| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "STRATEGIC PLANNING SPORT": |
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Strategic Planning in Sport, 2002.
A study of the management planning needed in two organizations: The Canadian Olympic Association and the Toronto Blue Jays.
1,900 words (approx. 7.6 pages), 6 sources, $ 71.95
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Abstract
This is a business management paper that analyzes the management techniques required to successfully implement marketing changes in two Canadian sports organizations: The Canadian Olympic Organization and the Toronto Blue Jays professional baseball franchise. This essay discusses "strategic planning" in contexts of both profit-based sports organizations, and non-profit sports organizations, and discusses the basic issues that influence strategic planning in these two contexts.
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Small Business Plan: Sports Autograph and Card Shop, 2005.
Offers a brief business plan for a small sports autograph and card shop.
900 words (approx. 3.6 pages), 0 sources, MLA, $ 31.95
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Abstract
This paper offers a brief business plan for a small sports autograph and card shop, including an a website for selling the same merchandise and providing information about the sports collectibles market.
From the Paper
"This business will operate a retail store selling sports autographs memorabilia and trading cards. In addition the company will have an online Web site for selling the same merchandise and for providing information about the sports collectibles market..."
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The Sociology of Sport: The Ideals of Sports as a Reflection of Society, 2002.
A paper which looks at what sports represents and what it communicates to society.
2,917 words (approx. 11.7 pages), 0 sources, APA, $ 86.95
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Abstract
Sports has become a central part of society, introduced to children at a young age and often continuing to be part of a person?s life throughout their lifetime. Sports impacts on people in a number of ways. The paper shows that in childhood, the focus of sports is often on participating, working with other people and aspiring to be the best one can be. Successful sports people also become heroes for children, something that continues into adulthood. The paper shows that as individuals grow older their focus may change from playing sports to watching sports. At the same time, sports people continue to be respected and viewed as heroes, the fact that successful sports people get paid millions in sponsorship money is evidence that they must have a major impact on consumers. Overall, this paper looks at what sports represents and the values it communicates to people.
From the Paper
"Sport is also closely related to a person?s life in society in a general way. In sport, people compete against each other to win. In a person?s working life the same thing occurs. A person works against others in the workplace to earn individual rewards and promotions. A person also works as part of the company team, to grow the company. The same occurs in schools where students works in competition with each other to receive awards. Students then work to get into college, with the best students winning the college place. This illustrates one of the main aspects central to sports, the competition factor inherent to sport. This also shows how this competition factor inherent in sports is also one inherent in life. This is another major reason why sport reflects society."
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Sports Science and Sports Medicine, 2004.
An overview of sports/exercise science and medicine, two fields that have only recently begun consolidating into distinct professions.
2,272 words (approx. 9.1 pages), 6 sources, APA, $ 70.95
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Abstract
Sports has become a multi-billion-dollar business, and the ever-increasing competitiveness and challenges, both mental and physical, faced by the modern sportsperson has increased the need for a medical and scientific support system for athletes. This paper discusses two fields that have developed from this need: sports science and sports medicine. The paper shows that they are interrelated, the former being more of an investigative and experimental area, while the latter deals with the implementation of the knowledge and techniques developed by sports science.
From the Paper
"High quality sports performance depends largely on an individual?s movement pattern and is usually referred to as technique. Good technique not only produces an effective performance but also reduces the risk of injury. The effect of physical forces on the movement and on the size, shape and structure of the body is scientifically studied by biomechanists today in an attempt to help optimize athletic technique. (Stein, 2003) Through qualitative analysis via direct observation on film or video tape, a biomechanist will study an athlete?s performance with a view to diagnosing any problems which might be limiting sporting potential. In close consultation with the athlete?s coach, training patterns may be altered to incorporate elements which may help to rectify the problem."
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A Sports Change Management Plan, 2007.
This paper develops a strategy to implement change in sports management with emergency planning, national responses and national incident management.
1,457 words (approx. 5.8 pages), 8 sources, MLA, $ 48.95
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Abstract
The paper explains that in today's world that is inclusive of terrorism, disease, violence and accidental occurrence that impacts both individual lives and organizations, a management plan must be carefully and strategically designed. In this change management initiative for the sector of college sports, previous findings in management literature are examined and then consideration is given for what changes might optimally occur in sports management at this precise time. A scenario is also presented in this research.
Outline:
Objective
Introduction
Scenario
Review of Previous Study Findings
Jim Collins-Good To Great Companies
Change Management in Sports-Strategic Plan Development
From the Paper
"The newly appointed Emergency Manager must lead their subordinates, the Legislature and the Governor in a clearly defined direction in the development of a strategy for implementation of change that has been identified in previous assignments. It is critical that the Emergency Manager understand the functionality and limitations of Emergency planning, National Response planning and Incident Management System planning. The operational plan will be developed in full from identification of the weaknesses or threats that exist in implementing this plan. The plan will have to be initiated through difficult choices such as outsourcing and reduction in personnel. This plan will change the way business is conducted in demonstrating how the obstacles of execution might be overcome."
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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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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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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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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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