Appex Corporation. CIS Case 2. Spencer Kerber 9/13/2015

Size: px
Start display at page:

Download "Appex Corporation. CIS Case 2. Spencer Kerber 9/13/2015"

Transcription

1 Appex Corporation CIS Case 2 Spencer Kerber 9/13/2015

2 Contents 1. Executive Summary... 2 Threat of new entries: Low... 2 Threat of substitutes: High... 2 Supplier power: Low... 2 Buyer power: High... 3 Degree of rivalry: High The Problem.3 3. The Mission The Generic Strategy Critical Stakeholders... 3 A. Appex Employees 3 B. Appex Shareholders..4 C. Customers.4 6. Available Options... 4 A. Divisional Structure 4 B. Adaptive Structure.4 C. Matrix Structure Recommended Option Works Cited.. 5 1

3 1. Executive Summary Apex Corporation provided management information systems and inter-carrier network services to cellular telephone companies. The company was founded in 1986 from the merger of Appex Inc. and Lynayarch Communications Consultants (LCC). Prior to the merger Appex focused on the management of information systems for the cellular industry and credit scoring systems for financial service companies. LCC had specialized in design and engineering of cellar radio networks for large cellular companies. In 1990, Business Week rated Appex the fastest growing high technology company in the United States. Due to its high growth rate, the company added about 10 new people every month. In 1998, Appex investors recruited a BCG consultant Shikhar Ghosh to improve the organizational structure of the company. During his time as COO, Ghosh tested numerous different organizational structures including circular, functional, and product team designs. The key problem facing Ghosh upon arriving at Appex is the chaotic condition of the company s current organizational structure. Appex started out with a tight knit group of employees that could easily adjust to changes and solve problems rapidly. As Appex grew and new employees were hired, the former business structure began to fail. New employees did not have clear cut job responsibilities and the overall company had no formal communication structure. By 1991 Appex was a larger company which had adopted a divisional organizational structure with each different division responsible for their part of the business. The divisions included Intercarrier settle services (ICS), Information Systems(IS), and two more divisions in charge of operations and human resources, respectively. An analysis with Porter s five forces reveals the following: Threat of new entries: Low The cellular industry is very expensive and difficult for new entries to get into. The majority of corporations in the industry are very large. Threat of substitutes: High The services that Appex provides are not unique to Appex. Any telecom company with the same level of infrastructure could provide equal service. Supplier power: Low Appex does not require raw materials or a large amount of new equipment to conduct business. For this reason suppliers have very little power over Appex. 2

4 Buyer power: High Appex s customers have a great deal of power over Appex as there is a limited amount of them and they are all high volume buyers. Degree of rivalry: High As a smaller organization Appex was able to quickly outmaneuver the larger competitors, as shown with the ACT system. However, as Appex grows it will be less able to make quick decisions that put it ahead of its competition. 2. The Problem The problem faced by Appex Corporation is as follows; what organizational structure should Appex adopt that would best fit their business needs. From the start of Ghosh s time at Appex his goal was to design and incorporate an organizational structure that would combat Appex s historical lack of structure in the workplace. 3. The Mission Appex s mission was to provide management information systems and inter-carrier network services to cellular telephone companies. 4. Generic Strategy The generic strategy that Appex followed was cost leadership. Appex produced a good that was indistinguishable from competing goods from other companies. 5. Critical Stakeholders A. Appex Corporation (Employees) Appex employees have a large stake in the success of Appex Corporation. These employees include both salary and non-salary employees. 3

5 B. Appex Corporation Shareholders Appex corporation shareholders hold a large stake in the success of Appex. They are dependent on Appex s financial success. C. Customers The customers of Appex also have a share in the success of Appex Corporation. Appex s customers include large cellular companies such as BellSouth and Southwestern Bell. Though they have a small number of customers, Appex s customer contracts were often multiyear agreements that ranged from $100,000 to over $2 million. 6. Available Options A. Divisional Structure The divisional structure presented numerous advantages to Appex. It created a system of improved accountability by forming to a simpler vertical organizational structure. It also led to improved budgeting and planning. While at first the budgeting was seen as a problem with employees fighting over funding, Ghosh eventually settled on a system that required divisions request funding on a project to project basis. This helped coordinate planning a project with funding it. A large improvement that the divisional structure provided was extensive communication improvements. Unlike other structures where employees did not know who their superior was, the divisional structure created 4 different vertical organizational structures that allowed for easy communication among upper management and inter-division employees. Though the divisional structure allowed for great interdivisionary communication, it fell short when communication between different divisions was required. B. Adaptive Structure 4

6 One option that Appex has available is to continue Ghosh s strategy of evolving the organizational structure overtime. By changing the structure of Appex every six months or so, it allows them to adjust to the new demands of the market, which being the evergrowing cellular technology market, would be advantageous. C. Matrix Structure The matrix organizational structure was not tested by Appex. It is similar to the divisional structure in that it can benefit from the functional divisions. In a matrix structure employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. One of the disadvantages of the matrix structure is the division of power among managers. Ghosh has shown strengths in dividing power and removing the ego from managers in the past and I believe will be capable to deal with the balance of power that the matrix structure creates. 7. Recommended Option I recommend that Appex permanently use the divisional organizational structure. This model is most similar to the standard vertical business model which has proven itself to be effective. This model combines the benefits of different organizational structures by creating small organizational divisions which create a balance between the desired control of upper management and the desire for more organizational freedom from lower level management. 8. Works Cited Barker, Management of Information Systems, case2-1: Appex Corporation Morgan, Gareth Images of Organizations. SAGE publications, CA,

APPEX CORPORATION Case 2 CIS 410. By: Bradley Erickson

APPEX CORPORATION Case 2 CIS 410. By: Bradley Erickson APPEX CORPORATION Case 2 CIS 410 By: Bradley Erickson Mission Statement To provide Management information systems and inter-carrier network services to cellular telephone companies as well as credit scoring

More information

Stakeholders. Shikhar Ghosh Appex Corporation (employees of) Shareholders/Board of Directors Customers (BellSouth etc.)

Stakeholders. Shikhar Ghosh Appex Corporation (employees of) Shareholders/Board of Directors Customers (BellSouth etc.) Summary Appex corporation has spent the last 3 years developing and trying out new organizational structures as it changes from a small organization of only 25 employees to a large one which grows an estimated

More information

Connor Metals. CIS Case 5. Spencer Kerber 11/5/2015

Connor Metals. CIS Case 5. Spencer Kerber 11/5/2015 Connor Metals CIS 410-01 Case 5 Spencer Kerber 11/5/2015 Contents 1. Background... 2 2. The Problem... 2 3. The Mission... 2 4. Generic Strategy... 3 Threat of new entries: High... 3 Threat of substitutes:

More information

CASE 2: Appex Case. James Ryg CIS

CASE 2: Appex Case. James Ryg CIS CASE 2: Appex Case James Ryg CIS 410-01 Due September 13 th, 2016 Case Overview Problem: Appex Corporation, at least in the late eighties and early nineties. At the beginning of the case, Appex was growing

More information

Case 2: Appex Corporation

Case 2: Appex Corporation Case 2: Appex Corporation Benjamin Spalding 2-6-2017 1 Case 2: Appex Corporation Ben Spalding Identify the Problem Appex Corporation is having two problems: the first is that their CEO, Shikhar Ghosh has

More information

Lesson 7. Managing Strategy

Lesson 7. Managing Strategy Lesson 7 Managing Strategy Learning Objectives 1. Define strategic management and explain why it s important. 2. Explain what managers do during the six steps of the strategic management process. 3. Describe

More information

Connor Metals Case 6-3 CIS By: Bradley Erickson

Connor Metals Case 6-3 CIS By: Bradley Erickson Connor Metals Case 6-3 CIS 410-01 By: Bradley Erickson Mission Statement To provide custom-developed metal stampings and wire forms that will be 100 percent reliable is a cost efficient manner. Introduction

More information

Composed & Solved Dua Waqar Vu Askari Team MGT603 Online Quiz#3 Lecture# 1 to 37 Six Quizzes Solved..

Composed & Solved Dua Waqar Vu Askari Team  MGT603 Online Quiz#3 Lecture# 1 to 37 Six Quizzes Solved.. Composed & Solved MGT603 Online Quiz#3 Lecture# 1 to 37 Six Quizzes Solved.. By Question # 1 of 15 (Start time: 08:34:41 PM) Total Marks: 1 Firms in quadrant-iv of grand strategy matrix have which of the

More information

Case 5: The Incident at Waco Manufacturing

Case 5: The Incident at Waco Manufacturing Case 5: The Incident at Waco Manufacturing Christopher Jones CIS 410-02 3/2/2017 Waco Manufacturing s Mission: Provide high quality custom-machined parts to the automotive industry. Background of Waco

More information

Contents. Chapter 1 Strategic Marketing Management An Introduction Chapter 2 Marketing Strategy and Planning 26-52

Contents. Chapter 1 Strategic Marketing Management An Introduction Chapter 2 Marketing Strategy and Planning 26-52 Contents Part I- Introduction to Strategic Marketing Chapter 1 Strategic Marketing Management An Introduction 3-25 Chapter 2 Marketing Strategy and Planning 26-52 Chapter 3 Business Strategy and Competitive

More information

Question No: 29 ( Marks: 3 ) What activities are performed in strategy evaluation stage under controlling function of management?

Question No: 29 ( Marks: 3 ) What activities are performed in strategy evaluation stage under controlling function of management? Question No: 29 ( Marks: 3 ) Planning function is mostly carried out by managers in strategy formulation stage. What activities are performed under this function? Strategic formulation means a strategy

More information

Webvan. CIS Case 6. Spencer Kerber 11/19/2015

Webvan. CIS Case 6. Spencer Kerber 11/19/2015 Webvan CIS 410-01 Case 6 Spencer Kerber 11/19/2015 Contents 1. Background... 2 2. The Problem... 2 3. The Mission... 2 4. Generic Strategy... 2 5. Internet Enabled Business Model... 3 Profit Site... 3

More information

Strategic Management

Strategic Management CHAPTER NINE Strategic Management DETAILED LECTURE OUTLINE I. Importance of strategic management A. Strategic management consists of the analysis and decisions necessary to formulate and implement strategy

More information

Content Specification Outline

Content Specification Outline Content Specification Outline Copyright 2017 Institute of Certified Management Accountants Updated 8/25/17 Institute of Certified Management Accountants Content Specification Outline Certified in Strategy

More information

Dragon Gate Investment Partners LLC. Fifth Ave. #3010 New York, NY USA T: +1 (212) F: +1 (212) E:

Dragon Gate Investment Partners LLC. Fifth Ave. #3010 New York, NY USA T: +1 (212) F: +1 (212) E: a BREIFING PAPER aaa Dragon Gate Investment Partners LLC Fifth Ave. #3010 New York, NY 10176 USA T: +1 (212) 499-6809 F: +1 (212) 601-2791 E: info@dgipl.com Yuquan Rd A-12 Yuquan Building 5201 Haidian

More information

Chapter 02 Information Systems in Organizations

Chapter 02 Information Systems in Organizations Chapter 02 Information Systems in Organizations TRUEFALSE 1. While information systems were once used primarily to automate manual processes, they have transformed the nature of work and the shape of organizations

More information

Case 6: Connor Formed Metal Products

Case 6: Connor Formed Metal Products Case 6: Connor Formed Metal Products Benjamin T. Spalding CIS 410 3/23/2017 1 Problem Statement Bob Sloss is trying to implement a strategy of differentiation in a cost leadership market. It says that

More information

Real Estate and Construction. Market Segmentation

Real Estate and Construction. Market Segmentation Real Estate and Construction Market Segmentation What problem are We Trying to Solve - Strategic Level? About the Construction Industry: Characteristics Huge - $4 tr worldwide Local Project Based Unique

More information

Case 6: Connor Metal. Christopher Jones CIS

Case 6: Connor Metal. Christopher Jones CIS Case 6: Connor Metal Christopher Jones CIS 410-02 3/28/2017 Connor Metal s Mission Statement: To be a leader in producing high quality metal springs and stampings for large U.S. original equipment manufacturers.

More information

CHAPTER 9: STRATEGIC MANAGEMENT

CHAPTER 9: STRATEGIC MANAGEMENT COURSE PROGRESS CHAPTER 9: STRATEGIC MANAGEMENT BOH4M Unit 2: Planning, Controlling, and Strategizing Ms. Schirk Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Chapter

More information

Case 1: Burlington Northern

Case 1: Burlington Northern Case 1: Burlington Northern Christopher Jones CIS 410-02 1/26/2017 Burlington Northern s Strategy: Burlington Northern carries massive loads of inexpensive goods: coal, grain, etc. These goods are not

More information

Learning Outcomes After studying this chapter you should be able to:

Learning Outcomes After studying this chapter you should be able to: Learning Outcomes After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of strategic

More information

Chapter Learning Objectives After studying this chapter you should be able to:

Chapter Learning Objectives After studying this chapter you should be able to: Chapter Learning Objectives After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of

More information

Chapter Outline. The importance of strategic management

Chapter Outline. The importance of strategic management Chapter 8 Strategic Management Chapter Outline The importance of strategic management Explain why strategic management is important Discuss what studies of the effectiveness of strategic management have

More information

In this Topic, you will explore how companies select their international strategies and structures. You will also: Learn about the variety of

In this Topic, you will explore how companies select their international strategies and structures. You will also: Learn about the variety of In this Topic, you will explore how companies select their international strategies and structures. You will also: Learn about the variety of strategies that companies use in international business. Examine

More information

THE EXTERNAL ENVIRONMENT Chapter 2

THE EXTERNAL ENVIRONMENT Chapter 2 THE EXTERNAL ENVIRONMENT Chapter 2 The Broad (or General) Environment Sociocultural Forces The Task Environment Technological Forces Competitors Unions Suppliers Gov t agencies The Organization Owners

More information

Environmental Management & Corporate Strategy

Environmental Management & Corporate Strategy Environmental Management & Corporate Strategy Tim Smith ESPM /MGMT 3604-5604 Now I am totally confused Three competing perspectives for today: Government (EPA/State) ill equipped to regulate significant

More information

Managing Planning and Strategy

Managing Planning and Strategy 5-1 5 Managing Planning and Strategy Learning Outcomes 5-2 1. Describe what planning is, who does it, types of plans, why it is important, and what qualities make plans effective. 2. Describe Scenario

More information

PES INSTITUTE OF TECHNOLOGY BANGALORE SOUTH CAMPUS Dept. of MBA

PES INSTITUTE OF TECHNOLOGY BANGALORE SOUTH CAMPUS Dept. of MBA PES INSTITUTE OF TECHNOLOGY BANGALORE SOUTH CAMPUS Dept. of MBA Lesson Plan Semester II Subject Code : 16MBA25 Total no of Lectures: 56 Subject Title : Strategic Management IA Marks: 20 Type : Core Credits:

More information

9707 BUSINESS STUDIES

9707 BUSINESS STUDIES CAMBRIDGE INTERNATIONAL EXAMINATIONS GCE Advanced Level www.xtremepapers.com MARK SCHEME for the October/November 2013 series 9707 BUSINESS STUDIES 9707/32 Paper 3 (Case Study), maximum raw mark 100 This

More information

3. Value is created when the price the customer is willing to pay for a product exceeds the costs incurred by the firm in supplying the product.

3. Value is created when the price the customer is willing to pay for a product exceeds the costs incurred by the firm in supplying the product. 1. The business environment of a firm consists of all the internal and external influences that affect its performance. a. T * 2. PEST analysis is a popular environmental scanning framework. 3. Value is

More information

2. PEST analysis is a popular environmental scanning and References: Pages *a. T b. F

2. PEST analysis is a popular environmental scanning and References: Pages *a. T b. F 1. The business environment of a firm consists of all the internal and external influences that affect its performance. a. T * 2. PEST analysis is a popular environmental scanning framework. 3. Value is

More information

Review. Organization model. Environment. Organizational Goals & Tasks. People. Management. Organizational Structure. Technology.

Review. Organization model. Environment. Organizational Goals & Tasks. People. Management. Organizational Structure. Technology. Review Organization model Environment Organizational Goals & Tasks People Management Organizational Structure Technology Environment Principles of Business/ slide no 2 1 Model of organization: people The

More information

Management Information Systems: Business Driven MIS

Management Information Systems: Business Driven MIS Management Information Systems: Business Driven MIS BSAD 141 Dave Novak AGENDA BDIS Chapter 1 1.1. Data, Information, Knowledge and Business Intelligence IT vs. IS 1.2. Systems Thinking How information

More information

Outline. Information Systems Planning. Mindset for Planning. Paradox of IS Planning. Chapter 4

Outline. Information Systems Planning. Mindset for Planning. Paradox of IS Planning. Chapter 4 Outline Information Systems Planning Chapter 4 Introduction Types of planning Why is planning so difficult? The Changing World of Planning Traditional Strategy-Making Today s Sense-and-Respond Approach

More information

Management. Part II: Planning Ch. 6. Strategic management

Management. Part II: Planning Ch. 6. Strategic management Management Part II: Planning Ch. 6. Strategic management Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV:

More information

Strategic management. What is strategic management?

Strategic management. What is strategic management? What is strategic management? Strategic management The set of managerial decisions and actions that determines the long-run performance of an organisation. Robbins, Bergman, Stagg, Coulter: Management

More information

Benefits of a Porter s five forces competitive analysis

Benefits of a Porter s five forces competitive analysis Benefits of a Porter s five forces competitive analysis 1. You gain awareness of some of the most significant forces that shape your strategy to survive and thrive. 2. Awareness of the five forces allows

More information

Understanding the Management Process

Understanding the Management Process Chapter 6 Understanding the Management Process 1 Define what management is. 2 Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3 Distinguish

More information

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management Principles of Management Dyck / Neubert Chapter 9 Strategic Management 9 1 Roadmap 9 2 Importance of Strategic Management Why Is Strategic Management Important? Because managers vary in how well they formulate

More information

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES

ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Bulletin of the Transilvania University of Braşov Vol. 3 (52) - 2010 Series V: Economic Sciences ENVIRONMENT FACTORS TO ACHIEVE STRATEGIC OBJECTIVES IN COMPANIES Lucian GUGA 1 Abstract: Strategic management

More information

Analyzing Organizations Strategically Undergraduate Level Professor: G. Tyge Payne, PhD

Analyzing Organizations Strategically Undergraduate Level Professor: G. Tyge Payne, PhD Analyzing Organizations Strategically Undergraduate Level Professor: G. Tyge Payne, PhD Overview of Organizational Strategic Analysis Projects The strategic analysis projects are designed to allow you

More information

THREE GRAND STRATEGIES

THREE GRAND STRATEGIES THREE GRAND STRATEGIES Cost Leadership Michael Porter @MichaelEPorter Michael Porter is an economist, researcher, author, advisor, speaker and teacher. Differentiation Focus FOUR STRATEGIC TYPES Raymond

More information

Memorandum. Executive Summary

Memorandum. Executive Summary Memorandum To: Wendell Weeks, Chief Executive Officer, Corning Incorporated Peter Volanakis, Chief Operating Officer, Corning Incorporated Joe Miller, Chief Technology Officer, Corning Incorporated From:

More information

CHAPTER 8. The Manager as a Planner and Strategist LEARNING OBJECTIVES

CHAPTER 8. The Manager as a Planner and Strategist LEARNING OBJECTIVES CHAPTER 8 The Manager as a Planner and Strategist LEARNING OBJECTIVES To describe the three steps of the planning process. To explain the relationship between planning and strategy. To explain the role

More information

Burlington Northern: The ARES Decision

Burlington Northern: The ARES Decision Burlington Northern: The ARES Decision CIS 410-01 Case 1 Spencer Kerber 9/8/2015 Contents 1. Executive Summary... 2 2. Business Problem... 2 A. Environmental Analysis..2 B. Problem Analysis.2 3. Critical

More information

(AA15) BUSINESS OPERATIONS AND MANAGEMENT

(AA15) BUSINESS OPERATIONS AND MANAGEMENT All Rights Reserved ASSOCIATION OF ACCOUNTING TECHNICIANS OF SRI LANKA AA1 EXAMINATION - JANUARY 2019 (AA15) BUSINESS OPERATIONS AND MANAGEMENT Instructions to candidates (Please Read Carefully): (1) Time

More information

Session 4. Essentials of Planning

Session 4. Essentials of Planning Session 4 Essentials of Planning Basics of Planning Planning is defined as the process of coping with uncertainty by formulating future courses of action to achieve specific results Planning sets the stage

More information

What affects our business from the outside? External Environmental Analysis. The External Environment

What affects our business from the outside? External Environmental Analysis. The External Environment Chapter 2 The External : Opportunities, Threats, and Industry Competition, and Competitor Analysis What affects our business from the outside? 1 External al Analysis A continuous process which includes

More information

Business Level Strategy and Competitive Positioning

Business Level Strategy and Competitive Positioning Business Level Strategy and Competitive Positioning Chapter 5 5 1 By now teams should have gone to the course materials webpage and signed up for their Oral Presentation and evaluation 5 2 All men can

More information

CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT

CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT Sreenivasan Jayashree & Amin Ansary 1 Learning Outcomes Define Strategic Management. Understand the advantages of Strategic Management. Explain Strategic

More information

Processes (Internal analysis)

Processes (Internal analysis) Methodology This is the framework which I am going to use for the quick scan. This models integrates most aspects which are interesting for us: Stakeholder s perspectives, quantitive & qualitive indicators

More information

Chapter 2 E-Marketplaces: Structure, Mechanisms, Economics, and Impacts

Chapter 2 E-Marketplaces: Structure, Mechanisms, Economics, and Impacts Electronic Commerce 2006 Chapter 2 E-Marketplaces: Structure, Mechanisms, Economics, and Impacts True-False Questions 1. A central role of markets in an economy is to facilitate the exchange of information,

More information

Strategic Use of Information Resources. Managing and Using Information Systems: A Strategic Approach

Strategic Use of Information Resources. Managing and Using Information Systems: A Strategic Approach Strategic Use of Information Resources Managing and Using Information Systems: A Strategic Approach 1 Introduction This presentation enables a manager to understand the link between business strategy and

More information

The senior assessor s report aims to provide the following information: An indication of how to approach the examination question

The senior assessor s report aims to provide the following information: An indication of how to approach the examination question INFORMATION FOR CANDIDATES The senior assessor s report is written in order to provide candidates with feedback relating to the examination. It is designed as a tool for candidates - both those who have

More information

Exchange is he underlying theory of marketing, and explains why we need to work in order to get the things we want.

Exchange is he underlying theory of marketing, and explains why we need to work in order to get the things we want. Exchange: Def n : Exchange: The act of obtaining a desired object from someone by offering something in return Exchange is he underlying theory of marketing, and explains why we need to work in order to

More information

Organizational Design

Organizational Design INDUSTRIAL RELATIONS CENTRE Professional Development Training Organizational Design Learning a Robust Yet Practical Process to Guide the Right People in Your Organization in Making Relevant Design Choices

More information

assessing the competitive environment

assessing the competitive environment assessing the competitive environment Using Porter s Five Forces Model Alan Hargreaves In brief Harvard professor, Michael Porter developed this tool more than 20 years ago as an aid to assessing the likely

More information

Managing in the Global Environment

Managing in the Global Environment Chapter Six What Is the Global Environment? Managing in the Global Environment Global Environment Set of forces and conditions in the world outside the organization s boundaries that affect the way it

More information

Ibrahim Sameer (MBA - Specialized in Finance, B.Com Specialized in Accounting & Marketing) 1

Ibrahim Sameer (MBA - Specialized in Finance, B.Com Specialized in Accounting & Marketing) 1 Ibrahim Sameer (MBA - Specialized in Finance, B.Com Specialized in Accounting & Marketing) 1 Learning Objectives What are macro and micro environment? What are the factors in the internal and external

More information

Meltem Özturan misprivate.boun.edu.tr/ozturan/mis301 BP-CIS : Business Perspectives of CIS

Meltem Özturan misprivate.boun.edu.tr/ozturan/mis301 BP-CIS : Business Perspectives of CIS Meltem Özturan misprivate.boun.edu.tr/ozturan/mis301 1 BP-CIS : Business Perspectives of CIS Fundamentals of Business Environment Business Functions Business Organizations Business Processes 2 1 What is

More information

Data Data is any kind of fact or set of facts in raw or unorganized form.

Data Data is any kind of fact or set of facts in raw or unorganized form. The difference between data and information Data Data is any kind of fact or set of facts in raw or unorganized form. Eg:- number of students who attend the class. Information Information is data that

More information

CHAPTER 2. Theoretical Foundation. Scorecard is a new approach to strategic management. They proposed the concept of a

CHAPTER 2. Theoretical Foundation. Scorecard is a new approach to strategic management. They proposed the concept of a CHAPTER 2 Theoretical Foundation 2.1 Balanced Scorecard Drs.Robert Kaplan (Harvard Business School) and David Norton has developed Balanced Scorecard (BSC) in the beginning of year 1990s, they explained

More information

Chapter 2 The External Environment. 1. Individual organizations typically have only a marginal impact on the broad environment.

Chapter 2 The External Environment. 1. Individual organizations typically have only a marginal impact on the broad environment. TRUE/FALSE QUESTIONS Chapter 2 The External Environment 1. Individual organizations typically have only a marginal impact on the broad environment. 2. The broad environment consists of sociocultural forces,

More information

MBH1683 Leading Organisational Change

MBH1683 Leading Organisational Change MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 Designing Organizational Structure: Specialization and Coordination www.mba638.wordpress.com 1 Learning Objectives Explain why most

More information

SUGGESTED SOLUTIONS Strategic Management Process CA Professional (Strategic Level I) Examination December 2012

SUGGESTED SOLUTIONS Strategic Management Process CA Professional (Strategic Level I) Examination December 2012 SUGGESTED SOLUTIONS 14304 Strategic Management Process CA Professional (Strategic Level I) Examination December 2012 THE INSTITUTE OF CHARTERED ACCOUNTANTS OF SRI LANKA All Rights Reserved Answer No. 01

More information

BUSINESS PLAN OUTLINE

BUSINESS PLAN OUTLINE BUSINESS PLAN OUTLINE Use the headings in the left hand column to organize your plan. The descriptors in the right hand column may be helpful to prompt your thoughts/ideas. THE BUSINESS Describe your Business

More information

Organizational Theory, Design, and Change

Organizational Theory, Design, and Change Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 1 Organizations and Organizational Effectiveness Copyright 2010 Pearson Education, Inc. 1-1 Learning Objectives 1. Explain

More information

Chapter 4: Internal Assessment

Chapter 4: Internal Assessment Chapter 4: Internal Assessment 1 Comprehensive Strategic Management Model External Audit Chapter 3 Vision & Mission Statements Chapter 2 Long-Term Objectives Chapter 5 Generate, Evaluate, Select Strategies

More information

Topic 2 Revision Notes

Topic 2 Revision Notes Topic 2 Revision Notes The Environment: The industrial organisations (I/O) Paradigm: Is a theory based around the belief that organisations either succeed or fail depending upon their fit with their industry

More information

THEME 4: EXTERNAL ANALYSIS (II). PARTICULAR ENVIRONMENT: COMPETITIVE STRUCTURE OF THE INDUSTRY. Alfonso VARGAS SÁNCHEZ

THEME 4: EXTERNAL ANALYSIS (II). PARTICULAR ENVIRONMENT: COMPETITIVE STRUCTURE OF THE INDUSTRY. Alfonso VARGAS SÁNCHEZ THEME 4: EXTERNAL ANALYSIS (II). PARTICULAR ENVIRONMENT: COMPETITIVE STRUCTURE OF THE INDUSTRY Alfonso VARGAS SÁNCHEZ 1 Strengths & Weaknesses INTERNAL FACTORS Company s own values COMPETITIVE STRATEGY

More information

CASE 7: Webvan. James Ryg CIS

CASE 7: Webvan. James Ryg CIS CASE 7: Webvan James Ryg CIS 410-01 Due November 16 th, 2016 Case Overview Brief: Webvan was a subsidiary of Borders Books, which operated in the e-commerce field, allowing customers to handle their grocery

More information

ARE 112 Spring 2017 Notes #7 Structures and Strategic Thinking May 15th

ARE 112 Spring 2017 Notes #7 Structures and Strategic Thinking May 15th I. Class Notes 1. Reading: a. IBM book b. The Duke Hospital case c. The Deloitte case 2. Assignments a. See Canvas b. #A Analysis Assignment c. #B Written Assignment after the second midterm exam II. Quick

More information

Composed & Solved Hafiz Salman Majeed Vu Askari Team MGT603 Online Quiz#4 Lecture#1 to 42.. Solved By Hafiz Salman Majeed..

Composed & Solved Hafiz Salman Majeed Vu Askari Team   MGT603 Online Quiz#4 Lecture#1 to 42.. Solved By Hafiz Salman Majeed.. MGT603 Online Quiz#4 Lecture#1 to 42.. Solved By.. Question # 1 of 15 ( Start time: 07:08:49 AM ) Total Marks: 1 If market shares of competitors are declining whereas total industry sales are increasing,

More information

7 Industry and competitor analysis

7 Industry and competitor analysis 54 7 Industry and competitor analysis OBJECTIVES To develop a sound strategic plan for an existing or a new business it is necessary to understand the industry in which the business will operate and the

More information

Henry: Understanding Strategic Management, 3 rd edition Chapter 3: Industry Analysis

Henry: Understanding Strategic Management, 3 rd edition Chapter 3: Industry Analysis Tools and Techniques: How to undertake an analysis of Porter s five forces The five forces framework is undertaken from the perspective of an incumbent organization, i.e. an organization already operating

More information

(AA15) BUSINESS OPERATIONS AND MANAGEMENT

(AA15) BUSINESS OPERATIONS AND MANAGEMENT All Rights Reserved ASSOCIATION OF ACCOUNTING TECHNICIANS OF SRI LANKA AA1 EXAMINATION - JANUARY 2018 (AA15) BUSINESS OPERATIONS AND MANAGEMENT Instructions to candidates (Please Read Carefully): (1) Time

More information

Chapter 3: Environmental and Internal. conducting marketing research (Kotler) Chapter 3: Scanning the market. Analysis (Douglas) Lecture 2

Chapter 3: Environmental and Internal. conducting marketing research (Kotler) Chapter 3: Scanning the market. Analysis (Douglas) Lecture 2 Lecture 2 Chapter 3: Environmental and Internal Analysis (Douglas) Chapter 3: Scanning the market environment, forecasting, demand and conducting marketing research (Kotler) Environmental and Internal

More information

Unit 1: the role and context of management accounting. Session 1-4

Unit 1: the role and context of management accounting. Session 1-4 Unit 1: the role and context of management accounting Session 1-4 * What is an organization?? Organization is a group of individuals working together to achieve one or more objectives. * Organization has

More information

Strategic Management. 25 November Marking Scheme

Strategic Management. 25 November Marking Scheme Strategic Management 25 November 2014 Marking Scheme This marking scheme has been prepared as a guide only to markers. This is not a set of model answers, or the exclusive answers to the questions, and

More information

A Business Leader. Prepared under: https://epinearticles.wordpress.com. Page 1 of 9

A Business Leader. Prepared under: https://epinearticles.wordpress.com. Page 1 of 9 A Business Leader Prepared under: https://epinearticles.wordpress.com Page 1 of 9 IKEA is a Swedish company which is operating globally in making furniture with different design and concept. Silent features

More information

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management

Review Article ISSN: Open Access. The Role of Competency Mapping in Human Resource Management Review Article ISSN: 2581-4559 Open Access UPI JOURNAL OF BUSINESS MANAGEMENT AND COMPUTER APPLICATIONS The Role of Competency Mapping in Human Resource Management D. Swaroopa Journal Home Page: https://uniquepubinternational.com/upi-journals/upi-journal-ofbusiness-management-and-computer-applications-upi-jbmca/

More information

Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, AND STRATEGY. Management Information Systems MANAGING THE DIGITAL FIRM, 12 TH EDITION

Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, AND STRATEGY. Management Information Systems MANAGING THE DIGITAL FIRM, 12 TH EDITION MANAGING THE DIGITAL FIRM, 12 TH EDITION Chapter 3 INFORMATION SYSTEMS, ORGANIZATIONS, VIDEO CASES Case 1: National Basketball Association: Competing on Global Delivery With Akamai OS Streaming Case 2:

More information

Leaning Objectives. Jack Baskin School of Engineering ISM50. Chapter 2 Competing with Information Systems. Competitive Strategy (continued)

Leaning Objectives. Jack Baskin School of Engineering ISM50. Chapter 2 Competing with Information Systems. Competitive Strategy (continued) Jack Baskin School of Engineering ISM50 Chapter 2 Competing with Information Systems Arthur H. Walton Leaning Objectives 1. Understand competitive strategy concepts 2. Understand Porter s value chain 3.

More information

The most fundamental method an organization uses to discover consumer needs is marketing research

The most fundamental method an organization uses to discover consumer needs is marketing research The most fundamental method an organization uses to discover consumer needs is marketing research Marketing is considered beneficial because Marketing can improve global competition Marketing creates utility

More information

It was good the company embarked on a feasibility study for the following reasons:

It was good the company embarked on a feasibility study for the following reasons: QUESTION 1 (a) During the end of the month and a few days into the subsequent month, customers are always eager to make new purchases to replenish stocks. This calls for an increased volume of requests

More information

Participants Guide Sustaining Competitive Advantage

Participants Guide Sustaining Competitive Advantage Participants Guide Sustaining Competitive Advantage 2011 RAN ONE Americas Basically there are three main ways in which you can compete in the marketplace: On Price By serving a niche market better than

More information

MGMT Strategy & Organizations Strategic Planning The Internal Environment

MGMT Strategy & Organizations Strategic Planning The Internal Environment Strategic Planning The Internal Environment These slides correspond to chapter 3 in the Hitt text Competitive Advantage Firms achieve strategic competitiveness and earn above-average returns when their

More information

External Assessment for Ford Motor, Inc. Angela Chen, Avi Avigdor, Jennifer Konkin Organization Assessment Sep 2007

External Assessment for Ford Motor, Inc. Angela Chen, Avi Avigdor, Jennifer Konkin Organization Assessment Sep 2007 External Assessment for Ford Motor, Inc Angela Chen, Avi Avigdor, Jennifer Konkin Organization Assessment Sep 2007 Outline PEST Analysis Global Situations Key Success Factors Competitive Strategies Analysis

More information

Chapter Objectives. Chapter Objectives. Key Ideas Defining Strategic Planning. Market-Oriented Strategic Planning. Chapter 3

Chapter Objectives. Chapter Objectives. Key Ideas Defining Strategic Planning. Market-Oriented Strategic Planning. Chapter 3 Chapter 3 The Role of Marketing in Strategic Would you tell me, please, which way I ought to go from here? -Alice (from Lewis Carroll s Alice in Wonderland) 2006 Pearson Education, Inc. Marketing for Hospitality

More information

Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology

Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology Title: Bank Strategy, Operations and Technology Level: SCQF Level 10/EQF Level

More information

CHAPTER 6 Defining the Organization s Strategic Direction

CHAPTER 6 Defining the Organization s Strategic Direction CHAPTER 6 Defining the Organization s Strategic Direction SYNOPSIS OF CHAPTER The chapter begins by highlighting the importance of conducting both internal and external (Porter s Five Forces and Stakeholder)

More information

Information Systems & Organizational Strategy. Porter and others

Information Systems & Organizational Strategy. Porter and others Information Systems & Organizational Strategy Porter and others Learning Objectives Achieve a basic understanding of strategy and organizations Review generic strategy models Review organization applications

More information

Dr. Babasaheb Ambedkar Open University

Dr. Babasaheb Ambedkar Open University Enrollment Number: Subject Code : APGDF 201 Numerical Code: 0252 Subject : Strategic Management Total Marks : 70 Date : 20/01/2015 Times : 03.00 to 06.00 Section A (30) Answer the following (any three)

More information

BUILDING SUSTAINABLE BUSINESSES

BUILDING SUSTAINABLE BUSINESSES BUILDING SUSTAINABLE BUSINESSES LEARNING OUTCOME - Understand the operations flow and how to remove bottlenecks - Critically analyze the business model, evaluate the industry and align a strategy that

More information

Two Views of the Value Delivery Process. Chapter Questions. Developing and Implementing Marketing Strategies and Plans 8/28/2008

Two Views of the Value Delivery Process. Chapter Questions. Developing and Implementing Marketing Strategies and Plans 8/28/2008 Chapter 2 Developing and Implementing Marketing Strategies and Plans 2-1 Chapter Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization?

More information

Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan

Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan Principles of Management Mason Carpenter, Talya Bauer, and Berrin Erdogan Chapter 5 Strategizing See how strategy fits in the P-O-L-C framework Better understand where strategy comes from Understand the

More information

Exercise 2.1 The marketing planning process questionnaire

Exercise 2.1 The marketing planning process questionnaire The first exercise enables you to make an objective analysis of your company s marketing planning process. If you choose, you can then take matters further by working out in what ways the planning process

More information

Competitive Exclusion Principle and the Partnership Conundrum: What ecology can teach us about solving conflicts and working together

Competitive Exclusion Principle and the Partnership Conundrum: What ecology can teach us about solving conflicts and working together Competitive Exclusion Principle and the Partnership Conundrum: What ecology can teach us about solving conflicts and working together Sarah Low Philadelphia Field Station US Forest Service Northern Research

More information

Chart 1.1 The business planning process

Chart 1.1 The business planning process 1 1 Introduction This book is designed for those with an inspired idea who wish to translate it into a successful new business or incorporate it in an existing business. Usually, the first challenge for

More information