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.
28 IX. Appendix 30 X. References 34 XI. Document Work Log 36 I. Executive Summary Motors and More, Incorporated is a manufacturer of small motors and associated equipment supplying the business-to-business (B2B) market. As this market sector is highly competitive the company follows a prospector strategy, which is the most forceful of the four main aggressive business strategies.
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)?
Discussion of Instructional Problem 3 Differences between Current and Desired State 4 Current Conditions 4 Desired Conditions 4 Data Collection Processes 5 Data Collection Instruments 5 Discussion of Data Collection Instruments Used 5 Sources of Data 5 Discussion of Sources of Data 5 Table 1 – Training Survey 6 Table 2 – Exit Interview Survey 6 Data from Other Sources 7 Summary of Results 7 Data Analysis Techniques 7 Data Results 7 Table 3 8 Table 4 8 Findings of Needs Analysis 9 Goal Statement 10 Appendix A 10 References 10 Discussion of Instructional Problem In my corporate training environment, I have the privilege of training a racially diverse population. The hiring practices of Williams-Sonoma, Inc (hereinafter WSI) provides for a diverse group of people in every training class. Like many companies WSI does not discriminate on the basis of color, gender, ethnicity, religion or sexual orientation. Our company philosophy is to hire new employees every season for our peak sales period. Of the new employees hired, we retain approximately 10-25% as permanent employees.
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
Case 2 Ryanair Case 2 Ryanair Table of contents Titlepage 2 Preface 3 Table of contents 4 Executive summary 5 Chapter 1 Identify the main problem 6 1.2 Summary of Ryanair 6 1.3 Problem statement and research questions 7 1.4 Methodology 7 1.5 Application strategic lenses 8 Chapter 2 Gathering the facts 9 2.1 Pestel Framework 9 2.2 Five forces 11 2.3 Strategic capability 13 2.4 Robustness 14 2.5 Cost efficiency 15 2.6 Strategic Clock 16 2.7 Stakeholder mapping 18 2.8 Business economics analysis 19 2.9 SWOT Analysis 27 Chapter 3 Alternative course of action 28 3.1 TOWS 28 3.2 Alternative for fuel 29 3.3 Use the recessions and bend it to something positive 29 3.4 Improving their image start with the employees 29 3.5 Ryanair needs to distinguish themselves by developing secondary airfields 30 Chapter 4 Decisions and reasoning 31 Chapter 5 Implementation 32 Conclusion 33 Bibliography 34 Table of Figures 35 Appendix 36 xecutive summary Chapter 1 Identify the main problem This first chapter will give a small overview of how Ryanair got into their current situation. Therefore a concise summary is presented and also the strategic lenses of Ryanair will be discussed. 1.2 Summary of Ryanair Ryanair is an international air carrier which is based in Dublin, Ireland. At the moment it is the largest low cost airline in Great Britain and Europe. Ryanair started flying since 1985 between Ireland and the UK.
nageContents 1.0 Introduction 2 2.0 Profile of General Motors 2 3.0 Challenges facing in general motors Management Accounting 3 3.1 Environmental 3 3.2 Matric 3 3.3 Meters 3 3.4 Different analysis 3 3.5 Estimate 3 4.0 Positioning General Motors strategically 4 5.0 Core product of and life cycle of General Motors products 4 5.1 Introduction 4 5.2 Growth Phase 5 5.3 maturing stage 5 5.5 Decline stage 5 6.0 management techniques adopted at General Motors 5 6.1 Initiation 5 6.2 Adoption 6 6.3 Adaptation 6 6.4 Acceptance 6 7.0 Challenges facing the implementation of management techniques 7 8.0 Recommendation 7 9.0 conclusion 7 10.0 References 8 1.0 Introduction Managers face every time with the need to understand and control costs, important product decisions, coordinating resources, and to guide and motivate employees. Accounting and Information Management provides a framework to organize, evaluate and report on data exclusive view of the objectives of the organization. This information is for managers and other employees in the organization. Management accounting reports can be designed to meet the information needs of internal decision makers. Management may need information summaries prepared monthly for each unit of society.
Birth of Automobile Culture In the twenty first century cars became a key ingredient to life. Cars have impacted transportation and the work force tremendously. To think how far they have come in the last one hundred years is staggering. Henry Ford is a crucial step in the automobile culture for how we live our lives today. I chose the topic the birth of the automobile culture because researching something that is so important to society, intrigued me.
Company Law – An Introduction Unit Code: DE5H 35 Outcome 1 Melissa Mackenna-500006315 Context Within this report you will find: 1.1. Introduction 1.2. Terms of Reference 1.3. Sole Traders 1.4. Partnerships 1.5.
Case 3 “Sims Metal Management” 1. Why does Sims Metal Management operations impact on their ability to offer competitive prices for nonferrous metals? Sims Metal Management can propose competitive prices on nonferrous metals from high recovery rates that accomplished by an efficient supply chain and well-designed internal processes. Their main supply, cars are collected from their transportation network connecting the company 36 metals and shredding recycling locations across England and Wales to a network of 35 scrap metal dealers. The integrated operations are the main process of efficient supply chain.