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Strategic Issues of Nike, 2007.
This paper studies Nike as the current leader in the sport footwear industry.
833 words (approx. 3.3 pages), 3 sources, MLA, $ 29.95
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Abstract
In this article, the writer notes that in the past few years, competition among companies that manufacture and sell athletic apparel and athletic shoes has dramatically increased. The writer points out that, as a result, a company's competitive strategies have emerged as key factors in determining the long-term success or ultimate failure of such organizations. The writer explains that an analysis of Nike's strategic issues and recommendations provides a clearer picture of what types of competitive strategies are essential for any company to survive in today's highly-competitive economy. This paper critically examines the current competitive strategies of Nike and compares these actual competitive advantages to what is required for success. It concludes by analyzing the company's abundant environmental opportunities and significant internal strengths.
Outline:
Introduction
Competitive Strategies of Nike
Ideal Strategies vs Nike's Strategies
From the Paper
"Nike has been a long-time competitor in the athletic apparel and shoe industry, and faces competition from shoe manufacturers worldwide. Over the years, the demand for different athletic shoes based on age, maturity and cultural standards changed, and Nike has been able to adapt to fit the consumer demands. For example, in the U.S., Nike's Air Jordan basketball shoes were considered for their performance characteristics, their association with a popular U.S. sport, and the endorsement from the pre-eminent star of that sport. However, in Europe, although awareness of basketball exists, the identification and technical aspects of the shoe are lost. As a result, the Air Jordan shoe, as well as other shoes associated with or promoted by popular American athletes, became popular in Europe because overseas Europeans desire products with a Western culture association and like fashion with trend associations. Since other athletic shoe companies are designing performance athletic shoes with a fashion twist, Nike has to deal with these new competitors."
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Nike: Issues Regarding Multinational Operations., 2002.
This paper discusses Nike and issues regarding multinational operations.
1,150 words (approx. 4.6 pages), 5 sources, $ 44.95
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Abstract
Operating on very large scales on a multinational scale could lead to problems as well. The local competitors could be shut down, and hence a large number of jobs can be lost. Also, when the company shifts its productions abroad, the company would have to make a large number of workers redundant in its home country.
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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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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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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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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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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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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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Strategic Planning, 2007.
An examination of the strategic plan and how it benefits an organization.
2,567 words (approx. 10.3 pages), 6 sources, MLA, $ 77.95
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Abstract
This paper examines the need for strategic planning within a company and how a strategic plan can benefit a company. It explains how a strategic plan clarifies a company's short-term goals and the tactics that will be used to achieve them. The writer further explains how a mission statement is an integral part of any strategic plan, as it is a concrete description of what the company is trying to do within its marketplace. The writer also discusses a company's primary strategic planning tool - the SWOT analysis, and explains that by going through a SWOT analysis the company may identify possible strengths and weaknesses. The writer concludes that managers play the most vital role in implementing a successful strategic plan by constantly evaluating the company's attitude towards its customers
From the Paper
"A business without a plan has no future, and so all the other functions will be redundant. A strategic plan is necessary for a company to succeed because, without it, the business is likely to meander from decision to decision without any sense of priorities or goals as to where it is going. An analogy would be that a company without a strategic plan is without an explorer without a map: the explorer may get somewhere interesting, but it will be an accident. With a map the likelihood of finding his way, and perhaps of discovering new places of interest increases. Similarly, a company without a strategic plan may become accidentally successful, but it much more likely to achieve success, and to maintain its profitability, if it has a plan in place. A company with a strategic plan will know how it has got to current success and thus may be able to continue on this path in the future."
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B2B Strategic Alliances, 2006.
An overview of B2B strategic alliances with a focus on international transport companies.
3,067 words (approx. 12.3 pages), 18 sources, MLA, $ 89.95
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Abstract
This paper examines how strategic alliances in a global marketplace arguably entail the need for greater attention and how, in addition to the difficult task of managing the relationships, there are not only corporate cultures to negotiate, but national ones as well that have an effect on the workings of a B2B strategic alliance. It looks at how the oldest players in the arena of B2B strategic alliances are the international transport companies and how, even before globalization became a catch-phrase, these companies were dealing in essential and strategic ways with their counterparts on other continents. The paper discusses transport companies' experiences with B2B strategic alliances.
Outline:
Executive Summary
Introduction
Problems in Strategic B2B International Transport Alliances
Complex Relationships in International Transport
Literature Review
How International Transport Works
Conclusion
From the Paper
"Dussauge and Garrett found that, in studying international strategic alliances, various organizational structures and various levels of economic performance of the partners contributed to the longevity and success of the alliance. They also noted that the technical quality of the alliance was not affected by whether the alliance was unstructured or semi-structured; those factors influenced the sales and marketing functions more than they influenced the technical aspects of the alliance. Nonetheless, these authors did conclude that what produces enhanced economic performance is the achievement, before entering into the alliance, of a satisfactory level of technical quality. They found it was also essential to choose the proper partner in the alliance."
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The Value of Strategic Planning, 2006.
An in-depth look at the value of strategic planning citing Wal-Mart as a good example.
1,930 words (approx. 7.7 pages), 8 sources, MLA, $ 61.95
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Abstract
In this paper the author looks at the undisputed fact that strategic planning is very important for the success of a company. He uses Wal-Mart as a prime example of a company that implements strategic planning constantly and is successful. In his example, the author also looks at all of the elements that are involved in strategic planning and what necessary stages are needed. The author applies the five competitive forces that Wal-Mart has to battle against and analyzes each one. Finally the author concludes that in order for a strategic plan to be implemented successfully it must involve the whole organization from top to bottom.
The Value of Strategic Planning: Wal-Mart
An Overview : Wal-Mart Stores, Inc
From the Paper
"Strategic planning is the process that an organization uses to assess its current position in the industry, develop its vision for the future, and to design the steps necessary to achieve that vision. In order for a company to develop its strategic plan, they must accomplish a series of steps, including gathering and analyzing information about the company and its environment, identifying critical issues facing the organization or the industry in general, developing a strategic vision, reviewing and revising the mission as the vision is clarified, and finally, the developing strategic goals and strategies."
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