Strategy is the direction and scope of an organization over the long term‚ which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling the stakeholder’s expectations. Strategic Decisions are about: The long-term direction of an organization The scope of an organization’s activities Gaining advantage over competitors; Addressing changes in the business environment; Building on resources and competences (capability); Value
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researchers called this the Red Ocean‚ analogous to a shark infested ocean where the sharks are fighting each other for the same prey. A couple of years ago‚ my husband and I vacationed in Tahiti and went on a shark feeding dive. It was amazing to see how the sharks tore apart the chum and beat each other up over every morsel. Isn’t this much the same behavior we see in our industries? Thus the term‚ Red Ocean. The Blue Ocean‚ on the other hand‚ is calm‚ smooth‚ with lots of food and little or no
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to communicate with customers to identify and agree on product/ service specifications. It is crucial to be aware that customer expectations and needs will change from time to time and will be affected by market trends‚ fashions and changes in external environments. This means the business plans need to be adapted to changing needs of customers and is important that organisations communicate with its customers. Profiling is a method to understand the needs of the customers. Profiling enables organisations
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No: 2319-5614 Customer Retention Strategy An Empirical Study In Insurance Sector Dr. Biswamohan Dash‚ Assistant Professor‚ DRIEMS‚ Cuttack‚ Odisha‚ India Mr. Bibekananda Mohanty‚ Assistant Professor‚ DRIEMS‚ Cuttack‚ Odisha‚ India Dr.Sabyasachi Das‚ lecturer‚ Utkal University‚ Odisha‚ India Abstract This research study is based on impact of customer relationship management practices on insurance sector in Odisha market. The research study mainly focuses on the the pattern of service and the facilitation
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Competitive Rivalry and Competitive Dynamics KNOWLEDGE OBJECTIVES Define competitors‚ competitive rivalry‚ competitive behavior‚ and competitive dynamics. Describe market commonality and resource similarity as the building blocks of a competitor analysis. Explain awareness‚ motivation‚ and ability as drivers of competitive behavior. Discuss factors affecting the likelihood a competitor will take competitive actions. Discuss factors affecting the likelihood a competitor will respond to actions taken
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What is this course about? Strategic Management PART I Strategic Analysis Session 1 PART III PART II WHAT IS STRATEGY ? Strategy Formulation Strategic Analysis Strategy Analysis Strategy Formulation Strategy Implementation Strategic Analysis Strategy Formulation Strategy Implementation Strategy Formulation Strategy Implementation 1 What is Strategy? 6 International Strategy & Globalization 2 Assessing Organizational Performance
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Strategic Management » Manage Decisions 03/12/2013 17:12 Home About Manage Decisions Compete‚ Thrive & Sustain with better business decisions Strategic Management Archived Posts from this Category Wed 27 Oct 2010 Google & Innovation Culture – Challenges ahead Posted by anil under Academic‚ Innovation‚ MBA‚ Strategic Management No Comments As Google gets bigger‚ it is going to be difficult to manage and keep up the innovation culture as it keeps marching on its path to success
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3 STRATEGY In this section‚ we separate strategy into two components: the content of the strategy and the process of developing the strategy. The content describes how an organization will achieve its vision or strategic intent‚ i.e. it is a blueprint for winning. As such there is no one best strategy. A firm’s strategy ties together the different functional areas of the organization (e.g. marketing and finance) so that there is a consistency in action over time. It also drives implementation
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Submitted By: Date: 24th Feb’2014 Topic: Case study of 10 companies who used turnaround strategy to improve Definition Of Turnaround Strategy The overall goal of turnaround strategy is to return an underperforming or distressed company to normal in terms of acceptable levels of profitability‚ solvency‚ liquidity and cash flow. Turnaround strategy is described in terms of how the turnaround strategy components of managing‚ stabilising‚ funding and fixing an underperforming or distressed
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................................................3 • Service and Technology • Service Quality • Service Middleman • Service Management • Service Design & Blueprint • Service Development Issues • New service development.....................................................................................4 • Security and Safety issues....................................................................................5 • Service Innovation...........................................
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