Relevant bibliographies by topics / Business unit strategy

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Business unit strategy'

Author: Grafiati
Published: 29 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Business unit strategy"

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Kippenberger, T. "Business unit strategy and acquisitions." Antidote 3, no. 2 (March 1998): 12–14. http://dx.doi.org/10.1108/eum0000000006375.

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Seifzadeh, Pouya, and W. Glenn Rowe. "The role of corporate controls and business-level strategy in business unit performance." Journal of Strategy and Management 12, no. 3 (August 19, 2019): 364–81. http://dx.doi.org/10.1108/jsma-10-2018-0114.

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Purpose Corporate controls are mechanisms that corporations use to ensure that the processes and/or outcomes of their business units meet corporate expectations. Challenges in measurement of corporate controls have led many researchers to operationalize them as part of the more ambiguous corporate effects construct, instead of addressing them separately. The purpose of this paper is to examine the significance of “fit” between corporate control mechanisms and business unit strategy in performance of business units. Design/methodology/approach The authors use ordinary least squares regression analysis on data collected between 2010 and 2012 from surveys from managers of 142 Iranian corporations and 1,822 of their subsidiaries. The authors also use financial and market data collected by an IDRO division and accessed through partnership in a joint project. Findings The authors found that while the fit between business unit strategy and corporate controls has a significant effect on business unit financial performance, it does not have a similar effect on market performance. The findings demonstrate that when business unit managers perceive that they are subject to a balance of strategic and financial controls with a slightly greater emphasis on strategic controls, then business units have higher financial and market performance, although the difference in financial performance is not significant. Research limitations/implications The authors find that the misfit between corporate controls and business strategies in such cases could negatively affect the performance of the business unit. However, this research also contributes to a better understanding of the importance of strategic controls to the successful performance of business units. The findings show that while the fit between controls and strategy is most critical for achieving financial performance in business units that pursue product leadership, strategic controls play a more prominent role than financial controls in achieving higher financial or market share performance for all business units. Practical implications The findings of the propositions in this research would discourage corporations with tight financial control from engaging in acquisition of businesses considered to be product leaders in their relative product markets. Originality/value Past research focusing on the fit between corporate-level factors and business-level factors and their role on business performance are largely limited to conceptual work. The limited empirical studies completed in the past generally reduce control mechanisms to lack or absence of autonomy. This shortcoming has been mainly due to difficulties in measurement of control mechanisms. The empirical study overcomes these barriers and in doing so, reveals surprising findings related to the effectiveness of different control mechanisms.
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Frey, Karen, and Lawrence A. Gordon. "ABC, strategy and business unit performance." International Journal of Applied Quality Management 2, no. 1 (January 1999): 1–23. http://dx.doi.org/10.1016/s1096-4738(99)80001-3.

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Gerakos, Joseph J., Christopher D. Ittner, and Frank Moers. "Compensation Objectives and Business Unit Pay Strategy." Journal of Management Accounting Research 30, no. 2 (June 1, 2017): 105–30. http://dx.doi.org/10.2308/jmar-51829.

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ABSTRACT This study investigates the effects of attraction, retention, and incentive objectives on business unit pay strategies in 173 European business units.Compensation theories provide conflicting implications regarding the use of various pay practices to achieve these objectives. We find that the positioning of cash pay levels relative to the labor market, the provision of benefits, and the breadth of employee eligibility for cash incentive plans and equity grants vary with the compensation objectives being pursued. Our evidence also suggests that some of these pay practices are complements while other are substitutes. Our ability to tie firms' objectives to elements of pay provides more direct evidence on how compensation policies are formed. Moreover, our evidence highlights the need to consider multiple compensation objectives when setting and studying pay strategies.
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Perez-Franco, Roberto Joaquin, and Shardul Phadnis. "Eliciting and representing the supply chain strategy of a business unit." International Journal of Logistics Management 29, no. 4 (November 12, 2018): 1401–23. http://dx.doi.org/10.1108/ijlm-05-2016-0128.

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Purpose The purpose of this paper is to propose a practical method to elicit – in a manner grounded in fact – the “as is” supply chain strategy that a business unit currently has in place. It also proposes a framework to represent the supply chain strategy of a business unit in a clear and actionable manner. Design/methodology/approach A framework to represent the supply chain strategy of a business unit was developed through inductive theory generation. A method to elicit the current, “as is” supply chain strategy of a business unit was developed through collaborative management research projects and validated by several third-party projects. Findings In different projects – many conducted by third parties – the method was found to be a useful approach to elicit the “as is” supply chain strategy of a business unit. Practitioners found value in representing a supply chain strategy as a conceptual system serving as a logical bridge between the overall strategy and the supply chain operations of the business units. Research limitations/implications The proposed framework may have limited scalability beyond a single business unit. The proposed method may be less useful when the supply chain strategy is undergoing a dramatic transformation, or when the participants from the company are either not fully engaged in the exercise or knowledgeable about the strategic rationale behind activities. Originality/value The paper provides an innovative approach to tap into the tacit knowledge of the organization to reveal the patterns of decisions underpinning its current supply chain strategy and to characterize the supply chain strategy of a business unit as a conceptual system.
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Pehrsson, Anders. "Business relatedness in international diversification." European Business Review 31, no. 2 (March 11, 2019): 197–217. http://dx.doi.org/10.1108/ebr-03-2018-0069.

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Purpose Business relatedness is important in international diversification because it enables a firm’s transfer of resources to business units operating in foreign markets. The purpose of this paper is to develop a conceptual model based on a review of the major contributions of studies regarding the relatedness of subsidiaries, joint ventures or any other foreign unit. Design/methodology/approach The paper examines theory bases, the relatedness construct, data issues and the key achievements of previous studies. Drawing on organizational learning, transaction costs economics and industrial organization, a conceptual model and propositions are developed that intend to close important research gaps. Findings The model includes competitive strategy as a mediator of the effects of relatedness on foreign unit performance, type of foreign unit – that is, a wholly owned unit or joint venture – as a moderator; and competition barriers as a moderator. Research limitations/implications In future research, the propositions need to be transformed into testable hypotheses. It is recommended to treat relatedness as a multidimensional concept. Practical implications A firm is primarily advised to evaluate how its relatedness with foreign units enables knowledge transfer. A foreign cost leadership strategy benefits from product relatedness, while a differentiation strategy calls for resource relatedness. Originality/value The proposed model is unique as it includes an actionable component that mediates the effects of relatedness on international performance, i.e. competitive strategy, and concerns both wholly owned foreign units and international joint ventures.
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Donald, Arnold. "Birth of a Business Unit." Journal of Business Strategy 12, no. 3 (March 1991): 8–11. http://dx.doi.org/10.1108/eb039409.

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Mwasiaji, Evans T. "Corporate Strategy for Medium Scale Manufacturing Enterprises in Kenya." International Journal of Management Excellence 14, no. 1 (December 31, 2019): 2019–28. http://dx.doi.org/10.17722/ijme.v14i1.1127.

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Sustainable Development Goals and Africa Agenda 2063 acknowledges Small and Medium Enterprises as critical in promoting sustainable global economic development. However, most studies on corporate strategy in Kenya have mainly examined micro, small and large enterprises creating a missing middle with inadequate empirical data on medium scale enterprises, including those in the manufacturing sector. Moreover, Kenya’s big four agenda proposes support to the manufacturing sector so as to raise its GDP share to 15 percent by 2022 in support of the realization of Vision 2030. Unfortunately, growth in the manufacturing sector has stagnated at about USD 5 billion for over a decade and continues to lose market share and competitiveness internationally. This study therefore investigated corporate strategy and competitiveness of medium scale manufacturing enterprises in Kenya. Data was collected from 56 senior management staff. Mean responses received in a Likert scale of 1 – 5 for each of the tested item was calculated by summing up all the codes and getting the average of the 56 respondents. This study established MSMEs which are within the SME sector are on average performing below par on issues to do with business strategy. The results show that in 56.1% of the MSMEs, there is a clearly written business unit mission statement (mean response of 4.3). In 54.5% of the firms, the business unit strategy is not adequate in light of competitive pressure (mean response 2.5) and the business unit strategy is not appropriate for exploiting opportunities in the future. In 48.5% of the firms, the business unit strategy is not formulated carefully by all levels of management (mean response 2.7) and there is no clearly developed long term business unit strategy (mean response 2.9). In 39.4% of these firms, the business unit strategy does not adequately reflect the strengths of the business unit (mean response 2.8). The study concluded that lack of an effective business strategy to direct the efforts of human resources in the desired direction would result in inability to realize the set organizational objectives. This means these MSMEs are struggling to operate, manage and improve their businesses efficiency and effectiveness in order to deliver quality products and services consistently and on time. This has a negative effect on MSMEs performance as it implies internal inefficiencies, ineffectiveness and negative bottom line, reduced job opportunities and low contribution to the gross domestic product (GDP) in Kenya. The study recommended that the MSMEs should organise strategic focus workshops and use a combination of Porter’s five force model components to plan, organise and formulate their business strategy mechanism after a comprehensive SWOT analysis. The MSMEs should periodically review their strategy in line with the prevailing competitive pressures using the following criteria to identify crucial strategic issues: (a) The impact they could have on their enterprises, (b) the likelihood that the identified issues would materialize, and (c) the time frame over which they could develop. The number of these issues needs to be limited to a manageable number (three to nine) to enhance the chances of securing the commitment and resources necessary to effectively act on them. The expected study output would be enhanced competitiveness of MSME and realization of Kenya’s vision 2030.
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den Hertog, Conrad. "Better value chains: a matrix for competitive advantage." Journal of Business Strategy 35, no. 5 (September 9, 2014): 43–48. http://dx.doi.org/10.1108/jbs-04-2014-0042.

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Purpose – The purpose of this paper is to present a new and comprehensive business strategy matrix which can be used to create competitive advantage for the value chain of every business unit of any firm. Design/methodology/approach – This paper reviews the key findings of several well-known papers within the value chain literature and then adds several new conceptual insights to step by step create a logically developed, business strategy matrix featuring four strategy choices. Findings – This paper presents the four business strategy choices of competitive value chains, based on the business strategies of innovative quality, lean cost, agile delivery and attentive service. Research limitations/implications – A future research implication of this paper is to empirically test the financial benefits for producers of custom products, of applying agile delivery as a key business strategy. Practical implications – This paper provides the senior management of each business unit of any firm, with a clear guide to defining an optimal business strategy. Social implications – This paper is intended to advance the practice of business strategy by senior management, to enhance customer value across all business units. Originality/value – This paper expands upon existing business strategy models by providing a comprehensive business strategy matrix, which can be applied to all possible business units. It does this by building upon current best practice to demonstrate that next to innovative quality, lean cost and attentive service strategies, an agile delivery strategy is required in the case of custom products.
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Rizaldi, Arjuna, and H. Hidayat. "Digital Marketing Communication Strategy." Jurnal Entrepreneur dan Entrepreneurship 9, no. 2 (December 14, 2020): 57–66. http://dx.doi.org/10.37715/jee.v9i2.1340.

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The purpose of this research is to see how digital marketing strategies can affect the increase in sales and number of customers. The method used to support this research is descriptive qualitative method by collecting data through literature study in order to describe the elements that exist in a digital marketing strategy in depth. The results of this study show that the development of information technology is necessary for the community to support a variety of business activities both large and small. one of them is using digital marketing in the marketing system of a business unit to increase sales volume and the number of consumers that affect competitiveness in global competition. It is because technology will facilitate human work in meeting their needs related to the development of business units.
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Dissertations / Theses on the topic "Business unit strategy"

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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.
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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.
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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.
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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.
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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.
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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.
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Books on the topic "Business unit strategy"

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Segev, Eli. Business unit strategy. Chichester: Wiley, 1997.

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Priesmeyer, H. Richard. Strategy!,a business unit simulation. 2nd ed. Cincinnati, Ohio: South-Western Publishing Company, 1992.

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Ontario. Ministry of Natural Resources. Central Ontario Forest Technology Development Unit: Business strategy. Toronto, Ont: Ministry of Natural Resources, 1990.

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Davies, Peter Steele. An analysis of industry forces, corporate strategy, and business strategy as factors explaining Business Unit performance. Ann Arbor: UMI Dissertation Information Service, 1988.

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Kenny, Andrew. How does British Airways achieve competitive advantage through its business unit strategy?. Oxford: Oxford Brookes University, 2002.

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Sutherland, Catherine Ruth. Developing a strategy for the EC unit of the Queen's University of Belfast business and industrial services. [s.l: The Author], 1993.

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Daniels, G. To develop a pan-European distribution strategy for the Jaguar Business Unit within the demand chain management (DCM) division of Unipart Group of companies. Oxford: Oxford Brookes University, 1997.

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Mathur, Shiv Sahai. Organising for competitive strategy: Competitive not strategic business units. London: City University Business School, 1990.

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Schlickel, Maik. Strategy Deployment in Business Units. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-33621-8.

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O'Neill, Gerry. A reconfiguration of the NIHE's IT department as a strategic business unit. [s.l: The Author], 1991.

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Book chapters on the topic "Business unit strategy"

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Amason, Allen C., and Andrew Ward. "Corporate and Multi-Business Unit Strategy." In Strategic Management, 175–201. Second Edition. | New York : Routledge, 2020. | Revised edition of Strategic management, 2011.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000594-7.

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Govindarajan, V., and Anil K. Gupta. "Linking control systems to business unit strategy: impact on performance." In Readings in Accounting for Management Control, 646–68. Boston, MA: Springer US, 1985. http://dx.doi.org/10.1007/978-1-4899-7138-8_29.

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Christiansen, James A. "Corporate and Business Unit Management Tools 1: Strategy and Goals." In Building the Innovative Organization, 40–69. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333977446_3.

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Yu, Xiu-bao. "Tactics and the Three Elements of Strategy." In Management for Professionals, 61–76. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4713-7_5.

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AbstractWhat is the relationship between tactics and strategy? This chapter answers the question through a military example. In the framework of the three elements of strategy, it presents the relationship between strategy and tactics in Strategic Business Unit (SBU), and at corporate level. The question of whether tactics should be included in strategies is raised and answered.
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Scott-Quinn, Brian. "Business Unit and Corporate Strategy: Governance and Firm and Industry Structure." In Commercial and Investment Banking and the International Credit and Capital Markets, 407–18. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1007/978-0-230-37048-7_26.

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Krush, Michael T., Kevin J. Trainor, Avinash Malshe, and Raj Agnihotri. "What Marketing Strategy Matters? Examining a Contingency Model of the Relationship Between Marketing Performance Management and Business Unit Performance." In Marketing Challenges in a Turbulent Business Environment, 321–22. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-19428-8_84.

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Tomczak, Torsten, Sven Reinecke, and Alfred Kuss. "Market-oriented Business Unit Planning." In Strategic Marketing, 97–170. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18417-9_4.

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Hoopes, David G. "Strategic Business Unit (SBU)." In The Palgrave Encyclopedia of Strategic Management, 1–2. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_679-1.

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Hoopes, David G. "Strategic Business Unit (SBU)." In The Palgrave Encyclopedia of Strategic Management, 1598–600. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_679.

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Kowalski, Michał J., and Łukasz Biliński. "A Value-Oriented Quantitative Model for Strategy Formulation Regarding Strategic Business Units." In The Essence and Measurement of Organizational Efficiency, 97–121. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-21139-8_7.

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Conference papers on the topic "Business unit strategy"

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Chen, Yun, Marie Griffiths, and Richard Dron. "Pop-Up Research Unit (#PUPRU): Technology Strategy in Action." In Annual International Conference on Business Strategy in the Age of Disruption (BizStrategy 2016). Global Science & Technology Forum (GSTF), 2016. http://dx.doi.org/10.5176/2251-1970_bizstrategy16.13.

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Luštický, Martin, Martin Musil, and Dagmar Plucarová. "Strategy for family business succession in the South Bohemia Region." In XXIV. mezinárodního kolokvia o regionálních vědách. Brno: Masaryk University Press, 2021. http://dx.doi.org/10.5817/cz.muni.p210-9896-2021-22.

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This paper is focused on a specific area of strategic support of the family business units within a context of regional development strategy. It reacts on one of the main issues the family businesses are facing with – handling the process of family business handover (the business succession process). The aim of the paper is to draft the key strategic tasks for the South Bohemia Region authority for facilitating and sustaining the business succession process at the family business units. The research framework covers the main stages of strategic planning cycle. Thus, it provides an understandable and comprehensive guideline for regional authority how to enhance the business succession process by a set of strategic tasks. The tasks are classified into the following four priority areas: (I) Information Gathering & Monitoring, (II) Planning & Implementation, (III) Cooperation & Coordination, (IV) Support & Facilitation.
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McCallum, Neil R., Colin English, and Bernard Watier. "Development of the Advanced Cycle Low-Power Gas Turbine Alternator (ACL-GTA)." In ASME Turbo Expo 2004: Power for Land, Sea, and Air. ASMEDC, 2004. http://dx.doi.org/10.1115/gt2004-54302.

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The Royal Navy is pursuing the ‘All Electric’ ship under its Marine Engineering Development Strategy. This strategy envisages the use of long life, fuel efficient, advanced cycle marine gas turbine alternator sets in an Integrated Electric Propulsion system, which includes the wide scale electrification of auxiliary systems. In 2000 the UK Ministry of Defence placed a contract on Turbomeca Limited, France, for the development of a 1.8MW advanced cycle gas turbine driving a high speed alternator, providing 800V DC output. The basic design details of this 1.8MW Gas Turbine Alternator (GTA), known as the ACL GTA, was presented at the Turbo Expo 2003 in Atlanta, Georgia. However, since 2003 the design of all the components has been finalised and testing has now commenced on this novel Gas Turbine (GT) technology. The purpose of this paper is to present the first of those test results and describe the final design of the unit on test by constituent parts. These include the bare GT, the recuperator, the directly coupled permanent magnet High Speed Alternator (HSA), its controller the Electronic Unit (EU) and the Monitoring and Control System (MCS). Information will be provided on the individual unit testing and how it is being integrated to ensure project success. The aspects of the design covering control of the power output, self-sustainability and ability to parallel or operate with other diesel generators or GTAs will also be discussed. As an introduction the paper will briefly reiterate the requirement for this GTA and discuss the importance of the commercial business case in conjunction with the military requirements so as to design and build a GTA capable of directly competing with diesel generators.
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Ransome, Cherise M., and Randell T. Jackman. "Applying Front End Loading FEL Approach to Rationalizing Heritage Petroleum Company Limited Forward Development Strategy." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200891-ms.

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Abstract This paper presents the methodology used by the Offshore Business Unit of Heritage Petroleum Company Limited (HPCL), to reorganize its future development portfolio. This methodology enabled us to re-organize and rank future projects in order of 1) Developability, 2) Subsurface, Drilling, Flow Assurance and HSSE risks, 3) Financial indicators such as CAPEX and $/BOE, as an approach to maximizing return on investment whilst maintaining the stated goals of the company of monetizing our oil reserves and resources. Following the incorporation of HPCL, the organization attempted to embark on a production stabilization and growth strategy but faced challenges regarding financial and human resource allocation as well as understanding project development best suited for the mature 70 year kit it currently operates. There was a sizable Forward Drilling Campaign (FDP) that remained to be executed from the Legacy company, but there was a need to determine how best to proceed with it. The question was how can we optimize this FDP to attain Heritage’s goals in the short and near term. The answer resided in holding a Pre-Appraisal workshop. A Pre-Appraise Level-1 workshop was held analyzing risk and uncertainty for all future drilling projects. Key to understanding and quantifying inherent risks and opportunities was the presence of a full multidisciplinary team, which included subsurface, facilities, drilling, finance, planning and HSSE personnel. This approach yielded a list of future opportunities that best fit HPCL’s debt-to-capital ratio or debt service coverage position. It also helped to identify projects better suited for joint venture or external capital expenditure options. This workshop resulted in upper management having clear line-of sight regarding the project portfolio, and resource assignment. Once the projects were ranked and grouped, the process of calculating the associated investment to capitalize production across the entire lifecycle was undertaken. A matrix showing Dollar/BOE vs. Project Risk was then built for the new growth strategy. This tool allowed HPCL to select those opportunities that required minimum investment coupled with low HSSE risks. The Pre-Appraise Level-1 workshop guided HPCL to initiate the Shallow Forest Main Field re-development and the East Field drilling development projects as developments to undertake with least risk. The Main Field Shallow Forest Development requires the lowest CAPEX (Drilling and Facilities) and is capital efficient. The proved to non-proven reserves ratio is small (0.05) indicating a high developable remaining resource which will be accessible through secondary or tertiary methods. This approach to understanding development portfolios is new within HPCL; although it has been tried and tested by many operators worldwide when reviewing their capital projects. The Shallow Forest Main Field development carries a low risk profile and is being managed using the Capital Value Process. This project is now in the appraise stage.
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Kim, HyoJung, Sooyeop Kim, Michael Cardinale, Seung Joo Choi, Yong-Tae Shin, and Jong-Bae Kim. "Strategic Marketing Plan of Neonatal Intensive Care Unit as Korean Strategic Big Data Business Initiative." In Mechanical Engineering 2016. Science & Engineering Research Support soCiety, 2016. http://dx.doi.org/10.14257/astl.2016.129.16.

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Holt, James R., and Scott D. Button. "Integrating Strategy and Tactics Across Multiple Business Units: The Supply Chain Solution." In Aerospace Manufacturing Technology Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2000. http://dx.doi.org/10.4271/2000-01-1767.

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Diaz, Gonzalo Luis, and Jorge Horacio Gonzalez Del Port. "Strategic Plan of SCADA, Automation and Control Systems for Business Unit Las Heras." In Latin American & Caribbean Petroleum Engineering Conference. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/107360-ms.

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Salcedo, Fernando Jose´ de Carvalho, and Ronaldo Jose´ Seixas de Carvalho. "Real Time Data Integration Based on the GIS Pipeline Infrastructure for the Management of the Gas and Power Business." In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10506.

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The Strategic Data and Information Management (GEDI, as per Portuguese initials) in PETROBRAS (Brazilian oil company - Gas & Power Business Unit), has as its main process to turn available the most correct and updated information to the related user, using the adequate means to access and capture of data, coming from a variety of sources, in order to add strategic value to business. The SCADA system (Supervisory Control And Data Acquisition) integrates the facilities of thermo electrical plant and pipeline with the field, including operational stations, measurements and energy deliveries. The Geographical Information Systems (GIS) allows the use of maps to visualize the geopolitics aspects, gas pipeline infrastructure and satellite images. The historical data systems has as its requirements, the interface among many SCADA systems, through the tracking of historical data, common process variables real time data (flow, pressure, temperature, etc.) and KPI’s visualization (typical performance indicators of energy systems such as unavailability, generation efficiency, distribution, etc.). Based on the business systemic vision, the Real-Time Enterprise Architecture (real time data integration and performance indicators based on the GIS software platform ) was developed for PETROBRAS, Gas & Power Business Unit (GPBU) enterprise scenario. The present work has its focus in the real time visualization of integrated data, coming from gas pipelines and thermo electrical plants GIS infra-structure, guaranteeing the integrity, the audit trail of information and a proactive vision for the GPBU management.
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Jamira, Anaseputri, Yulita Febriani, and Muhammad Amali. "Business Model Canvas (BMC): Sebuah Pendekatan Dalam Mendorong Mindset Kewirausahaan." In SEMINAR NASIONAL DAN CALL FOR PAPER 2020 FAKULTAS EKONOMI DAN BISNIS UNIVERSITAS MUHAMMADIYAH JEMBER. UM Jember Press, 2021. http://dx.doi.org/10.32528/psneb.v0i0.5169.

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Tujuan dari penelitian ini adalah untuk memahami Business Model Canvas (BMC) dan penerapannya untuk mendorong mindset kewirausahaan mahasiswa. BMC telah menjadi alat analisis yang populer digunakan untuk menganalisis strategi ataupun model bisnis dari suatu unit usaha, perusahaan, atau organisasi. Terdapat gap dari penelitian sebelumnya yang menggunakan penelitian tradisional yang hanya fokus pada pengembangan teori. Penelitian Tindakan (Action Research) memberikan pendekatan yang tepat untuk memperbaiki situasi kerja atau kondisi belajar secara efektif dan efisien. Penelitian ini bersifat kualitatif dan kuantitatif. Ada 84 mahasiswa yang berpartisipasi dalam penelitian ini dengan mengisi kuesioner. Hasil penelitian menunjukkan bahwa metode BMC dapat meningkatkan mindset kewirausahaan mahasiswa. Metode BMC layak untuk diperkenalkan dan diajarkan di dalam Mata Kuliah Kewirausahaan kepada mahasiswa.
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Peleckis, Kęstutis, Valentina Peleckienė, and Kęstutis Peleckis. "International Business Negotiations: Search of the Balance and the Equilibrium of Negotiating Powers, under Distorting Market Conditions of Competition (Monopsony, Oligopsony and Monopoly Cases)." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.041.

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Certain challenges arise in business negotiations when competition in the market is more or less distorted. This can take place in various markets conditions. In such situations great possibilities open up to the development of international business relations as overclocking new market participants can provide additional alternatives for companies and organizations or other business units, by reducing the negative impact of competition distortions for the balance of negotiating power of participants in negotiations. In the development and implementation of effective international business negotiation strategy, it is important to identify the balance of negotiating power of major participants in negotiations in order to make more efficient use of the potential of business negotiations – the negotiating powers. The aim of this article is to analyze in complex the unfolding theory and practice of development and implementation of international business negotiations and negotiating strategies under distorting market competition conditions, to reveal opportunities on development and implementing improvements of these strategies in cases of monopsony, oligopsony and monopoly. Object of the research is the search of balance on negotiating powers in international business negotiations under conditions of distorted competition in the market. The scientific problem - negotiation theory lacks measures for assessment and balancing the negotiating powers of negotiation’s participants under distorted market competition.
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