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1
Kalábová, Martina. „Návrh business strategií pro oblasti stravování sdružení Party Styl“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222850.
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This diploma thesis deals with strategic planning and is elaborate for company which carry business in sector gastronomy. The aim of the work is by the help of theoretical solutions and strategic analysis to propose a change that would help the company further develop its business, which is plan for year 2011.
2
Sithole, Kenneth. „A strategy-as-practice perspective : a case study of a business unit within a multinational engineering organisation“. Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/18127.
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Thesis (MBA)--Stellenbosch University, 2011.ENGLISH ABSTRACT: This research report aims to contribute to the contemporary research discourse within the Strategy-as-Practice (S-as-P) field by studying day-to-day strategising practices that take place within a modern organisation. From an S-as-P point of view, strategy is described as a situated, socially accomplished activity, while strategising comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity (Jarzabkowski, Balogun & Seidl, 2007: 8). Here, strategy is redefined as an action organisations perform rather than a concept organisations ‘have’. This introduces a shift in the strategy process, from a prescriptive approach to a practice approach. In this report, the researcher was able to determine how strategising took place in a Business Unit (BU) at a third-tier level within a multinational engineering organisation. This involved an analysis of how the processes of strategy sense-making and sense-giving took place amongst strategic actors. Furthermore, how this was mediated by strategising methods, strategic tools and artefacts was observed. The research recognised that strategy is socially situated and therefore a social practice. To deal with this dimension, activity theory, discussed by Jarzabkowski (2005), was used as an operational measure to identify micro-social system configurations required to implement strategy. Based on an in-depth single case study of the BU, the researcher’s findings discovered unique roles that multiple actors assume in the strategy implementation process, and how they interacted in the pursuit of goal-oriented strategic initiatives. In that process, different strategising techniques were identified, namely Procedural, Interactive, Pre-active or Integrative. It was also shown how managers used these multiple strategising methods at their disposal to facilitate and mediate strategic initiatives. In an attempt to contextualise these micro-strategising practices, the case study also demonstrated how strategy was translated from broad organisational concepts to BU operational manifestations using internal formal procedures that involved a Strategy Map and Balanced Scorecard. This revealed the cascading effect of top-down strategy translation and the gap-closing effect of down-and-up feedback loops in the system. This also exposed how strategy was ‘operationalised’ by decomposing and breaking it down into sub-strategies for implementation, which then created a hierarchy of strategies that were specific to each level of the organisation.
AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag beoog om by te dra tot die kontemporêre navorsingsgesprek binne die Strategie-as-Praktyk (S-as-P) veld deur dag-tot-dag strategie praktyke wat binne ‘n modern organisasie plaasvind te bestudeer. Vanuit ‘n S-as-P oogpunt, word strategie beskryf as ‘n geposisioneerde, sosiaal-uitgevoerde aktiwiteit, terwyl strategie-beplanning bestaan uit die aksies, interaksies en onderhandelings van onderskeie betrokkenes en die geposisioneerde praktyke waaruit geput word in die uitvoering van daardie aktiwiteit. Strategie word hier herdefinieer as ‘n aksie wat organisasies uitvoer eerder as ‘n konsep wat hulle het. Dit bring ‘n verskuiwing in die strategie proses mee, van ‘n voorskriftelike benadering na ‘n praktiese benadering. Die navorser het in hierdie verslag daarin geslaag om te bepaal hoe strategiese beplanning in ‘n derde vlak Besigheidseenheid (BE) binne ‘n multinasionale ingenieursorganisasie plaasvind. Hiervoor is ‘n analise gedoen van hoe die prosesse van strategiese sin-maak en sin-gee onder strategiese betrokkenes plaasvind. Daarbenewens is waargeneem hoe mediasie deur strategie-beplanningsmetodes, strategiese gereedskap en voorwerpe plaasgevind het. Om met hierdie dimensie om te gaan, is aktiwiteitsteorie, soos bespreek deur Jarzabkowski (2005), gebruik as ‘n operasionele maatstaf om mikro-sosiale sisteem konfigurasies wat vereis word vir implementasie van die strategie te identifiseer. Die navorser se bevindings, gebaseer op ‘n enkele diepgaande gevallestudie van die BE, het unieke rolle geïdentifiseer wat verskeie rolspelers tydens die strategie implementeringsproses aanneem en ook die interaksie wat plaasgevind het in die nastreef van doelgeöriënteerde strategiese inisiatiewe. In die proses is verskillende strategie-tegnieke geïdentifiseer, naamlik Prosedure, Interaktief, Pre-aktief of Integrerend. Daar is ook getoon hoe bestuurders hierdie verskillende beskikbare strategie-metodes aangewend het om strategiese inisiatiewe te fasiliteer en bemiddel. In ‘n poging om hierdie mikro-strategiese praktyke te kontekstualiseer, het die gevallestudie ook aangedui hoe strategie vanaf breë organisatoriese konsepte deur die gebruik van interne formele prosedures, wat ‘n Strategie Kaart en Gebalanseerde Telkaart ingesluit het, omgesit is na operasionele aanwysings vir die BE. Hierdeur is die waterval effek van top- afwaartse omsetting en die gaping-vullende effek van af-en-op terugvoerlusse in die sisteem blootgelê. Dit het ook aangetoon hoe strategie ‘ge-operasionaliseer’ is deur dit te ontkoppel en af te breek tot sub-strategieë vir implementasie, waardeur ‘n hiërargie van strategieë, spesifiek vir elke vlak van die organisasie, geskep is.
3
Guffey, William Robert. „The role of organization communication in the implementation of a business unit strategy“. Diss., Virginia Tech, 1992. http://hdl.handle.net/10919/39884.
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Research on the implementation of strategy in the strategic management field has had much less emphasis than strategy formulation and content. Several implementation models have been published which suggest important factors in the implementation of strategy. Empirical tests of these models, however, have received little consideration.
In order to insure that employees who are responsible, for implementing the strategy know what to do and how to do it, communication of the strategy is necessary. Investigation of such communication with various media and the impact of such communication on knowledge of the strategy was examined in a field study. Questionnaires were administered to 1220 employees in fourteen plants of a major garment manufacturer. The survey questions addressed knowledge of strategy, media used to learn of the strategy, organization commitment, and demographic information. The employees' performance was measured using plant production records over a standard production period.
The study hypotheses addressed the effect of using different levels of media richness to learn of the Strategic Business Unit (S.B.U.) level strategy and the relationship of knowledge of the strategy, organization commitment, and employee productivity. In addition, the study investigated demographic impact on communication and the most effective level of management perceived by employees in terms of communication. Research questions explored differences in plants with participative and traditional line management approaches to manufacturing processes in terms of organization commitment and performance.
The study results provide a better understanding of communication media effects from the recipient's perspective and useful information on the impact of strategic knowledge on organization commitment. A lack of support for relationships between organization commitment, strategic knowledge, and productivity indicates additional research is required to further explore strategy implementation factors and performance. The study findings are useful as a basis for continuing research of the process between strategy formulation and firm performance.Ph. D.
4
Hrozek, Tomáš. „Návrh konkurenční strategie firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222025.
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Strategic management is one of the foundation stones of every successful company. This thesis occupies with a proposal of competitive strategy for a strategic business unit of a company that operates on the information technologies and relative services market. The key part of this thesis is strategic analysis of above mentioned strategic business unit. The analysis is aimed on the external as well as on the internal environment of given strategic business unit. The aim of the work is to secure a competitive advantage through the suitable competitive strategy.
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Abu-Khalil, Ramy 1978. „Developing a unified manufacturing and sourcing strategy in a multi-business unit engineering firm“. Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/34829.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2005.Includes bibliographical references (p. 137-139).
Competitive pressures in manufacturing industries have led to an increased utilization of outsourcing as a strategic alternative to vertical integration. This thesis develops a methodology to aid multi-business unit firms in formulating outsourcing strategies on the corporate or business group level. It offers frameworks for identifying non-core manufacturing capabilities and make versus buy decision making. In addition, it identifies critical organizational and communication linkages between levels of management and functional groups that are necessary precursors to developing a successful outsourcing strategy. Finally, it presents an analysis of the growing importance of the strategic sourcing function within the engineering firm, the informational inputs needed for the sourcing organization to adequately support activities across all business units, and investigates issues of measurement and performance within a cross-business unit support function. The research leading to the development of the described outsourcing methodology was conducted jointly between the MIT Leaders for Manufacturing Program and Honeywell International within the Honeywell Automation and Control Solutions Business Group.
by Ramy Abu-Khalil.
S.M.
M.B.A.
6
Van, den Heever Andette. „The assessment of the international organisations high performance strategy, through global business unit managers“. Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1019966.
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In today’s competitive global environment it is vital for businesses to continuously outperform their competitors, making each business more and more dependent upon product quality and the ability to adjust rapidly to change. To survive, businesses more and more depend on the creativity, initiative and problem-solving abilities of their employees. The research in this treatise will focus on the components of a high performance organisation, when assessing the international high performance strategy of Company A, developed by top management. The implementation of Company A’s strategy relies on how well the organisation fosters an environment which is conducive to high performance. At this stage it is not clear if the chosen strategy will succeed and direct the organisation towards sustainable high performance in the long run. Hence, the research question, which is the crux of this study, is to assess the effectiveness of Company A’s international high performance strategy in creating a sustainable high performance organisation in the long run. To achieve the primary objective of this research study, the researcher compared various prominent models of high performance organisations with one another. Despite the limitations, the researcher believes that the significance of De Waal’s model is that he managed to identify the factors involved in creating a high performance organisation. Based on the quantitative and qualitative comparisons, the researcher decided to use the research conducted by De Waal as the framework for the basis of this study. The Delphi Technique was used to identify the effectiveness of the strategy through a consensus seeking and commitment building process. Contrary to expectations, the empirical results indicated that Company A’s strategy does clearly indicate a high percentage of effectiveness. Although it definitely indicates that there is still a long road ahead of Company A to reach ultimate sustainable high performance, it definitely is on the right track. The research highlighted a few areas of concern, but with continuous adjustment and alignment of their strategy Company A would have a solid framework to work towards high performance in the long run.
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Van, der Vyver Juan Lodewyk. „An investigation into an expansion strategy for the garden centre strategic business unit of the Starke Ayres group of companies“. Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/6436.
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Hughes, Steven Scott. „Performance measurement system for a lean production strategy : a case study of a strategic business unit in the UK“. Thesis, Manchester Metropolitan University, 2015. http://e-space.mmu.ac.uk/24/.
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Research related to performance measurement and the inter-action with modern corporate strategies is in need of more investigation. Recent survey based research has revealed a positive significance in competitive advantage. However, these results only occurred when a modern accounting solution and a contemporary strategy were combined simultaneously; when implemented separately no significance was shown. These results revealed limited insights as to how or why the positive results occurred. This research explores the simultaneous implementation of a lean strategy and a performance measurement system consisting of five perspectives of safety, quality, cost, delivery and people (SQCDP). Related case study research in this topic has begun to reveal a number of insights of resistance and mutual adjustment. Research has been limited mainly to the service sector, with limited knowledge in manufacturing at factory level. Previous research has recognised considering an intensive longitudinal approach to reveal further insights. This research adopts a qualitative methodology of an intensive longitudinal case study approach using interview data to explore the dynamics between a lean strategy and a PMS in a manufacturing plant setting. The interview data is supported with primary documents volunteered from the interviewees and a practitioner researcher knowledge spanning 25 years. The case study draws on actor network theory (Latour; 2005) and adopts a theme of connectivity (Kolb; 2008). The results revealed insights of how networks disseminate and grow over time, what happens to engagement of employees if any of the steps of translation are omitted. Furthermore how lean and the SQCDP impacted each other towards a journey of multiple translations and culminating in standardisation globally. The theme of connectivity aided the explanation of what were enablers and disablers to connecting lean and SQCDP.
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Kidane, Simret. „International plastics manufacturing companies’ response to covid-19 in terms of changes in strategy and sourcing“. Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45959.
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The purpose of this thesis is to study how international Swedish plastics manufacturing companies have responded to covid-19 in terms of changes regarding corporate and business unit strategy and global sourcing. As research type a case study consisting of three case companies was applied. Mainly qualitative data using interviews were collected. The conclusions are that a regionalisation of the location of business units of a corporate group and a regionalisation of corporate strategies may take place and that covid-19 may enhance the process of regionalisation of sourcing of the case companies, which may lead to somewhat safer deliveries from suppliers, but higher prices for the case companies. It is suggested that in times of crisis, two types of SWOT-analyses should be made. One SWOT-analysis should cover strategic issues and thus be part of a strategy formulation process and lead to contingency strategies. The second SWOT-analysis should cover global sourcing issues and lead to contingency plan from a sourcing perspective.Syftet med uppsatsen var att studera hur internationella svenska företag inom plastbranschen har svarat på covid-19, vad gäller förändring i företags- och affärsenhetsstrategi och globala inköp. Som forskningstyp valdes en fallstudie med tre fallföretag. Huvudsakligen kvalitativa data samlades in, genom intervjuer. Slutsatserna är att regionalisering avseende lokalisering av en koncerns affärsenheter och regionalisering av företagsstrategier kan ske och att covid-19 kan förstärka processen med regionalisering av fallföretagens inköp, vilket kan leda till något säkrare leveranser från leverantörer, men högre priser för fallföretagen. Det föreslås att det i kristider bör upprättas två typer av SWOT-analyser. En SWOT-analys bör avse strategiska frågor och vara del av strategiformuleringsprocess och leda till eventualitetsstrategier. Den andra SWOT-analysen bör avse globala inköpsfrågor och leda till en eventualitetsplan utifrån ett inköpsperspektiv.
10
Kulíšková, Petra. „Strategie podnikatelského subjektu (vybrané problémy)“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-19251.
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The aim of the thesis is to analyze and suggest adjustments to the product and price strategy of debit cards for the ČSOB company. The first chapter is focused on a marketing strategy. There is defined the preliminary stage of this strategy, and then a product and price strategy. The second chapter deals with strategic analysis and outline external and internal analysis. The third chapter is aimed at a banking system. In the fourth chapter is analyzed debit card's external environment of the ČSOB company. The last chapter deals with product and price strategy of ČSOB debit cards. The ČSOB debit cards are devided into segments to facilitate analytical process, and then are compared with debit cards of the two biggest rivals. This process results in proposed adjustments to the product and price strategy of debit cards for the ČSOB company.
11
Svobodová, Petra. „Strategie rozvoje pro reálnou společnost“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224651.
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Tato diplomová práce je zaměřena na sestavení a strukturu hierarchie strategií společnosti Sporten, a.s. s ohledem na její rozvoj. Cílem je vytvořit komplexní soubor rozvojových strategií, který je podložený firemními hodnotami, a propojit misi, vizi, strategie a celkové směřování společnosti v jeden funkční a životaschopný systém.
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Otto, Gerhardt. „Reformulation of an international strategy and the implementation thereof for a commercial business unit within the South African armament industry“. Thesis, Stellenbosch : University of Stellenbosch, 1998. http://hdl.handle.net/10019.1/5548.
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Thesis (MBA (Business Management))--University of Stellenbosch, 1998.ENGLISH ABSTRACT: The study project reformulates an international strategy by following a systematic process of executive strategic tasks. These tasks are to determine the current strategy, the strategic intent, perform a gap analysis, scan the external and internal environment, determine the competitive advantage and strategy formulation in the international market, perform a situation analysis, potential alliances and the implementation of the strategy. The industry sector studied is the Airborne Surveillance market which is serviced by military and commercial product suppliers. A strong parallel is then drawn between this international strategy plan and champion companies for the new millennium.
AFRIKAANSE OPSOMMING: Hierdie werkstuk herformuleer 'n internasionale strategie deur 'n sistematiese proses van strategiese take uit te voer. Hierdie take is om die volgende te bepaal: die huidige strategie, die beoogde strategie, die gapingsanalise, skandering van die eksterne en interne omgewing, om die kompeterende voordeel te bepaal, 'n situasie analise te doen, 'n strategiese formulering vir die internasionale mark, moontlike alliansies en die implementering van hierdie strategie. Die industrie wat ondersoek word is die Lugobservasie mark wat bedien word deur die militere en siviele produkverskaffers. 'n Sterk parallel word getrek tussen hierdie internasionale strategiese plan en wenner maatskappye vir die nuwe millennium.
13
Akinjolire, Akinwande. „The evaluation of the South African unit trust fund managers' performance and strategy in a changing economic climate (1989-2002)“. Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53115.
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Thesis (MBA)--Stellenbosch University, 2002.ENGLISH ABSTRACT: Previous studies show that interest rates, dividend yields and other commonly available variables are useful market indicators. Although this has produced new insights into asset pricing models, it has not been applied to the measurement of unit trust funds' performance. This study introduces a set of predetermined variables into the measures of performance of South African unit trust fund managers. This paper modifies classical performance measures to incorporate these well-known market indicators. The performance and strategy of the South African general equity unit trust managers are evaluated for the period 1989 to 2002. The incorporation of these predetermined variables is both statistically and economically significant. It is concluded that when the conditional measures are applied to this sample of unit trusts, their performance improves and there is no evidence of market timing strategy. This study advocates conditional performance evaluation in which the relevant expectations are conditioned on public information variables.
AFRIKAANSE OPSOMMING: Vorige studies toon dat rentekoerse, dividendopbrengste en ander algemeen beskikbare veranderlikes bruikbare markaanwysers is. Hoewel dit nuwe insigte in bateprysbepalingsmodelle bring, is dit nog nie toegepas op die meting van effektetrust prestasie nie. Hierdie ondersoek gebruik 'n stel voorafbepaalde veranderlikes in die prestasiemeting van Suid-Afrikaanse effektetrust bestuurders. Hierdie werkstuk wysig klassieke prestasiemetings om die bekende markaanwysers in ag te neem. Die prestasie van Suid-Afrikaanse algemene aandele-effektetrusts vir die tydperk van 1989 tot 2002 is geëvalueer met behulp van hierdie wysigings. Daar word bevind dat die gebruik van hierdie voorafbepaalde veranderlikes statisties sowel as ekonomies beduidend is. Hierdie ondersoek bevind dat die prestasie van die steekproef van effektetrusts verbeter wanneer voorwaardelike metings daarop toegepas word. Daar is geen bewys van marktydberekeningstrategie nie. Hierdie werkstuk beveel voorwaardelike prestasie-evaluering aan waarin die betrokke verwagtings bepaal word deur veranderlikes wat openbare inligting is.
14
Dundáček, Jiří. „Strategie rozvoje malého podniku“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-234775.
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The master's thesis is focused on development strategy of a small company. The strategic analysis included in this thesis shows the company’s position on the market. The thesis provides a complex strategy of further development according to the analysis results, the corporate vision and the strategic objectives of the company. The strategy includes the aspects of functional strategies, concrete proposal of solutions and schedule of its implementation.
15
Alonso, Campos Carlos Fernando. „A theory and its model to formulate business unit strategies within the knowledge economy context: nine textile -catalonian cases“. Doctoral thesis, Universitat Politècnica de Catalunya, 2007. http://hdl.handle.net/10803/6776.
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Esta tesis debe entenderse dentro del contexto de la economía del conocimiento. En este sentido la misma refleja varios aspectos que contribuyen a la ventaja competitiva de la firma; éstos son:1) La misión y visión de las empresas investigadas. Aunque la mayor parte de las personas entrevistadas entienden dichos conceptos, éstos no se encuentran formalmente explicitados.
2) Ambas estrategias, la de operaciones e innovación, también son bien entendidas por las personas entrevistadas sin embargo, como el punto anterior, no están formalmente escritas pero en cambio si son brillantemente ejecutadas.
3) Las personas entrevistadas son totalmente capaces de identificar su ventaja competitiva y los activos intangibles más importantes que la convierten en sustentable.
4) Por lo anteriormente explicado, las personas entrevistadas están conscientes del siguiente hecho: sus activos más valiosos son sus empleados; sin el conocimiento de sus colaboradores la empresa se encuentra a la deriva.
5) Los puntos previamente enlistados enfatizan una idea fundamental: la confianza. Todos los entrevistados concuerdan que una parte importante del éxito en sus corporaciones es el capital social. Dicho activo se encuentra dentro, fuera o en ambas partes de la empresa. En otras palabras, el hombre por su naturaleza es un ser social el cual no puede vivir y prosperar sus cualidades por sí mismo, (ConcilioII, 1965) así pues, una vez que la confianza ha sido experimentada, los beneficios se materializan.
6) Debido a los puntos anteriores, las personas entrevistadas concluyeron que si utilizasen la teoría propuesta y su correspondiente modelo para formular estrategias, su proceso de formulación de estrategias mejoraría cualitativamente.
7) A pesar el punto anterior, las personas entrevistadas, conscientes del tamaño de su empresa, consideran que tanto el modelo como su teoría son demasiado grandes para ellos, sin embargo los constructos que componen dicha teoría y modelo tienen sentido.
This thesis is understood within the context of the knowledge economy. In this sense this study reflects several matters that contribute to the firms' competitive advantage; these are:
1) The mission and vision of the interviewed companies. Even though most people know what these issues are, they are not formally stated.
2) Both strategies, operations and innovation, are also well known to the interviewed people yet, as with the previous point, they are not formally stated but pretty well executed.
3) The interviewed people are able to identify its competitive advantage and the main intangible assets that support it.
4) Because of the above, these persons are aware that their most valuable asset is that of their employees; without the knowledge inside the heads of their collaborators the company is lost.
5) The previous point signals trust. All the interviewed people acknowledge that an important part of their firms' success is social capital. This asset is inside, outside or on both sides of the firm. Put differently, man because of it's own nature is a social being that cannot live and prosper its qualities by itself (Concilio II, 1965) so once trust is fully exercised, benefits arrive.
6) Because of the previous issues, the interviewed people believe that if they were utilising the proposed theory and its model to formulate strategies, their overall strategy formulation process will be enhanced.
7) Despite point #6 the interviewed persons also acknowledge that, because of their company's size, the theory and its model are too big for them, but the constructs that build this theory appear sensible.
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Hlávková, Radana. „Návrh restrukturalizace firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221605.
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This thesis deals with the analysis of two strategic business units of the company Lexmark and based on this analysis I recommend which SBU should continue in operation and which one should be closed. As a tool for recommendation I use the general company environment analysis by the MAP method, the industrial environment analysis applying Porter´s model with the ETOP method, the analysis of internal factors by the SAP method and the stakeholders analysis. I use the SWOT analysis for summarization. The first part is dedicated to the theory of strategic management. The next part is practical. I present the company Lexmark, describe the analysis and summarize the analysis results. I recommend the company restructuralization based on the analysis including the expectations of restructuralization, cost savings and cost, with focus on the critical factors and the process of restructuralization.
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Polúch, Eduard. „Návrh obchodní strategie SBU“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224164.
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The main subject of this thesis is creating a proposal of business strategy of SBU. The work includes theoretical knowledge related to the issue of the proposal of business strategy and strategic analysis of the current state of SBU. The outcomes of the thesis are the processing and evaulation of the real proposal of business strategy, which will be the basis for subsequent implementation.
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Hebron, David. „Vytvoření korporátní a business strategie AQE advisors a.s“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224591.
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The aim of this diploma thesis is to create a corporate strategy of a company, which will lead to a new definition of SBUs and provide us with main direction for business strategy of each SBU. The thesis consists of theoretical knowledge of the subject related to strategy and strategy analysis of current position of the company.
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Marvanová, Iva. „Návrh strategie rozvoje malé rodinné firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2007. http://www.nusl.cz/ntk/nusl-221497.
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The Master's Thesis deals with strategy plan of small family business. Having analysed the actual state of the family business and strategic business unit - hotel, development strategy is proposed in order to increase the firm's competitiveness.
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Šebesta, Petr. „Návrh strategie rozvoje SBU“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221607.
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Bývalý americký prezident prohlásil: “Plány jsou nic, plánování je všechno”. V tomto duchu lze říci, že dobře fungující systém strategického řízení je svým způsobem důležitější než samotné dokumenty, které produkuje. V tomto duchu se nese i celá tato práce, která zachycuje určitý stav strategie jedné strategické obchodní jednotky (SBU) firmy GlobSol CZ a její posun kupředu od původních abstraktních cílů k naprosto jasným a konkrétním krokům, které bude třeba v budoucnosti udělat pro rozvoj této obchodní jednotky. Po zhodnocení současného stavu teorie, je provedena analýza současného stavu strategie obchodní jednotky vzhledem k jejím okolím. Ze závěrečné SWOT analýzy jsou pak pro jednotlivé její prvky určovány cíle směřující ke strategickému rozvoji. Každý cíl je rozvinut do jednoho, či více kroků, které jasně determinují jak a kdy lze daného cíle dosáhnout. Na závěr je zhodnocen přínos této obchodní strategie, její předpoklady a rizikové faktory. Nejcennějším na celém dokumentu je však samotná činnost tvorby strategie, která rozvíjí zcela nové pohledy na možnosti rozvoje strategické obchodní jednotky.
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Darsot, Fatima Cassim. „The departure from the strategy of the parent company from a developed economy by the business unit of a subsidiary in an emerging market in the professional services industry due to a change in the competitive environment caused by a downturn in the global economy“. Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29526.
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“Sustainable development cannot happen without innovation. The challenge before every organization is to develop innovation strategies that not only respond to changes in the environment and societal pressures but also consider the needs and expectations of various stakeholders. The increasing turbulence in the external business environment has focused attention on the resources and organizational capabilities as the principal source of competitive advantage,” (Dasgupta & Gupta 2009, p.204). The intention of this research project is to determine how a business unit of a subsidiary in the professional services industry in an emerging market economy changed strategy from being an implementer (Gupta&Govindarajan, 1991, p.774), of head office strategy to “developing innovation strategies” (Dasgupta&Gupta 2009, p.204); to adapt to a change in the external environment that was caused by a crisis in the global economy.This study will also investigate the impact of having to change strategy, on the capability and development of the business unit of the subsidiary.A project on holding company subsidiary relationships cannot be complete without investigating how a change in strategy of a business unit of the subsidiary affected the relationship between the holding company and the subsidiary.The study looks specifically at a period that was marked by economic turmoil that is the time of the global financial crisis during the years 2008, 2009 and the years after.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Brunette, Zene. „Balanced scorecard development of a strategic business unit / Zene Brunette“. Thesis, North-West University, 2010. http://hdl.handle.net/10394/4586.
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Research confirms that strategic planning is essential for the improvement of business performance
in both small and large organisations. Organisations around the globe all follow similar tactics,
namely to attempt to execute a strategy to differentiate themselves from their competitors. A popular
instrument used to support the strategic–management process in organisations is the Balanced
Scorecard (BSC).
The BSC is a popular performance–management framework strongly associated with managing the
implementation of strategic plans. There is a difference between known performance–management
programmes and the BSC. The BSC is a full, multi–perspective approach to achieving long–term,
sustained growth, viewed more as a strategy–formation system than a pure measurement system.
Constructing the first BSC of a Strategic Business Unit (SBU) is accomplished by a systematic
process that builds consensus and clarity about how to translate the mission and strategy of the SBU
into performance objectives, measures, targets and initiatives in four balanced perspectives:
Financial, Customer, Internal Processes, and Employee Learning and Growth. The aim of the
scorecard building and implementation process is to cascade strategy down to the operational level
where real value is added. This process is also called "strategic alignment".
The arguments presented in this dissertation are based on a combination of general literature
research on performance management, the BSC and the development, strategic implementation and
management of the BSC. The selection process of an SBU, and the rationale for the choosing to
construct a BSC as a performance–measurement tool has been addressed. The dissertation further
addressed the objectives and principles governing the BSC for the specific, chosen SBU.
The development of the BSC comprises of ten steps, from the assignment of the scorecard champion
or architect to the senior executive management meeting. Information gained from research done on
the South African company under review, GP Retail Operations (Pty) Ltd, and more specifically the
SBU of the Ackermans Distribution Centre in Durban together with the literature research have been
used to develop the BSC within the specific SBU of the organisation. The BSC was tailor made for
the specific requirements of the specific SBU in GP Retail Operations (Pty) Ltd. The results of the study on the SBU, Ackermans DC, have been summarised in the performancerecord
sheet and an audit sheet derived from the literature overview and applied practical in–house
research. The record sheet was created for each perspective of the BSC.
The development of the BSC involved several challenges in embedding the information systems and
the culture that helped receive, process, and analyse information for the creation of the performancerecord
sheet and audit sheet. A BSC requires time and effort to "get it right" and commitment to
implement it.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
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Ullmann, Kay Dirk. „Examining the strategic impact of using enterprise systems in manufacturing businesses“. Thesis, London Business School (University of London), 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.270490.
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Vollmer, Sascha. „Development of a Complexity Management Model for Strategic Business Units“. Thesis, KTH, Industriell produktion, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-216158.
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McCall, Ralph. „Strategic typology and process alignment : a comparative analysis of interrelationships between strategy and processes in selected business units in a multinational company“. Thesis, Brunel University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.270899.
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Davis, Michael Gary. „Strategic trading in business units : a study of strategic aspects of restructuring, and the exchange, sale, disposal and acquisition of business units by firms in the United Kingdom“. Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.252119.
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Cathcart, Malcolm. „Organisational learning strategies for developing strategic capability within Australian Franchised Business Units“. University of Southern Queensland, Faculty of Business, 2008. http://eprints.usq.edu.au/archive/00006185/.
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[Abstract]Within the Australian marketplace there is often considerable similarity between competing products and services. The need for all firms to develop a competitive advantage in this market is pressing. Franchises are a growing competitive business sector in Australia, with an annual growth rate in excess of 12%. Franchised business units are no different from other firms in that they need to develop a competitive advantage. Within this current fast changing business environment there has not been any research published on how owners and operators within franchised business units in Australia use organisational learning strategies to develop their strategic capability with a view to gaining a competitive advantage. Many firms have adopted traditional training approaches in organisational learning to develop their firm’s strategic capability believing this strategy to be in line with best practice. This narrow training view of organisational learning involves key employees within a firm identifying skill gaps between where the firm needs to be and the current competencies of their staff. The gap is then bridged by traditional training methods that extend staff competencies to meet the firm’s requirements. These traditional training approaches separate learning from the work context and have been identified by many researchers over the years as an inefficient practice. This study was undertaken using a case study approach based on semi-structured interviews to gain an understanding on how franchised business units in Australia used a range of organisational learning strategies to develop their strategic capability. People were interviewed from various organisational levels at five major franchises. The study found that strategic capability is enhanced by developing a learning environment that integrated both operational and strategic learning strategies. Based on the research findings, a franchised business unit’s strategic capability will, in many cases, determine the difference between the franchise’s performance in the marketplace and that of its competitors, hence, developing organisational learning strategies to gain and apply these capabilities are of a critical importance in a franchised business unit gaining a competitive advantage. The study found a number of key ingredients in organisational learning strategy that built a firm’s capability. These key ingredients include adopting a work-based learning strategy which incorporates learning activities such as listening and observing others in the workplace; regular internal training; access to external courses; controlled on-the-job training and supporting individuals and groups within their normal work; developing and implementing accredited in-house learning which would include opportunities for staff to develop both operational and strategic levels of learning; formal and informal mentoring for developing the skills of individuals and groups; participation in higher education; and the use of internal state and national franchise conferences as a tool in developing staff and to provide a work environment where empowerment of staff at all levels is encouraged, accepted and supported by the required learning strategies to make it successful. For franchised businesses within Australia aspiring to gain or build on competitive advantage, it is envisaged that the findings of this research will foster the implementation of a combination of organisational learning strategies that encompass both operational and strategic learning, and include learning for both the individual and collective groups.
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Šaršon, Vít. „Optimalizace projektového plánování vývojových projektů s ohledem na propojení se současně používanými plánovacími a sledovacími nástroji“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-9191.
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This thesis is focused on project planning and management optimalization in the department of technical evaluation FEM (TKF/1), Škoda Auto, a. s. Its theoretical part specifies the framework of project management, including the methodology of project leadership and software instruments. Afterwards it mentions various types of organisational structure, stressing the matrix structure. The practical part starts with the description of the company, of its organisational structure and of activities explaining processes in TKF/1. Then follows an analyse of the current situation in the project leadership of the observed department, that is summarised in a well-arranged SWOT. Based on these outlines, a new organisational structure is proposed, as well as a new process of the development projects' planning. The thesis contains a proposal of setting of sources out from the corporate fund of sources that facilitates an effective capacity planning of whole department, and it also contains a template of development activity in MS Project.
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Costa, Jorge. „A study of strategic planning and environmental scanning in the multi-unit Portugese hotel sector“. Thesis, University of Surrey, 1997. http://epubs.surrey.ac.uk/836/.
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This study addresses the strategic planning and environmental scanning activities of the hotel chains operating in Portugal, and compares attitudes towards planning and scanning activities by companies where strategy is formalised through a formal written strategic plan (intenders) and those companies where strategy is informally developed through a 'vision' or 'informal plan' (realisers). The main challenges facing Portuguese hoteliers as identified by the representatives of the Portuguese government, hotel associations and hotel chains inform the development of the study. The aims of the research derive from these challenges faced by the Portuguese hoteliers and their need for a more proactive attitude towards strategic planning, as well as from the literature on strategic planning and environmental scanning. The study is exploratory and descriptive based on a qualitative and inductive approach. This methodology is used to elicit and represent the existing practices as well as managers' perceptions towards strategic planning and environmental scanning. The fmdings reveal a lack of formal continuous environmental scanning by both formal and informal planning chains and a significant number of similarities in terms of the scanning methods and sources used by these two types of organisations. A grounded theory methodology is used to identif' the core themes emerging and to develop theory on the planning and scanning activities of hotel chains. The use of this methodology also allows a better understanding of the relationship between strategic planning and environmental scanning by hotel chains where strategy is intended (existence of a formal written strategic planning) and by those where strategy is realised (no existence of a formal written strategic planning). A cognitive mapping technique is used for the analysis of respondents' perceptions towards the development of a formal environmental scanning process. This technique is also applied in the identification of the relevance and structure of a formal environmental scanning process, in the assessment of the barriers to the development of this process as well as possible actions to overcome them. The study also finds that the existing differences amongst intenders and realisers rely essentially on aspects of content rather than on aspects of process, and that keeping a high degree of flexibility in the decision making process is considered of premium importance. The preponderance of similarities as opposed to differences lead to the development of a series of output propositions common to all four comparison groups. These propositions, together with other recommendations suggested in the literature, are used to identify the necessary conditions for the development and implementation of a continuous environmental scanning process by formal and informal planning hotel chains and develop a theoretical model of environmental scanning.
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Tan, Chek-Ming. „Strategic planning--an application to the Services Development Division (of the Singapore Economic Development Board) and its Logistics Strategic Business Unit“. Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10953.
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Verma, Amit Kumar. „Strategic placement of telemetry units and locomotive fuel planning“. Diss., University of Iowa, 2014. https://ir.uiowa.edu/etd/1413.
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Telemetry units can be used to gauge inventory levels at customers. These readings can help prevent both stockouts and unnecessary deliveries. The research problem we address is where to place a limited number of telemetry units in order to reduce routing costs. Modeling this problem involves the consideration of both inventory theory as well as vehicle routing concepts. We model this problem with an integer program but solve with heuristics. Our results demonstrate that significant savings can be found with limited numbers of telemetry units. We then extend our results to consider the impact of correlation of customer usage on the placement of telemetry units and show even greater savings can be obtained. We also present a model that can be used for locomotive fuel planning. It decides where fuel trucks should be located as well as the volume of the fuel that should be delivered to each locomotive.
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van, Bracht Jan. „Developing a framework for derivative sales within strategic business units of German savings banks“. Thesis, University of Gloucestershire, 2014. http://eprints.glos.ac.uk/1058/.
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The implications of the western financial and economic crisis brought the global financial system into a system-threatening imbalance. Even though a total breakdown of the financial system has been averted, all parties concerned are still confronted with the consequences. Thereby, banking institutes are challenged by a high level of complexity and dynamics introduced by new regulatory frameworks, turmoil in capital markets and cautious customers. All these changes result in the need for banks to draw the necessary conclusions for their individual strategies to survive in a fiercer competition. Against this background and challenges, numerous German savings banks currently re-examine opportunities to optimise their (net commission) earning structure by offering liability derivatives to their clients. The aim of this thesis is to provide a better understanding of such derivative sales in German savings banks by developing a conceptual framework exploring and explaining the critical factors for establishing a business-level strategy for this highly ambivalent business field against the background of the crisis. Taking the ontological and epistemological position of a constructivist, the strategy of inquiry was informed by a (qualitative) grounded theory approach, using semi-structured interviews with experts as data gathering technique. The underlying emphasis on three different German savings banks in relation to size, location and business strategy offered a solid base to meet the set research objectives and to establish new primary findings. Based on an exploration of the institutes’ courses of action, a discussion of the financial crisis’ influences and derived expert views on success and sustainability for the business field, five main categories were elaborated, which differentiate successful from less successful business units. For each main category a partial model was created explaining interdependencies and causalities. By consolidating these findings and partial models, an initial conceptual framework was developed, which supports the implementation of a possible successful and sustainable business-level strategy for derivative sales in German savings banks. The improved understanding and the conceptualisation of derivative sales in savings banks are highly relevant for practice and theory as they offer in-depth-expertise of a market-environment which is swiftly and radically changing but still has high potential for increasing customer loyalty as well as profits and thus can generate competitive advantages for the institutes offering these services.
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Bajgl, Stanislav. „Návrh kroků k rozvoji strategické spolupráce v oblasti prodeje pekařských pecí“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225286.
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The diploma thesis titled „Proposal of Activities for Development of Strategic Cooperation in the Area of Sales of Bakery Ovens“ focuses on proposals for the creation of a strategic framework with the aim of developing a strategic alliance between the strategic business unit of company Sklářské stroje Znojmo, s.r.o. and chosen partner.
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Kreling, Rafael. „Gestão estratégica da produção: proposta de um método que recomenda técnicas de produção para alavancar as diferentes dimensões competitivas“. Universidade do Vale do Rio dos Sinos, 2016. http://www.repositorio.jesuita.org.br/handle/UNISINOS/5455.
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A literatura de Estratégia de Produção, que aborda desde o conceito de Unidades Estratégicas de Negócio (UEN), passando pelas diferentes Dimensões da Competição, evoluindo também para o conceito de Fábrica Focada de Skinner e culminando na definição das diferentes técnicas e práticas de produção que alavancam cada uma das Dimensões Competitivas, é ampla. Porém, quando o objetivo é determinar quais técnicas priorizar diante de um rol grande de opções, este tema já é mais restrito. A lacuna que existe pode ser resumida na seguinte pergunta: diante de uma situação real específica, haveria um método que auxiliasse na escolha da(s) técnica(s) mais adequada(s) a se adotar? Essa pesquisa propõe-se a preencher esta lacuna, sugerindo um método que direcione a tomada de decisão do usuário na definição das técnicas de produção mais adequadas a serem adotadas em sua realidade industrial específica. A pesquisa se concentrou no estudo literário individual das técnicas de produção que eram comuns aos autores que as estudaram, destacando as contribuições de Antunes Júnior (2013), Pacheco (2012) e Ghinato (2000). O método proposto teve a crítica de cinco especialistas acadêmicos/profissionais do tema, tendo posteriormente a aplicação junto a um gestor industrial de uma empresa. O método de pesquisa adotado foi o Design Research. O método final proposto, que auxilia na seleção das técnicas de produção mais alinhadas à realidade de aplicação, procurou avançar mais um passo no desdobramento da Estratégia de Produção, apoiando gestores industriais na adoção de técnicas e práticas, segundo suas principais demandas e condições específicas vividas. Esta customização de um pacote genérico de opções de técnicas e práticas para a realidade específica se demonstrou adequada na aplicação do método. Para trabalhos futuros, se recomenda a pesquisa de técnicas para os tipos de sistemas produtivos distintos aos direcionados desta pesquisa, assim como outras abordagens, às quais as técnicas pertencem, sejam incorporadas.
The manufacturing strategy literature is very wide and approaches concepts such as Strategic Business Units (SBU) and Competitive Dimensions, evolves towards the concept of Focused Factory by Skinner and culminates in the definition of different techniques, systems and tools that leverage each Competitive Dimension. However, the literature is much more restricted when it comes to determining which particular manufacturing technique should be adopted among different possibilities. Its gap can be summarized in the following question: in a given real situation, is there a method that could help choose the most appropriate technique(s) to adopt? This work aims at filling this gap by proposing a method which directs decision-making when one needs to define the most appropriate production technique(s) to be adopted within a specific industrial reality. The research focused on the individual literature review of the production techniques that were common to the authors that studied them, especially the contributions from Antunes Júnior (2013), Pacheco (2012) and Ghinato (2000). The proposed method underwent the critical analysis from five academic/professional specialists, followed by an experimental application carried out by an industrial manager. The research method adopted is called Design Research. The final method proposed assists its user to select the production techniques that are best aligned with a given application reality. It seeks to go one step further in unfolding Production Strategy by supporting industrial managers to adopt techniques and practices that meet their main demands and specific conditions experienced in their daily routines. This customization of a generic package of techniques and practices for the specific reality has proven to be suitable in the method application. For future studies, it is recommended research on techniques for different types of production systems not covered in this research, as well as other approaches, which the techniques belong to, should be incorporated.
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Amsellem, Rebecca. „Les stratégies d'internationalisation des musées et les nouveaux modèles d'affaires“. Thesis, Paris 1, 2016. http://www.theses.fr/2016PA01E037/document.
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L'internationalisation des musées est une tendance illustrant les stratégies de développement des activités ces institutions hors du marché national d'origine. Comment peut-on définir ce phénomène ? Une analyse des correspondances multiples d'une base de données, créée à partir d'une enquête réalisée dans le cadre de cette recherche, fait apparaître une typologie des musées : les «élites», les «entrepreneurs innovateurs», les «entrepreneurs conservateurs» et les «artisans». Les acteurs ont deux stratégies d'internationalisation complémentaires : la stratégie de rentabilité économique et la stratégie patrimoniale. Par ailleurs, les musées voient leurs modèles d'affaire et de gouvernance évoluer. Les modèles historiques (le modèle dépendant, le modèle affranchi, le modèle mixte) semblent être remis en cause par une baisse historique des subventions publiques, une incertitude quant aux donations privées et des ressources en billetterie qui n'augmentent pas. L'internationalisation des pratiques a un impact sur ces modèles et permet de les faire évoluer. Enfin, les caractéristiques et les pratiques des musées à l'international sont illustrées par deux études de cas : le Victoria & Albert Museum et le Musée des arts et métiers (Paris, France)Museums are increasingly developing international strategies to raise their profiles outside of home markets. How can we define this trend? A multiple correspondence analysis of a database, which is populated by the results of a survey that we conducted among international museums, reveals that museums fall into four categories regarding their internationalization strategies: "elite", entrepreneur-innovator", "entrepreneur-curator" and "artisan" museums. Museums can have two complementary international strategies: one geared toward economic profitability or one geared toward the preservation of heritage. Traditional business models (dependent, independent, and mixed) face challenges from a decline in public subsidies, uncertainty surrounding private donations and stagnant ticket sales. The internationalization of museums have an impact on the historical models and contributes to the evolution of these business models. Two case studies illustrate the international characteristics and practices of museums: the Victoria & Albert Museum and the Musée des Arts et Métiers (Paris, France)
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Manoel, Júnior Márcio Laênio. „A firma sob a ótica da estratégia de operações: a proposta de um modelo técnico-econômico para a organização interna da firma“. Universidade do Vale do Rio dos Sinos, 2012. http://www.repositorio.jesuita.org.br/handle/UNISINOS/3982.
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O presente trabalho aborda o tema da Economia e Estratégia de Operações no que se refere às questões referentes à Teoria da Firma e, em especial, aquelas relacionadas com a organização interna da Firma. Seu objetivo consistiu na proposição de um modelo de análise e gestão da organização interna da Firma voltada para resultados econômicos, sob a ótica da teoria da Firma e dos conceitos, abordagens, métodos e ferramentas oriundos da disciplina da Estratégia de Operações. O referencial teórico buscou analisar, a partir de uma perspectiva histórica, as teorias e conceitos existentes da Firma no campo da Economia. Na medida em que foram observadas lacunas referentes a como o corpo teórico da Economia trata sobre a organização interna da Firma, visualizou-se a possibilidade de ‘buscar’ teorias e conceitos do campo da Estratégia de Operações na tentativa de preencher essas lacunas. A partir disso, identificaram e organizaram-se esses conceitos teóricos que, mediante a utilização do método do Design Research, possibilitaram a proposição de um artefato que contou com um conjunto de 16 proposições relacionadas para como as abordagens, conceitos e técnicas da estratégia de Operações podem ajudar a direcionar a organização interna da Firma para melhores resultados econômicos. Depois de desenvolvido, esse artefato foi posto a prova, a partir da aplicação em um caso prático na Firma X, focando uma de suas duas Unidades Estratégicas de Negócio. O aprendizado gerado com a aplicação prática possibilitou, na etapa de avaliação do modelo, identificar pontos a serem melhorados no intuito de deixar o modelo mais completo e robusto. Essas sugestões foram incorporadas no artefato, gerando uma versão final de modelo, denominada M1. Como resultado do trabalho, foi possível identificar o que as teorias da firma abordam sobre sua organização interna, apresentar abordagens da Estratégia de Operações que podem ser utilizadas para melhor compreender a organização interna da firma, propor o modelo de análise e gestão da organização interna, validá-lo e aprimorá-lo gerando o modelo M1.
The present dissertation approaches the issue of Economics and Operations Strategy regarding questions concerning The Theory of the Firm and, in particular, those related to the firm’s internal organization. Its purpose is to propose a framework for analyzing and managing the firm’s internal organization regarding economic results from the perspective of the Theory of the Firm and the concepts, approaches, methods and tools related to the discipline coming from the Operations Strategy. The theoretical background aimed at analyzing, from a historical perspective, the existing concepts and theories of the Firm in the Economic field. Considering the gaps observed concerning how the theoretical framework of economy leads the internal organization of the Firm, the possibility of searching for theories and concepts from the field of Operations Strategy arise in an attempt to fill these gaps. From this, these theoretical concepts were identified and organized by the method of Design Research, which allowed the suggestion of an artifact that counted on 16 (sixteen) propositions related to how the approaches, concepts and techniques of Operations Strategy can help the internal organization of the Firm achieving better economic results. Once developed and done, this artifact has been tested in a practical case on “X” Firm, focusing on one of its two Strategic Business Units. The resulting knowledge of this practical application in the evaluation stage of the model enabled identifying possible improving points in order to make the model more complete and robust. These suggestions were incorporated into the artifact, producing a final model, M1. As a result, it was possible to identify what the theories of the Firm state considering its internal organization, to introduce new kind of approaches to operations strategy which can be used to better understand the internal organization of the Firm, and, finally, to propose a framework for analyzing and managing the internal organization, validate it and improve it, resulting on the creation of the “M1” model.
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Costa, Robson Peranconi. „PROPOSTA DE UM MODELO DE AVALIAÇÃO DE DESEMPENHO PARA FRIGORÍFICOS DE BOVINOS“. Universidade Federal de Santa Maria, 2012. http://repositorio.ufsm.br/handle/1/8258.
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The dynamism of the globalized world induces the companies to develop and make
use of many tools and techniques to assistance the process of business
management. In this context highlights the administration costs, for his vital character
to give technical support in strategic management and decision-making within
organizations. One of the greatest challenges of the managers is the effective control
of production costs in the manufacturing units of the organizations, since these serve
as a parameter for achieving good business performance. In this sense, the present
study considered exploratory, through a case study, sought to analyze the costs in
industrial production and the result obtained with the proposed organizational
performance measurement model, through the application of costing method named
production unit - UP. The present study sought to analyze the organizational
behavior, based on industrial costs, focusing the analysis variations and the impact
generated in the processes of strategic management and decision-making in a cold
company located in the State of Rio Grande do Sul - RS.O dinamismo do mundo globalizado obriga as empresas a desenvolverem e aplicarem uso de inúmeras ferramentas e técnicas para auxiliarem nos processos de administração empresarial. Neste contexto, destaca-se a administração de custos, pelo seu caráter vital em dar suporte técnico na gestão estratégica e tomada de decisão dentro das organizações. Um dos grandes desafios dos gestores é o controle efetivo dos custos de produção nas unidades de produção das organizações, pois estes servem de parâmetro para atingir um bom desempenho do negócio. Neste sentido, no presente trabalho, considerado de natureza quantitativa exploratória, através de um estudo de caso, buscou-se analisar os custos na produção industrial e o resultado obtido com a proposta de modelo de medição de desempenho organizacional, por meio da aplicação de método de custeio denominado Unidade de Produção - UP. O presente trabalho, portanto, buscou analisar o comportamento organizacional, baseado em custos industriais, tendo como foco as análises de variações e o impacto gerado nos processos de gestão estratégica e na tomada de decisões em uma empresa frigorífica situada no estado do Rio Grande do Sul - RS.
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Santos, Selma Regina Simões. „Relações interorganizacionais de uma empresa que atua nos segmentos automotivo e de linha branca : análises de elos à montante e à jusante“. Universidade Federal de São Carlos, 2012. https://repositorio.ufscar.br/handle/ufscar/3414.
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Previous issue date: 2012-08-20This survey aims to investigate the inter-organizational relationships of a company that in a same industrial plant, concentrates its activities into two distinct markets: the automotive and white goods. Therefore, its purpose is to identify and detail how different requirements of different economic sectors, characterized by unequal positions in supply chain and by physical flows and quirky information, interfere in the organizational design of a company that operates directly in two chains. To meet this goal, there was the selection of up-and downstream links, that is, suppliers and customers of the automotive and white goods market. Soon, was set a case study involving four suppliers and six central enterprise customers. The empirical clipping adopted contemplated the construction of immediate central chain company by which flow all interorganizational relations selected. The comparative research of upstream and downstream relationships occurred through questionnaires that sought to identify and translate the central company interactions with selected organizations, as well as to clarify their form of simultaneous actions in the sectors of automotive, white goods and with support of the theories of supply chain, supply chain management and networks. In summary, the results of this research showed that the company central: (1) Gets cost advantages in its operations in the automotive and white goods segment, on the basis of complementarities; (2) presents an organizational design shaped by the way in which production is performed to company C (b) 1, for the different sectors, by his training and entry into the market, by productive restructuring processes occurring in the white line and automotive markets, for its strategic options and by its placement in the automotive supply chain and white line; (3) when you join at the first level of the automotive supply chain had access to a large number of challenges and opportunities that, if properly addressed, will configure itself in a growth, characterized by structural changes that will include a new dimensioning of your strategic business units in order to remodel your current organizational design, as well as their relationships with customers and suppliers.
Esta pesquisa tem por finalidade investigar as relações interorganizacionais de uma empresa que em uma mesma planta industrial, concentra sua atuação em dois mercados distintos: o de linha branca e o automotivo. Por conseguinte, seu propósito está em identificar e pormenorizar de que forma exigências distintas de setores econômicos diferentes, caracterizadas por posicionamentos desiguais na cadeia de suprimentos e por fluxos físicos e de informação peculiares, interferem no desenho organizacional de uma empresa que atua diretamente em duas cadeias produtivas. Para cumprir este objetivo, houve a seleção de elos à montante e à jusante, isto é, fornecedores e clientes do mercado de linha branca e automotivo. Logo, foi definido um estudo de caso que envolveu quatro fornecedores e seis clientes da empresa central. O recorte empírico adotado contemplou a construção da cadeia imediata à empresa central, pela qual fluem todas as relações interorganizacionais selecionadas. A investigação comparativa das relações à montante e à jusante ocorreu por meio de questionários que visaram identificar e traduzir as interações da empresa central com as organizações selecionadas, bem como esclarecer sua forma de atuação simultânea nos setores de linha branca e automotivo, com respaldo das teorias da cadeia de suprimentos, da gestão da cadeia de suprimentos e de redes. Em síntese, os resultados dessa pesquisa apontaram que a empresa central: (1) Obtém vantagens de custo em sua atuação no segmento de linha branca e automotiva, em função das complementaridades; (2) Apresenta um desenho organizacional moldado pela forma pela qual a produção é realizada para a empresa C(b)1, para os distintos setores, por seu histórico de formação e ingresso no mercado, pelos processos de reestruturação produtiva ocorridos nos mercados de linha branca e automotivo, por suas opções estratégicas e por seu posicionamento na cadeia automotiva e de linha branca; (3) Ao ingressar no primeiro nível de fornecimento da cadeia automotiva teve acesso a um grande número de desafios e oportunidades que, se devidamente superados, configurar-se-ão em um crescimento, caracterizado por mudanças estruturais que incluirão um novo dimensionamento de suas unidades estratégicas de negócios, de modo a remodelar seu atual desenho organizacional, bem como seus relacionamentos com clientes e fornecedores.
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Rêgo, Sandra Barros de Moraes. „Unidades estratégicas de negócio na saúde: o caso Alergoclínica“. reponame:Repositório Institucional do FGV, 2000. http://hdl.handle.net/10438/4862.
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Previous issue date: 2000-08-15T00:00:00ZCase Study on strategic business units, which took place in a medium-sizeclinic, located in São Paulo, Brazil, as a result of the development of the way the organization responds to the changes in the health segment of the economy, with special emphasis on the management aspects related to the structure chosen. A description of various aspects are presented: structure, processes and strategies used to guide the clinic into adopting such model of structuringand thus, reaching their strategic objectives.
Trata de um Estudo de Caso. Unidades estratégicas de negócio em saúde : o caso Alergoclínica. Aborda mudanças em estrutura, estratégia e processos, destacando o uso da estrutura por Unidades Estratégicas de Negócio provocadas por meio de alterações no cenário da prestação de serviços em saúde, identificando os limites entre cada um dos conceitos aplicados e o momento da organização estudada.
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Reto, Ana Catarina Amiguinho. „Developing a strategy for business unit of tool & die in Volkswagen Autoeuropa“. Master's thesis, 2018. http://hdl.handle.net/10362/38040.
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The main purpose of this thesis is the develop a strategy for the Tool&Die unit in Volkswagen Autoeuropa, to contribute for competitiveness of the factory. During my work I develop a group of KPI´s to evaluate the performance and follow the implementation of the strategy, the majority of them were implement. The KPI´s are: Absenteeism, Hours of specific training, Hours by project, project stage and overtime, Machine and Press uptime, Milestone achievement, €/project, Operative results, Index of work accidents, and medical restrictions, Costs of non-quality, NC´s per stage, AK and BK per stage, Superficial report and Additional work.
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Krush, Michael T. „The dispersion of marketing capabilities and its effects on marketing strategy execution, business relationships and business unit performance“. 2009. http://proquest.umi.com/pqdweb?did=1825371951&sid=1&Fmt=2&clientId=14215&RQT=309&VName=PQD.
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Thesis (Ph.D.)--University of Nebraska-Lincoln, 2009.Title from title screen (site viewed January 5, 2010). PDF text: 158 p. : ill. ; 3.44 Mb. UMI publication number: AAT 3365712. Includes bibliographical references. Also available in microfilm and microfiche formats.
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王寶田. „Build the Strategy and Operation Practice in Business Unit by Using Balanced Score Card (BSC)“. Thesis, 2013. http://ndltd.ncl.edu.tw/handle/hms3mc.
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碩士國立清華大學
高階經營管理碩士在職專班
101
Since 2008 downturn till now, the semiconductor industry changes tremendously. Only the leading company can survive and continue investment, for instance , the foundry like tsmc, CPU company as INTEL, and memory fab like Sumsung. The challenge for equipment vendors is even tougher than you can think about. How are they going to survive under such environment? AMAT merged Varian, Lam Research bought Novellus, ASML acquired Cymer. K company beside focuses on his core technology but also enhance his operation efficiency specially applied balanced scorecard method in order to take corporate to A+ company. According Kaplan’s research for many years, the innovation company thinks the BSC is not just a strategic or operational measurement system but also a strategic management system. Top company beside uses it for long-term strategy plan but also does the measurement to support management process. Particularly, alignment between mission and strategy, communicate and link the strategic goal and KPI, plan and set the index to enhance the strategic action plans, enhance the feedback methodology as well as learning and growing mechanism. If there is no very thorough and executive way, it will create barriers between communication and consensus, organization and management system, message exchange and performance ranking. Base on this concern, this study is to use one business unit of K company as an example to do further BSC application and build up the BU operation model and then look for the way to improve the operation efficiency of BU and future growth. Finally, to see if this can help to set the right way for similar case to follow in future.
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Theys, Lauretta. „What is the origin and extent of knowledge gaps within IBM (BCS) strategy and change business unit?“ Thesis, 2004. http://hdl.handle.net/10413/1713.
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CHEN, HUNG-CHUN, und 陳宏濬. „Analysis of the Business Model and Co-Opetition Strategy: A Case Study of the Touch Panel Business Unit in I Company“. Thesis, 2013. http://ndltd.ncl.edu.tw/handle/74703589289397958777.
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碩士國立嘉義大學
管院碩士在職專班
101
Owing to iPhone and iPad of Apple open hostilities to touch panel of personal portable IT devices. It is estimated that WW touch panel shipment approach 1,500 million and revenue up to US$ 16,000 million by 2012 with its strong growth. Taiwan is the main manufacturer for touch panel worldwide. While the tangible products are internationalized, it can also realize the importance and influence of the intangible assets such as business model and competitive strategy, which might hinder the profit and restrict the market expansion. This research utilizes the method of case study to carry on the analysis of the Touch Panel Business Unit of example company I. Firstly, this research applies the concept of industrial supply chain to analyze the interactive relationships among touch panel makers, their upstream material suppliers, and downstream application producers in Taiwan, Japan and South Korea. To investigate the example company and compare it with its competitors along with using SWOT/ TWOS analyses. Furthermore, it explores the business models of the example company according to Value Net Theory for the competitive advantage and competitive strategy in worldwide market. In addition, Brandenburger and Nalebuff’s Co-Opetition theory is employed to analyze the relationship between the example company and its complements. It also verifies the competitive advantage and competitive strategy of the example company in worldwide market. Furthermore, to investigate the example company in contrast with its competitors along with using Core-Competence analyses. Finally, the research results are drawn to conclusion that can provide important reference of related operations. It is hoped that the proposed suggestions can help the example company improve its competitiveness, and enhance the competitiveness of Taiwan’s touch panel industry.
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Watson, Andrew. „Prescriptive and descriptive perspectives on business unit structure and performance: The influence of business strategy, general manager, and external and intracorporate environments“. 2001. https://scholarworks.umass.edu/dissertations/AAI3027269.
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The project of strategic management research includes the explanation and prediction of organizational performance (Hambrick, 1989). Hence it is to a large extent a prescriptive project. In particular, many researchers have advanced and empirically supported the proposition that, in the interests of economic performance, organizations should align their strategies and structures. A classic example is provided by Rumelt's (1974) study of corporations. Rumelt's classic study is based on a prescriptive structural contingency theory. It is prescriptive, in that it includes a recommendation, or prescription, to be followed in the interests of organizational performance. It is based on contingency theory, in that the prescription is one of fit between structure and a contingency variable (corporate strategy). However, not all theories of organizational structure are prescriptive. Others are descriptive, in that they offer explanation and prediction of what managers and organizations actually do, whether or not their actions improve organizational performance. For example, from the institutional perspective, organizations within a given field tend towards similarity, rather than towards efficiency (DiMaggio & Powell, 1983). This dissertation adopts and tests both prescriptive and descriptive perspectives. The research described here is to a large extent a generalization (Tsang and Kwan, 1999) of prior descriptive and prescriptive research. Its distinctive contribution to these streams of research is that its unit of analysis is different from those of prior studies. The unit of analysis of this dissertation is the business unit of the multibusiness corporation. Little prior research has taken as its unit of analysis the business unit. The paucity of research at this level is surprising in the light of the robust finding that a considerable proportion of variance in performance is due to business unit effects (Rumelt, 1991). Hence choice of this unit of analysis is consistent with strategic management's performance-oriented project. Results from this study show positive association between the strategic variable of low cost and the structural variable of formalization. They further show a negative effect on performance associated with similarity amongst business units of the same corporation.
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Wang, Yu-Li, und 王友立. „The comparison in critical care unit dedicated physician system on the quality of medical care, business strategy and organizational cohesion“. Thesis, 2013. http://ndltd.ncl.edu.tw/handle/71852353674876359995.
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碩士國立臺灣大學
公共衛生碩士學位學程
101
The abilities of hospital profitability were significantly affected after the government implemented the NHI since 1995. How to achieve the target to reduce cost and improve effectiveness by operating performance measure to enhance the quality of medical services, and to protect the public medical treatment equity is high-end of the medical institutions managers who most concerned about. Today, medical malpractice appears frequently and severe human dwindling, however, whether the new hospital accreditation, or the evaluation of acute severe classification for medical manpower requirements also increasing. Assessing ICU setting dedicated the intensive specialist physicians (Intensivists) before and after the effectiveness of the quality of care and utilization of health care resources have been discussed in the literature. But the related literatures were almost from the Medical Centers. The effectiveness of the implementation of the medium-sized hospital yet empirical or experience reports. The study represents a medium-sized regional teaching hospital that conducted physician system in intensive care center to improve patient quality of care, employees'' loyalty, and expect to provide recommendations to the hospital''s operating strategy. Researchers will use the framework of balanced scorecard which includes four dimensions: financial, customer, internal process, and learning and growth of member to analysis. The analysis method would include multiple regression analysis, independent t-test to assess the hospital management performance units for quality of care and medical resources consumption next-depth interviews supplemented by implementing the medical staff within the unit. Thus we can understand the impact of clinical first-line medical staff face the implementation of the intensive specialist physicians. The conclusion of study recognized the outcome of the patient''s medical and first-line nurses'' job satisfaction has increased significantly after the introduction of a dedicated system. However the overall performance in the case hospital recessed. Based on the concern of high cost of the equipment to operate severe dedicated ICU, the agency''s financial foundation, lack of physician manpower, operating such high-cost specialized units has also increased the pressure on the operation of the regional hospitals. Operators, as a primary objective should be a proper division of labor and performance allocation. Finally, this study proposed improvements to the assessment results, provide the competent authorities in policy formulation and the reference of the internal operation and management of military hospitals. To promote the system to implement and sustainable management of the hospital.
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Ho, Ching-Hung, und 何慶宏. „The Product Development Strategy of Intelligent Video Surveillance in Rolling Stock Market - A study on the basis of M company Industrial Video Networking Business Unit“. Thesis, 2018. http://ndltd.ncl.edu.tw/handle/2av2a9.
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碩士國立臺灣科技大學
高階科技研發碩士學位學程
106
Main advantage of intelligent video surveillance is to perform real time image analyze, abnormality detection and capable of informing safe keeper to take preventive action. Ever since 911 terror attack, fights against terrorism have intensively taken place globally, however, terror attack incidents can only be less but never stops. Rail system in mass transportation is usually a vulnerable terrorist target, the demand for intelligent video surveillance system is becoming unprecedented strong. It is also an essential market opportunity for the vehicle equipment vendors to target. The study is start with the investigation of rail vehicle market analysis by using Porter's Five Forces Model. Secondly the company core competency, product and technology development trend are also examined. Thirdly, to generate next 3 years product and technology roadmap with a strategic technology road mapping as well as SWOT analysis. At last, the way to elevate company R&D capability to fulfill customer requirement by consolidating internal and external resources effectively are also evaluated. The ultimate goal of the study is to plan for next 3 years product development roadmap, product planning flow and establish a feedback process between future market demand and emerging new technology. It is expected to have near 100% grow on revenue each employee.
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Chen, Sheng-Chih, und 陳勝志. „The Research of Staffing Strategy in Different Business Units“. Thesis, 2006. http://ndltd.ncl.edu.tw/handle/95473154650028735920.
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碩士國立中山大學
人力資源管理研究所
94
As the open up of government’s regulations and increasingly competitive markets in these ten years, local banks have great varieties in banking business and products. Facing this trend, do banks also adjust their strategies in human resources recruitment? Are their business units different in their strategies? The two major issues attract me to do the research on considerations of staffing strategies in the banking industry. This research is based on a case study of F Bank. By collecting written document & interviewing the staffing managers of 6 different business units, in order to probe into the key factors which affect the staffing strategy. After analyzing document & interview materials, the research concludes that there are obvious different strategies between business units of different product sectors. They can be classified into two sectors: one offers consumer banking business, and the other offers corporate banking business. The former kind has greater flexibility in recruit. They tend to utilize a great amount of informal employees, and a great percentage in temp contractors and assignation staffs. They like to hire people with related experiences and from outside resources. However, the latter one has mainly recruit employees in official way. They prefer personnel without experiences and train them with their own training systems, or recruit form inner resources. To inquire what makes the differences between the strategies of staffing taken by different business units, the research concludes as follows: (1) the changes of organization culture, and (2) the different business characteristics. The research expects the result can provide future reference for human resources related staffs in policy planning in banking field.
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Jacinto, Ana Raquel Pereira. „Strategic plan for a corporate intelligence business unit in consulting field“. Master's thesis, 2017. http://hdl.handle.net/10071/15513.
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The following work has as its scope the elaboration of a strategic plan for the launch of a new
business unit, Corporate Intelligence, of WINNING Scientific Management Company, located
in Lisbon.
Currently, one of the Portuguese economy structure characteristics is the high share of the
service sector. Management consulting services continue to be one of the oldest activities in the
world, since people and companies are constantly in need of support on various themes.
However, due to the economic crisis began to affect Portugal in 2008, the need for the economy
appeared to adjust the scarcity and abundance, forcing consumers and companies to adapt to
new business models and markets in a way never seen before.
Initially the concept of Corporate Intelligence will be clarified, which includes and what is the
reason that leads to being considered a business opportunity and expansion. Subsequently an
in-depth analysis will be made using the most appropriate management tools that will sustain
this opportunity. Then, it will set the position of WINNING in the market, an implementation
plan and the respective monitoring mechanisms.
Taking account Porter’s Analysis, it is possible to conclude that WINNING is facing a medium
attractiveness industry over the long term, which means that it can represent a barrier or an
enabler. Beyond this, PEST Analysis evidences that there are conditions to develop and move
forward with Corporate Intelligence area.O seguinte trabalho tem como âmbito a elaboração de um plano estratégico para o lançamento de uma nova unidade de negócio, Corporate Intelligence, da empresa WINNING Scientific Management, situada em Lisboa. Atualmente, uma das características da estrutura da economia Portuguesa é a elevada percentagem do sector dos serviços. Os serviços de consultoria de gestão continuam a ser das atividades mais antigas do mundo, uma vez que as pessoas e empresas estão constantemente a necessitar de suporte em várias temáticas. No entanto, devido à crise económica que começou a afetar Portugal em 2008, surgiu a necessidade da economia ajustar a escassez e a abundância, forçando os consumidores e as empresas a se adaptarem a novos modelos de negócio e mercados de forma nunca antes vista. Inicialmente será clarificado o conceito de Corporate Intelligence, o que engloba e qual a razão que leva a ser considerado uma oportunidade de negócio e expansão. Posteriormente será feita uma análise aprofundada com recurso às ferramentas de gestão mais apropriadas, que irão sustentar esta oportunidade. De seguida será definido o posicionamento da WINNING no mercado, um plano de implementação e os respetivos mecanismos de monitorização. Considerando a análise de Porter, é possível concluir que a WINNING enfrenta uma indústria de atratividade média a longo prazo, o que significa que pode representar uma barreira ou um facilitador. Além disso, a análise de PEST evidencia que existem condições para desenvolver e avançar com a área de Corporate Intelligence.
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AMEROVÁ, Veronika. „Diverzifikace výroby a strategie podniku“. Master's thesis, 2009. http://www.nusl.cz/ntk/nusl-51389.
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This dissertation is written on the company belonging to the group of the world largest producer of passenger cars and light trucks.There were identified major problems during last few years. During the first half of 2006 there was announced a sale of 51 % of company to an investor. The original mission was to serve and support sales of concern brands. The new shareholder is an investment corporation and has already announced the expectation of high increase of volumes and also the level of profitability. The subject of this dissertation is to provide Strategic analyze and redefine the Business Strategies of the selected Strategic Business Units in accordance with new needs and requirements related to the new investorś entry.