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1
Staněk, Filip. „Strategie podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-71996.
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The subject of this thesis is to process a future development strategy of a specific firm based on its strategy analysis. The thesis consists of theoretical and practical part, where the theoretical part describes methods and procedures, which are subsequently used in the practical part. The practical part then analyses external and internal environment of the company, based on which SWOT analysis is created. A proposal of the firm's future development is put together from the obtained data, which also corresponds with the mission and vision of the company, and is described further in more detail within the functional strategies of the individual strategy business units. At the end, the chosen strategy is evaluated from the perspective of suitability, acceptability and viability.
2
Hubačka, Miroslav. „Strategická analýza společnosti Zepter International s.r.o“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-11124.
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The aim of this work is to describe tools and methods that are used to carry out strategic analysis and using these tools and methods to carry out strategic analysis of Zepter International Ltd. Finally, this work propose the necessary recommendations and measures which should be guided by the company.
3
Králová, Pavla. „Strategie podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193804.
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The subject of the diploma thesis is the processing of a future development strategy of a concrete company based on its strategy analysis. The thesis is divided on two main parts, where the first describes theoretical and methodological bases, whose findings are then used in the second, practical part. To achieve the company's future strategy is used to approach of the strategic planning cycle. In its analytical part is analyzed the external and internal environment of the company by which are proposed options for the future development of the company in a strategic part, based on acceptance criteria. Finally, in the implementation of the strategic planning cycle are long-term strategic objectives of the selected company decomposed to short-term goals, providing the operational management.
4
Riegelová, Lucie. „Strategická analýza podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-197267.
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This thesis entitled "Strategic analysis of a company" concerns the theory and practice of strategic management of a company development. It includes a general characteristic of strategic planning and management, strategic analysis and various types of strategies. It also has a complete strategic analysis of a specific company. In conclusion, the thesis is focused on the specific outputs strategic analysis along with the proposal of recommendations, which should contribute to a successful development of a new branch of the described personnel agency.
5
Bárta, Lukáš. „Návrh obchodní strategie podniku“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224604.
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This diploma thesis deals with the creation of business strategy for the development of small company. Especially at improving competitiveness and expansion of the branch network of retail stores with cheese. The thesis is based on the theoretical knowledge. In the analytical part is analyzed the current situation and based on the results is designed business strategy for the development of the company.
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Hořáková, Lucie. „Návrh strategie rozvoje konkurenceschopnosti obchodní firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222052.
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Diplomová práce se zabývá problematikou rozvoje konkurenceschopnosti obchodní firmy v Brně. V teoretické rovině je zaměřena na odborné poznatky a nejnovější trendy v oblasti strategie a konkurenceschopnosti. Na základě literárního průzkumu analyzuje a zhodnocuje stávající přístup k strategickému plánování v dané společnosti. V rámci analytické části je provedena strategická analýza firmy. Na základě literární rešerše a strategické analýzy je zpracován návrh strategie, který si klade za cíl přispět k efektivnějšímu řízení interních procesů, systematičtějšímu přístupu ke strategickému plánování a v konečném důsledku k zvýšení konkurenceschopnosti firmy.
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Marek, Jan. „Strategické podnikatelské aktivity vybraného podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124837.
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The subject of the Graduation theses "Strategic Business Activities of Outward Bound - Česká cesta, s.r.o." is creation developing strategy of choosen enterprise. Starting point is the strategic analysis of external and internal environment, which show and describe the most important impacts taking effect at a given enterprise. Based on these impacts is deduced mission and vision of an enterprise and long-term goals. In closing part of the thesis is choosen one of the generic strategies and gives suggestions how to strategy realize.
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Kurcová, Kateřina. „Strategická analýza Rádia Jihlava“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-76407.
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Annotation The diploma thesis deals with the strategic analysis of Radio Jihlava. The aim of the thesis was to find out the contemporary situation of the firm and to suggest another strategy to it, which would be more successful in the competitors fight. The theoretical part is concentrated on explication of basic concepts from the strategic management field, explication of the concepts of strategy and strategic management, description of strategic analysis methods. This part is essential for elaboration of the practical part referring to the explained concepts and analyses. The described analyses are solved in the practical part. The analyses results should be the basic for a change or creation of a new company strategy. The conclusion of the diploma thesis generally evaluates the cotemporary company strategy and suggests a strategy change.
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Kubíska, Ladislav. „Strategie podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162551.
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The aim of this diploma thesis is to create a strategic analysis of particular company. The strategic analysis will be divided into the analysis of external and internal environment. A strategy of future development of the company which is based on the results of selected analyses will be created afterwards. Agrostroj Pelhřimov a.s. (a joint-stock company) was chosen for the purposes of analysis.
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Štěpán, Kamil. „Strategická analýza podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192375.
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The aim of the thesis is to define short term strategy for the company selling printing technology and complementary services. In the first part of the thesis theoretical background is described, including definition of the strategic planning and management, strategic analysis and different types of strategy. In the practical part strategic imperatives are defined, external and internal analysis performed, then SWOT analysis and strategic factors influencing the company are defined. In the next step strategic options are proposed as a reaction on identified strategic factors. Finally rewards and risks of each option are evaluated and action plans of realization are defined.
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Palíšek, Eduard. „VLIV STRATEGICKÉHO ŘÍZENÍ NA PROSPERITU FIRMY“. Doctoral thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-233709.
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The target of this dissertation thesis is to verify a relationship between strategic planning and prosperity of the company. Opinions of many experts about expediency of strategic planning vary. Some believe that strategic planning is a base for successful growth, while others demonstrate through results of many different researches that a direct relationship between strategic planning and success of the company cannot be proven. Therefore an empirical research was made to test hypotheses about the impact of strategic planning on prosperity of the company. The theoretical part of the thesis describes the development of strategic management followed by a description of internal and external business environments and the impacts which influence them. The theoretical part also describes the characteristics of strategic management and planning, tools and models as well as methods for measurement of efficiency of strategic planning. As the sub-target of this thesis is also to propose a simplified model of strategic planning which could be applied in small and medium size companies, the theoretical part is concluded by description of specifics of small and medium size companies. The analytical part of the thesis consists of detailed analyses of data collected through questionnaires. Based on results of those analyses, profiles of different categories of companies are synthesized. Conclusions of performed analyses and syntheses are used as a base for testing of validity of defined hypotheses. A new concept of the “4-segments model” of strategic planning is presented in the proposal part of the thesis. Benefits for theory and for practical use are evaluated at the end of the thesis.
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Vimmer, Jan. „Strategický a marketingový plán vybrané společnosti“. Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-201829.
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The aim of this Master's Thesis is to create a strategic marketing plan for existing travel agancy on the basis of theoretical knowledge. Another aim of this thesis is to explore the surroundings of the company, especially its existing competitors. The thesis is divided into two parts. Theoretical, where I describe the definition of the strategic planning process and its parts as well as determination of the company's vission and mission, strategic analysis and specific types of possible strategies, all by usining the literature sources. The second part is a practical part where I apply the theoretical principles of marketing planning to specific example of our travel agency.
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Elfman, Charlotte, und Elin Olofsson. „Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?“ Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.
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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
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Jehlička, Tomáš. „Strategie malých a středních podniků“. Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201903.
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The goal of the master thesis is to execute a strategic analysis of Výzva 21 dní, s.r.o., considering the need of restructuring steps and proposal of corporate strategy for the company. The task of the theoretical part is to explain the basic terms of the strategic management in small and medium-sized enterprises. The practical part is devoted to a strategic analysis of the company Výzva 21 dní, s.r.o. The key methodologies used are Porter's five competitive forces analysis and PESTE analysis to chart the external business environment and resource analysis together with 7S method to evaluate internal business environment. The summary of the SWOT analysis conduct to identification of the problematic areas in the company and it will be the foundation for the final part of the thesis, which will consist of the company's mission, specific corporate strategy and recommendations for implementation of the selected company Výzva 21 dní, s.r.o.
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Otmar, Jakub. „Strategická analýza podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-193140.
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The aim of this diploma thesis is to conduct the strategic analysis of the selected enterprise via external and internal analysis, with emphasis on the sector analysis. Based on the acquired information then assess the enterprise situation and its position in the market and propose several recommendations and arrangements.
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Dolejš, Michal. „Aplikace Balanced Scorecard ve společnosti KRÁLOVOPOLSKÁ RIA, a.s“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-165595.
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This thesis is focused on strategic management. The main goal of the thesis is setting up the Balanced Scorecard method on company KRÁLOVOPOLSKÁ RIA, a.s. This work is devided into two parts. First part contains theoretical framework that is used in the second part focused on practical aplication of theoretical methods. First step of practical part is strategic analysis that brings information about strategic position of KRÁLOVOPOLSKÁ RIA. Next step of practical part is evaluation of company's current strategy. Main part of this thesis is setting up strategic management system using the Balanced Scorecard method. Final outpu of this thesis is strategic map that represents all stratagic golas set up in the Balanced Scorecard framework.
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Stead, Jean Garner, und W. Edward Stead. „Sustainable Strategic Management“. Digital Commons @ East Tennessee State University, 2014. http://amzn.com/0765635453.
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Sustainable strategic management (SSM) involves analysing, formulating, and implementing business strategies that are economically competitive, socially responsible, and in balance with the cycles of nature. SSM has emerged from the coevolutionary interactions of business organisations with the society they serve and the planet they call home. SSM strategic portfolios allow organisations to create competitive advantages by serving as agents of social change and ecological protection.This book has been specifically written as a text for traditional graduate and undergraduate strategic management courses, and its short length makes appropriate as a supplementary text in these courses as well. The authors have structured the book to follow the standard strategic management process, and they have included an ongoing descriptive case on Eastman Chemical Company designed to provide an in-depth example of the concepts presented in the chapters.From creating organisational visions and missions, to formulating, implementing, and evaluating goals and strategies, this book provides readers with new ways of thinking about their organisation's strategic role in the greater society and ecosystem now and in the future.https://dc.etsu.edu/etsu_books/1054/thumbnail.jpg
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Brathwaite, Juliette. „How strategic project management and middle management influence implementing strategic initiatives“. Thesis, University of Southampton, 2015. https://eprints.soton.ac.uk/376776/.
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In strategic change management and strategic renewal literature, the implementation of strategic initiatives has currently progressed as a novel area, with significant room for augmentation. Strategic initiatives are essential to renewal of the firm’s strategy. They enable improvement in capabilities that allow the firm to more advantageously compete, and are implemented by middle management through Project management. Recent literature in strategic implementation and renewal still lacks specific processes for improving practice and management concerning how strategic initiatives impact to Improve capabilities for the firm. Its significance has been noticed, but the area of implementing strategic initiatives is still largely underexplored. Literature fails to fully incorporate the influential roles of middle management and strategic project management. The purpose of this thesis is to examine how they can contribute to new and/or improved capabilities. It also focusses on how they effectively manage strategic renewal. Focussing on strategy process research, it looks at the implementation linked to product or process Improvement activity. To achieve the research aim, the study utilizes the interpretive approach and Qualitative research using multiple case studies. This is supported by document analysis, observation, and in-depth semi-structured interviews of managers from diverse functions in each of the two large manufacturing firms in Barbados. Empirical evidence collected from October 2011 to March 2014, involves six strategic initiatives. Qualitative data analysis is utilized. The findings reveal some similarities with existing literature and across initiatives and firms, but interesting differences exist, for example involving structural, firm's culture, and levels or application of strategic project management. The degree of sharing and learning which improves capabilities with initiatives, also depends on context, Interactions levels and variation in management roles. Although some strategic initiatives objectives are similar, initiatives differ in nature and approach, so outcomes differ. Related models need to have Inherent flexibility. Factors still limit increasing of middle managers’ strategic role. Further enhancing strategic project management can assist the mediation of factors impacting initiatives, and contribute to improving renewal processes and outcomes. This study contributes to the literature on strategy implementation, confirming that firms structure Initiatives as projects in portfolio to implement for effective outcomes. It integrates strategy process and practice theories to improve strategic initiatives, capabilities and renewal, and with organizational learning and activity theory combined, develops new theory to add to sparse research. Outcomes add to the understanding of strategic capabilities in Barbados manufacturing firms, and of means for augmenting the activities, practices and processes. Interactions and communication facilitating the Improvement of integration and coordination, as strategic initiatives are implemented within a hierarchy of strategic objectives supporting activities, help improving capabilities and sustain strategic renewal.
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Zázvorka, Tomáš. „Strategické řízení“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-150214.
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The goal of this master's thesis is to perform a strategic analysis, to formulate a strategy on its basis and to propose the way of implementation and control of the strategy for the SAP division of the Pontech s.r.o. company and to contribute to successful implementation of strategic management system in this division and company. The thesis consists of two main parts. In the first, theroretically-metodological, part the terms and theories of strategic management and strategy are explained first and then the most common tools and methods of strategic analysis and further phases of strategic cycle i.e. formulation, implementation and control, which are used in the second, analytical, part, are mentioned. The analysis of macro and microenvironment, the analysis of internal resources and capabilities and the synthesis in the form of SWOT analysis is thus performed gradually, a strategy is formulated on that basis and after all the way of implementation and control of a strategy is performed using the principles of Balanced Scorecard system.
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Flodström, Raquel. „A framework for the strategic management of information technology /“. Linköping : Department of Computer and Information Science, Linköpings universitet, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7595.
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Jirásková, Eva. „Aplikace Balanced Scorecard“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4595.
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Balanced scorecard is a tool to execute and monitor the organizational strategy by using a combination of financial and non financial measures. It is designed to translate vision and strategy into objectives and measures across four balanced perspectives: financial, customers, internal business process and learning and growth. It gives a framework ensuring that the strategy is translated into a coherent set of performance measures. Strategy maps are a complementary tool to the balanced scorecard, and provide a visual representation of the components of an organization's strategy.
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Lacová, Diana. „Evaluácia a spracovanie strategického plánu Českej Filharmónie“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193536.
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The aim of this thesis is the identification, analysis and subsequent evaluation of the strategic plan of the Czech Philharmonic in order to contribute to the improvement and expansion of evaluation methodologies in the cultural sphere. This will be achieved via interviews with the management of the organization as well as with analysis of current strategy using selected strategic tools and evaluation methods. This master thesis is divided into theoretical and practical parts. The main theme of the theoretical part comprises the definition of strategic management and its tools and further description of methods and approaches of strategic plan's evaluation. The practical part is devoted to the description and evaluation of the current strategy of the Czech Philharmonic, the output of which is to formulate improvement measures and new strategic possibilities.
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Nováková, Tereza. „Pilsner Urquell Strategic Management and Brand Building“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-16625.
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The thesis is divided into nine chapters. The first three chapters deal with theoretical background, which forms the basis for the following six chapters of the practical part. The first chapter is devoted to definitions of basic concepts such as brand, product and brand relationship, it also describes the basic elements of the brand. The second chapter deals with two key concepts of strategic brand management - brand identity and value concept. The third chapter focuses on the process of strategic management and benefits of a strong brand for both businesses and consumers. Chapter ends with analysis of the components of the marketing mix and their impact on building brand equity. The fourth chapter focuses on the analysis of the Czech beer market within the global context. The fifth chapter focuses Plzeňský Prazdroj, a.s. and its owner SABMiller plc. The sixth chapter introduces Pilsner Urquell brand - its history, the specifics of the beer production and its export and licensing activities. At the end of the chapter international brand management is briefly mentioned. The seventh chapter is devoted to strategic management of Pilsner Urquell in the Czech market. The target audience and typical consumption opportunities for the brand are described, as well as positioning and marketing mix. The eighth chapter focuses on the analysis of opportunities for the Pilsner Urquell brand in relation to young men between 18 and 29 years. Results of the research are summarized in the SWOT analysis and conclusions for the design of communication strategy and drawn. The last chapter outlines proposals for possible communications strategy for the Pilsner Urquell brand in relation to the above-mentioned target group. Proposals are divided into five blocks, namely on-trade and off-trade activation, activation through new media, through the special events aimed at young people and product placement in computer games and films.
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Hanna, S. A. „Strategic place brand management“. Thesis, Bangor University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.568782.
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The aim of the present study is to contribute to the theory and practice of place branding by gathering insights into place branding processes and developing a model based on those insights. The primary theoretical background and concepts for this study consist of place branding theory, brand theory, stakeholder theory, and place regeneration. Using earlier research into place branding theory and models of place branding processes the study builds a multi-level conceptual model of strategic place brand management. Existing place branding models take different perspectives on the branding process, respectively, relationship management, communications and strategic planning; none of these models are comprehensive and neither are widely adopted or tested. This study proposes an integrative model that builds on and subsumes these earlier models and is also grounded in the wider research on branding and place branding concept and processes. The model proposes that the process of strategic place brand management is based on 10 components that are interrelated. These components included: brand Leadership, brand Evaluation, brand Infrastructure (regeneration), Stakeholder Engagement (management), brand Identity, brand Articulation, brand Architecture, brand Communications, Word-of-Mouth, and brand Experience. The relationships between the components are presented. The study uses a realism research strategy and employs an exploratory research methodology. The applicability of the proposed theoretical model is empirically tested and analysed against the experiences of senior practitioners by means of 15 in-depth interviews in 15 destination marketing organisations. The study applied the theoretical model of strategic place brand management with practitioner locations ranging from towns, cities and regions. Interview transcripts are analysed to deduce meaning from various significant statement. Meanings are collated under common themes which are then used to formulate structural meaning for each component. Component relationship patterns are deduced according to relationship directionality strengths as presented by participant, leading to the compilation of practitioner led strategic place brand management models on 3 levels. With the literature in the field of place branding being primarily case-study based, this study contributes to the literature by identifying and empirically testing through various practitioners in multiple geographical units the 10 components of strategic place brand management and the influences and action processes between these components. Current empirical evidence on this issue is very limited or non-existent. The results of this research proved a baseline understanding which the results of subsequent research should be compared with and built on. The results of this research will aid practitioners in similar situations to better interpret the holistic process of strategic place brand management, and, offer guidance and inform practitioners of the activities and processes that constitute the process of strategic place brand management.
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Lundy, Olive. „Strategic human resource management“. Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.
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Wilkes, Christopher. „Strategic management and strategic planning at Ruskin College“. Thesis, University of Leicester, 2006. http://hdl.handle.net/2381/8812.
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The thesis explores strategic management and strategic planning at Ruskin College, an adult education college with a long history of contributing to lifelong learning and social inclusion. It has been written during a period of turbulence in the college - the collapse of a property strategy, the departure of a Principal, a failed inspection, the appointment of a new Principal and a successful re-inspection. Turbulence is a theme of the thesis and underpins some of the models for understanding strategy provided in the literature- The thesis reviews the literature, particularly that relating to further and higher education, on strategic thinking, strategic planning, strategic intent, organisational culture, mission and vision, governance, quality and inspection and how these relate to strategic management. These themes generate the research questions, which are explored using a triangulation of methods - documentary analysis, questionnaires, semi-structured interviews and observations - and respondent triangulation, involving all levels of staff and governors. The research findings show the strategy development process operates within a strong cultural dimension, but is subject to strong external forces. Internal and external perspectives of the college's experience of strategic planning are largely negative. Staff and governors take a cultural perspective on strategy and recognise how concepts of strategic management, such as strategic thinking and strategic conversations, might link to vision and mission. The culture of the governing body and its' changing role in strategic management are identified as significant. The research shows that the relationship between quality and strategic management is unclear and varies according to the definitions of these concepts. It shows that the inspectorate has sought to influence strategic management but the inspection framework does not recognise culture. The conclusion proposes a way forward for strategic processes and approaches in the college as well as for future research on strategic leadership.
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Sokoloski, Joseph A. „Strategic PSYOP management : a marketing management approach /“. Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2005. http://library.nps.navy.mil/uhtbin/hyperion/05Mar%5FSokoloski.pdf.
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Derenchuk, Anastasia. „Strategická analýza a její využití v podnikání“. Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-193781.
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The aim of the master thesis is to create an optimal strategy for the future development of the selected firm, based on its strategic analysis and application of acquired theoretical economic knowledge in the specific business plan. The thesis is divided into two parts -- theoretical and practical. The theoretical part explains the main concepts and describes different analyses, which are then used in the practical part and lead to a final choice of a particular strategy, as well as give the basic information about the business plan, its structure and content. The practical part analyses the internal and external business environment. The information from each type of analysis is used to create the SWOT analysis. Based on the results of these analyses, the idea of the future company development has been elaborated, which is related to the above-mentioned mission and vision, and an appropriate strategy has been selected. As a result, the practical part presents a specific and realistic business plan for the changes to be made in the already existing beauty salon "ALLURE".
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Doležal, Ondřej. „Strategické řízení ve firmě Ekvita spol. s r.o“. Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-199511.
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The diploma deals with the strategic management in small and medium-sized companies. The strategic management is applied to a specific company operating in the field of mechanical engineering. The main goal of the diploma is to propose strategic variants focused mainly on the company's' development and resulting from the external and internal analyses. The results from both analyses are further used for the SWOT analysis which summarizes the strengths and weaknesses of the company influenced from the "outside" as opportunities and threats. SWOT analysis led to the definition of two strategic variants. First one is focused on the development of a new product; second one is more about searching for new opportunities on the market and marketing. After evaluating both proposals and considering dis/advantages only one has been recommended for the realization -- the second proposal.
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Barešová, Kateřina. „Strategické řízení dodavatelů“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-201658.
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This diploma thesis is concerned with a problem of strategic supplier relationship management in the context of a correct understanding of the strategic procurement function. The main goal of the thesis is to analyze Strategic procurement department and all activities related do its function. Identify the main differences between strategic and operational function within the enterprise purchasing. Below this paper the purchasing strategy and strategic supllier relationship management of the corporate portfolio of suppliers are discussed in detail. To solve assigned topic Czech and foreign literature and internal materials of the analyzed company was used. To achieve the basic objective of the work I used descriptive, literature search, analysis and synthesis. In the application part there are three case studies that discuss specific issues. Based on the data, it is possible to confirm that strategic procurement and developed strategic supplier relationship management brings many advantages and it can be considered as a form of competitive advange.
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Busch, Timo. „Strategic management under carbon constraints /“. Zürich : ETH, 2008. http://e-collection.ethbib.ethz.ch/show?type=diss&nr=18001.
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Sahlman, K. (Kari). „Elements of strategic technology management“. Doctoral thesis, University of Oulu, 2010. http://urn.fi/urn:isbn:9789514262500.
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Abstract
In an increasingly complex economic and social environment, high technology companies are facing accelerating technological development and global technology-based competition. Due to the critical role of technology in a competitive environment, strategic technology management is important for enterprises. For the long-term success, companies must develop and sustain their technological capabilities to create internal and external impacts within an ambiguous socio-economic context.
In the absence of commonly agreed frameworks, elements of strategic technology management are discovered in this dissertation. The research is conducted in the context of high technology product companies, to develop a framework based on literature findings, and by obtaining qualitative information on enterprise practices.
For the framework development, integrated management theory is applied to consider technology management in strategic dimension. The framework consists of structures, objectives and impacts categories, each having six main elements which contain several sub-classes.
In the research, perceptions of enterprise practitioners indicated that the entire field of strategic technology management is confusing and diversely practiced. The contribution of this dissertation is benefiting practitioners by providing an outline to assist in defining and developing the practices. For the main theoretical contribution, the framework unites strategic management, organizational management, and technology management concepts in enterprise context.
As a practical implication, it is suggested that companies should consider establishing and integrating strategic technology management as a distinguishing managerial discipline amongst other organizational functions. Enterprises should consider defining and developing the necessary structures and objectives for strategic technology management, to proactively manage impacts of technology for competitiveness of the enterprise, and for sustainable development of its socio-economic environment.
In conclusion, the framework provides for scholars and practitioners a logical structure to elements of strategic technology management.
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Van, Rooyen Roelof Petrus. „Strategic management of construction companies“. Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020407.
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The research emanated from an investigation of GB7, GB8 and GB9 main contractors in the Eastern Cape Province of South Africa. The study was focussed on the strident economic times in the construction industry following the FIFA Soccer World Cup from August 2010 to December 2012. The research was conducted to identify the key strategy or combination of strategies keeping construction entities in operation. The study further investigates the key elements of a successful turnaround strategy as well as the most effective methods in implementing strategies within construction organizations. The research took the form of an empirical quantitative study where a descriptive survey was used to collect data. Structured interviews were held with the target population to collect data in the field. The study established that geographic diversification was the most effective method utilized by main contractors for survival during the study timeframe. The study also found that lowering of profit margins and preliminary and general amounts were most effective methods in the use of turn around strategies. The study finally concluded that effective steps were taken by main contractors in the Eastern Cape to implement corporate strategies within their organizations. Step by step guidance to all employees on new processes was the key element in successful strategic implementation of a strategy within construction organizations. The research conducted contributes to the strategic management competency within the built environment as well as the existing body of knowledge within the construction industry. All members of the construction industry in South Africa involved with strategic level planning of entities would value the study.
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Lindahl, Pia. „Approaching Strategic Sustainable Materials Management“. Licentiate thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-00556.
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Society’s sustainability challenges relatedto materials management have been an area of concern for policymakers, industry and the public for decades. However, if those challenges are managed in a strategic way, they are not only aproblem, but could also bring in new opportunity for companies and other organizations to improve their competitiveness through developingproduct-service systems that promote sustainable development of society. The overall aim of this thesis is to explore how aframework for strategic sustainable development (FSSD) can support the development and design of sustainable materials management strategies in product innovation. This is achieved by four studies investigating howsustainability considerations are, or could be, integrated in decisions regarding materials selection. The studies are informed by the FSSD, Maxwell’s model for qualitative research design and the design research methodology. The first study is a theoretical discussion which provides a base for the following three exploratory studies. The exploratory studies have, through literature reviews and semi-structured interviews, investigated general sustainabilityconsiderations in companies, made a comparison of the strategic potential of two product improvement strategies and finally studied what considerations that are in focus and what types of solutions that are revealed when companies apply a strategic sustainability perspective to materials management. The studies have shown that decisions regarding materials management often arebased on compliance with legislation and on avoiding substances with characteristics commonly considered problematic (such as toxicity, persistency, etc.), and that decision support regarding how materials could be managed in a sustainable way are lacking. However, the results also include some examples from companies that have successfully developed pro-active strategies towards sustainable materials management. They have approached this through managing materials in closedtechnical loops, enabled material substitution through value chain collaboration and reduced material flows through new and innovative design. Most importantly, they have assessedactions not only regarding their potential to reduce a selection of current socio-ecological impacts but also regarding their potential to link toforthcoming actions towards the full scope of socio-ecological sustainability. Through this approach, they have found several ways by which materials with characteristics that are commonly considered problematic can be. The results highlight the possibility of enabling sustainable materials management practices by using a strategic sustainability perspective in combination with material characteristics knowledge and that a static division of “sustainable” vs. “unsustainable” materials (e.g., through lists of forbidden and allowed materials) is not necessarily serving the purpose in the best way. More subtle considerations are needed. By not applying a strategic sustainability perspective to materials management, organizations risk using “sustainable” materials in unsustainable ways or phasing out “unsustainable” materials that, managed differently, could be helpful for sustainable development. Developing decision support for materials management that integrates this new way of thinking will be the focus of future work.
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黃祐榮 und Yao-wing Robert Wong. „Strategic human resources management system“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.
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Pock, Alexander von. „Strategic management in islamic finance /“. Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://catalogue.bnf.fr/ark:/12148/cb41324124s.
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Wong, Yao-wing Robert. „Strategic human resources management system /“. Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.
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Procházková, Veronika. „Návrh obchodní strategie firmy Eisberg, a.s“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221995.
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This master’s thesis deals with project of company’s Eisberg, a.s. business strategy. The master’s thesis describes and analyzes particular sections of company’s business in that the company works. I’m finding imperfections in these sections and sequentially I’m processing proposals and disposals that can enable to better the position of the company in the market.
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Sivertsson, Yulia. „Management accountants´ participation in strategic management processes: multiple-case study“. Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37445.
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Aim – The aim of this study is to explore how Management accountants (MAs) participate in strategic management processes nowadays and to explain reasons for potential differences in involvement of MAs in strategic management processes between different organizations.Method - The study is based on a multi-case study approach conducted among three independent companies in Sweden. The information from semi-structural interviews with MAs and archival data in form of job announcements for Senior MAs positions is used to analyze and cross-check the relationship. The time-horizon is cross-sectional.Findings - The study shows that involvement of MAs in strategic management processes varies a lot within organizations being influenced by the following factors: personal traits, business knowledge, relationship with management and established role. Some major variations on cross-company level are identified between subsidiary and HQ, and between representatives of different capital ownership forms.Conclusions - The study suggests that power imbalance in organizations hinders applying critical thinking and expressing objective opinion by MAs, that makes it difficult to claim a fully explicit business-partner role. Process of MAs’ involvement in the strategic management decision making presents a product of interrelation between two strategies for legitimizing of truth claims proposed by Heizmann and Olsson (2015): executing power of authority and executing power of expertise.
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Morman, Dušan. „Strategické podnikatelské aktivity vybraného podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-191746.
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The aim of the thesis: "Strategic Business Activities of a Chosen Firm" is strategic analysis and the evaluation of present strategic business activities of the chosen firm, which in turn is based on the formulation of recommended strategic business activities, thanks to which the company should hold its market share and in particular the level of income. The goal is the formulation of such measures through which the company will continue to be competitive and be a market leader. The basis of this work is the analysis of internal and external business environment. Partial analyzes are quantitatively evaluated and their results are then incorporated. Based on the results of the strategic analysis is then evaluated the current situation and position in the market and are also formulated various recommendations, including recommended strategies that can be used in the future.
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Ying, Fan. „Strategic groups : a strategic marketing perspective“. Thesis, University of Ulster, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.274587.
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Plášilová, Pavla. „Strategická analýza podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359497.
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The thesis deals with the strategic analysis of the company. The aim of this thesis is to analyze the environment of the company and to reveal trends in the industry. By using the methods of strategic analysis, external and internal factors affecting the business operation of enterprise are identified. Based on the results of the implemented methods, the strategic recommendations and parameters of the new product are proposed. The thesis is divided into the theoretical and application part. The theoretical part deals with strategic management, selected methods of strategic analysis including the strategy of the blue ocean. In the application section, the theoretical knowledge is used. PEST analyzes and industry analyzes were used to analyze the external environment. The internal environment of the company was analyzed by using of internal resources and financial analysis. A questionnaire survey was conducted to reveal customer preferences. An image of the strategy against the competition was drawn by using the value curve. The synthesis of the application part is SWOT analysis. In the end, the vision of a new product is created and strategic recommendations are proposed. The outputs of the analyzes and the information found are useful for the decision making of the publishing management.
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Brands, Christian. „Scenario-based strategic planning and strategic management in family firms“. Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-125931.
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This cumulative dissertation covers the concepts of scenario-based strategic planning and strategic management in family firms over five articles. The first article gives an overview of the cumulative dissertation explaining the research gap, approach and contribution of the dissertation.
The paper highlights the two research areas covered by the dissertation with two articles focusing on scenario-based strategic planning and two on strategic management in family firms.
The second article is the first of two focusing on scenario-based strategic planning. It introduces and describes a set of six tools facilitating the implementation of scenario-based strategic planning in corporate practice. The third paper adapts these tools to the financial management and
controlling context in private companies highlighting the tools’ flexibility in managing uncertain and volatile environments. The fourth article is the first of two focusing on strategic management in family firms. It analyzes organizational ambidexterity as a factor explaining family firm performance. The article shows that a high level of organizational ambidexterity in family firms leads to a higher family firm performance. The final paper concludes the dissertation examining the tendency of family firms to focus on capability exploration or resource exploitation over different generations managing the family firm.
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Nel, Nevin Narhan. „The effect of strategic project leadership elements on successful strategic management implementation“. Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018931.
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Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
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Caklová, Eva. „Aplikace Balanced Scorecard“. Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72733.
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The thesis is focused on strategic planning and management system Balanced Scorecard and its application in spa Léčebné Lázně Bohdaneč. In theoretical part is introduced the theoretical basis for application of this method including the basics for strategic analysis. The practical part is devoted to strategic analysis at the beginning. SWOT analysis identifies the strengths and weaknesses of the company and potential opportunities and threats. Thereafter the strategy of the company is defined, follows determination of strategic goals in four perspectives (financial, customer, internal and innovation and learning perspective), choice of key performance indicators and strategic actions. In the final of the thesis is created strategic map, that is key tool of strategic management based on Balanced Scorecard method.
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Yeh, Yi-Cheng. „Releasing hidden profit through taking a strategic view of non-strategic costs“. Thesis, Edinburgh Napier University, 2014. http://researchrepository.napier.ac.uk/Output/7256.
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With the emergence of the lean enterprise and increased global competition, companies should learn to be more proactive in the way they manage costs from a strategic perspective. The literature has shown that cost management has shifted away from a focus on the clerkship role, product costing and financial reporting. The new focus is on a strategic supporting role to facilitate the management of the firm and the achievement of its strategic goals. By focusing on reducing costs as in lean philosophy much can be done to reduce costs from a strategic point of view. The new emphasis considers strategic issues called strategic cost management and promotes the management of costs in a strategic way. Extending the idea of strategic cost management, the focus of interest is in high level organisation strategy and the attempt to categorise costs into two blocks from a strategic perspective—strategic costs and non-strategic costs, and further to develop a conceptual framework to release hidden profit through by a strategic view of non- strategic costs. The few articles and studies that have been published in the last couple of years have used a strategic approach to managing overhead resources and costs, and no studies have focused on the management of non-strategic costs. The subject is investigated by taking a positive approach to surveying and interviewing (to achieve triangulation) business stakeholders and entrepreneurs, mainly based in Taiwan. From this, the framework ‘Extended Strategic Cost Management (ESCM)' as the research contribution to the professional practice is developed which as a case study was implemented in a hospital in Taiwan. This framework exposed issues, such as the need for management commitment, the implementation of the need to categorise costs into two blocks of strategic and non-strategic costs and focus on non-strategic costs. The idea of focusing on non-strategic costs originated from practitioners. It is argued in the research that companies can attain a competitive position by managing non-strategic costs. In addition, the importance of the study is to provide academic support for defining the terms of strategic and non-strategic costs, recognise the profit contribution and the value of administrative personnel, and fill the gap in the literature of strategic cost management.
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Lojdová, Ivana. „Strategie modrého oceánu jako předpoklad úspěšnosti firmy“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-262260.
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The goal of thesis is to verify the assumption that the company's strategy constituent elements Blue Ocean Strategy leads to a higher success rate, according to selected criteria. The theoretical part is based on literature and clarification of terms with which I work. The key pillar is to understand the difference between blue and red oceans. I also explain the strategic management approach compared to the Blue Ocean Strategy. This part is based on literature and expert opinion. The knowledge gained is reflected in the analysis of ten companies. These companies are examined in terms of tools and strategic management using tools Blue Ocean Strategy. Successful companies are further analyzed and observational characteristics of strategies is indicated whether they match the characteristics of the Blue Ocean Strategy and lead to greater company success.
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Chen, Muxia, und Liu Bowen. „Strategic Management in Chinese Manufacturing SMEs“. Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18175.
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This study is about to find out whether and how strategic management is employed in the Chinese manufacturing SMEs, as well as to explore the main characteristics of the strategic management process in these SMEs. It aims to work as a reference for the senior managers in these firms to better improve and utilize the strategic management tools for their future growth.
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Von, Raubenheimer Albert Ludwich. „Strategic supply chain management using simulation“. Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-12012005-092956/.
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Persson, Anton. „Strategic Management of Higher Education Enterprises“. Thesis, Linköping University, Department of Management and Engineering, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-9905.
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Educational institutions are becoming increasingly important for regional and national economies. Recent developments in Europe have drawn attention to the need for elite institutions. After a long domestic debate, Germany appointed three of its universities to Eliteunis in the fall of 2006. Similar discussions and initiatives have taken place in Finland and Denmark. In 2007, the Swedish university chancellor, Anders Flodström, initiated a public debate about improving the Swedish system of higher education by concentrating it to fewer institutions of higher quality. As a contribution to these discussions, it is of general interest to understand why and how educational institutions become successful. The purpose of this study is therefore to investigate what strategy and external factors that has made one particular institution – Massachusetts Institute of Technology – successful. The findings of the study show that MIT’s success depends on the possession of several important strategic resources: faculty and student quality, endowment, reputation and campus location. Thanks to these resources, in combination with some external factors, primarily the influx of large amounts of federal research funding and the (entrepreneurial) success of MIT alumni, the Institute has been able to attract: federal and private research funding, donations and more high quality faculty and students. Faculty are motivated to excel through a well-devised promotion and incentive system. There is a strong virtuous cycle dynamic between the resources. For example, an institution with strong reputation will attract good students and faculty. This will lead to increasing faculty and student quality which will improve the reputation further. To enter the virtuous cycle, significant financial resources are required. MIT, received much of these resources through the immense research efforts that were funded by the U.S. government during World War II, the Space Race and the Cold War. This enabled MIT to attract excellent faculty and build its reputation.