Which of the following on McFarlan's grid best describes applications that may be of future strategic importance? Support. Turnaround. Strategic. Factory
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- Q4(2). John Francois Stores has experienced success throughout its years of operations. However, there is no one at the organization at present who understands how the organization should be evaluated with the objective of taking corrective action, if required. a. what is the process of strategy evaluation? b. how the objectives are evaluated and what are the challenges that may arise? and how is performace measured?Note - need the right alternative as fast as possible without clarification!! The general course and contribution of the activities works for the enterprise and how industry needs and operational skills are reconciled? A)Comprehensiveness B) Long-term projections C) Management of operations D)Strategy for operationsBased on the information provided in the Case Study, you are required to Identify by name, four (4) strategies that were utilized by John Francois Stores, and for each strategy identified, provide a brief explanation of what the strategy means. John Francois Stores Mr. John Francois, a very successful businessman is contemplating his next move at the age of seventy (70). As a young man at the age of sixteen (16), he dreamt of becoming a “businessman” and would go into stores in the city where he lived and observe how personnel operated. In his exploits, he became very friendly with many of the business owners in the city. As time passed, John Francois obtained four (4) Advanced Level subjects (Mathematics, Geography, English Literature and Spanish). He also enrolled in a Technical Vocational institution and pursued short courses in tiling, plumbing, masonry and electrical maintenance for which he gained certification. Through his qualifications, John was able to secure employment quite…
- Accounting 2b. An analysis of Terbolt Corporation's operating income changes between 2021 and 2022 show the following: Operating income for 2021 $4,750,000 Add growth component 75,000 Add price-recovery component 398,000 Deduct productivity component (50,000) Operating income for 2022 $5,173,000 Required: Is Terbolt's operating income gain consistent with the product differentiation or cost leadership strategy? Explain briefly.Chapman Inc. sells a single product, Zud, which has a budgeted selling price of $24 per unit and abudgeted variable cost of $12 per unit. Budgeted fixed costs for the year amount to $45,000. Actualsales volume for the year (47,000 units) fell 3,000 units short of budgeted sales volume. Actualfixed costs were $46,000. With everything else held constant, what impact did the shortfall in volume have on profitability for the year? (Round your answer to the nearest whole number; indicatewhether the effect was favorable or unfavorable in terms of its effect on operating income.)A) According to the assigned video: Introduction to generic business strategies, business strategy can be classified into four quadrants: overall cost leadership, overall differentiation, cost focus, and differentiation focus based on scope and source. The Andrews Family Restaurant is in the process of hiring a five-star chef who can cook a variety of food to meet customers’ tastes and wants. In addition, the restaurant is designed to provide complete privacy to customers. Therefore, tables ought to be separated by no less than 5 feet. Think about what the Andrews Family Restaurant’s business strategy is. Please explain your answer. B)The Andrews Family Restaurant is in the process of hiring a five-star chef who can cook a variety of food to meet customers’ tastes and wants. In addition, the restaurant is designed to provide complete privacy to customers. Therefore, tables ought to be separated by no less than 5 feet. Consider the examples of competitive priorities in Table 1.3 in…
- “Woolworth’s Management should direct the business towards its goals.” With reference to theabove statement, explain the key strategic goals for Woolworth’sThe newest Graeter’s plant can produce far more ice cream than is needed today. The company also makes ice cream at its original plant and at the plant formerly owned by a franchisee. What are the implications for Graeter’s strategy and for its operational planning?The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy include A) valuable physical and intangible assets. B) valuable human assets and intellectual capital. C) All of these. D) valuable organizational assets and competitively valuable alliances. E) a skill, specialized expertise, or competitively important capability.
- 57. Which of the following statements about a make-or-buy decision analysis is not correct?a. Available resources should be used as efficiently as possible before outsourcing.b. The analysis should involve avoidable costs only.c. If the total relevant cost of production is less than the cost to buy the item, it should be produced inhouse.d. The decision depends on whether the company is operating at or below the normal capacityCost of key resource inputs, economies of scale, linking with other activities in the company or industry value chain are all examples of ? a. Strategic alliances b. Key strategy drivers c. Structural types d. Cost driversWhat is the output that results from Strategy Formulation? John Francois Stores Mr. Francois, a very successful businessman is contemplating his next move at the age of 70. As a young man at the age of 16, he dreamt of becoming a “businessman” and would go into stores in the city where he lived and observe how personnel operated. In his exploits, he became very friendly with many of the business owners in the city. As time passed, John Francois obtained four (4) Advanced Level subjects (Mathematics, Geography, English Literature and Spanish). He also enrolled in a Technical Vocational institution and pursued short courses in tiling, plumbing, masonry and electrical maintenance for which he gained certification. Through his qualifications, John was able to secure employment quite easily from the age of seventeen (17) years. Within a five (5) year period, John had worked at a large hardware store, then a small home branch of a large Bank, and a large successful insurance company. During…