Strategic Management

Strategic Management

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Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and

pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its

customers — they first transformed GE.

Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would

increase with population growth. Energy and water use, waste, carbon emissions — all would decline

among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping

companies along this sustainable path to offer environmental solutions.

GE also gambled that carbon would eventually be a cost, following the implementation of previous

regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was

unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE

joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to

build certainty into the future.

Within the company, GE began engaging employees to see where energy savings could be found. That

might include turning off the lights when a factory was idle or even installing a switch so that lights could

be turned off. Ecomagination sold solutions within GE, whether the project involved installing LED lights

on a factory floor, recycling water at a nuclear facility or offering combined heat and power generation

units at a plant in Australia. Within GE, managers began to be measured on how much energy savings they

had achieved.

Impact: The company so far has saved $100 million from these measures and cut its greenhouse gas

intensity — a measure of emissions against output — by 41%, according to the company’s sustainability

report. The work inside GE became a proof of concept to external customers grappling with similar issues.

Ecomagination targeted C-level executives to build this business, since most problems cut across divisions

(improving energy efficiency, for example).

So far GE has invested $4 billion in this effort, much of it in research and development. But it reaped sales

of $17 billion in 2008, up 21% from a year earlier, and is striving for $25 billion in sales in 2010.

1. Describe the 3 Strategic Management Process GE used (please use terms that we had discussed

in class).

2. Explain the need for integrating and the use of strategic management for GE (Give 3 examples).

3. Please list 5 examples of strategic management that GE either can use or already is using.

4. What is the strategy formulation, implementation, and evaluation activities that GE can

potentially use to make its innovation better than what it is now (Give 3 recommendations).

5. If you were brought in as a consultant, what is the 1 recommendation you would make that

would set GE apart from all its competition.

Creations, and architecture design are all part of legal rights to these ‘creations of the mind’ referred to

as Intellectual Property (IP). DANISH-ETER Holdings is the world’s leading semiconductor Intellectual

Property (IP) supplier. A semiconductor is the electronic controller at the heart of many devices that we

use every day, such as Smartphones, tablets, digital televisions and washing machines. In fact, the

company is at the heart of 35% of all consumer devices worldwide.

It has an innovative business model. It does not manufacture the products in which its technology is used.

Instead it creates the technology that is then used by other companies – its partners. These partners

incorporate the company with their own technology to create smart, energy-efficient chips suitable for

modern electronic devices. Its licenses its IP for a one-off license fee and then receives royalty fees for

every chip that has its technology. The company effectively acts as an outsourced research and

development (R&D) department to its network of partners.

With its headquarters in Cambridge (UK) and offices around the world, the company employs over 2,500

highly skilled people. To keep its market leading position, the company carefully checks changes in its

external environment to ensure it can continue to outperform its competitors. Analyzing these changes

allows ARM to set up opportunities, threats, and challenges. Key opportunities for growth include:

Advancements in technology – including machine-to-machine communications between smart sensors,

referred to as ‘The Internet of Things.’ For example, appliances in the home that can be watched and

controlled wirelessly by the homeowner wherever they are. Demand for energy efficient technology – the

market demands high performance products using low power technology.

6. Why is the nature and role of vision and mission statements in strategic management that

DANISH-ETER Holdings is using important to make itself attractive in the market place. Give 3

examples (examples also can include your suggestions to recommendations they can use to

brand themselves better).

7. Why is the process of developing a mission statement is as important as the resulting vision

document. (Provide one example)

8. What components of mission statement do you think DANISH-ETER Holdings should use in the

global market place to attract new talent or which one would you create to recommend for

them?

9. What is one crucial reason a clear vision and mission statement can help this company in

strategic-management activities? (Provide 3 examples)

A recent external analysis of Coca Cola Company helped management stay on top of trends and events in

their industry, but the company finances are out of control. Some Vice Presidents are conducting parts of

a full SWOT analysis that also looks at a company’s internal strengths and weaknesses. While others are

just cutting the budget and downsizing staff.

10. As a consultant, what economic trends would you bring to attention of Senior Vice Presidents of

Coca Cola which they need to be aware of, and take into consideration. Please give an example

of their future strategic direction. This could include economic, political, social, or technological

changes.

11. Provide three recommendations that would answer the greatest areas of repair the company

has to work to fix. Do you foresee this changing in the next five years?

12. Provide three recommendations to demonstrate opportunities for the organization to make a

bigger impact?

13. Provide three recommendations to answer what have you noticed in terms of strategic

management opportunities within the next five years?

KPMG and Management Education Programs (MEP) have experienced a tremendous growth in popularity

in today’s global economy. KPMG manages programs such as the International Business Training offered

by the Fox School of Business at Temple University profess to provide students with the skills necessary

“to thrive in the global workforce of the twenty-first century.” When choosing an KPMG business and

management program, it is essential to consider all individual factors that may impact the quality of

education as the company MEP quantifies the success percentage of those passing the 1st exam and then

choosing to take on 4-other part exams to complete the CFA (Certified Financial Accountant) exam.

14. What three type of analysis can help KPMG and MEP find quantifiable rates to see how they may

improve their training?

15. In your opinion as you determine the quantifiable measurements to understand the success rate.

Would you recommend further analysis to drive the success factors or would you be content to meet

only the scope. (Please provide 3 reasons).

16. Of the three analysis which one is the one you would recommend in your own consultation. (Please

provide 3 examples)

Companies like ZECX already have operational and physical measures for their operations. But these local

measures are bottom-up and derived from last minute additional processes. The scorecard’s measures,

an organization’s strategic objectives and competitive demands. And, by requiring managers to select a

limited number of critical indicators within each of the four perspectives, the scorecard helps focus this

strategic vision. In addition, while traditional financial measures report on what happened last period

without indicating how managers can improve performance in the next, the scorecard functions as the

cornerstone of a company’s current and future success. Moreover, unlike conventional metrics, the

information from the four perspectives provides balance between external measures like operating

income and internal measures like new product development. This balanced set of measures both reveals

the trade-offs that managers have already made among performance measures and encourages them to

achieve their goals in the future without making trade-offs among key success factors. Some companies

that are now attempting to implement local improvement programs such as process reengineering, total

quality, and employee empowerment lack a sense of integration. The balanced scorecard can serve as the

focal point for the organization’s efforts, defining and communicating priorities to managers, employees,

investors, even customers. As a senior executive at one major company said, “Previously, the one-year

budget was our primary management planning device. The balanced scorecard is now used as the

language, the benchmark against which all new projects and businesses are evaluated.”

17. Provide three examples of value of establishing long term objectives for a company.

18. Identify three recommendations you would provide for any organization to pursue for long term

growth.

19. Using Porter’s five generic strategies, how can the company benefit?

20. Provide three examples of how the Balanced Scorecard can assist organizations.

Deloitte has one of the strongest brands in the computing technology industry and is one of the biggest

employers in the industry. It strategic choices of top executives are focused on global expansion and

increased outsourcing, while focusing on business operations that have the highest profitability. In global

expansion, the company aims to penetrate developing markets. Also, the company outsources its material

processing and manufacturing to specialized companies to take advantage of cost-efficiencies. The

company also “outsources” some of its software development to its India group. Thus, the strategy

involves the combination of global expansion and increased outsourcing. This strategy is competitive. The

lower production costs help perfect profit margins. Global expansion enables the company to have higher

stability. These strategic choices contribute to the firm’s competitive advantages.

21. Develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix to show the strengths and weaknesses

of Deloitte.

22. In your opinion, what three recommendations would you make for Deloitte to expand their growth

in the market?

23. In your opinion, what three recommendations would you have to improve the organizational

culture?

FRX set clear conditions to which a steering committee used methods to ensure an answer to the very

important question “why this project important?”, and, furthermore, it ensured that we are able to

quantify and follow up on the results of their operations in a meaningful way. The model to answer the

question itself was not the goal – it is the completion of project that set the standard but also using a

simple method to give the project manager and the project organization space to “deliver the goods” in

the project and at the same time focus on the realization of process improvement effects which gave

credibility to the work, as the conditions and clarifications as for the calculations are qualified to meet the

designated budget of $550,000.

At the project implementation the key task for the analysts was to reduce complexity and define roles in

the project. With the strong involvement of stakeholders, experts, and the CEO all involved themselves as

parts of an organization need to see the value of the planned change.

24. Give three examples of you preferred method implementations tools.

25. Give three examples of how you would quantify the project schedule and plan.

26. Provide an example In your opinion on how would you manage debt of the company versus the tools

to your disposal in the company value of the stock price that is the overhaul capital of the company.

In 2015, the bug was found by Google’s in-house security research team, which searches for vulnerabilities

in Google software, as well as that of other vendors, including Microsoft. Upon finding a vulnerability,

Google adheres to a strict 90-day policy: Vendors are notified of the bug, and a public disclosure is

automatically released 90 days after, regardless of whether the bug has been addressed. Microsoft initially

asked for an extension beyond the 90 days, which was denied by Google, as was a request to extend the

disclosure date to the first “Patch Tuesday” of the month (the second Tuesday of the month, and preferred

release date for patches for developers). Microsoft criticized Google in a blog post, accusing the

company’s decision of being a “gotcha” opportunity, and at the expense of the users, who were at risk for

the two days between the disclosure and the patch release. Microsoft reiterated its support for

“Coordinated Vulnerability Disclosure,” which calls for security researchers to work closely with

developers in ensuring a fix is released before the public disclosure. Google, and supporters of similar

disclosure policies, argue that firm disclosure dates prevent developers from sweeping vulnerabilities

under the rug, and should strike a balance between the public’s right to know and providing the developer

a chance to fix the problem. Many take an even harder stance and propose that immediate public

disclosure is the best policy. Shortly after this incident, Google released an additional update on three

Microsoft vulnerabilities.

27. Provide three examples why good ethics in good business in strategic management could have

helped all the companies mentioned above.

28. Provide three examples on how the companies mentioned above can use their code of business

ethics as a guarantee in safekeeping of information with their clients.

29. Provide three examples why an alert process needs to stay in place to maintain several code of

ethics.

30. When under a crisis how can an organization use their business ethics to use it as a positive tool to

manage problems. (Please provide three examples).