Answer for Abb Case: Strategic Rise, Decline, and Renewal

Andrews, K., 2010. The Concept of Corporate Strategy, 3rd Edition. Financial Times Prentice Hall. [Accessed 13 April 2014]

The given case study is about the company, Beijing EAPS Consulting Inc., which deals with the providing employee assistance services in China’s mainland. And focused upon studying, it has been found that the given company before the year of 2006 drives its business unsystematically and does well because of the small number of employees and their multitasking ability together with minor volume of the business functions. However, after 2006, it has received a bigger contract from the giant mobile companies, such as Guangzhou Mobile and Beijing Mobile. Hence, they amend their strategy to cater received business needs, which bring more business profit. They adopted project management structure to facilitate the expected and existing additional business; however, it creates chaos in the organization itself as dilemma caused by the structure, which lacks crucial management practices, such as priority decisions, hierarchy of the management functions, communication gap, and even, workload grows stress among limited number of employees as the said structure had poor work distribution process. The thesis of the paper is to render a recommendation report for Beijing EAPS Consulting Inc. It will analyze company structure and improvable areas together with discussing conflict, brought into the light by the said structure and its solution.

This memo provides a strategic analysis of the current state of Booz Allen Hamilton Holdings Corp. The analysis includes information on the company’s mission, leadership, strategy, external and internal environment, and their competitive advantage in the industry which includes how they differentiate and use their corporate strategy. As a leader in the management consulting industry, Booz Allen provides solutions to commercial businesses and the federal government. The firm’s mission and values guide them to identify goals, and then leaders turn these goals into long-term strategies. Booz Allen’s leadership team has developed strategies to meet the goals of transforming the company and developing a culture of innovation. These strategies

Miles and Snow have produced a typology of business level strategies. Their typology involves four strategic types: defenders, prospectors, analyzers and reactors. Using Miles and Snow’s strategy typology that consist of; defender, analyzer, reactor, and prospector, I will categorize Dollar Tree in its strategy typology. In the first strategy defenders try to carve a niche in the market where stability can be found. As in the prospector strategy, companies are constantly producing innovations. I understand through Miles and Snow typology of business level strategies that defenders, analyzers, and prospectors are forms of organizations. Therefore, if an alignment is reached between a chosen strategy, and organizational structure mentioned above Dollar Tree has the potential to be a

This structural form allows for an organization to be divided into various divisions where people with diverse skills are kept together in the form of groups that focus on particular customers or services. Each division has its own finance, health services, human resources and marketing staff. Each division has its own knowledge, abilities, expertise and resources required to function properly and handle tasks on its own. Changes in the environment do not affect the HCO. With a decentralized authority, departments under the divisional form are able to monitor themselves and adjust accordingly, and make faster

The BCG Matrix composes organizations along two measurements—business development rate and market share. Business development rate relates to how quickly the whole business is expanding. Market share characterizes whether a specialty unit has a bigger or littler share than competitors.The question mark exists in another, quickly developing industry, however has just a little market share. The question mark status in the BCG matrix is dangerous: It could turn into a star, or it could come up short. ConocoPhillips has needed to carve its capital venture through the downturn, going from $17 billion in 2014, to $10 billion in 2015, at last arriving at $5 billion this year. “That’s the amount of transformation you had to make in this

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

According to the text, Organizational Behavior, this structure is common for organizations to use at some level or at some time in their development, but is quite different from a Divisional structure. A divisional structure groups employees around geographical areas, clients, or outputs. (Chapter 17 p 517) Rather than dividing an organization into specialized departments, an organization with this structure may operate as subsidiaries. This structure is more widely seen with international organizations, for examples McDonalds, or Hewett Packard. (Chapter 17 p 517) Another structure that is different from a functional structure is a Matrix structure. This is a type of organization that overlays a divisionlized structure (typically a project team) with a functional structure. For example, employees may be assigned to a cross-functional project team, but they would still belong to a permanent functionally unit. (Chapter 17 p 519)

According to Slack et al. The corporate strategy or business strategy is the guide lines for the whole corporation’s businesses in relation to its markets, customers, and the competitors (2007). In the same context, the same authors discussed the link between the corporate strategy and

3) Global marketing may take the form of diversification strategy in which a company creates new products or services for the domestic market.

v. Bausch & Lomb Inc., the court was tasked to decide if the post-closing price dispute provision controlled the seller’s objections or if the objections fell under the indemnification arbitration provision. The court reasoned that since the post-closing price dispute provision clearly set forth that the expert accountants shall “determine on the basis of Accounting Principles whether and to what extent, if any, the CNOAS requires adjustment,” the dispute provisions applied to the seller’s objections, which claimed incorrectly recorded values on the CNOAS. The court went on to find that even though the language of the post-closing price dispute provision did not refer to the expert accountant procedure as a valuation or appraisal, the agreement clearly provided for a third party to determine the controversy via a specific procedure which is allowed under N.Y. CPLR §

BEC has taken on the matrix organizational structure. This type of structure combines functional and divisional organization structure styles. There are advantages and disadvantages in utilizing this

Deriving from this structure, with regard to separate businesses, each division demanded standardization and had an overall "Frankfurt is Orlando" mindset. However, it was recognized that each division was very different than the next and had varying distribution and selling methodologies. Hence, each division would have its own instance of the system to manage the customer fulfillment process, and a decentralized approach to implementation details (such as each division choosing its own partners). This minimized the risk of having the relative requirements of one organization driving the practices of another.

Although there are signs that the company has a matrix structure in place, they do not follow a programme management approach and numerous failures within the structure exist. Their approach to management is still that of a traditional organisational approach, which tends management to lack both strategic purpose and customer focus.

Her transformation of Burberry had become a text book example of how to transform a business that other luxury brands are sometimes said to be “doing a Burberry” (Financial Times 2004). In 2005 Angela Ahrendts, replaced Bravo as Chief Executive who made changes to Burberry product line by making checks more stable and by focusing more on higher-margin products like handbags and perfumes (Friedman 2011).