A research study that aims to develop and evaluate a curriculum model and a set of corecompetencies which provides effective tourism education and training of front-line tourism workers in Thailand.
Abstract The paper explains that The World Trade Organization (WTO) has forecast that Thailand can expect to receive 36 million tourists in the year 2020. The paper discusses how the tourism industry will be quite challenged by this projection. The paper reviews relevant literature that shows how the ability to interact with cultures other that one's own is critical for those employed in this industry. Literature also shows how corecompetencies must consist of skills that are transferable to their work in the tourism industry.
Outline:
Aim of Research
Research Objectives
Research Questions
Key Terms and Definitions
Introduction
Review of Literature
Tourism Education and Training
CoreCompetencies Curriculum Model
Front-line Workers
Proposed Conceptual Framework
Research Methodology
From the Paper "In 1998 Thailand recorded visitor arrivals totalling 7.76 million which was an increase of 7.53 percent from 1997 and arrivals increased 11.14 percent over 1998 totals in 1999. Major realignment has taken place in Thailand's marketing plans where advertising budgets were cut and promotional offices abroad have been closed. New markets have been tapped as well as new forms of distribution which had as its' focus direct contact between the buyers and sellers in the tourism market. Stated is "...an increasing trend toward partnerships and pooling of resources as a means of maximizing the promotional dollar by integrating all the stakeholders from transportation and commerce in health and retail..." (Asia & The Pacific, 1999)"
Abstract This paper identifies four critical capabilities computer firms must perform at a minimal level of efficiency and efficacy. The paper examines why these capabilities are important and what impact the lack of ability to perform each function would have on an individual computer firm's solvency and ability to compete in the industry. The paper explores four firms and analyzes each firm's capability to implement and utilize the capabilities identified, listed in tabular format.
Outline:
Introduction
Analysis of CoreCompetencies Computer Firm Competencies Synopsis
From the Paper "A core competency or capability may be defined as one that is critical to a firm's function or ability to service its internal and external customers. The table below outlines four critical competencies or capabilities computer firms must have to service the public efficiently. For purposes of this paper a computer firm is defined as one that provides technological, IT or computer related services and products to the public."
Tags: technology, strategies, competition, industry
Abstract This paper responds to a series of four questions related to business management concerns. Specifically, it discusses corecompetencies, business ethics, a case study and the entrepreneurial strategy mix. The paper illustrates corecompetencies through a discussion of the U.S. automotive industry while the business ethics question revolves around several actions taken recently by firms such as Yahoo! and Google in their global operations.
From the Paper "General Motors (GM), Ford, and Chrysler are the traditional "big three" of the automotive industry in North America while GM is, for the time being, the largest automotive manufacturer in the world (GM's, 2005). While these three competitors have few core competencies in common, one would be that they have mastered the concept of producing a product for every conceivable market. This competency, summarized as the capability to produce a comprehensive product line, was really started by GM in the first part of last century with its car for every purpose and pocket book approach as propounded by its then Chairman Alfred P. Sloan (GM's, 2005). This mindset and strategic approach has permeated the entire automotive industry ever since."
Abstract This paper looks at the strengths of the large corporation, UPS, and how they can be utilized to expand market share internationally. The writer uses analysis to describe two different alternatives that UPS can incorporate to ensure continued success.
Table of Contents:
CoreCompetencies First Alternative
Second Alternative
Recommendation
From the Paper "United Parcel Service has made dramatic enhancements to their technological operations over the past ten years. These advances have paid large dividends in the U.S. market and, in conjunction with the capital raised by the company's initial public offering in 1996, have enabled the company to significantly expand operations internationally. Despite great strides in electronic access globally (i.e. web, wireless technology, UPS OnLinea Advantage, & UPS OnLinea Worldlink), these services appear to be underutilized. Recently, UPS has been finding growth through geographic expansion. With delivery capabilities already in excess of 200 countries, this method will inevitably fail to offer additional growth. Therefore, the problem UPS is facing is the maturing of their previous growth model and a necessity to redefine or augment corporate strategy."
Abstract This paper explains that the computer security software, which is a sector within the systems software industry, is relatively robust even in this economic downturn. The author analyzes the computer security industry by reviewing the external environment and the strategic groups, by using a six-segment analysis and a Porter's five forces analysis and by an extensive firm analysis comparing Symantec versus McAfee. The paper concludes that McAfee has been better able to build new products and to operate more efficiently than Symantec and therefore will win in future. The author includes 20 exhibits, which are integrated into the paper. The paper uses endnotes instead of a bibliography.
Table of Contents:
Computer Security Industry
Industry Analysis - The External Environment
Six-segment Analysis
Porter's Five Forces Analysis
Strategic Groups
Firm analysis: Symantec vs. McAfee
Corporate-Level Strategy
Business-Level Strategy
CoreCompetences Analysis
Competitor Analysis: Symantec vs. McAfee
Strategy and Structure
Conclusion
Appendix
Exhibit 1: "Malware on the Rise"
Exhibit 2: Herfindahl Index for Security Software
Exhibit 3: Herfindahl Index for Security Suites in the U.S. Retail Market
Exhibit 4: Worldwide Security Software Revenue and Market Share Estimates (millions of U.S. Dollars)
Exhibit 5: Symantec's Financial Statements of Last 10 Years
Exhibit 6: McAfee, Inc. Financial Statements of Last 10 Years
Exhibit 7: Six Segment Analysis - Key Threats and Opportunities to Profits for the Computer Security Industry
Exhibit 8: Porter's Five Forces Analysis (Attractiveness of the Computer Security Industry)
Exhibit 9: Strategic Map of the Security Software Industry
Exhibit 10: History of Events at Symantec and McAfee
Exhibit 11: McAfee's and Symantec's Revenue, Net Income, and Net Profit Margins from 1998 - 2007
Exhibit 12: Locations of Symantec's (A - Cupertino, CA) and McAfee's (B - Santa Clara, CA) Headquarters, Eight Miles Apart from Each Other
Exhibit 13: Selection of Symantec's Offerings
Exhibit 14: Selection of McAfee's Product Offerings in the Home and Home Office and Small and Medium-Sized Businesses (SMB) Customer Segments
Exhibit 15: McAfee Products and Categories
Exhibit 16: CoreCompetence Analysis Using the VRI Framework for Symantec
Exhibit 17: CoreCompetence Analysis Using the VRI Framework for McAfee
Exhibit 18: Symantec's Organization (Author's Interpretation of Available Information)
Exhibit 19: McAfee's Organization
Exhibit 20: Relative Stock-Price Performance of SYMC and MFE, Compared with S&P 500 (December 8, 2003 to December 8, 2008)
From the Paper "In 2003, Microsoft made the tough strategic commitment of announcing the launch of a security suite. It took Microsoft three years when it finally launched its antivirus Live OneCare product in May 2006, a software suite that combined security features with PC utilities for $49.95 per year and designed to go heads on against Symantec and McAfee. This action by Microsoft was a strategic complement, as it caused McAfee to response in kind with the launch of Total Protection and Virus Scan Plus (both offered for $39.99), and Symantec with Norton 360 ($79.99) several months later."
Abstract This paper explains that advanced practice nurse are registered nurses including nurse practitioners, nurse-midwifes, nurse anesthetists and clinical nurse specialists, who hold authorization from a board to practice, based on the completion of a recognized advanced educational program. The author points out that corecompetency of advanced practice nurses include the application and adaptation of advanced skills in unstable and complex environments, the ability to apply advanced clinical reasoning including the use of advanced complete assessment, the acceptance of referrals and consultation from other health care professionals and team work with other health care providers. The paper relates that an advanced practice nurse is supposed to diagnose a patient and recognize the underlying problem and then provide adequate treatment, which includes the prescription of medicines as well as administering anesthetics.
Table of Contents
Introduction
Definition
CoreCompetencies Scope of Practice
From the Paper "Further, their nature of practice further includes research work and the utilization of research within the scope of their practice. They are allowed to admit patients to hospitals and the authority to refer patients to other healthcare professionals like licensed physicians and dentists. Additionally an advanced practice nurse also gives consulting services to other healthcare providers. They have professional autonomy and independent practice which also includes management. Moreover they are to manage the physical and mental illness status of the patient with regard to nursing care."
Abstract The paper outlines the early history of Amazon, its current initiatives, transportation and shipping strategies and its marketing strategies in the US. The paper then discusses Amazon's international expansions, customer relationship management and competitors. The paper examines Amazon's application of the balanced scorecard method, its human resource management, leadership system and strategic planning process, strategic position, rationale and motivation for diversification, competitive advantage and corecompetencies. The paper concludes with recommendations for the company's future direction.
Outline:
Introduction
Early history
Current initiatives
Transportation and shipping
Marketing strategies in the US
International expansions
Customer relationship management
Competitors
The balanced scorecard
Application of the balanced scorecard
Strategic human resource management
Leadership system
The strategic planning process
Strategic position
Rationale and motivation for diversification
Strategic choices
Corecompetencies Future direction
From the Paper "Amazon started its business in selling books online. In the subsequent years however, it adopted an aggressive expansion strategy that saw the online company diversify into a wide range of products and services. Because Amazon had established a strong position in so many industries with a great number of strategic alliances, the company became one of the best known brands at the beginning of 2004. The company's biggest strength was in the e-commerce business model that was at the core of all its operations. Amazon had a physical presence only to the extent that it had to build and maintain a number of distribution centers all over the world which could deliver the books online."
Abstract This paper discusses these issues: What generic business level strategy is Dell pursuing?
What are the advantages and disadvantages of this business level strategy? What are the company's company's corecompetencies, sustainable competitive advantage and the company's strengths?
From the Paper "Like other PC makers Dell ordered its components in advance and carried a large amount of component inventory. If its forecasts were wrong Dell had major write-downs based on lower of cost or market price adjustments. Then Dell began to implement a new business model. Its operations had always featured a build-to-order process with direct sales to customers but Dell took a series of steps to eliminate its inventories. The results were spectacular..."
Tags: Dell computer business strategy, corecompetency, stregth weakness opportunity threat
Abstract The paper deals with the impact of external forces of developmental innovation on the management strategies and processes of oil companies. The paper highlights how adoption of new innovation strategies can be difficult to apply for a major industry like the oil industry at the same time as highlighting the advantages that the oil industry could have by adopting the newer innovation strategies. The paper also deals with the appropriateness of the timing, speed and application of the innovation strategies within the oil industry.
Table of Contents:
Abstract
Introduction
Analyzing Industry Environment through Innovative Business Management
Analyzing Competition within the Industry
Timing of Innovation
Innovation Speed
The Impact of Corporate Culture on Innovation
The Use of CoreCompetence as an Innovation Method
Internal Innovation
Research and Development
The Speed of Marketing the Innovated Product
The Relationship between Innovation and Organizational Success
The Impact of Innovation on Organizational Capabilities
The Relationship between Experience and Innovation
Strategic Planning and Innovation
The Strategic Planning Model Developed by Bryson
Conclusion
From the Paper "The production of ethanol also leads to the release of aldehydes and alcohol in the environment which is harmful as they are cancer-causing chemicals. After the production of ethanol was inspected, the chemicals and gases released into the atmosphere were found to be quite detrimental for the environment. As even the plowing, planting, cultivation and transportation of corn takes up petroleum energy, ethanol can not be considered to be a safe alternate energy source and neither is it environmentally friendly as it contributes to a lot of environmental pollution."
Abstract The paper discusses the opening of a new store called "Sweet Treats Coffee Shop and Bar". The paper analyzes the market, the trends, the demands forwarded by customers as well as the strategies implemented by the competition. The paper also discusses the development and implementation of a wide series of strategies focused around the store's corecompetencies and the main features which differentiate Sweet Treats from its competitors.
From the Paper "Sweettreats desires to create their own brand and will therefore not buy a franchise from other players in the industry. But this implies more risks and generates additional expenses. For instance, they will have to built, rent or purchase a location for their store. Then, they will have to acquire the necessary machineries and technologies. In addition, their being a new firm might generate reduced interest and trust from the community and the targeted audience. In this order of ideas, the officials at Sweettreats should start by finding a location for their future coffee and bar. It would have to be located in a friendly and safe neighborhood and in a central area, with intense traffic and where it could easily be accessed."
Abstract This paper discusses operation management in the healthcare sector, spcifically focusing on management within an ophthalmology clinic. The paper discusses the corecompetencies that the clinic would require in order to offer it net comparative advantages over its competitors. The paper also discusses the role of technology within the clinic and how it affects an ophthalmology clinic.
Table of Contents:
Ophthalmology Clinic
From the Paper "All in all, the rapid dynamics characterizing the IT industry make it difficult for the ophthalmologic clinic to maintain its core competency. Then, this means that the success of the medical facility is directly influenced by certain phases in the industry and is as such extremely sensitive to modifications. Its ultimate success depends on the capabilities of the managerial team to successfully administrate the financial and non-financial resources, to analyze the features of the micro and macro environments, to seize the external opportunities and maximize the internal strengths, while also minimizing the negative impact of internal weaknesses and external threats."
Abstract The paper analyzes the Starbucks corporation as a whole, in terms of its history, goals, mission statement, corecompetencies and competitive advantages. The paper provides an analysis of Starbuck's external environment, including the company's collaborators, customers, competitors, the climate in which it operates (PEST analysis) and finally, a SWOT analysis. The paper then examines Starbuck's marketing program in terms of product, price, promotion and distribution strategies.
Outline:
Abstract
Company Description
Strategic Focus and Plan
Situation Analysis
SWOT Analysis
Marketing Program
Conclusions
From the Paper "Along the past recent decades, the global communities have suffered drastic changes that lead to numerous mutations. For instance, the manufacturing entities are no longer centered on the sole production operations, in the hope of selling to customers whatever they produce. Today, they first research the market to identify unsatisfied needs and then produce items to serve the identified needs. Also, in the field of technological appliances, those that simply do the work are no longer sufficient. Managers search for better alternatives, for those technologies which increase the operational and cost efficiencies. Then, the human resource is no longer the force operating the machines, but it has become the organizations' most valuable asset. But despite these mutations, the sole purpose of the business operations remains the desire to register significant profits. And in this desire, various strategic approaches are developed and implemented to sustain the company in delivering the right products to the audience, properly identifying the target market, training and retaining the staff members or achieving successful territorial expansion. A relevant example of an organization which has managed to successfully develop and implement strategies to ensure its positive outcome is Starbucks."
Abstract The paper explains Shell Nigeria's public relations crisis that was energized by the execution of Ken Saro-Wiwa, a human rights and environmental activist that claimed Shell was responsible for human suffering and defacing massive portions of the land. The paper provides an internal and external environmental analysis of the company and discusses how the disputes of the Ogoni people and the execution of Saro-Wiwa highlight the necessity of a concrete public relations strategy. The paper recommends that international companies develop a set of corecompetencies, use risk management strategies with proactive public relations and promote an understanding of cultural values.
Outline:
Executive Summary
Introduction
Analysis of Mission Statement
Internal Environmental Analysis
External Environmental Analysis
Global Codes of Conducts for MNCs
Nigerian Culture and Shell's Crisis
Public Relations Strategy
Recommendations
From the Paper "Public opinion often reigns supreme in dictating the day-to-day activities of any given marketplace. In the case of Shell Nigeria, a wholly owned subsidiary of the Royal Dutch/Shell Group, the execution of Ken Saro-Wiwa marked a negative phase for the company ending in crisis. With various world leaders and human rights officials protesting the execution, the perception of the population was that Shell Nigeria was somehow behind the rapid sentencing. This perception was due to the fact that Saro-Wiwa had been an environmental and human rights activist--opposed to various elements of the petroleum industry. With Shell Nigeria being the focal point of the backlash, there was only a downside to the 1995 turn of events. As bank loans were cancelled, and the public sought restitution for executing a respectable member of society, Shell Nigeria faced an upward battle in regaining support for its products and services."
Abstract This paper analyzes Wal-Mart's external and internal environments. The external environment analysis provides a reviews of Wal-Mart's competition, economic environment, regulatory environment, technological environment and social environment including the cultural and political factors. The internal analysis then follows and provides a look at the organization itself, its resources, objectives, financial situation and strategic positions using value chain and SWOT analysis.
Table of Contents
External Environmental Analysis
General Environmental Analysis
Demographic Segment
Economic Segment
Political/Legal Segment
Socio-Cultural Segment
Technological Segment
Global Segment
Summary of General Environment Analysis
Driving Forces
Industry Analysis
Description of the Industry
Industry Dominant Economic Factors
Market Size
Market Growth Rate
Industry Trends
Summary of Industry Analysis
Five Forces Competitive Analysis
Threat of New Entrants
Power of Buyers
Power of Suppliers
Threat of Substitutes
Intensity of Rivalry
Summary of Five Forces Competitive Analysis
Competitive Analysis
Industry Competitors
Rivals Anticipated Strategic Moves
Summary of Competitive Analysis
Key Success Factors
Internal Analysis
Organizational Analysis
Corporate Mission.
Products and Services
Leadership
Organizational Culture
Organizational Structure
Summary of Organizational Analysis
Analysis of Firm's Resources
Tangible Resources
Intangible Resources
Capabilities
CoreCompetencies and Sustainable Advantages
Summary of Firm's Resources
Analysis of Objectives
Short-Term Objectives
Long-Term Objectives
Financial Objectives
Summary of Analysis of Objectives
Financial Analysis
Valuation Analysis
Growth Analysis
Profitability Analysis
Financial Strength Analysis
Dividend Analysis
Management Efficiency Analysis
Summary of Financial Analysis
Conclusion
Strategic and SWOT Analysis
Corporate Level Strategy
International Level Strategy
Competition in the MARKETPLACE
Organizational Challenges
Strategic Technological Challenges
Business Level Strategy
Value Chain Analysis
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Summary of SWOT
From the Paper "All firms engaged in retailing operate in the so-called "retail life cycle". Under this cycle, all firms experience the innovation, take-off, maturity, and decline stages. WM, like other retailing stores, when it first opened in Arkansas, was on the stage of innovation. Now, with increasing sales, it is in the maturity stage. However, retail life cycle is not the sole description of this industry. This becomes evident in many retailing stores by using the marketing mix and marketing strategy as part of their decision models."
Tags: hypermarket swot, five forces, corecompetencies, pricing strategies
Abstract The paper explains that Ericsson and the Sony Corporation created Sony Ericsson in order to combine the electronics expertise of Sony with the telecommunications experience of Ericsson, which would accomplish both companies' objectives at the lowest possible cost. The paper then discusses, however, how the management of the joint venture attempted to add the corecompetencies together without embedding them in a common organizational culture. The paper reveals that as a result, the resulting innovations have not fully capitalized upon the pooled expertise of the partner companies, causing the joint venture to be unsuccessful.
From the Paper "Ericsson and the Sony Corporation created Sony Ericsson as a joint venture in 2001. They hoped to combine the electronics expertise of Sony with the telecommunications experience of Ericsson. The company started with 3,500 employees and was committed to becoming the number one producer of mobile multimedia products by 2006. When determining why these two parent companies decided to enter the mobile product market together through Sony Ericsson, one must first consider the advantages of joint ventures in the global market."
