C. improve the performance of people. D. improve the quality of overall work life. 4) Which of the following statements about the management of organizational culture is NOT correct? A. dictate rules from the top of the organization. B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation.
The “Five Forces” are external forces that a corporation needs to consider for its business strategy to compete with other in the real world. The “Five Forces” that shape the competition according to Mr. Porter are: 1) Threat of New Entrants, 2) Bargaining Power of Suppliers, 3) Bargaining Power of Buyers, 4) Threat of Substitute Products or Services, and 5) Rivalry Among Existing Competitors. In 2004, Robert Kaplan and David Norton published “Strategy Maps: Converting Intangible Assets into Tangible Outcomes”. Their strategy map provides a systematic way to analyze if the intangible assets are aligned with the critical internal processes. Intangible assets according to Kaplan et al.
A) circles B) rectangles C) squares D) diamonds Answer: B Difficulty: Easy Chapter LO: 2 Course LO: Discuss the role of information systems in supporting business processes 5) According to the business process modeling notation standard, the start of a business process is symbolized by a ________. A) circle having a thick border B) circle having a narrow border C) square having a thick border D) square having a narrow border Answer: B Difficulty: Easy Chapter LO: 2 Course LO: Discuss the role of information systems in supporting business processes 6) Which of the following statements is true about roles in a business process? A) Activities of a business process are made up of roles. B) An employee can be associated with only one particular role. C) The name of the role is written at
3.2 Industry Analysis …………………………………………… 3.2.1 Description of the Industry…………………………… 3.2.2 Industry Dominant Economic Features……………….. 3.2.3 Market Size …………………………………………… 3.2.4 Market Growth Rate…………………………………. 3.2.5 Industry Trends……………………………………….. 3.2.6 Five Forces Analysis …………………………………. 3.2.6.1 Threat of New Entrants………………….………….. 3.2.6.2 Power of Substitute Products………….....…………. 3.2.6.3 Power of Buyers…..……….……………...............… 3.2.6.4 Power of Suppliers……………………….............…. 3.2.6.5 Intensity of Rivalry …………………..…..............….
SGMA 591 L02 TARGET CORPORATION STRATEGIC MANAGEMENT OVERVIEW Student ID: 10012487 SGMA 591 L02 TARGET CORPORATION STRATEGIC MANAGEMENT OVERVIEW Student ID: 10012487 Contents EXTERNAL ENVIRONMENT 3 Demographics 3 Social Factors 3 Political, Legal, and Regulatory Factors 3 Technological Factors 4 General Economic Conditions 4 COMPETITIVE POSITION AND RESOURCES 4 Tangible Resources 4 Intangible Resources 5 PRESENT STRATEGY 5 Canadian Expansion 6 Store Remodels 6 Strengthening Customer Loyalty 6 City Target 6 INDUSTRY COMPETITIVE FORCES 7 Rivalry among Competitors 7 Threat of New Entrants 7 Competitive Pressures from the Sellers of Substitute Products 7 Competitive Pressures Stemming from Suppliers’ Bargaining Power 8 Competitive Pressures with Buyers’ Bargaining Power 8 SWOT ANALYSIS 9 FINANCIAL PERFORMANCE 9 PROFITABILITY RATIOS 10 LIQUIDITY RATIOS 10 LEVERAGE RATIOS 10 ACTIVITY RATIOS 11 OTHER IMPORTANT MEASURES 11 KEY STRATEGIC ISSUES 12 Channel blurring increases competition in the US. 12 RECOMMENDATIONS 12 Invest in Online Retailing 12 Expand Private Label Range 13 APPENDIX 14 Appendix A: Market Shares of Retailers in Mass Merchandise’s Industry in U.S. 14 Appendix B: Target Ratio Analysis and Wal-Mart Ratio Analysis 15 REFERENCES 17 EXTERNAL ENVIRONMENT Demographics Canada has a smaller population compared to the U.S. however, the Canadian population is expected to increase by 1% per year, as is the number of households. The average income per person in Canada is higher than the average income per person in the U.S. In addition, Canada has a larger portion of middle class than the U.S. does. These all will help retailers that offer good quality products with affordable prices to gain market share in Canada.
MGT 498 Final Exam Latest 1. According to Porter, the corporation is most concerned with • the aggregate level of demand for a product line • the amount of pressure from the societal environment • the intensity of competition within its industry • a market's position on its life cycle 2. Which strategy specifies the firm's overall direction in terms of its general orientation toward growth, the industries or markets in which it competes, and the manner in which it coordinates activities and transfers resources among business units? • Corporate • Divisional • Functional • Organizational 3. Which is the MOST commonly used measure of corporate performance (in terms of profit)?
Office management | Assessment Outcome 1 | Manage and Lead People and Activities within the office environment | | | | Contents 1 Terms of reference 2 2 Procedure 3 3 Findings 4 3.1 Levels of decision making 4 3.1.1 Strategic 4 3.1.2 Operational 4 3.2 Role of the office manager 4 3.3 Financial planning and budgetary control 6 3.3.1 The purpose of financial planning and budgetary control 6 3.4 Effective delegation 7 3.4.1 What is delegation 7 3.4.2 The delegation process 7 3.4.3 Benefits of effective delegation. 7 3.4.4 Barriers to effective delegation 7 3.5 Leadership models 8 3.5.1 Authoritarian model 8 3.5.2 Democratic model 8 4 Conclusion 9 Terms of reference As office manager I have been asked to evaluate the complexity of strategic and operational levels of decision. I will then analyse the role of the office supervisor in the operational planning process. I will then describe the process of financial planning and budgetary control in managing and leading within the office environment. I will then explain the delegation process as well as two benefits and two barriers to achieving effective delegation.
RETAIL INDUSTRY ACCT – 3444, S50 Charlee Hong #100070169 Dorina Cho #100218745 Brenda Adomi #100200523 Table of Contents INTRODUCTION 1 KNOWLEDGE OF THE BUSINESS 1 SWOT ANALYSIS: 2 BUSINESS RISKS AND STRATEGIES 3 CORPORATE GOVERNANCE 4 CORPORATE GOVERNANCE PRACTICES 5 FRAUD RISK ASSESSMENT 5 LAWSUITS /PROCEDURES FOR LITIGATION AND CLAIMS 6 TOP 3 LAWS AND REGULATION THAT MUST BE AHDERED TO 7 GOING CONCERN ASSESSMENT 8 AUDIT RISK LEVEL (LOW/MEDIUM/HIGH) 9 OVERALL AUDIT STRATEGY 10 PLANNING ANALYTICS 10 MATERIALITY 11 REVENUE CYCLE & TYPE OF AUDIT 11 KEY CONTROLS 11 REVEUNUE’S ASSERTIONS, AUDIT RISK, AUDIT PROCEDURES 12 ANALYTICAL PROCEDURES 13 INFORMATION SYSTEM & IMPACT ON AUDIT APPROACH 13 APPENDIX 15 REFERENCES 20 INTRODUCTION Dollarama is the largest dollar store in Canada and currently there are over 680 stores operating across the country. Dollarama offers broad range of everyday consumer products, general merchandise and seasonal items that are appealing to customers because of lower dollar values and one stop shopping convenience. Dollarama was founded by Lawrence Rossy in 1992, and went public in 2009. KNOWLEDGE OF THE BUSINESS CUSTOMERS: Targeted to all demographic consumers who seek value in a wide range of consumer product and one shopping convenience. COMPETITORS: Some of Dollarama’s direct competitors include “A buck or two”, “Dollar Giant”, “Dollar store with more” just to name a few.
UNIT 102 MANAGEMENT PERSPECTIVES. ANDREW MACKENZIE Table of Contents Question 1 Specific Environment 3 Customers 3 Employees 3 Shareholders 3 Suppliers 4 Competitors 4 Regulators 4 Question 2 Management Style 5 Classical 5 Administration 5 Bureaucratic 6 Human Resource (HR) 6 Modern 6 Contingency 6 Systems 7 Question 3 Control processes 7 Strategies 7 Systems 8 Processes 8 Competition 8 Question 4 Planning 9 Planning Process 9 Define Objectives 9 Determine where you stand vis-à-vis objectives 9 Develop Parameters 9 Analyze and Choose 9 Implement the plan 10 Planning tools 10 Forecasting 10 Benchmarking 10
TIFFANY & CO. 1.0 Executive Summary 1 1.1 Objectives 1 1.2 Vision and Mission 1 2.0 Company Summary 2 2.1 Background 2 2.2 Company Locations and Facilities 3 3.0 Products and Services 3 3.1 Products Description 3 3.2 Competitive Comparison 4 3.3 Supply and Demand Details 5 3.4 Technology Needs 6 4.0 Market Analysis 6 4.1 Target Market 6 4.1.1 Target Market Segment Strategy 6 4.1.2 Market Needs 7 4.1.3 Market Trends 7 4.1.4 Market Growth 8 4.2 Industry Analysis 8 4.2.1 Industry Participants/Key Players 8 4.2.2 Main Competitors/Competitive Analysis 9 5.0 Strategy and Implementation Summary 10 5.1 Marketing Strategy 10 5.2 Pricing Strategy 10 5.3 Promotion Strategy 10 5.4 Distribution Patterns 11 5.5 Marketing Programs 11 5.6 Sales Strategy 12 5.7 Sales Forecast 13 5.8 Sales Programs 13 6.0 Web Plan Summary 14 6.1 Website Marketing Strategy 14 6.2 Development Requirements 14 7.0 Conclusion 15 8.0 List of reference 16 1.0 Executive Summary 1.1 Objectives Tiffany & Co. comprehends that our business activities influence the earth, its communities and resources. We will lead our industry constantly by carry on our business ethically and preserving our standards for quality, design and sustainability. We strive to protect the stockholders’ interest through responsible business decisions which reflect the incorruptness of the brand. And to improve the environmental performance of Tiffany & Co for our supply chain and jewelry industry. 1.2 Vision and Mission The mission of Tiffany & Co is to be the world’s most respected jewelry and to bring beauty into lives of customers.