to continue doing business in traditional ways and avoid electronic commerce. * Traditional commerce is a better way to sell items or services when personal selling skills are a factor‚ as in commercial real estate sales; or when the condition of the products is difficult to determine without making a personal inspection‚ as in the purchases of high-fashion clothing‚ antiques or perishable food items. 2. Figure 1-5 lists roommate-matching services as a type of business that is well-suited
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Guillermo Alfaro Carvajal Financial Perspective * Building a B.S should encourage business units to link their financial objectives to corporate strategy * The financial objectives serve as the focus for the objectives and measures in all the other scorecard perspective Linking financial objectives to business unit strategy Stages of business life cycle Growth: they have to commit considerable resources to develop and enhance new products and services‚ construct and expand production
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American Strategic Planning Institute since 1975. It was initiated by senior managers at GE who wanted to know why some of their business units were more profitable than the others. With the help of Sidney Schoeffler they set up a research project in which each of their strategic business units reported their performance on dozens of variables. This was then expanded to outside companies in the early 1970s. The initial survey‚ between 1970 and 1983‚ involved 2‚600 strategic business units (SBU)‚
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How to influence people in the striving towards organizational goals Emma Carlsson and Ann Schurmann Sammanfattning Abstract Background: A constant market pressure on companies to increase their competitiveness has compelled managers to explore business models outside of the traditional ones. The Shared Service Center (SSC) forms part of these untried models‚ and since research is scarce‚ there are no obvious paths to follow for the design and use of management control systems in SSCs. Purpose:
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competitiveness‚ and hence the attractiveness and profitability of different markets and market segments. It is important for business managers to realize that a 5 forces analysis should be conducted at the level of strategic business units (SBUs)‚ and not at the level of the whole organization. Many larger companies have several SBUs conducting business in different markets that serve many different customer segments. Likewise‚ these SBUs may have completely different suppliers‚ competitors
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time when Zhang Ruimin‚ the current CEO‚ first took over the company in 1984. The company had been in a poor condition with a group of low-skilled and undisciplined workers; it had low productivity and inferior product quality and was a loss-making business. It was a time when China was starting to adopt a market economy and the majority of the companies were still too handicapped with poor financial resources and technical capabilities to carry out management reforms. The workers at Haier also lacked
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grows for all of the following reasons EXCEPT Student Answer: computerization decreases decision volume increases managers increase delegation managers hire specialists 4. Question : Why are small businesses dominated by the strategic apex? Student Answer: Smaller staffs report directly to management. They are more formal and complex. Authority is decentralized. They necessitate a machine bureaucracy. 5. Question : A manager’s span of control refers
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Organizational Theory & Behavior Dr. Ron Stephens April 11‚ 2001 PROBLEM IDENTIFICATION The Campbell’s Soup case covers a period of time from 1980 through approximately 1994. During this time two CEO’s with differing business strategies and organizational structures led the company. In the case and under the direction of the first CEO Gordon McGovern‚ the most important problem was his over-diversification of the company that led them away from their core competencies
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[pic] A CASE ANALYSIS Submitted to: MS. WINNIE DIMAANO Strategic Management Submitted by: REENA ARANEZ HELEN ANASTACIO ANN ABEGAIL ROSALES (MMT – Batch 25) I. CASE OVERVIEW Terry Semel headed Yahoo! as CEO from 2001 until 2007. His goal was to build Yahoo! Site into a self-contained world of irresistible offerings that would grab and keep surfers glued to it for hours at a time. Semel made some progress in getting Yahoo grow again from Timothy Koogle’s chairmanship.
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corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? - new CEO wanted to transform Sara Lee into a more profitable company - a part of new strategy is the elimination of eight branded apparel business because of poor economic performance and decreasing sales this leads to concentration of its financial and managerial resources into smaller and better positioned business segments. goal: reaching of economies of scale by what it was internally known
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