| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "STRATEGIC ADVANTAGE": |
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IT for Strategic Advantage, 2007.
A discussion of an IT program in the form of a customer relationship management (CRM) solution in a corporate environment.
1,489 words (approx. 6.0 pages), 10 sources, APA, $ 49.95
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Abstract
This paper examines an information technology process in the form of a customer relationship management (CRM) solution within the enterprise setting. It explains that deploying such an IT centric CRM solution provides a firm, that successfully deploys this strategy, a competitive advantage over its competitors in the marketplace. The paper also notes that the CRM solution is most often found to be contained within an enterprise resource planning (ERP) solution which relies on a centralized database, an integrated network, and transparency across the system in terms of data and information. In conclusion, the paper shows that CRM, if implemented and managed properly can provide an organization with competitive advantage through increased customer satisfaction metrics as well as increased revenues due to more effective use of customer data that is already collected.
Outline:
Abstract
Overview
Solution Characteristics
Industry Application
System Requirements
Costs
Personnel & Training Requirements
Conclusion
From the Paper
"Customer relationship management (CRM) is more than just saying hello to customers at the door or on a corporate website.
Some researchers define CRM as: "a business strategy to select and manage customers to optimize long-term value. CRM requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes" (Turban, 2006, p.550). This definition captures the holistic approach to CRM that other methods and applications in the past have failed; that is, while many applications have excelled at capturing customer information, for example, these never have enhanced customer experience in a meaningful way where IT enabled CRM solutions have."
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First-Mover Advantage in the On-Line Industry, 2004.
An exploration of the myth of first-moving companies and the accompanying strategic implications.
2,787 words (approx. 11.1 pages), 24 sources, MLA, $ 83.95
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Abstract
This paper examines how first-mover advantage is often an insurmountable gain by the first significant company to enter a new market and how there are numerous strategic implications of being a first-mover within the on-line industry. It looks at how, while there has been much discussion over first-mover benefits within such a dynamic industry, there has also been a great deal of criticism concerning the validity of this claim. Industry experts argue that there is no first-mover advantage. It explores the advantages of being a first-mover contrasted with a follower, the conditions that must be present for a first-mover to prevail and the ?myth? of the first-mover concept. Case studies of both first-mover successes and failures pertaining to the online industry are also examined.
Outline
1.0 Introduction
2.0 The History of First-Mover Advantage
3.0 First-Mover Advantages and Disadvantages
3.1 First-Mover Advantages
3.2 First-Mover Disadvantages
4.0 Conditions Affecting First-Mover Success
5.0 The Myth of the First-Mover Advantage
5.1 Measuring First-Mover Advantage
5.2 Research Supporting First-Mover Advantage
5.3 Research Challenging First-Mover Advantage
6.0 Strategic Implications
7.0 Case Studies
7.1 First-Mover Successes
7.2 First-Mover Failures
7.3 Case Study Key Learnings
8.0 Conclusion
Appendix A: Advantages of First-Movers
Appendix B: Previous Research Findings
Endnotes
From the Paper
"The concept of a first-mover-advantage is by no means a new phenomenon, but during the Internet boom, the term became highly fashionable and was touted as instrumental to an entrant?s success. The belief was that the first company to stake out a business category would inevitably dominate the market. This principle was reinforced by the fact that there were successful first-movers who immediately became industry legends. Journalists and market researchers used the concept to explain the rise of such upstarts as Amazon - the first large online bookstore, eBay - the first online auction service, and Yahoo - the first Web directory. Consultants around the world strongly urged their clients to enter new areas of business, particularly in the online industry, in which first-mover advantage soon became a religion."
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Strategic Bankruptcy, 2002.
A review of Kevin J. Delaney?s book "Strategic Bankruptcy: How Corporations and Creditors Use Chapter 11 to their Advantage".
1,440 words (approx. 5.8 pages), 2 sources, MLA, $ 47.95
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Abstract
This paper analyzes the above book on the sociological ramifications of Chapter 11 bankruptcy and how bankruptcy has become a legitimate business tool that is often used by corporations. It discusses how the book reveals a great deal about the connections between law, economics and sociology and how since corporations have begun to use Chapter 11 filing as a legitimate business strategy, bankruptcy has become an increasingly common means to address social issues like victim compensation and labor issues. It shows how the legal system, in addressing an economic issue, ultimately plays an important role in the social fabric of American society.
From the Paper
"Delaney?s discussions also reveal a great deal about the connection between law, economics, and sociology. He notes that bankruptcy court is rapidly becoming a way for companies to address a wide variety of social concerns, rather than as a way to address economic problems. As such, it appears that our society is now endorsing, or at the very least allowing, financial and legal solutions for a variety of troubling social problems that commonly arise within the corporate sphere."
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Strategic Planning, 2002.
A definition and explanation of strategic planning and its application for businesses and governments.
4,803 words (approx. 19.2 pages), 20 sources, MLA, $ 122.95
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Abstract
This paper defines strategic planning and the basic premises of the concept of planning. The paper presents a review of the literature in the area, in order to study the effect of strategic planning in organizations. The study poses certain questions in the area of effectiveness of strategic planning that need to be addressed by future researchers in the field.
Contents:
Table of Contents
Summary
Thesis
Introduction
Strategic and Tactical Planning- Definition
Strategic Planning ? Through the Years
The Eight Maxims of Strategy
Benefits and Costs Associated with Strategic Planning
The Need for Strategic Planning
Successful Implementation of Strategies
The Effects of Strategic Planning - Literature Review
Strategic and Tactical Planning ? A Case Study of the Early 1990s
Strategic Planning ? The Present Scenario
The Conclusions, Recommendations and Areas of Future Research
References
From the Paper
Though the concept of planning is generally known to all and sundry, it assumes confusing connotations in business parlance depending on the prefixes added to it such as long range planning, annual planning and strategic planning. Long range planning is usually associated with forecasting, annual planning with budgeting and strategic planning with the growth strategy of the organization. The term ?Corporate Planning? offers yet another implication, however, it is usually an overall organizational plan including all the other plans and is mainly guided by strategic planning and strategic management principles.
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The Strategic Marketing Position of Sainsbury?s Supermarkets, 2004.
This paper is a class report that answers questions about the strategic marketing position of Sainsbury's supermarkets.
5,260 words (approx. 21.0 pages), 11 sources, APA, $ 130.95
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Abstract
This paper analyzes the strategic marketing position of Sainsbury?s supermarkets, established in 1869, which form part of J. Sainsbury, a leading UK and U.S. food retailer with interests in financial services and property. The author reports that Sainsbury?s supermarkets? mission is to be the consumer?s first choice for food, delivering products of outstanding quality and great service at a competitive cost through working ?faster, simpler and together?. The paper reports that the continual success of the Sainsbury?s business depends upon consistently increasing their competitive advantage and expanding the use of new, electronic, means of communication.
Table of Contents
The Question
Executive Summary
Introduction
What are the Main Strategic Marketing Issues Facing the Sainsbury?s Supermarkets?
Company Mission and Strategic Intent
Strengths
Weaknesses
Opportunities
Threats
Competences and Skills
Customer Analysis
Competitors Analysis
How Does the Sainsbury?s Market Position Help It Position Itself for Competitive Advantage?
Perceptual Map for the UK Grocery Retailers
How Do the Resources and Capabilities of the strategies It?
To What Extent Does Sainsbury?s Organizational Strategies Allow It to Compete or Operate Successfully in its Sector?
Threat of New Entry
The Bargaining Power of Buyers
The Bargaining Power of Suppliers
Threat of Substitutes
Competitive Rivalry
Is Sainsbury Well Equipped to Meet The Challenge Presented by the Strategic Issues Facing It?
Which Market Entry Alternatives Are Available to Sainsbury and How It Decides The Most Appropriate One?
Direct Inward Investment
Co-operation Strategies
How Cultural Differences Impact on the Adaptation/Standardization of the Market Mix?
Conclusion
From the Paper
"Rivalry within the industry is high, for several main factors. The market for Groceries in the UK is a mature industry, with growth rates below that of GDP and spending. This lack of growth is promoting competition, as the businesses within the industry strive to retain their own customers, and to increase sales by poaching those of their competitors. The industry is also characterized by high level of fixed costs associated with an industry that has to spend very large sums on premises and significant sums on supply chain technology, such as EPOST and networked JIT (Just in Time) supply solutions."
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Strategic Management, 2002.
Outlines the main lessons learned from a strategic management course and an overview of other issues pertaining to strategic partnerships.
4,854 words (approx. 19.4 pages), 12 sources, APA, $ 123.95
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Abstract
This research paper is divided into two parts. The first part outlines the major lessons learned from a graduate strategic management course. This includes the entire strategic planning process involving the hierarchical levels of strategy PEST analysis, strategic development and implementation, organizational structure, and leadership. The remaining part of the paper discusses advantages and disadvantages of strategic partnerships, ethical considerations in implementing strategy, and the contribution of SWOT analysis in strategic planning and other issues.
From the Paper
"Thus from the discussion above, it is evident that it is not sufficient for the companies to survive the tough competition by identifying and reviewing their internal issues including strengths as well as weaknesses and their external issues including opportunities and threats (Ferrell et al., Marketing Strategy, 1998). For the adequate, fruitful and productive application of the SWOT analysis in the strategic planning process, it is highly significant for the companies to realize the need to diminish weaknesses as well as the possible threats that include expected and the unexpected hazards (Ferrell et al., Marketing Strategy, 1998). In addition to the above, weaknesses must be considered as possible converters for strengths."
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Strategic Plan for Harley-Davidson, Inc., 2005.
A five-year strategic plan for Harley-Davidson, Inc., new vision and mission statements, strategic planning tools including matrices and their interpretation.
15,000 words (approx. 60.0 pages), 35 sources, APA, $ 249.95
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Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.
Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References
From the Paper
"H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."
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Strategic Planning, 2005.
An in-depth look at strategic planning in the organizational environment.
7,788 words (approx. 31.2 pages), 25 sources, APA, $ 169.95
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Abstract
Strategic planning is important in the organizational environment, so it is equally important to understand the nuances of, and differences between, different models of strategic planning. It is also important to distance strategic planning from other associated issues such as strategic decision-making in terms of providing a definition and analyzing current issues. Some of the theoretical framework for this paper, which examines strategic planning in the organizational environment, comes from previous theories as well as present voices, including Maslow?s 'Hierarchy of Human Needs' and Porter?s 'Five Force Analysis'. This paper primarily serves to illustrate strategic planning from an introductory standpoint and moves on to discuss the meaning of strategic planning (illustrated through example and through the theoretical connections mentioned above), the models of strategic planning that are most often used (qualitative and quantitative models included in the analysis), and, finally, the lessons that can be learned from the application of these concepts of strategic planning.
From the Paper
"In formulating a strategic plan, it is also important for the organisation to consider ?speed and agility in responding to new market trends and changing competitive conditions; know-how in creating and operating a system for filling customer orders accurately and swiftly; and expertise in integrating multiple technologies to create families of new products.?(Thompson and Strickland, 1997, p. 128). Coming from this
initial perspective of core competency, one can also assess the strategy of possessing first mover advantage. ?While a core competence is something a company does well internally, what makes it a core competence, as opposed to just a competence, is that it is central to a company?s competitiveness and profitability rather than peripheral?
(Thompson and Strickland, 1997, p. 128). First mover advantage is also about centralizing competitiveness and adopting a strategic plan that is based on a real-world competitive environment."
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Strategic Planning, 2004.
The following proposal identifies the key characteristics of strategic planning and implementation in business organizations, regardless of their designation as a for-profit or not-for-profit entity.
1,671 words (approx. 6.7 pages), 7 sources, MLA, $ 54.95
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Abstract
The following research proposal seeks to fulfill the following primary objectives: A discussion of quality in relation to strategic management; the significance of effective strategic planning processes; the difference between strategic thinking and strategic planning; strategic positioning in not-for-profit organizations; strategic development in entrepreneurial-minded firms; and the effective utilization of strategic tools in organizations of all sizes. Each of these concepts is discussed in the literature review and serves as background information for the proposed research study and methodology in question.
From the Paper
"An article by Beecroft (1999) entitled ?The role of quality in strategic management? discusses the significance of quality considerations in the development of effective organizational strategies. Of primary concern is the relationship between quality, short and long-term objectives, and bottom line profits. According to the author, ?Conformance to design and customer requirements translates to quality, therefore higher conformance is higher quality. Higher quality results in lower costs and increases competitiveness, leading to an increase in sales and market share, more jobs and improved profitability? (p. 499). In relation to strategic planning and implementation, the consideration of quality as an overall dynamic for future success must be included in any given strategic initiative. Quality must always be considered in relation to productivity and profitability to promote a successful venture. The author also indicates that ?quality strategy should include a quality mission, vision and/or policy documents?the quality strategy is a vital element to building the quality process and expectations of the organization? (p. 500). Regardless of the direction that is chosen for strategic implementation, matters of quality must be taken into account to initiate widespread change and acceptance."
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The Baldridge Criteria for Strategic Planning, 2007.
The paper examines how the Australian National University and the University of Colorado at Boulder's strategic IT plans measure against the Baldrige criteria for assessing strategic planning.
1,064 words (approx. 4.3 pages), 3 sources, MLA, $ 37.95
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Abstract
The paper discusses the strategic IT plans of the Australian National University and the University of Colorado at Boulder. The paper examines the Baldbridge criteria for performance excellence and whether these universities will attain this level of quality. The paper concludes that despite impressive strategic IT plans, each university has much work to do in order to to reach and stay at the level of quality performance as defined by the Baldrige standard.
Outline:
Executive Summary
Baldbridge Criteria for Performance Excellence
The Essence of any Strategic Plan: Goal Alignment and Agility
Goal-based diagnosis
Making Change Last
Summary
From the Paper
"In comparing the strategic IT plans of the Australian National University and the University of Colorado at Boulder, similarities and differences become quickly evident. When the Criteria for Performance Excellence (2007) are taken into account in conjunction with comparing each strategic plan, the variation in depth of commitment to customers (end users of the systems) needs both today and into the future, and the role of Web Services and XML to streamline availability of data to the many applications that students rely on was much more evident on the University of Colorado at Boulder plan. Further, the assumptions of how educational technology, web-based student services, the role of the middleware layer in ensuring enterprise application integration (EAI) between systems, and the role of systems and IT governance were also more prevalent in the University of Colorado at Boulder plan. The Australian plan however did focus on how to streamline help desk and support processes to better serve users who were in need of assistance."
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Nike Strategic Analysis, 2007.
A strategic analysis for Nike, based on the Ansoff Matrix and the Boston Consulting Groups' Growth/Share matrix strategic market planning frameworks.
3,178 words (approx. 12.7 pages), 21 sources, APA, $ 92.95
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Abstract
This paper discusses Nike's increasing reliance on branding, marketing, in-channel synchronization, execution and stabilizing of their supply chains. It analyze the implications for Nike's strategy based on the use of two strategic planning concepts - the Ansoff Matrix and the Boston Consulting Groups' Growth/Share matrix strategic market planning frameworks.
Table of Contents:
Executive Summary
Ansoff Matrix as a Strategic Planning Tool
Analyzing Nike Makes Ansoff Matrix Limitations Clear
Applying the BCG Growth/Share Matrix to Nike
Nike's BCG Matrix
From the Paper
"Market penetration strategy - The strategies in this quadrant collectively define series market strategies based on the company's existing products where no product modifications are made. In the case of Nike, this quadrant represents their heavy investments in branding to maintain a high level of unaided awareness and product loyalty in their existing customer base, the continual fine-tuning of their supply chain which has in the past impacted their ability to fulfill customer demand globally, and the continued retail-driven sales strategy which includes financial and product incentives to maintain shelf-space in all major retailers. A market penetration strategy specifically focuses on retaining existing customers and making them more brand-loyal."
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Corporate Strategic Planning, 2002.
A discussion of the concepts of corporate strategic planning including identification of the essential ingredients and a critical evaluation of the theory.
3,412 words (approx. 13.6 pages), 24 sources, MLA, $ 96.95
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Abstract
This paper examines corporate strategic planning, the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. It looks at the cycle of the process which generally begins after adoption of a strategy and describes five generally recognized elements of the strategic cycle. Through an extensive literature review, it examines it implementation and it effectiveness.
Outline
Introduction
The Strategic Planning Concept and Process
The Links Between Strategic Planning and Performance
Goal-Oriented Strategic Planning and Performance
Management-Strategy Compatibility
Human Resource Incorporation into Strategic Planning
Incorporating the Organizational Budgeting Process into Strategic Planning
Incorporating Information Management into Strategic Planning
Summary
From the Paper
"Within a framework where objectives and goals formulation precede the strategic planning process, the process itself must develop specific items. These items are (1) a statement of the firm?s position?both the present and future positions, (2) an assessment of the firm?s external environment?both for the present and the future, (3) an analysis of the impact of external environmental factors on the firm, (4) an identification and an evaluation of the opportunities available to the firm, (5) a program of action to exploit selected opportunities, and (6) an organizational plan designed to support implementation of the action plan (Key, 1993)."
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Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
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China's Strategic Intentions, 2008.
This paper provides an assessment of China's likely future strategic intentions.
1,200 words (approx. 4.8 pages), 3 sources, MLA, $ 41.95
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Abstract
In this article, the writer notes that assessing the nature of China's future strategic intelligence intentions in the 21st century requires examining China's strategic objectives, for doing so will reveal the intelligence activities that must be engaged in if China is to achieve these strategic objectives. The writer maintains that it is evident that one of China's primary strategic objectives is to become an economic superpower. Furthermore, the writer maintains that it is also evident that in order to achieve this, engaging in economic espionage against the United States is necessary because this will confer economic advantages upon China while enabling Beijing to undermine and weaken the U.S. economy.
From the Paper
"It is evident that one of China's strategic objectives is to become an economic superpower, for this would not only expand Chinese influence throughout the world, it would enable China to become a military superpower equivalent to or even greater than the United States. In order to achieve this strategic objective, China is likely to expand its economic espionage capabilities.
"This would confer significant advantages upon China and enable Beijing to expand its economy while undermining the economy of the United States. Economic espionage is beneficial for China because it furthers China's strategic objectives by enabling Beijing to measure long-term success by enhanced market share for its products, and consequently achieve a favorable balance of trade."
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