Relevant bibliographies by topics / Strategic

Academic literature on the topic 'Strategic'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Strategic"

1

Nashir, Asep Kamaluddin, Yugolastarob Komeini, and Hesti Rosdiana. "Strategic Environment, Strategist, and Strategy." Jurnal Global & Strategis 15, no. 1 (March 29, 2021): 103. http://dx.doi.org/10.20473/jgs.15.1.2021.103-126.

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Tulisan ini bertujuan untuk menjelaskan irisan dan keterkaitan erat antara lingkungan strategis, strategist, dan strategi dalam perkembangan isu-isu keamanan internasional. Selain itu, faktor national will setiap negara memberikan pemahaman berbeda tentang perspektif strategis dan perumusan strategi yang dihasilkan. Hasil dari tulisan ini menjelaskan bahwa lingkungan strategis menjadi preferensi strategist atau para pengambil kebijakan dalam merumuskan kebijakan atau strategi, dengan mempertimbangkan national will untuk menghadapi perkembangan lingkungan strategis. Dengan kata lain, identifikasi lingkungan strategis bagi aktor negara menjadi sebuah keharusan untuk menjamin tercapainya kepentingan nasional. Identifikasi tersebut berkonsekuensi pada pemahaman strategist dalam menyusun strategi untuk mencapai kepentingan nasional sebuah negara.Kata-kata kunci: Lingkungan strategis, National Will, Natuna, Indo-Pasifik This paper aims to explain the links between the strategic, strategic, and strategic environments in the development of international security issues. Furthermore, we seek to explain why a countries national will provide a different understanding of the resulting strategic perspective and strategy formulation. The results of this paper explain that the strategic environment becomes the preference of strategists or policymakers in formulating policies or strategies, taking into account the national will, to adapt to the development of the strategic environment. In other words, identifying the strategic environment for state actors is a must to ensure the achievement of national interests. This identification has consequences on strategic understanding in formulating strategies to achieve the national interest of a country.Keywords: Strategic environment, National Will, Natuna, Indo-Pacific
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Haris Wulandari, Dini, Woro Priatini, and Herry Ryana. "ANALISIS STRATEGI PENGEMBANGAN BISNIS PADA SOERABI PA’IS BANDUNG." Journal Gastronomy Tourism 2, no. 1 (November 23, 2021): 34–41. http://dx.doi.org/10.17509/gastur.v2i1.4658.

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Soerabi Pa’is is one of a surabi shop in Bandung city that has been established since August 18th, 2006. Soerabi Pa’is experiences reduction of selling volume so that makes the importance of strategic formulation at Soerabi Pa’is. The purpose of this research are: (1) to know the factors of internal stategic such as strength and weakness that owned by Soerabi Pa’is, (2) to know the factors external strategic such as opportunity and threat for Soerabi Pa’is, (3) to know the alternative of bussiness development strategic that can be applied based on analysis SWOT result, and (4) to know the order of strategic alternative priority that can be applied at Soerabi Pa’is. The analysis result shows, there are seven alternative strategics that can be applied by Soerabi Pa’is, with expanding market share as the main strategic with the highest score 7,44.ABSTRAKSoerabi Pa’is adalah salah satu kedai surabi di kota Bandung yang telah berdiri sejak tanggal 18 Agustus 2006. Soerabi Pa’is mengalami penurunan volume penjualan, hal tersebut membuat pentingnya perumusan strategi yang tepat pada Soerabi Pa’is. Tujuan dilakukannya penelitian ini adalah: (1) mengetahui faktor-faktor strategis internal yang merupakan kekuatan dan kelemahan yang dimiliki Soerabi Pa’is, (2) mengetahui faktor-faktor strategis eksternal yang merupakan peluang dan ancaman bagi Soerabi Pa’is, (3) mengetahui alternatif strategi pengembangan bisnis yang dapat diterapkan Soerabi Pa’is berdasarkan hasil analisis SWOT, dan (4) mengetahui urutan prioritas alternatif strategi yang dapat diterapkan Soerabi Pa’is. Hasil analisis menunjukkan terdapat tujuh alternatif strategi yang dapat diterapkan Soerabi Pa’is dengan strategi utama yaitu memperluas pangsa pasar dengan skor tertinggi 7,44.
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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.
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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit
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Paramitha, Janna, and H. H. Daniel Tamburian. "Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik." Prologia 4, no. 1 (February 26, 2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.

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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build community. The purpose of this study is to find out about strategic manajemen Instagram C Channel Indonesia's in reaching the publit. The theory used in this research is the theory of strategic management, strategic communication, New Media, and trust. The research method is qualitative with case studies. Informants who are key informants deal with Strategic Social Media, Strategic Digital Media, Strategic Human Resources, Head of Media and Production, and Instagram followers of @cchannel_id. The results show that strategic communication guides the company's strategic direction by building consumer trust in the long term strategic direction determined by C Channel Indonesia. Saat ini media digital memegang peran penting dalam kehidupan masyarakat. Peran penting yang ikut membantu masyarakat adalah munculnya media digital seperti instagram. C Channel Indonesia merupakan salah satu perusahaan yang bergerak dibidang media digital salah satunya di Instagram. Manajemen strategis di instagram @cchannel_id penting untuk dilakukan agar mengetahui arah suatu perusahaan. Strategi jangka panjang dan pendek dari perusahaan adalah penentu arah yang sedang dituju perusahaan. Arah Strategis Instagram C Channel Indonesia ingin menjadikan media digital nomor satu bagi para perempuan Indonesia dan membangun komuniti. Tujuan penelitian ini adalah mengetahui studi manajemen strategis Instagram C Channel Indonesia dalam menjangkau publik. Teori yang digunakan dalam penelitian ini adalah teori manajemen strategis, komunikasi strategis, New Media, komunikasi dan Public Relations. Metode penelitian menggunakan kualitatif deskriptif. Informan yang menjadi narasumber kunci menangani Sosial Media Strategis, Media Digital Strategis, Human Resources Strategis, Head of Media and Production dan followers Instagram @cchannel_id. Hasil penelitian menunjukan bahwa komunikasi strategis menuntun arah strategis perusahaan dengan membangun kepercayaan konsumen dan menjangkau publik untuk dapat menuju ke strategi jangka panjang yang telah ditentukan oleh C Channel Indonesia.
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Anugrah, Intan Widya, and Tintin Suhaeni. "Pengaruh Kepemimpinan Stratejik Terhadap Strategi Bersaing UKM Café dan Restoran." Jurnal Riset Bisnis dan Investasi 3, no. 3 (January 12, 2018): 78. http://dx.doi.org/10.35697/jrbi.v3i3.947.

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Along with high competition, the ability to survive in the business world strategic leadership is needed to face the competition. Strategic leadership that has dimensions of vision, business model articulation, information delivery well, clever in handling power, and emotional intelligence is one of the factors needed in the company in choosing the appropriate strategy competitiveness. While the competitive strategy itself has a dimension of leadership that low cost, differentiation, and focus. This study aims to measure great strategic leadership, competitive strategy and how much strategic leadership relationship and competitive strategy in SMEs cafe and restaurant. The population of this study is 557 SMEs cafe and restaurant it Kecamatan Bandung Wetan, with a sample of 50 SMEs. The methodology used is descriptive method associative. In this study using simple regression method obtained regression equation Y = 16043 + 0,306X, it means to have a positive relationship of 0.401. The result of research stated that strategic leadership influence 16,08% toward competitive strategy at SMEs cafe and restaurant. Seiring dengan persaingan yang tinggi, kemampuan bertahan di dunia bisnis. Kepemimpinan strategis dibutuhkan untuk menghadapi persaingan. Kepemimpinan strategis yang memiliki dimensi visi, artikulasi model bisnis, penyampaian informasi dengan baik, pandai dalam menangani daya, dan kecerdasan emosional merupakan salah satu faktor yang dibutuhkan dalam perusahaan dalam memilih strategi bersaing yang tepat. Sedangkan strategi bersaing itu sendiri memiliki dimensi kepemimpinan yang berbiaya rendah, diferensiasi dan fokus. Penelitian ini bertujuan untuk mengukur strategi kepemimpinan yang hebat, strategi bersaing dan seberapa besar hubungan kepemimpinan strategis dan strategi bersaing di UKM kafe dan restoran. Populasi penelitian ini adalah 557 UKM kafe dan restoran Kecamatan Bandung Wetan, dengan sampel 50 UKM. Metodologi yang digunakan adalah metode deskriptif asosiatif. Dalam penelitian ini menggunakan metode regresi sederhana diperoleh persamaan regresi Y = 16043 + 0,306X, artinya memiliki hubungan positif sebesar 0,401. Hasil penelitian menyatakan bahwa kepemimpinan strategis berpengaruh 16,08% terhadap strategi bersaing di UKM kafe dan restoran.
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Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.
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Najib, M., and Novan Ardy Wiyani. "Strategic Management Process of Islamic Character Development of Early Children in Islamic Kindergarten." Ta'dib 21, no. 2 (December 31, 2016): 165. http://dx.doi.org/10.19109/td.v21i2.1027.

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This research is a field research by using a qualitative research approach. The purpose in this research is to find steps in strategic management process for development character of early children in Islamic kindergarten of al-Irsyad Purwokerto, Central java, Indonesia. The results showed that the process of strategic management to develop Islamic character of early children is done through four processes. First, processing of observation environmental to develop Islamic character in Islamic kindergarten. Second, strategic formulation process for development an Islamic character of early children in Islamic kindergarten. Third, implementating strategic process for develop an Islamic character of early children in Islamic kindergarten. Fourth, strategic assesment process for develop an Islamic character of early children in Islamic kindergarten.Penelitian ini adalah penelitian lapangan menggunakan pendekatan penelitian kualitatif. Tujuan dari penelitian ini adalah untuk menemukan langkah-langkah dalam proses manajemen strategik untuk membentuk karakter anak usia dini di Taman Kanak-kanak (TK) Islam al-Irsyad Purwokerto, Jawa Tengah, Indonesia. Hasil penelitian mengungkapkan bahwa proses manajemen strategik untuk membentuk karakter anak usia dini di TK Islam dilakukan melalui empat langkah. Pertama, proses pengamatan lingkungan untuk membentuk karakter Islami anak usia dini di TK Islam. Kedua, proses formulasi strategi untuk membentuk karakter anak usia dini di TK Islam. Ketiga, proses penerapan strategi untuk membentuk karakter anak usia dini di TK Islam. Keempat, proses penilaian strategik untuk membentuk karakter anak usia dini di TK Islam.
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Awaliah, Dewi, Arif Rahman, and Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur." Tadbir: Jurnal Manajemen Dakwah 5, no. 4 (December 31, 2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.

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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.
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Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (March 30, 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.
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Dissertations / Theses on the topic "Strategic"

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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.
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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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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.
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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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Janotová, Lenka. "Strategická analýza podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-162561.

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The work is focused on the strategic analysis that is applied to a specific company Lubomír Šanda -- SAN in Tábor. The aim is to complete strategic analysis by selected methods, to obtain relevant information, to analyze the currnet situation of the company on thei basis and to suggest possible steps or recommendations that will improve the company's position in the market.
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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.
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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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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.
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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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Dundáček, Jiří. "Strategie rozvoje malého podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-234775.

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The master's thesis is focused on development strategy of a small company. The strategic analysis included in this thesis shows the company’s position on the market. The thesis provides a complex strategy of further development according to the analysis results, the corporate vision and the strategic objectives of the company. The strategy includes the aspects of functional strategies, concrete proposal of solutions and schedule of its implementation.
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Books on the topic "Strategic"

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Sirotkin, Sergey, and Natal'ya Kel'chevskaya. Strategic management. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/958515.

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The textbook outlines the basics of strategic management in an industrial enterprise. In particular, the concept and types of industrial enterprise strategies are considered, the methodological basis for the formation of corporate, business and functional strategies is described, as well as approaches to evaluating the effectiveness of the strategy and methods for selecting the optimal strategy of an industrial enterprise are presented. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For undergraduate students studying in the areas of "Economics" and "Management", postgraduate students, teachers and specialists in the field of strategic management.
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E, Chan Yolande, and Marketing Science Institute, eds. Business strategic orientation, information systems strategic orientation, and strategic alignment. Cambridge, Mass: Marketing Science Institute, 1996.

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Indonesia. Badan Pengelola Industri Strategis., ed. Strategic industries, 1996-1997 =: Industri strategis, 1996-1997. [Jakarta]: Badan Pengelola Industri Strategis, Republik Indonesia, 1996.

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Herman, Daems, and Thomas Howard 1943-, eds. Strategic groups, strategic moves and performance. New York: Pergamon, 1994.

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Fan, Ying. Strategic groups: A strategic marketing perspective. [s.l: The Author], 1992.

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Indonesia. Direktorat Jenderal Strategi Pertahanan., ed. Kaji ulang strategis sistem pertahanan =: Strategic defence review. [Jakarta]: Departemen Pertahanan RI, Direktorat Jenderal Strategi Pertahanan, 2004.

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Indonesia. Direktorat Jenderal Strategi Pertahanan., ed. Kaji ulang strategis sistem pertahanan =: Strategic defence review. [Jakarta]: Departemen Pertahanan RI, Direktorat Jenderal Strategi Pertahanan, 2004.

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Indonesia. Direktorat Jenderal Strategi Pertahanan., ed. Kaji ulang strategis sistem pertahanan =: Strategic defence review. [Jakarta]: Departemen Pertahanan RI, Direktorat Jenderal Strategi Pertahanan, 2004.

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Indonesia. Direktorat Jenderal Strategi Pertahanan. Kaji ulang strategis sistem pertahanan =: Strategic defence review. [Jakarta]: Departemen Pertahanan RI, Direktorat Jenderal Strategi Pertahanan, 2004.

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Rao, Vithala R. Analysis for strategic marketing. Reading, Mass: Addison-Wesley, 1998.

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Book chapters on the topic "Strategic"

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Last, Edward D. "Strategic narrative and strategic practices." In Strategic Culture and Violent Non-State Actors, 29–44. Abingdon, Oxon ; New York, NY : Routledge, 2021 | Series: Contemporary terrorism studies: Routledge, 2020. http://dx.doi.org/10.4324/9780429274510-2.

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Colley, Christopher K. "Strategic convergence or strategic rivalry?" In Routledge Handbook ON China–Middle East Relations, 61–77. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003034520-6.

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Grünig, Rudolf, and Richard Kühn. "Strategies, strategic planning and success potentials." In Process-based Strategic Planning, 7–13. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16715-7_1.

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Grünig, Rudolf, and Richard Kühn. "Strategies, strategic planning and success potentials." In Process-based Strategic Planning, 7–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-662-09451-8_2.

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Grünig, Rudolf, and Richard Kühn. "Strategies, strategic planning and success potentials." In Process-based Strategic Planning, 7–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-09454-9_2.

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MacIntosh, Robert, and Donald MacLean. "Strategic Intent." In Strategic Management, 46–54. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-03545-5_5.

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MacIntosh, Robert, and Donald MacLean. "Strategic Options." In Strategic Management, 82–94. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-03545-5_8.

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Bowman, Cliff, and David Asch. "Strategic options." In Strategic Management, 108–36. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_6.

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Bowman, Cliff, and David Asch. "Strategic selection." In Strategic Management, 168–91. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_8.

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Marsh, Charles, David W. Guth, and Bonnie Poovey Short. "Strategic Design." In Strategic Writing, 34–39. Fourth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315178035-9.

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Conference papers on the topic "Strategic"

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Ab. Rahima, Siti Sakinah. "Leveraging Strategic Knowledge And Strategic Competence For Strategy Formulation." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.72.

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Fijalkow, Nathanaël, Bastien Maubert, Aniello Murano, Sasha Rubin, and Moshe Vardi. "Public and Private Affairs in Strategic Reasoning." In 19th International Conference on Principles of Knowledge Representation and Reasoning {KR-2022}. California: International Joint Conferences on Artificial Intelligence Organization, 2022. http://dx.doi.org/10.24963/kr.2022/14.

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Do agents know each others’ strategies? In multi-process software construction, each process has access to the processes already constructed; but in typical human-robot interactions, a human may not announce its strategy to the robot (indeed, the human may not even know their own strategy). This question has often been overlooked when modeling and reasoning about multi-agent systems. In this work, we study how it impacts strategic reasoning. To do so we consider Strategy Logic (SL), a well-established and highly expressive logic for strategic reasoning. Its usual semantics, which we call “white-box semantics”, models systems in which agents “broadcast” their strategies. By adding imperfect information to the evaluation games for the usual semantics, we obtain a new semantics called “black-box semantics”, in which agents keep their strategies private. We consider the model-checking problem and show that the black-box semantics has much lower complexity than white-box semantics for an important fragment of Strategy Logic.
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Paribelli, Luigi, and Marco Guarino. "Project Strategic Framing Approach - The Strategy Table." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207323-ms.

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Abstract Considering the different drivers and constrains of each party within a Joint Venture, the strategy table is an effective tool that provides a structured workflow to guarantee objectives alignment and to maximize value creation for all the Stakeholders during a pre-feasibility study. Eni used this opportunity framing approach to define alternative project development strategy options with the aim to create value for all the stakeholders. Thanks to this guided and structured approach each party, within a Joint Venture, can present and compare his view with others. Using the strategy table tool, as framing approach, allows to identify alternative development strategies (bookends) as a combination of strategic options applicable for a given strategy theme. Furthermore, a clear objectives (what) and rationale (why) associated to each strategy will be defined to support the evaluation. The range of strategy themes identified helps to test the potential tradeoff between various fundamental objectives. Through a structured process, characterized by the definition, framing, evaluation and decision phases, it is possible to streamline the alternative strategy themes options and rank them in terms of value creation for the stakeholders. Using the strategy table tool, as framing approach, implies a decision-making process that allows to choose the strategy that best achieves our goal while also reducing our exposure to risks. Frequently the decision structure of a problem is complex, especially when the decision being considered relates to a large of scale project involving many sub-decisions. The Strategy Table helps the project management team to achieve an informed decision since it allows to evaluate what we are planning to achieve, understanding what our options are and considering how each option performs with reference to our objectives and project risks. Once the bookends for all the strategy themes are defined (i.e. selected strategic choices for each focus decision), a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is performed to qualitatively assess the identified strategies against strategic objectives and a short-list of strategies on which focus on more in details is defined. The final outcome represents the most promising development strategies to be tested during pre-feasibility and feasibility studies.
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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Savetpanuvong, P., and U. Tanlamai. "Modeling strategy with Strategic Neuron®." In Technology (ICMIT 2008). IEEE, 2008. http://dx.doi.org/10.1109/icmit.2008.4654426.

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Forsell, Marko. "Strategy Tetrad for Evaluating Strategic Choice." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.108.

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Craze, Andrew, Pete Davis, and Matthew Clark. "Strategic Environmental Assessment for UK LLW Management." In ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16392.

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NDA is delivering a Strategic Environmental Assessment (SEA) to underpin the UK Nuclear Industry Low Level Waste Strategy. The purpose of this assessment is embed sustainability issues into our decision making and to fulfil our requirements under the European Union’s Strategic Environmental Assessment (SEA) Directive (2004/42/EU) and transposing UK Regulations, and to underpin the development of the strategy. The outputs of the SEA have provided input into particular aspects of the strategy, leading to a more robust and better informed result. Development of options to be assessed under the SEA has looked at a number of factors, including: • what the strategy is aiming to achieve; • expectation from stakeholders as to what should be addressed; • consideration of tactical approaches to implementation of the strategy in addition to high level strategic issues; • links to other projects and programmes (for example the Environmental Safety Case for the Low Level Waste Repository. The SEA aims to provide a robust assessment of the environmental and sustainability impacts of alternative strategies for providing continued capability and capacity for the management and disposal of LLW in the UK. The assessment also considers other, more tactical, issues around implementation of the strategy, for example: issues around the location of LLW management facilities; the environmental impacts of alternative waste treatment options (metal recycling etc); considerations of alternative approaches to the classification of radioactive waste and opportunities that would result. Critical to the development of the SEA has been the involvement of statutory and non-statutory stakeholders, who have informed both the output and the approach taken.
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Ochirbat, P. "Strategic Technologies." In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798508.

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Rui Zhang and Yi Zhang. "New strategic mode: strategic ecology management." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499432.

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Janicic, Radmila. "Strategic Marketing in Education." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.23.

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The topic of this paper is theoretical and practical aspect of strategic marketing in the field of education. In the paper is emphasized that the first and the most important step in strategic marketing in education is strategic analysis, with models for analysis of global education’s market place. Implementation of marketing strategies in development of education get new approaches, according to trends on global educational market place. Strategic control is important step in strategic development of educational institutions, through point out on gaps in process of implementation of marketing strategies. The goal of the paper is to define modern approach of strategic marketing in positioning of educational institutions in global environment and digital environment. The key hypothesis in the paper is that strategic marketing present’s platform for development and positioning of the educational institutions. In the paper are present results of the in-depth interviews with professors at the educational institutions in Europe, and comparative analysis of good examples at the education. The results of the paper have scientific, professional and social contributions. Scientific contributions of the paper is in development models of strategic marketing in education. Social contributions of the paper is development of the most important social field, education.
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Reports on the topic "Strategic"

1

McCallum, Ronald A. Strategic Warning--Strategic Myth. Fort Belvoir, VA: Defense Technical Information Center, May 1991. http://dx.doi.org/10.21236/ada249626.

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Lewis, Billy L., and Thomas Daly. Strategic Homeporting: National Strategy or Bureaucratic Politics? Fort Belvoir, VA: Defense Technical Information Center, January 1992. http://dx.doi.org/10.21236/ada440793.

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Risberg, Robert H. Improving the United States' Strategic Communication Strategy. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada478672.

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Reeves, Jarrold M., and Jr. Strategic Support through Strategic Configured Loads. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada414536.

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Lane, Peter J. Strategic Shock: Managing the Strategic Gap. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589203.

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Julian, Gregory. Transforming the Department of Defense Strategic Communication Strategy. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada449380.

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Goetz, T. T. Determination and Effectiveness of WWII Strategic Bombing Strategy. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada420055.

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Szvetecz, Thomas S. Global Strategic Task Force: A Strategic Renaissance. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada407113.

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Reeves, James T. Strategic Stability Through the Strategic Defense Initiative. Fort Belvoir, VA: Defense Technical Information Center, March 1989. http://dx.doi.org/10.21236/ada208641.

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Coffman, James M. Army Installations: Mobilization and Management Strategies of Strategic Consequence. Fort Belvoir, VA: Defense Technical Information Center, March 2005. http://dx.doi.org/10.21236/ada432803.

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