Opportunities Threats
1.The Driverless Car has the opportunity to revolutionize the world
Nest, a company purchased for 3 billion not long ago, is developing "the
internet of things.“
2.Other moonshot projects in their planning stages.
3.Diversification into non-Ad Business Models
4.Google Glasses and Google Play
5.Cloud Computing
6.Android Operating System
1.Facebook- this the number one threat to Google because no one
else has as much data/ potential to usurp them in search with as much
time as people spend on the website. With Facebook Graph search
coming, Facebook is enhancing the search capabilities of their
website.
2.Apple is considering replacing Google as the default search engine
in the iPhone, This, though expected by many, would have deleterious
affect on Google's short term price.
3.Amazon- people going directly to the e-commerce vendor to BUY
takes away from Google and their most lucrative searches.
Search will continue to be under attack. Yes, a company with hugely
profitable business center is going to be attacked by the competition,
that's the nature of capitalism.
4.Driverless cars never make it. As lucrative as it may be, there are a
lot of hurdles to overcome. As I look forward, this would be an
unhappy moment for shareholders.
5.Mobile Computing
4.3.Google(SWOT Analysis)
20. Mission: Objectives:
1.Stabilizing the climate by considering reducing long-term emission.
2.Development of infrastructure that expand the use of bio-fuels and
reduce dependence on oil
3.Cut the usage of global energy by 27% and the usage of water by
25%
5.1.FORD(Mission+Objectives)
21. Strategic Plans
1.Aggressively restructure to operate profitably at the current demand and changing model mix
2.Accelerate development of new products our customers want and value
3.Finance our plan and improve our balance sheet
4.Work together effectively as one team
5.Great Products, a full family of vehicles – small, medium and large; cars, utilities and trucks – with best-
in-class quality, fuel efficiency, safety and smart design;
6.Strong Business, based on a balanced portfolio of products and global presence; and
7.Better World, accomplished through our sustainability strategy.
8.In all vehicles and regions, Ford’s global vehicles showcase our commitment to sustainability.
Technologies like EcoBoost®, direct injection of gasoline or diesel fuel, six-speed transmissions, and
hybrid and plug-in hybrid powertrains deliver choice to drivers everywhere
5.2.Ford(Strategic Plans))
22. Strengths Weaknesses
1. US market position
2. Financial performance
3. ECOnetic approach
4. ONE Ford approach
5. Growth in china
1. High cost structure
2. Unprofitable Europe operation
3. Low exposure to Asia Pacific
Opportunities Threats
1. Green vehicles
2. Increasing fuel prices
3. New emission standards
4. Strategic partnership
1. Decreasing fuel prices
2. Rising raw material prices
3. Instances competitions
4. Fluctuating exchange rates
5.3.FORD(SWOT Analysis)
23. Mission:
Making the world’s best vehicles can only happen with the
world’s greatest employees. We take great pride in our work,
and take great care to deliver exceptional cars and a positive
ownership experience to our customers around the world.
Objectives:
position the company for sustained competitiveness, profitability and
growth.
satisfy customers based on the design, quality, technology and value
of our cars and trucks.
Continue solid growth in global vehicle sales..
Investing dedicated to improving cultural, economic, educational,
environmental, and social aspects of our communities
6.1.GM(Mission+Objectives)
24. Strategic Plans
Lead in Product and Technology:
Grow Cadillac: GM is establishing its flagship brand as a separate business unit headquartered in New
York City to pursue growth opportunities in the luxury market with more focus and clarity. Cadillac expects
to introduce four new vehicles in North America in 2015,
Continue Growing in China:
Continue Growing GM Financial:
Deliver Core Operating Efficiencies:
Marketing Strategy plays one of the most important role to achieve company goals and objectives.
general Motor is one of the best automobile company in the word. General Motors manufacturing the cars
and trucks in the international market.
General Motors segmentation strategy is main aim to target the different groups. In this GM think that the
whole market is single market
General Motors design the car with the different range of cost and it design it’s strategy according to the
Income, Age, Family, occupation.
6.2.GM(Strategic Plans)
25. Strengths Weaknesses
Name recognition
Corporate Social Responsibility
Quality improvements and perception there of.
The decline of market share.
High pension obligations and health care costs.
Lack of differentiated products.
Unfocused product line
Unresponsive corporate culture.
Too much investment in SUVs and Trucks.
Opportunities Threats
Cut health-care costs and move production overseas.
Concentrating on smaller more fuel efficient cars
Expansion of their global presence .
Intensity of rivalry among competitors worldwide.
Weak consumer confidence and tight credit.
The UAW can hurt General Motors if unhappy.
The Volatility in fuel prices.
Government legislation.
6.3.GM(SWOT Analysis)
27. 7.1.Coca-Cola(Mission+Objectives)
Mission:
Our Roadmap starts with our mission, which is enduring. It declares
our purpose as a company and serves as the standard against which
we weigh our actions and decisions.
To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Objectives:
The main objectives for the Coca-Cola Company are :
1.To be globally known as a business that conducts business
responsibility and ethically .
2.To accelerate sustainable growth to operate in tomorrow's world. By
having these objectives, it forms the foundation for companies in the
decision making process.
(A)People: Be a great place to work where people are inspired to be
the best they can be.
(B)Portfolio: Bring to the world a portfolio of quality beverage brands
that anticipate and satisfy people's desires and needs.
(C)Partners: Nurture a winning network of customers and suppliers,
together we create mutual, enduring value.
(D)Planet: Be a responsible citizen that makes a difference by helping
build and support sustainable communities.
(E )Profit: Maximize long-term return to shareowners while being
mindful of our overall responsibilities.
(F)Productivity: Be a highly effective, lean and fast-moving
organization.
Name The Coca Cola Company
Logo
Industries served Beverages
Geographic areas served Worldwide
Headquarters U.S.
Current CEO Muhtar Kent
Revenue $ 46.85 billion (2013)
Profit $ 9.01 billion (2013)
Employees 146,200 (2013)
Main Competitors
PepsiCo Inc., Dr Pepper Snapple
Group, Inc., Unilever, Groupe
Danone, Kraft Foods Inc., Nestlé
S.A. and many others.
28. Strategies to capture Europe marketplace
1. Market Potential and Share
European market has great potential and Cokes Market Share in Europe is low as compared to its
competitors.
2. Improve Market Position
3. Reduction in costs
4. Formation of European Union:
It was the period where Formation of European Union was to take place and this would lead to no
tariff between EU countries and hence making it possible for coke to utilize it Manufacturing and
bottle assets and partners to efficiently supply its products to retailers taking into consideration
that it was cheapest and most rapidly available factors.
General Strategic Objectives
Yet it seems that Coca Cola mixed its vision statement with a mission and revealed their reason for being
in the vision. Coca Cola’s vision includes following six Ps:
“People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's
desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring
value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable
communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.”
7.2.Coca-Cola(Strategic Objectives)Plans)
29. Strengths Weaknesses
1. The best global brand in the world in terms of value ($77,839 billion)
2. World’s largest market share in beverage
3. Strong marketing and advertising
4. Most extensive beverage distribution channel
5. Customer loyalty
6. Bargaining power over suppliers
7. Corporate social responsibility
1. Significant focus on carbonated drinks
2. Undiversified product portfolio
3. High debt level due to acquisitions
4. Negative publicity
5. Brand failures or many brands with insignificant amount of
revenues
Opportunities Threats
1. Bottle water consumption Growth.
2. Increase in demand of healthy food and beverages.
3. Growing Beverages consumption in emerging markets.
4. Growth through acquisition.
1. Changes in consumer preferences
2. Water scarcity
3. Strong dollar
4. Legal requirements to disclose negative information on product
labels
5. Decreasing gross profit and net profit margins
6. Competition from PepsiCo
7. Saturated carbonated drinks market
7.3.Coca-Cola(SWOT)
30. Mission:
Apple's current mission statement is "Apple designs Macs, the best
personal computers in the world, along with OS X, iLife, iWork and
professional software. Apple leads the digital music revolution with its
iPods and iTunes online store
Objectives:
1.Continue to create groundbreaking products. Apple has made a name
for itself becoming a trend setter in the market with every one of their
products introducing something new and exciting to the world.
2.Innovate and dictate the movement for future technology
3.Expand nationwide chain of Apple stores globally.
4.Make products available in every other possible retail channel, ex.
Online, Big Box retailer
5.Enter and sustain premium pricing while attempting to gain market
share.
6.Increase profit margins.
7.Build hype and anticipation for new upcoming products.
8.Sustain and expand on strongly branded name.
8.1.Apple(Mission+Objectives)
Apple’s Stats
Name Apple, Inc.
Logo
Industrie
s served
Computer hardware (Mac, iMac, Mac Pro, MacBook,
MacBook Air)
Computer software (iOS, OS X, Safari, iLife, iWork, iMovie,
iPhoto)
Consumer electronics (iPod, iPhone, iPad, Apple TV and
Mac products)
Digital distribution (iTunes store, iCloud, App Store, Mac
App Store)
Geograp
hic
areas
served
Worldwide (retail stores in 18 countries and online stores in
120 countries)
Headqu
arters
Cupertino, California, United States
Current
CEO
Tim Cook
Revenu
e
US$233.715 billion (2015) 27.85% increase over
US$182.795 billion (2014)
Profit
US$53.394 billion (2015) 35.14% increase over US$39.510
billion (2014)
31. Strategic Plans
1.To create groundbreaking products Apple will need to have a great team building culture along
with a strong research and development team. Too they will have to operate with a sense of no
complacency and not let current success limit future potential.
2.To continue success of having the best products, Apple must study the market to understand
what consumers want next while improving their current products from listening to customer
feedback.
3.Begin placing stores in all large markets and expand outward based on population and demand of
products.
4.Place products in every retail store that carries electronic devices, all e-commerce web sites, and
make sure mobile devices are featured on every large mobile carrier.
5.Strategically price all products at the top of the market base price relying on brand and quality to
offset the price differential.
6.Continue push to lower cost to make products while sustaining the same retail price in the market.
7.Use annual conference and events to announce release and information on each new product
before it hits the market. This allows the consumer to build a demand for the product before it ever
hits the shelf.
8.Be a trend setter, enter new product markets before competition, and deliver current products at
an unreachable standard of quality.
8.2.Apple(Strategic Plans)
32. Strengths Weaknesses
1.Strong brand image
2.High profit margins
3.Effective innovation process
4.Market leadership for a range of products and services
5.Financial strength
7.Sophisticated supply-chain infrastructure
1.Limited distribution network
2.High selling prices
3.Sales limited mainly to high-end market
4.Higher prices than competition
5.Incompatibility of Apple products and services with other products
and services
6.Narrow product range
7.No major improvements in latest product versions
Opportunities Threats
1.Distribution network expansion
2.Rising demand for tablets and smartphones
3.Creation of new product lines
4.Investments in research and development
5.Product diversification
6.Formation of strategic partnerships
7.Reducing prices out of profit margin
1.Aggressive competition
2.Imitation
3.Rising labor cost in countries where Apple plants are located
4.Loss of innovativeness due to decease of legendary founder Steve
Jobs
5.Intensifying competition from China and India
6.Being found to have infringed on intellectual property rights
7.Reputation damage due to the tax scandal.
8.3.Apple(SWOT Analysis)