The Activity in Several Steps to Innovation
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JetBlue has built a powerful brand through customer delight and innovation. It has 1.1 million Twitter followers, more than any other company besides Whole Foods and Zappos. JetBlue focuses on low fares, excellent service, and steady profits. In 10 short years, JetBlue has proven an airline can succeed this way. JetBlue models itself after Southwest but adds extra amenities.
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Milestone Two Components 2, 3, and 4In task 4-2, you will provi.docx
Milestone Two: Components 2, 3, and 4
In task 4-2, you will provide answers to the Components 2, 3, and 4 assignment questions.
Component 2: External Environment and Competitive Position
Complete an industry analysis and a five forces model analysis including an assessment of the company's closest rival. Be sure to answer the following questions:
-What are the driving forces of change in the industry in which your company competes? How has your company changed its strategy to address driving forces?
-Where does the company stand within the industry based on the five forces model of competition analysis?
-Which of the five forces exert the most pressure on the company? What has the company done to relieve this pressure?
-What are your recommendations to further reducing pressure from these forces?
Component 3: Internal Environment and Competitive Position
Complete a SWOT analysis and a value chain analysis of the company you have chosen. Be sure to answer the following questions:
-How well has the company performed to stated strategic objectives or performance targets? Support your assessment with factual data.
-Compare the strengths, weaknesses, opportunities, and threats of the company to those of its competitors. How do the vision and values affect how the company will respond to each?
-What is the core competency of the company? How does this affect its standing within the industry?
-How has the company used its value chain activities to improve its competitive position?
-What are your recommendations in regard to the company’s competitive position and value chain activities?
Component 4: Competitive Strategy
Summarize the generic strategy employed by the company and how it helps the company achieve sustained competitive advantage.
-Which of the generic competitive strategy options is your company pursuing?
-Explain how your company is pursuing this generic strategy. How does it fit value chain activities specifically to support its generic strategy?
-How does pursuit of this strategy help your company achieve sustained competitive advantage?
-What are your recommendations in regard to the company's pursuit of a generic strategy or how it uses its value chain in this pursuit?
Milestone Three: Components 5 and 6
In task 6-2, you will provide answers to the Components 5 and 6 assignment questions.
Component 5: Strengthening Competitive Position
-Summarize how the company strengthens its generic strategy through complementary strategic moves. Be sure to answer the following questions:
-Outline what the company has done to fit its strategy to the industry and company situation.
-Has your company responded offensively or defensively, or both, to improve its strategic position? How?
-Has your company pursued complementary strategic options? Explain your answer.
-What are your recommendations for your company to pursue future complementary strategic options to strengthen its competitive position.
Component 6: The Global Marke ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Media Plan: Jet Blue
This is a Media Plan that I did for the client jetBLue. This was a project in my media planning class for Grady the school of Journalism and Mass Communication.
Recommended
Milestone Two Components 2, 3, and 4In task 4-2, you will provi.docx
Milestone Two: Components 2, 3, and 4
In task 4-2, you will provide answers to the Components 2, 3, and 4 assignment questions.
Component 2: External Environment and Competitive Position
Complete an industry analysis and a five forces model analysis including an assessment of the company's closest rival. Be sure to answer the following questions:
-What are the driving forces of change in the industry in which your company competes? How has your company changed its strategy to address driving forces?
-Where does the company stand within the industry based on the five forces model of competition analysis?
-Which of the five forces exert the most pressure on the company? What has the company done to relieve this pressure?
-What are your recommendations to further reducing pressure from these forces?
Component 3: Internal Environment and Competitive Position
Complete a SWOT analysis and a value chain analysis of the company you have chosen. Be sure to answer the following questions:
-How well has the company performed to stated strategic objectives or performance targets? Support your assessment with factual data.
-Compare the strengths, weaknesses, opportunities, and threats of the company to those of its competitors. How do the vision and values affect how the company will respond to each?
-What is the core competency of the company? How does this affect its standing within the industry?
-How has the company used its value chain activities to improve its competitive position?
-What are your recommendations in regard to the company’s competitive position and value chain activities?
Component 4: Competitive Strategy
Summarize the generic strategy employed by the company and how it helps the company achieve sustained competitive advantage.
-Which of the generic competitive strategy options is your company pursuing?
-Explain how your company is pursuing this generic strategy. How does it fit value chain activities specifically to support its generic strategy?
-How does pursuit of this strategy help your company achieve sustained competitive advantage?
-What are your recommendations in regard to the company's pursuit of a generic strategy or how it uses its value chain in this pursuit?
Milestone Three: Components 5 and 6
In task 6-2, you will provide answers to the Components 5 and 6 assignment questions.
Component 5: Strengthening Competitive Position
-Summarize how the company strengthens its generic strategy through complementary strategic moves. Be sure to answer the following questions:
-Outline what the company has done to fit its strategy to the industry and company situation.
-Has your company responded offensively or defensively, or both, to improve its strategic position? How?
-Has your company pursued complementary strategic options? Explain your answer.
-What are your recommendations for your company to pursue future complementary strategic options to strengthen its competitive position.
Component 6: The Global Marke ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Media Plan: Jet Blue
This is a Media Plan that I did for the client jetBLue. This was a project in my media planning class for Grady the school of Journalism and Mass Communication.
Why JetBlue Added First Class to its Transcontinental Flights
Ty Montague's (CEO at Co:Collective) article "Why JetBlue does not need First Class" inspired me to write a response that tries to understand why JetBlue actually does need First Class. I try to keep these strategic musings to under 20 slides.
· Review the case study and, based on the provided information,
· Review the case study and, based on the provided information, think about a possible patient evaluation plan. As part of your evaluation planning, consider where the evaluation would take place, whether any other professionals or family members should be present, appropriate assessment tools and guidelines, and any other relevant information you may wish to address.
· Consider whether the assessment tool you identified was validated for use with this specific patient population and if this poses issues. Think about additional factors that might present issues when performing assessments such as language, education, prosthetics, missing limbs, etc.
· Consider immunization requirements that may be needed for this patient.
3 APA citations / references one page ( see case study below)
Case study
Mr. Perkins, age 81, reports for an annual physical examination. He says he is doing well. His only known problem is osteoarthritis. He also requests a flu shot. He takes no medications other than Tylenol for arthritis pain. When he walks into the exam room, you notice that he is using a straight cane in his right hand. When you ask about the cane, he says he began using the cane because the pain in his right hip had increased significantly over the past 6 months.
Saylor URL: http://www.saylor.org/books Saylor.org
101
Chapter 4
Managing Firm Resources
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What is resource-based theory, and why is it important to organizations?
2. In what ways can intellectual property serve as a value-added resource for organizations?
3. How should executives use the value chain to maximize the performance of their organizations?
4. What is SWOT analysis and how can it help an organization?
Southwest Airlines: Let Your LUV Flow
Southwest Airlines’ acquisition of AirTran in 2011 may lead the firm into stormy skies.
Chapter 4 from Mastering Strategic Management was adapted by The Saylor Foundation under
a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested
by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Mastering%20Strategic%20Management.pdf
http://creativecommons.org/licenses/by-nc-sa/3.0/
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102
Image courtesy of Stuart Seeger,http://en.wikipedia.org/wiki/File:Southwest_737_At_Burbank.jpg
In 1971, an upstart firm named Southwest Airlines opened for business by offering flights between
Houston, San Antonio, and its headquarters at Love Field in Dallas. From its initial fleet of three airplanes
and three destinations, Southwest has grown to operate hundreds of airplanes in scores of cities. Despite
competing in an industry that is infamous for bankruptcies and massive financial losses, Southwest
marked its thirty- ...
61520, 256 PMGlobal Innovation and Intellectual Property.docx
6/15/20, 2:56 PMGlobal Innovation and Intellectual Property
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Print this page
12.1 Innovation as a Tool for Global Growth
LEARNING OBJECTIVE
Identify three types of innovation that can fuel global growth.
Over 93 percent of global executives rate innovation as a key driver of organic global growth. More importantly, research
shows that around 85 percent of a company's productivity gains are related to R&D and other innovation-related
investments.
Innovation is the commercialization of new invention. However, many innovations do not necessarily build on new
inventions. An invention is a new concept or product that derives from ideas or from scientific research. Innovation, on the
other hand, is the combination of new or existing ideas to create something desired by customers, viable in the
marketplace, and possible with technology (see Figure 12.1).
Figure 12.1Primary components of innovation
The inputs used to innovate could be new inventions or they could be old ideas. For example, Henry Ford didn't invent the
automobile. Karl Benz from Germany did. However, Ford combined scientific management concepts with the automobile
production process to build automobiles more efficiently (Figure 12.2). This innovation built on existing inventions to
usher in a new industry with the scale to meet demand.
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4
5
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6/15/20, 2:56 PMGlobal Innovation and Intellectual Property
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Figure 12.2Innovation in the auto industryCarl Benz of Mercedes Benz invented the automobile (left). Henry Ford of Ford
Motor Company innovated by combining ideas on assembly lines with car production (right).
Most global managers struggle to get people in their companies to innovate. So far, no one has created a formula or model
that reliably leads companies to increased innovation. Some management approaches are helpful, but none is perfect. As
Dr. Brian Junling Li, vice president of Alibaba Group, puts it, “Innovation doesn't come from organized plans. It comes
from our preparedness to deal with the uncertainty of the future.” To understand how global companies can effectively
deal with the uncertainties of the future, we first need to examine the different types of innovation in which companies can
invest.
Three Kinds of Innovation
Different types of innovation have different implications for company growth. Based on those implications, we can
organize innovations into three types: those that improve performance, those that enhance efficiency, and those that create
a market.
Performance-improving innovations replace old products with upgraded models. Often, the improvements in these models
are consistent worldwide. Performance-improving innovations keep a company growing because they provide .
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Evaluation of Organizational StructureIntroductionSt.docx
Evaluation of Organizational Structure
Introduction
Steve Jobs, Steve Wozniak, and Ronald Wayne founded Apple Computers on April 1, 1976. (Time Magazine, n.d.) Since its inception, Apple has become one of the world’s largest producers of consumer electronics, personal computers, servers, software and is a distributor of media content. Today we will review the company’s current organizational structure and its effectiveness and ineffectiveness in the structure. We will also review possible changes that would benefit the company to make to its current structure more effective in the current competitive market for its leadership team.
Current Organizational Structure
Since the days of Steve Jobs; the company has gone through some changes to its organizational structure. When Steve Jobs was running his company, he made every decision; but now the company uses a more collective approach with its company. The company is using a modern structural approach to its managing and leadership style by putting teams in control of what happens.
The 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. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced iPad 2 which is defining the future of mobile media and computing devices.” (Farfan, 2016). This is a mix of both a mission statement and a vision of what the company wants to see.
By using an approach of a modern structure of having the company ran by the departments and employees versus by a company leader such as the CEO, the company feels that they can accomplish their goals and ideas with the least amount of buy-in needed from the Board of directors or CEO. The teams and departments can set their own guidelines of how quickly their projects will run which in turn leads to having products and services available more quickly to consumers for purchase. The employees are more productive in this type of environment for the company because they are also able to focus solely on their job functions while not have to worry about other departments.
Organizational Metrics
The takeaways of Apples’ Mission and Vision Statements by CEO Tim Cook easily define the metrics that Apple follows. “We believe that we are on the face of the earth to make great products and that’s not changing. We are constantly focusing on innovating. We believe in the simple not the complex. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way tha ...
STRATEGIC ANALYSIS .docx
STRATEGIC ANALYSIS Page 1 of 10
STRATEGIC ANALYSIS Page 10 of 10
Organizational and Competitive
Jade Nguyen
Argosy University
BUS480 | Business Tactics and Execution
Apple Inc. Corporation
Apple Inc. is a United States-based company that deals with designing, manufacturing, and marketing both computer hardware and software as well as networking solutions among other consumer electronics. The firm’s commitment is introducing and providing personal computing as well as music experience to students, professors, creative professionals, management agencies as well as businesses among other clients through innovative hardware and software as well as internet services (Khan, Alam & Alam, 2015). Notably, the firm’s commercial approach leverages its exceptional capacity by the way its system of operation and technologies are designed and developed. Accordingly, it can camouflage in a competitive market and bring in innovative products and solutions which are easy to use. Like any other successful Corporation, Apple Inc. also exhibits tremendously stiff competition against other firms that produce computers as well as from other consumer electronics Corporations. Most of its competitors are large corporations with established markets either regionally or globally, for example, Compaq, Lenovo, Intel Corporation, Samsung, Microsoft as well as Dell among others.
Apple Inc. began the move of developing personal computing in 1977, however, because of variations in the management as well as contrasting opinions plus missed opportunities, it has lost its competitive advantage to other corporations like Microsoft, Dell as well as Samsung. Even with such stiff competition from its business counterparts, it continues to hunt the personal computer market though not like it used to do before. It opts to deviate its focus and venture into the music business through the manufacture and exchange of iPod, iTunes as well as digital music players. Marketing approaches like differentiation and specialization have enabled Apple to rejuvenate its market share. Significantly, the adoption of such strategies empowers an organization to acquire diverse knowledge as well as skills hence producing best quality products sold at considerable prices. Therefore, Apple company applies costs as well as products as the focus on their strategies to strive in the international market.
It is imperative to note that, Apple Inc. is grounded on two significant values which are; Inclusion and Diversity. To break it down further, Apple Inc. believes that humanity is not a singular concept but a plural and the most appropriate way to operate is through "everybody in" hence inclusion is the company's religion. On the hand, working with different people despite race, ethnicity, age .
The paradoxes of product innovation
Disruptive innovation adds enormous value and margins to companies. If a company can create a new industry, this growth is exponential.
Yet, few companies do it well.
Yet, within it, innovation holds its own paradoxes: regular innovation creates expectations from investors and customers. Once the rate starts falling, the company is almost penalised for it, disproportionately.
Most companies pay lip service to innovation.
By remaining young at heart, a company can make the fundamental changes required to become innovative, outside of anecdotal changes that will be short-lived and that will not lead to a high innovation index.
Perilaku Organisasi
Perilaku kelompok sangatlah mempengaruhi suatu organisasi, meskipun bentuk kelompoknya berada di luar organisasi tersebut. Banyak sekali manfaat kelompok bagi organisasi sehingga organisasi tersebut dapat berkembang secara signifikan. Tanpa adanya perilaku kelompok yang baik maka organisasi nya juga tidak dapat berkembang sehingga tujuan yang telah disepakati tidak akan tercapai. Oleh karena itu amatlah penting perilaku kelompok terhadap kehidupan organisasi karena kelompok mempunyai banyak manfaat bagi organisasi misalnya menjadi wadah bagi anggota organisasi untuk menyampaikan inovasi, kreatifitas dan saran dalam mengambil suatu keputusan sehingga dapat mencapai tujuan yang telah disepakati.
Format Penulisan Artikel Ilmiah
Judul
Nama Penulis & Instansi
Abstrak
Pendahuluan
Metode
Hasil
Pembahasan
Simpulan & Saran
Daftar Pustaka
Lampiran (bila ada)
Decision Support System FIX
Decision Support System (DSS) adalah sistem berbasis software yang dimaksudkan untuk membantu manajer dalam pengambilan keputusan dengan mengakses sejumlah besar informasi yang dihasilkan dari berbagai sistem informasi terkait yang terlibat dalam proses bisnis organisasi, seperti sistem automatis kantor dan sistem pemrosesan transaksi. DSS menggunakan ringkasan informasi, pengecualian, pola, dan tren menggunakan model analisis. DSS membantu dalam pembuatan keputusan namun tidak harus memberikan keputusan itu sendiri.
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Why JetBlue Added First Class to its Transcontinental Flights
Ty Montague's (CEO at Co:Collective) article "Why JetBlue does not need First Class" inspired me to write a response that tries to understand why JetBlue actually does need First Class. I try to keep these strategic musings to under 20 slides.
· Review the case study and, based on the provided information,
· Review the case study and, based on the provided information, think about a possible patient evaluation plan. As part of your evaluation planning, consider where the evaluation would take place, whether any other professionals or family members should be present, appropriate assessment tools and guidelines, and any other relevant information you may wish to address.
· Consider whether the assessment tool you identified was validated for use with this specific patient population and if this poses issues. Think about additional factors that might present issues when performing assessments such as language, education, prosthetics, missing limbs, etc.
· Consider immunization requirements that may be needed for this patient.
3 APA citations / references one page ( see case study below)
Case study
Mr. Perkins, age 81, reports for an annual physical examination. He says he is doing well. His only known problem is osteoarthritis. He also requests a flu shot. He takes no medications other than Tylenol for arthritis pain. When he walks into the exam room, you notice that he is using a straight cane in his right hand. When you ask about the cane, he says he began using the cane because the pain in his right hip had increased significantly over the past 6 months.
Saylor URL: http://www.saylor.org/books Saylor.org
101
Chapter 4
Managing Firm Resources
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. What is resource-based theory, and why is it important to organizations?
2. In what ways can intellectual property serve as a value-added resource for organizations?
3. How should executives use the value chain to maximize the performance of their organizations?
4. What is SWOT analysis and how can it help an organization?
Southwest Airlines: Let Your LUV Flow
Southwest Airlines’ acquisition of AirTran in 2011 may lead the firm into stormy skies.
Chapter 4 from Mastering Strategic Management was adapted by The Saylor Foundation under
a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested
by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Mastering%20Strategic%20Management.pdf
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102
Image courtesy of Stuart Seeger,http://en.wikipedia.org/wiki/File:Southwest_737_At_Burbank.jpg
In 1971, an upstart firm named Southwest Airlines opened for business by offering flights between
Houston, San Antonio, and its headquarters at Love Field in Dallas. From its initial fleet of three airplanes
and three destinations, Southwest has grown to operate hundreds of airplanes in scores of cities. Despite
competing in an industry that is infamous for bankruptcies and massive financial losses, Southwest
marked its thirty- ...
61520, 256 PMGlobal Innovation and Intellectual Property.docx
6/15/20, 2:56 PMGlobal Innovation and Intellectual Property
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12.1 Innovation as a Tool for Global Growth
LEARNING OBJECTIVE
Identify three types of innovation that can fuel global growth.
Over 93 percent of global executives rate innovation as a key driver of organic global growth. More importantly, research
shows that around 85 percent of a company's productivity gains are related to R&D and other innovation-related
investments.
Innovation is the commercialization of new invention. However, many innovations do not necessarily build on new
inventions. An invention is a new concept or product that derives from ideas or from scientific research. Innovation, on the
other hand, is the combination of new or existing ideas to create something desired by customers, viable in the
marketplace, and possible with technology (see Figure 12.1).
Figure 12.1Primary components of innovation
The inputs used to innovate could be new inventions or they could be old ideas. For example, Henry Ford didn't invent the
automobile. Karl Benz from Germany did. However, Ford combined scientific management concepts with the automobile
production process to build automobiles more efficiently (Figure 12.2). This innovation built on existing inventions to
usher in a new industry with the scale to meet demand.
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6/15/20, 2:56 PMGlobal Innovation and Intellectual Property
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Figure 12.2Innovation in the auto industryCarl Benz of Mercedes Benz invented the automobile (left). Henry Ford of Ford
Motor Company innovated by combining ideas on assembly lines with car production (right).
Most global managers struggle to get people in their companies to innovate. So far, no one has created a formula or model
that reliably leads companies to increased innovation. Some management approaches are helpful, but none is perfect. As
Dr. Brian Junling Li, vice president of Alibaba Group, puts it, “Innovation doesn't come from organized plans. It comes
from our preparedness to deal with the uncertainty of the future.” To understand how global companies can effectively
deal with the uncertainties of the future, we first need to examine the different types of innovation in which companies can
invest.
Three Kinds of Innovation
Different types of innovation have different implications for company growth. Based on those implications, we can
organize innovations into three types: those that improve performance, those that enhance efficiency, and those that create
a market.
Performance-improving innovations replace old products with upgraded models. Often, the improvements in these models
are consistent worldwide. Performance-improving innovations keep a company growing because they provide .
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Evaluation of Organizational StructureIntroductionSt.docx
Evaluation of Organizational Structure
Introduction
Steve Jobs, Steve Wozniak, and Ronald Wayne founded Apple Computers on April 1, 1976. (Time Magazine, n.d.) Since its inception, Apple has become one of the world’s largest producers of consumer electronics, personal computers, servers, software and is a distributor of media content. Today we will review the company’s current organizational structure and its effectiveness and ineffectiveness in the structure. We will also review possible changes that would benefit the company to make to its current structure more effective in the current competitive market for its leadership team.
Current Organizational Structure
Since the days of Steve Jobs; the company has gone through some changes to its organizational structure. When Steve Jobs was running his company, he made every decision; but now the company uses a more collective approach with its company. The company is using a modern structural approach to its managing and leadership style by putting teams in control of what happens.
The 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. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced iPad 2 which is defining the future of mobile media and computing devices.” (Farfan, 2016). This is a mix of both a mission statement and a vision of what the company wants to see.
By using an approach of a modern structure of having the company ran by the departments and employees versus by a company leader such as the CEO, the company feels that they can accomplish their goals and ideas with the least amount of buy-in needed from the Board of directors or CEO. The teams and departments can set their own guidelines of how quickly their projects will run which in turn leads to having products and services available more quickly to consumers for purchase. The employees are more productive in this type of environment for the company because they are also able to focus solely on their job functions while not have to worry about other departments.
Organizational Metrics
The takeaways of Apples’ Mission and Vision Statements by CEO Tim Cook easily define the metrics that Apple follows. “We believe that we are on the face of the earth to make great products and that’s not changing. We are constantly focusing on innovating. We believe in the simple not the complex. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way tha ...
STRATEGIC ANALYSIS .docx
STRATEGIC ANALYSIS Page 1 of 10
STRATEGIC ANALYSIS Page 10 of 10
Organizational and Competitive
Jade Nguyen
Argosy University
BUS480 | Business Tactics and Execution
Apple Inc. Corporation
Apple Inc. is a United States-based company that deals with designing, manufacturing, and marketing both computer hardware and software as well as networking solutions among other consumer electronics. The firm’s commitment is introducing and providing personal computing as well as music experience to students, professors, creative professionals, management agencies as well as businesses among other clients through innovative hardware and software as well as internet services (Khan, Alam & Alam, 2015). Notably, the firm’s commercial approach leverages its exceptional capacity by the way its system of operation and technologies are designed and developed. Accordingly, it can camouflage in a competitive market and bring in innovative products and solutions which are easy to use. Like any other successful Corporation, Apple Inc. also exhibits tremendously stiff competition against other firms that produce computers as well as from other consumer electronics Corporations. Most of its competitors are large corporations with established markets either regionally or globally, for example, Compaq, Lenovo, Intel Corporation, Samsung, Microsoft as well as Dell among others.
Apple Inc. began the move of developing personal computing in 1977, however, because of variations in the management as well as contrasting opinions plus missed opportunities, it has lost its competitive advantage to other corporations like Microsoft, Dell as well as Samsung. Even with such stiff competition from its business counterparts, it continues to hunt the personal computer market though not like it used to do before. It opts to deviate its focus and venture into the music business through the manufacture and exchange of iPod, iTunes as well as digital music players. Marketing approaches like differentiation and specialization have enabled Apple to rejuvenate its market share. Significantly, the adoption of such strategies empowers an organization to acquire diverse knowledge as well as skills hence producing best quality products sold at considerable prices. Therefore, Apple company applies costs as well as products as the focus on their strategies to strive in the international market.
It is imperative to note that, Apple Inc. is grounded on two significant values which are; Inclusion and Diversity. To break it down further, Apple Inc. believes that humanity is not a singular concept but a plural and the most appropriate way to operate is through "everybody in" hence inclusion is the company's religion. On the hand, working with different people despite race, ethnicity, age .
The paradoxes of product innovation
Disruptive innovation adds enormous value and margins to companies. If a company can create a new industry, this growth is exponential.
Yet, few companies do it well.
Yet, within it, innovation holds its own paradoxes: regular innovation creates expectations from investors and customers. Once the rate starts falling, the company is almost penalised for it, disproportionately.
Most companies pay lip service to innovation.
By remaining young at heart, a company can make the fundamental changes required to become innovative, outside of anecdotal changes that will be short-lived and that will not lead to a high innovation index.
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61520, 256 PMGlobal Innovation and Intellectual Property.docx
61520, 256 PMGlobal Innovation and Intellectual Property.docx
The Initial Public Offering Process Of Yahoo Corporation
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The Activity in Several Steps to Innovation
- 1. Creativity and Innovation Management To Create Our Innovation
- 2. The Activity in Several Steps to Innovation: Case Study of JetBlue JetBlue has 1.1 million followers on Twitter, more than any other company except Whole Foods Market and Zappos.com, two other customer service legends. Twitter even features JetBlue as a case study on smart corporate twittering. More broadly, by the metric of social currency (a fancy term for networks of customers spreading by word of mouth), JetBlue is the strongest U.S. brand, outperforming even Apple. JetBlue’s strong word of mouth has been fueled by the company’s ability to delight customers. In ten short years, JetBlue has proven that an airline can deliver low fares, excellent service, and steady profits. It has shown that even in the airline business, a powerful brand can be built. Few other airlines have been able to write this story. If you’re thinking Southwest Airlines, you’d be on target. In fact, JetBlue’s founders modeled the airline after Southwest. JetBlue has often been called, “the Southwest of the Northeast.” JetBlue’s onboard crews even greet customers onboard with jokes, songs, and humorous versions of the safety routine, something Southwest has been known for since the 1970s. But where Southwest has made customers happy with no frills, JetBlue is arguably doing it all, including the frills.
- 3. • Inovasi dapat dilakukan dengan beberapa cara untuk dapat meningkatkan daya saing (competitive advantage). Inovasi dalam hal apa saja yang harus dilakukan oleh sebuah perusahaan? • Apa yang dimaksud daya saing atau keunggulan bersaing (competitive advantage). Apa perbedaan antara daya saing atau keunggulan bersaing (competitive advantage) dengan daya komparatif (comparative advantage)? • Merujuk pada studi kasus JetBlue Airlines, apa inovasi yang dilakukan olehnya sehingga ia memiliki daya saing yang kuat dibanding pesaingnya? • Apa daya saing atau keunggulan bersaing (competitive advantage) yang dimiliki oleh Jet Blue Airlines? Berdasarkan studi kasus yang Anda baca, dan merujuk pada skema pada slide sebelumnya, lakukan beberapa kegiatan berikut: The Activity in Several Steps to Innovation: Case Study of JetBlue