POSITIONING MAP: 25 CHAPTER - III 27 3.1. HYPOTHESIS 27
Financial Objectives 1.4. Target Marketing 1.5. Positioning 1.6. Strategy Pyramids 1.7. Marketing Mix 1.8.
Corporate Level Strategy 12 5. Business Level Strategy 15 6. Organizational Structure and Controls 18 7. Competition Comparison 22 8. Recommendations 25 9. References 26 AXA Analysis A group analysis of AXA for MQM 385 1.
Goodwill d 3. Salaries and wages payable f 4. Accounts payable f 5. Buildings c 6. Equity investments (trading) a 7.
Start-up Materials: (3,700 pounds ) ($2.70) = $9,990 a. Equipment /Material Cost = $71,190 Installation and Labor (items 5 - 6) 5. Labor and installation: (2 specialist)(2 days)(8hours)($35.00 per hour) = $1,120 6. Contract Labor = $7,500 a. Installation and Labor Cost = $1,120 + $7,500 = $8,620 Overhead (items 7 and 9) 7.
Additionally, he also suggested that they outsource engines from an outside supplier to relieve the capacity problem. The objective is to determine what Merton should decide and upon what should the decision be based on in addition to the constraints that may arise. This case analyses the best product mix for Merton Truck Company in order to improve the company’s financial position by using linear programming models. 2. Key Issues/ Challenges Identified The company manufactured two specialized models of trucks Model 101 and Model 102.
A Strategic Business Analysis Presented by Table of Contents Introduction Company Background Purpose of Strategic Management Company Mission Statement Objectives Strategies Internal Audit Strengths Weaknesses Internal Factor Evaluation (IFE) Matrix External Audit Opportunities Threats External Factor Evaluation (EFE) Matrix Strategic Analysis Strenghts-Weaknesses-Oppurtunities-Threats (SWOT) Matrix 3 3 3 4 4 4 4 4 6 7 7 7 8 10 10 10 Strategic Position and Action Evaluation (SPACE) Matrix Grand Strategy Matrix Internal-External (I-E) Matrix Quantitative Strategic Planning Matrix (QSPM) Recommendations Mission Statement Short-term Goals Long-term Goals Implementation Sources 12 15 15 16 19 19 19 20 20 23 2 Introduction Company Background When brothers Walt and Roy Disney moved to Los Angeles in 1923, they went there to sell their cartoons and animated shorts. One could only dream that their name would one day be synonymous with entertainment worldwide. But then again, that is how The Walt Disney Company has made their fortunes over the last several decades: making “dreams” come true. The Disney brothers began creating countless cartoons (some successful and others not so much), and in 1928, introduced Mickey Mouse to the world in the animated short, Steamboat Willie—widely described as the first animated film to be synchronized with post-produced music. The Mickey Mouse character gained enormous popularity, and Walt and Roy enjoyed incredible success thereafter with feature films both related and unrelated to the Mickey Mouse character.
TITLE 1 2. TABLE OF CONTENTS 1 3. EXECUTIVE SUMMARY 2 4. INTRODUCTION 2 4.1 The history of petroleum 3 5. COMPANY ANALYSIS 3 5.1 SWOT Analysis 4 5.2 PESTEL Analysis 5 5.2.1 Political Factors 5 5.2.2 Economic Factors 5 5.2.3 Social Factors 6 5.2.4 Technological Factors 6 5.2.5 Environmental Factors 6 5.2.6 Legal Factors 7 5.3 Porter Five Forces 7 5.3.1 Bargaining Power of Suppliers 8 5.3.2 Threat of New Entrants 8 5.3.3 Bargaining Power of the Buyers 9 5.3.4 Threat of Substitute Products or Service 9 5.3.5 Rivalry among Existing Competitors 9 5.4 Red and Blue Ocean Strategy 9 6.
Major Assumptions 20 V. Possible Solutions 21 VI. Choice and Rationale 24 VII. Metrics 25 VIII. Project Plan 26 IX. Conclusion 27 Works Cited: 28 APPENDIX 1 Birou Corporate Strategy Model 29 APPENDIX 2 30 APPENDIX 3 – Financial Information Zurich Insurance Group 31 APPENDIX 4 32 APPENDIX 5 – Porter’s 5-Forces Model 33 APPENDIX 6 – Kraljic Portfolio Analysis Model 34 APPENDIX 7 – Fishbone Diagram 35 APPENDIX 8 – Cost of Problem 36 I.
Master of Business Administration Managing Change in Organisation April ‘09 Word count: 4304 Submitted by: Catherine Opoku-Ampomah Tutor: David Newton Assessment Date: 27th April 2009 Table of Contents 1.0 Introduction 3 1.1 Rural Payment Agency Change Objectives 3 2.0 Drivers for Change 5 2.1 Views on Change Drivers 5 2.2 Categories of Change 6 2.3 Problem Identification 7 3.0 Change Implementation 10 3.1 Implementation approaches 10 3.2 RPA Implementation Approach 12 3.3 Management of Organisational responses 13 4.0 Outcome of Change Programme 15 4.1 Conclusion and Recommendation 17 1.0 Introduction The ongoing, natural state of many contemporary organisations is one of change and transition. Organisational change can be initiated deliberately by managers, it can evolve slowly within a department, it can be imposed by specific changes in policy or procedures, or it can arise through external pressures. There are models and frameworks used in identifying the drivers for change. Understanding the nature of change to execute; is useful in determining an appropriate implementation strategy; in order to effectively manage any responses to change. This report will focus on the management of organisational change at the Rural Payment Agency (RPA).