Explain the now-classic Boston Consulting Group (BCG) approach in detail. Describe what type of strategy a company should use to manage these SBU’s.
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Explain the now-classic Boston Consulting Group (BCG) approach in detail. Describe what type of strategy a company should use to manage these SBU’s.
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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.Q1. What are the types of SWOT Analysis that the firm can perform? Explain what this analysis means, and the stages involved in detail? Q2. Write a case study "example" of a firm or company performing SWOT analysis and what are the processes could be performed in each stage of this analysis?The balanced scorecard based on market share, employee commitment and alignment,core competencies, and customer satisfaction are some of the metrics that can be usedto measure Financial Perspective, Customer Perspective, Internal BusinessPerspective, Learning and Growth perspective what other metric can be used as ameasure for each from CASE ANALYSIS: Apple uses the scorecard as a device to plan long-term performanceAdjusting Long-Term Performance and give a few more ideas on how toapply the balanced scorecard.
- Please no written by hand and no emage There is a staged project in this course culminating in developing a strategic plan. This assignment is the second of four assignments toward that strategic plan. Before responding to this question, please review assigned reading in the textbook as well as the video links for External Scanning and Analysis and Resources to Capabilities to Competencies (located in this module). Evaluate the external environment and the internal environment of the organization you picked in Assignment: Mission and Vision Statements. Also explain how your organization manages its resources and converts them to capabilities. You may use the SWOT Analysis Worksheet in this module to help you organize your analysis. Submit this as a Word document or a PDF.If you could craft your ideal job, what would it look like? How would you describe the job to others such as colleagues, family, or friends? Be specific about the tasks in which you would be involved, the people with whom you would interact, the nature of the work (long- versus. short-term projects, individual versus team work, internal versus external customers, single versus multiple projects), your work schedule, travel requirements, reporting relationships, and the values of the organization. Use the following space to describe the job of your dreams. Job: Strictly within the Business FieldI help with an employee hand book for a reposession company I have already started and have came up with our introduction, mission statement, goals, and cover page. My table of contents will be as followed: 1. Introduction - misson statement - Goals 2. Policies and Procedures 3.Safety 4. Employee responsibilities (for a repo agent in st Pete fl) Mainly I am trying to figure out what bullets would go under 2, 3, and 4. This is ok to be basic
- At a time when the retail industry was undergoing rapid change andincreased competition, Fossil Group knew it needed to find more efficientand effective ways to keep its managers focused on performancemanagement and results. Performance Management Process Fossil Group was using a complex, 100% paper process for performancereviews and check-ins for more than 15,000 global employees. Theywanted to move toward a digital performance management strategy, butknew they needed to simplify the process first. Fossil Group set up four traditional components that were stretchedacross three strategic touch points throughout the year. These touchpoints were supplemented with ongoing performance conversations thatcould be initiated by any employee, at any time. As Fossil Group evolved its company-wide performance approach, theywere happy to see immediate progress. 92% of employees wereparticipating in goal-setting reviews, setting an average of six goals peremployee. However, when they dug into the…breifly please, Discuss and explain what is Performance Management (P M)? How does P M fit into corporate strategy? What’s in it for me? How does it work? What are my responsibilities? How does PM relate to other initiatives?a.) Describe quality and profitability relationship. b.) On the strategic planning, environmental assessment. Pls describe SWOT approach, and identify the similarities and differences of "S", "W", "O", and "T". c.) Describe quality and performance excellence, and compare their difference
- A plan is prepared that is long-term in nature and it was decided what activities will be done for achieving the plan. It was also decided how many employees will be needed, capital for achieving goals, and what type and how big of an office or land is needed for achieving this plan. Which hierarchy of plan is discussed? a. Strategy b. Procedures c. Policies d. ObjectivesInternal Analysis This assignment is based on the NIKE Company In this section, you will study the internal resources, capabilities, core competencies, and value chain of your selected firm 1 Use the VRIO framework to identify the competitive position held by your firm Which, if any, of these resources are helpful in sustaining the firm’s competitive advantage? 2 Identify the core competencies that are at the heart of the firm’s competitive advantage (Remember, a firm will have only one, or at most a few, core competencies, by definition) Submit a report on you findings that is clearly written, well formatted and thoroughly covers this issue Besides addressing each prompt you should justify your answer with significant detail and examine any implications that the issue has on their business strategyOne of the traits concerning core competencies and competitive capabilities that are important to organization building is: a. Core competencies rarely consist of narrow skills or the work efforts of a single department. More often, they are bundles of skills and know-how growing out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in the firm’s value chain. b. Because core competencies typically reside in the combined efforts of different work groups and departments, individual supervisors and department heads cannot be expected to see building the overall corporation’s core competencies as their responsibility. Rather, the building and nurturing of core competencies is the responsibility of every employee. c. The key to leveraging a company’s core competencies into competitively valuable capabilities with potential for short-term competitive advantage is concentrating more…