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1
Kalábová, Martina. "Návrh business strategií pro oblasti stravování sdružení Party Styl." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222850.
Повний текст джерелаАнотація:
This diploma thesis deals with strategic planning and is elaborate for company which carry business in sector gastronomy. The aim of the work is by the help of theoretical solutions and strategic analysis to propose a change that would help the company further develop its business, which is plan for year 2011.
2
Hussin, Husnayati. "Alignment of business strategy and IT strategy in small businesses." Thesis, Loughborough University, 1998. https://dspace.lboro.ac.uk/2134/6979.
Повний текст джерелаАнотація:
Strategic use of IT among SMEs has gained much attention recently as both reseachers and practitioners view this as one of the avenues for smaller firms to compete successfully. However, very little empirical work has been done to understand the issue. This study helps to fill this gap in the important research area by exploring the alignment of business strategy and IT strategy among UK man facturing firms with less than 150 employees. A mail survey of Chief Executive Officers generated 256 responses to an eight page questionnaire. Factor analysis of the nine business strategy and the nine IT strategy variables yielded three business strategy factors and three IT strategy factors which could be sensibly identified with strategy areas and which clearly showed a fit between the two sets. Based on these two set offactors, the measurement of IS alignment was explored using two methods: (1) the 'moderation' or interaction approach, and (2) the 'matching' or difference approach. The finding of this study provides support for past observation that the `moderation' approach of measuring fit' is more meaningful when the performance criterion is included in the research model. By using a multistep cluster analysis, two distinct groups of SMEs are identified based on the alignment between quality-oriented, product-oriented, and market-oriented business strategy and IT strategy which support these strategies. The group of SiviEs which has a high degree of alignment for the three strategy areas are found to achieve better organisational performance than the group of SÄLIEs with a low degree of IS alignment. Interestingly, the findings of this study also indicate that the degree of alignment between business strategy and IT strategy is related to the level of IT sophistication and the level of CEO's commitment to IT. In summary, this study has extended our understanding of IS alignment and has provided useful insights for CEOs of small and medium-sized companies in planning their IT utilisation.
3
Marais, Lynette. "The strategic considerations of a business strategy for SASOL Polymers PP Business." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/4911.
Повний текст джерелаАнотація:
Thesis (MBA (Business Management))--University of Stellenbosch, 2006.<br>ENGLISH ABSTRACT: Business strategy provides direction to Sasol Polymers PP and deserves the attention of all levels in the organization. Strategic management can be defined as an explicit guide that allows the organization to specify objectives, formulate plans to achieve these objectives and then allocate resources to execute the plans to achieve the desired outcomes.
The business strategy process involves identifying Sasol Polymers PP's business environment, its resources, circumstances within which it operates and its competitive advantages. There is a basic three step process in formulating a business strategy.
1. Determine where Sasol Polymers PP currently stands.
2. Determine where Sasol Polymers PP wants to go.
3. Determine how Sasol Polymers PP will get there.
The research report validates not only the importance of business strategy and the essential components of the strategic management process, but also the importance of strategy execution within Sasol Polymers PP. The implication is that managers within Sasol Polymers PP need to achieve synergy between the strategy of the organisation and the people that must execute the strategy.<br>AFRIKAANSE OPSOMMING: Bedryfstrategie voorsien rigting aan die organisasie en verdien die aandag van alle vlakke in die organisasie. Strategiese bestuur kan beskryf word as 'n eksplisiete gids wat die organisasie toelaat om doeleindes te spesifiseer, planne te formuleer om hierdie doeleindes te bereik en dan bronne aanwys om planne te implementeer om die verlangde uitkomstes te bereik.
Die proses behels identifisering van Sasol Polymers PP se besigsheidsomgewing, sy bronne, omstandighede waarin die maatskappy opereer en sy mededingende voordele.
Daar is 'n basiese drie stap proses in die formulering van 'n bedryfstrategie.
1. Bepaal waar Sasol Polymers PP nou staan.
2. Bepaal waar Sasol Polymers PP wil wees.
3. Bepaal hoe Sasol Polymers PP daar wil uitkom.
Die navorsingsverslag valideer nie net die belangrikheid van bedryfstrategie en die noodsaaklike komponente van die bedryfstrategieproses nie, maar ook die belangrikheid van strategie uitvoering binne Sasol Polymers PP. Die implikasie daarvan is dat bestuurders binne Sasol Polymers PP sinergie tussen die strategie van die maatskappy en die mense wat die strategie moet uitvoer moet bereik.
4
Sakor, Madj. "An examination of strategic alignment between manufacturing strategy and business strategy in Syria." Thesis, University of Exeter, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489245.
Повний текст джерелаАнотація:
Although much of the manufacturing strategy and business strategy literature emphasizes the importance of alignment, little empirical research has addressed strategic alignment between manufacturing strategy and business strategy. Managers' awareness of concepts discussed in the literature raises the profile of manufacturing within the organization, and highlights its role and importance in achieving corporate objectives. Scholars exploring manufacturing strategy stress the importance for strategy of horizontal integration of manufacturing with other functional strategies, and vertical integration to achieve business and corporate-level strategies.
5
Moreno, Laura. "Business strategy, marketing strategy and manufacturing strategy: an overall alignment." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11213.
Повний текст джерелаАнотація:
<p>Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?</p><p>The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.</p><p>In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.</p><p>Product design strategy will play a key role in order to attain the overall alignment.</p>
6
Lee, Dong Myung. "Aligning Purchasing Strategy with Business Strategy for Mnaufacturers." Thesis, University of Liverpool, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.507792.
Повний текст джерелаАнотація:
The importance of aligning purchasing strategy with business strategy is argued through a literature review. Different business strategies will lead to different competitive priorities, some purchases will have a greater impact on the competitive priorities of the business and suppliers cannot be expected to achieve optimal performance in everything they do, especially at day one. To analyse these differences in priorities in the context of strategic purchasing, current portfolio models have been introduced. However, weaknesses are seen in the exiting models. This thesis develops a purchasing portfolio model to support competitive advantage through purchasing strategy. The research considers five case studies in South Korea; four elevator manufacturers and one electric water boiler manufacturer. The thesis presents the application of the Analytic Hierarchy Process (AHP) to prioritise the components of an electric traction elevator in the context of their importance to the business strategy of the manufacturer. This is the first step in the formulation of the manufacturers' purchasing strategies. The relative importance of the competitive elements in the form of quality, cost, availability and time are first established for the manufacturers' business strategies, along with the relative importance of the subcriteria used to measure these elements. The components of the elevator are then assessed to see which have the greatest impact on these sub-criterion measures to establish component priorities and groupings to guide those forming the purchasing strategy. Secondly, a purchasing portfolio model is developed for purchasing strategy. Two dimensions are used, one related to the importance of a purchase, 'component value' and one related to the nature of the supply, 'supply risk'. It is argued that 'component value' is a relative measure based on qualitative measurement whereas 'supply risk' is an absolute measure. For 'component value' the AHP is suited. However, the AHP is not appropriate for assessing the supply risk associated with an individual component, which should be measured independently or directly, so the 'supply risk model' is introduced. Two case studies in the elevator manufacturing industry are used to demonstrate the application of the portfolio model. This reveals how two companies that appear on the surface to be facing the same situation actually face different situations that require different purchasing strategies. Finally, the 'lean & agile component model' is developed using two dimensions, 'leanness' and 'agility'. The model is applied to one of the elevator manufacturers and the electric boiler manufacturer to demonstrate how functional and innovative products require different component purchasing strategies. This reveals some notable differences in the component characteristics in the 'lean & agile component models' of the two different manufacturers, and therefore differences in the purchasing strategies derived for the companies. The case studies support the argument that when purchasing strategies are developed, a manufacturer must consider its components' characteristics to support its business strategy, and therefore its manufacturing strategy, for competitive advantage.
7
Sanders, Johan, and Meurs Joost van. "Business strategy and IT strategy alignment in SMEs." Thesis, Umeå universitet, Institutionen för informatik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-154609.
Повний текст джерелаАнотація:
This study explores the following research question: How do CEO’s of SME’s seek to achieve and sustain alignment between business strategy and IT strategy in their companies? By conducting in-depth interviews of seven CEOs of SMEs in the Netherlands the experience of these CEOs are explored and most, if not all, of them describe how they do make use of sophisticated strategic planning that combines both business and IT strategy in a manner that appears to be analogous to that previous researchers have documented in large organisations. A number of recommendations are made as to how the methodology used could be improved to gain better understanding of the interplay of the factors involved in achieving and sustaining alignment in SMEs (and, perhaps, even large organisations)
8
Ondroušek, Martin. "IS/IT podpora implementace business strategie." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-378327.
Повний текст джерелаАнотація:
The subject of this diploma thesis is proposing the use of IS/IT in the implementation of a business strategy in a geological company operating in a very specific market. The thesis examines key internal andexternal factors related to the implementation of business strategy of the company, evaluates them and proposes concrete implementation of IT/IS tools to support achievement of strategic goals.
9
Šimková, Markéta. "ICT ve strategickém řízení podniků." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-433343.
Повний текст джерелаАнотація:
This diploma thesis deals proposing of a business strategy for a newly established company. Further identify areas for effective use of ICT in the industry. The diploma thesis summarizes the theoretical background, analysis of the business environment and the design of business strategy with the support of ICT.
10
Vosloo, Abri. "Digital business strategy : critical business model components for digital business success." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52349.
Повний текст джерелаАнотація:
The current business landscape is vastly different from that of a decade ago, due to the continuous technological advancements influencing all aspects of business strategy. This digital evolution impacting organisations has increased the necessity for organisational leaders to incorporate new digital capabilities into their digital business strategies and the design of their digital business models. There is thus a need for organisations to design digital business models that enable them to not only remain competitive, but to also capitalise on the opportunities available to them in the new digital world.
The findings of this research indicate that six business model components that were postulated to form part of a digital business model design are statistically significant in influencing the success of a digital business strategy. In addition, the results indicate the cumulative effect these business model components have in determining the success of the digital business strategy. Furthermore, the results enable the ranking of the various business model components regarding their importance in cumulatively influencing the success of the digital business strategy.
Comparative and multivariate data analysis was conducted on 97 employees who operated on a strategic level within organisations, where a digital business strategy was present and/or where the organisation offered digital products and/or services to the market. As such, only middle to senior level employees who were involved with digital strategy development and execution formed part of the research.<br>Mini Dissertation (MBA)--University of Pretoria, 2015.<br>vn2016<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
11
Wolfaardt, Susan. "Mapping : a visual business strategy." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/53750.
Повний текст джерелаАнотація:
Thesis (MPhil)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: Key factors that drive the global information society include knowledge, networking, the
Internet and virtualisation. Therefore it is important that the knowledge and information
situated within a business or company must be effectively managed to gain a competitive
edge. Knowledge and information mapping is a visual management tool that can assist
companies and organisations in this quest.
The primary objective of this study was to explore mapping as a visualisation tool that
enables an organisation to manage and benefit from information and to visualise explicit
knowledge that exists within the organisation. An additional objective was to study
mapping as part of a visual business strategy.
The first part of the study consisted of a literature review that focused on the many facets
and interpretations of mapping. Related concepts were identified and defined. In order to
understand the characteristics of mapping better, an analysis of the concepts information
and knowledge mapping was done. Emphasis was placed on various techniques and their
applications, as well as an interpretation of the relationship between the different concepts.
To reveal these relationships, the applications of different mapping methods and the
associations between them were evaluated.
The study also focused on the use of information and knowledge mapping as part of a
business strategy in organisations. To demonstrate the value of mapping as a business
strategy, it was emphasized that mapping is truly a business opportunity enabler that can
be used e.g. for concept mapping of business processes, core competencies, as an aid for
gap analysis along with timelines, and as a tool for competitiveness. Finally, recommendations based on the results of the study are proposed in order to
enhance the understanding of mapping as a concept, as well as the use thereof in the
business environment.<br>AFRIKAANSE OPSOMMING: Kernaspekte soos kennis, netwerke, die Internet en virtualisering beïnvloed die globale
inligtingsgemeenskap. Om kompeterend te kan wees, moet bestuur plaasvind van die
kennis en inligting wat in die organisasie of besigheid geleë is. Kennis- en
inligtingskartering is 'n visuele bestuursmeganisme wat organisasies en besighede
ondersteun met die bestuur van hierdie bronne.
Die hoofdoel van die studie was om kartering as a visuele metode te evalueer wat
organisasies in staat kan stel om inligting tot hulle voordeel te bestuur. Kartering kan benut
word om spesifieke kennis wat binne die oganisasie bestaan, te visualiseer. 'n Bykomende
doel was om kartering as deel van 'n visuele besigheidstrategie te bestudeer.
Die eerste gedeelte van die studie bestaan uit 'n literatuuroorsig wat gefokus is op die
verskeie fasette en interpretasies van kartering. Verwante konsepte is geïdentifiseer en
gedefinieer. Om die eienskappe van kartering beter te begryp, is 'n analise van die
begrippe inligting- en kenniskartering gedoen. Klem is geplaas op die verskeie tegnieke en
hulle toepassings, sowel as op die interpretasie van die verwantskap tusen die
verskillende konsepte. Om die verwantskappe tussen die konsepte beter te begryp, is die
toepassings van die verskillende karteringsmetodes sowel as die verwantskappe tussen
die metodes geëvalueer.
Vervolgens is die gebruik van kartering as 'n besigheidstrategie in organisasies
ondersoek. Deur klem te plaas op kartering, word die strategie qeïllusteer dat kartering as
'n besigheidsgeleentheidskepper gebruik kan word om bv. besigheidsprosesse en
kernbevoegdhede te visualiseer, om tesame met die visualisering van effektiewe tydlyne as 'n hulpmiddel te dien om gapings te analiseer, en om bystand te verleen om
kompeterend te kan wees.
Ten laaste is aanbevelings en voorstelle wat gebaseer is op die studie gemaak, nie net om
die begrip van die konsep kartering uit te lig nie, maar ook om die gebruik daarvan in die
besigheidsomgewing te beklemtoon.
12
Svoboda, Ondřej. "Návrh implementace business strategie podniku v kontextu využití IS/IT." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-318617.
Повний текст джерелаАнотація:
This master's thesis deals with a implementation of IT/IS tools to support the implementation of the company's business strategy, which sells and provides after sales servicematerial handling equipment. The thesis examines key internal and external factors related to the implementation of business strategy of the company, evaluates them and proposes concrete implementation of IT/IS tools to support achievement of strategic goals.
13
Menšík, Martin. "Strategické řízení rozvoje podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-443010.
Повний текст джерелаАнотація:
The diploma thesis deals with the topic of strategic management of a construction company development. Based on theoretical knowledge together with the internal and external corporate environment analysis, the main goal of the work is to propose such a business strategy, where the company operates succesfully on both private and public procurement markets.
14
Forsberg, Niclas, Lars-Åke Wahlberg, and Johan Bengtsson. "Chief Information Officer : A business strategy resource?" Thesis, Jönköping University, JIBS, Business Informatics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-728.
Повний текст джерелаАнотація:
<p>This thesis aims at describing the CIO role from the perspective of two interviews and the literature on the subject. Our research questions mainly focus on the actual work of a CIO and are answered by providing a framework on how to view the CIO and the influence of the CIO. Influence meaning both on business and IT strategy. We have answered what the CIO role implies and how it is used in different organizations. To do this we have scanned current literature and also conducted two interviews with CIO’s from completely different organizations and resources. A framework for understanding how the IT strategy and business strategy is linked with the CIO as a resource has been created and our interview findings are presented in this framework. We have also found that the CIO with little involvement in overall business strategy decisions has less influence on the IT strategy. This is ex-plained by the nature of the organization and the view of IT.</p><p>A CIO’s primary function could be to strategically align IT with business or to make sure that the IT systems runs flawless. These can be viewed as counterpoints but since the role today is changing from being operative to working more with strategic questions it is not a strange finding. The influence a CIO has in business strategy questions ranges from none to a lot, based on how the CIO role is defined by the organization. This is also well in line with the view of IT. When viewing IT as something that has the possibility to gain competitive advantage, IT gain more credibility, hence the CIO gains more influence on business strategy decisions. We also found that the CIO not only has the overall responsibility of IT in the organization, but also that s/he is supposed to work with questions of concern to the business. This forces the CIO to have an understanding of the end-customer, which in itself creates a better understanding for the business strategy. The CIO should work with questions that not only meet the current demand of the organization they support, but also future needs and potential opportunities where IT can be of specific interest.</p>
15
Khan, Haris, Aziz Ahmad, Muhammad JehanZaib Khan, and Naveed Khan. "Procurement Strategy supporting Retailer’s Competitive Strategy." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12302.
Повний текст джерелаАнотація:
Summary Business Administration, Business Process & Supply Chain Management, Degree Project (Master), 15 HEC, 4FE06E, Spring 2011 Authors: Haris Khan, Muhammad Jahanzaib Khan, Aziz Ahmad, Naveed Khan. Tutor Petra Andersson. Examiner Helena Forslund. Title Procurement Strategy Supporting Retailer’s Competitive Strategy. Background Due to the intensive competition in retailing, outpacing strategies that offer several competitive advantages are increasingly necessary in order to satisfy consumers. A search of the trade and academic literatures, identified merchandise procurement as one of the key activities retailers use to implement or support retail competitive strategy. The changing industry trends in retailing such as increased competition, increasing size of retailers, shift in power structures, high proportion of cost of goods sold etc have made procurement very critical for a retailer to compete in the market. Research Questions Q: What are the various competitive strategies used by the retail industry in general and the competitive strategies of the case retailers? Q: How do procurement strategies of the case retailers support their specific competitive strategies? Purpose The purpose of this study is to identify competitive strategies used in the retail industry and that of the case companies and investigate if and how the procurement strategy of a retailer supports the implementation of its competitive strategy. Method The empirical data and conclusions drawn from it are based on qualitative case studies carried out in three case retailers ofPakistan. An independent supplier common to all three retailers was also used to collect unbiased information. The information was collected using interviews and questionnaire. The thesis is written from a positivistic perspective with a deductive approach. Conclusion: The conclusions that can be drawn from this study are that primary competitive strategies are price/cost leadership and differentiation, whereas differentiation can be based on several things such as quality, store design, shopping experience etc. The procurement strategies are more relevant and fully support a price leadership strategy than a differentiation strategy. The procurement strategy does support the competitive strategy of a retailer.
16
Klein, Martin H. "Poverty, alleviation through sustainable strategic business models : essays on poverty alleviation as a business strategy /." Rotterdam : Erasmus Research Institute of Management, 2008. http://aleph.unisg.ch/hsgscan/hm00231477.pdf.
Повний текст джерела
17
Klein, Hermanus. "Poverty alleviation through sustainable strategic business models : essays on poverty alleviation as a business strategy /." Rotterdam : Rotterdam : Erasmus Research Institute of Management (ERIM), Erasmus University Rotterdam ; Erasmus University [Host], 2008. http://hdl.handle.net/1765/13482.
Повний текст джерела
18
Nárožná, Monika. "Návrh strategie na základě analýzy firmy Project Education." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194084.
Повний текст джерелаАнотація:
Market conditions are constantly changing. Enterprises try to furnish the best products and services, to be competitive and sustainable. Constantly new businesses are coming to the market which compete the existing ones. Customers demand quality products and services and want to fulfil their wishes. And it is a big challenge for a company's strategic management which must respond efficiently to stimuli from the external environment and shape a strategy to achieve corporate goals. This thesis offers a theoretical perspective on strategy, strategic management and strategic analysis. Theoretical knowledge is applied in a practical part and the company's draft strategy has been formulated using the strategic analysis results in the form Business model Canvas.
19
Lindberg, Robert, and Claes Brandt. "Competitive IS/IT strategy : A qualitative study about IS/IT strategy and its influence on business strategy in small service enterprises." Thesis, Jönköping University, JIBS, Business Informatics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-433.
Повний текст джерелаАнотація:
<p>Information system (IS), in other words computerised programs and application that a company uses is a central part in its organisation. Information technology (IT) is the hardware and infrastructure that an IS uses. IS and IT is then related to each other and several use the term IS/IT to describe the two words. Several small enterprises (10-49 employees) use IS/IT to a higher extent in order to work efficiently and many firms should not work without IS/IT. Because small enterprises are a major part in the economy for western world countries’ they find it important that these enterprises are efficient. A business plan is essential in order to make an enterprise work efficient. A business plan is important if the company should borrow money from bank or administer money from financiers. A business plan normally contains the company’s vision statement, mission statement, goals, business strategy and action items. In this thesis we only focus on strategies because we want to limit our research and because we have an interest of strategies in general. The business strategy is a roadmap which includes information about how the enterprise could fulfil its business plan’s goals. It is therefore impor-tant that the business plan and the business strategy are linked to each other, for example will the strategy suffer if the goals are poorly stated. To have this relation it is impor-tant to have a strategy that is explicit, this type of strategy is made through a planning process which is documented. The other type is called implicit and is made through activities for the different divisions of the enterprise, which is not documented.</p><p>To make the right decisions and investments for IS/IT it is essential to have an IS/IT strategy, which could be used for the company to reach IS/IT-goals and objectives.</p><p>The main question for this thesis is: How does IS/IT strategy influence business strategy within small service enterprises in Sweden and what factors can improve IT strategy’s impact on business strategy in small Swedish service enterprises? The purpose is to investigate how IS/IT strategy influences and improves business strategy in small Swed-ish service enterprises. We also aim to study how IS/IT strategy is applied in small Swedish service enterprises.</p><p>We did our empirical research on six small service enterprises in Jönköping. Three of the respondents had a documented explicit business strategy and none of them had an explicit IS/IT strategy. All the respondents said that they did not prioritise to keep the strategy updated and that the day-to-day issues were more important. The result is that we did not find any factors in IS/IT strategy that improved the business strategy in small Swedish service enterprises. The characteristics that the enterprises do not work with these issues and is seldom applied. The enterprises are more interested in day-today issues, our result differs therefore from the literature in this subject.</p><br><p>Informationssystemet (IS) det vill säga datoriserade program och applikationer som ett företag använder sig av är en central del i verksamheten. Informationsteknologi (IT) är hårdvaran och infrastrukturen som IS använder sig av. I och med detta är IS och IT starkt relaterade till varandra och flera brukar benämna detta med IS/IT. Flera småföre-tag (10-49 anställda) använder sig i allt större utsträckning av IS/IT i deras verksamheter och många skulle inte kunna fungera utan IS/IT. Hit hör även att småföretag är en be-tydande del flera länders ekonomi. För att ett företag ska kunna fungera effektivt bör det finnas en affärsplan som är elementär då företaget ska ta lån av bank eller förvalta pengar från finansiärer. I en affärsplan finns vanligen en vision, affärsidé, mål, strategi, nätverk, Produkt/tjänst inklusive prissättning, marknadsplan (kunder, marknad, konkur-renter, marknadsundersökning), budgetar och tid- och aktivitetsplan. I denna uppsats inriktar vi oss endast på strategier eftersom vi vill begränsa uppsatsen och vi har ett stort intresse för strategier. En strategi är ett tillvägagångssätt för att uppfylla företagens uppsätta mål. Det finns dock en relation mellan de olika delarna i affärsplanen och de är inte helt skilda från varandra, exempelvis så blir strategin med största sannolikhet bristande om målen är dåligt utformade. För att ha denna relation är det vikigt att ha en explicit strategi. Denna typ av strategi är framtagen genom en planeringsprocess som är dokumenterad medan en implicit är utvecklad genom händelser inom företaget som inte är dokumenterade.</p><p>För att fatta de rätta besluten och planera investeringar för IS/IT korrekt är det grund-läggande med en IS/IT-strategi, som kan användas för att nå målen för IS/IT.</p><p>Vår huvudfråga är: Hur kan IS/IT-strategi påverka affärsstrategi hos svenska små tjänsteföretag och hur kan denna relation förbättras? Syftet är att undersöka hur IS/IT-strategi kan påverka och förbättra affärsstrategi i små svenska tjänsteföretag. Vi ämnar också studera hur IS/IT-strategi används i små svenska tjänsteföretag.</p><p>Vi gjorde vår empiriska undersökning på sex små tjänsteföretag i Jönköping. Tre av fö-retagen hade en explicit affärsstrategi och ingen hade en explicit IS/IT strategi. Resultat är att små tjänsteföretag till största delen använder sig av implicita affärs- och IS/IT-strategier. Vi hittade ingenting som tyder på att IS/IT-strategi påverkar affärsstrategi i små svenska tjänsteföretag. Företagen är istället mer intresserade av händelser som är mer dagsaktuella, vilket skiljer sig från litteraturen inom detta område.</p>
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Althonayan, Abrahim M. A. "Integrating technology strategy with business strategy in the airline industry." Thesis, Bucks New University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396466.
Повний текст джерела
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Arndt, Reinhardt. "A strategy for implementing business intelligence." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50282.
Повний текст джерелаАнотація:
Thesis (MBA)--Stellenbosch University, 2005.<br>ENGLISH ABSTRACT: The management of information has become an important field in the current business
world. It is therefore not only important for organisations to gather data and information,
but to convert this data and information into usable intelligence to improve their business.
Now, more than ever, it is true that in business knowledge is power, or more specifically.
the application of knowledge in developing new skills, innovation, creativity and human
capital. This leads to the concept of business intelligence, the conversion of data and
information to intelligence. Business intelligence can assist organisations to reach their
information goals, as well as to implement and execute the corporate strategy. Some of
the main business categories business intelligence can help drive include: revenue
increases; profit increases; customer satisfaction; decrease in cost and risk; and market
share gain.
Business intelligence can be described as the marriage of business analysis and
technology. It is important to recognise that there is more than one dimension to business
intelligence and that it not only comprises of technology. Business intelligence can
provide insight into what happened (the past), what is happening (the present) and what is
likely to happen (the future). It further supports corporate performance management, the
latest thinking on performance management.
This study illustrates not only the value business intelligence can bring to organisations,
but also the challenges in implementing business intelligence solutions, and the path
organisations could follow to achieve a successful business intelligence implementation.
Organisations should first understand what value business intelligence can deliver to the
organisation, before they begin their business intelligence initiative. The value to the
organisation should be well articulated to ensure continuous support from the top
management and alignment with the overall corporate direction and strategy. The overall
maturity of the organisation, also viewed from a systems perspective, plays an important
role and organisations should not try to do too much too soon. The evolution diagram and
business intelligence maturity model can guide organisations to understand their current
status to make the right decision on the amount of change the organisation can manage in
the implementation of the business intelligence solution.
Organisations should be cognisant of the challenges to overcome in implementing a
business intelligence solution. These challenges are significant aspects of the initiative.
The business intelligence transformation roadmap, including the business intelligence
implementation approach, will guide organisations through these challenges to ensure a
successful implementation for the organisation.
This study proves that business intelligence can add value to organisations if it is
implemented as proposed in this document. The main objective of the study has been
achieved, namely the development of a complete strategy to implement business
intelligence. The study includes a holistic approach to business intelligence in the form of
a business intelligence transformation roadmap. The roadmap can be used to engage
executives in business intelligence implementations to help sell new initiatives or
improve current business intelligence initiatives.<br>AFRIKAANSE OPSOMMING: Die bestuur van inligting is vandag 'n belangrike studieveld in die sakewereld. Daarom
het dit noodsaaklik geword dat organisasies nie net data en inligting inwin nie, maar ook
hierdie data en inligting in bruikbare intelligensie omskep ten einde hul besighede te
bestuur en te verbeter. Nou, meer as ooit tevore, is dit in die sakewereld waar dat kennis
mag is, of meer spesifiek, die toepassing van kennis in die ontwikkeling van nuwe
vaardighede, innovasie, kreatiwiteit en menslike kapitaal. Dit lei tot die konsep van
besigheidsintelligensie - die verandering van data en inligting in intelligensie.
Besigheidsintelligensie kan organisasies help om hul inligtingsdoelwitte te bereik, en ook
bydra tot die implementering en uitvoering van die korporatiewe strategie. Die
hoofbesigheidskategorieë wat besigheidsintelligensie kan verbeter, is onder meer:
inkomsteverhoging; winsverhoging; klientediens; kostebesnoeiing; risikoverlaging;
asook 'n verhoging van markaandeel.
Besigheidsintelligensie kan beskryf word as die samevoeging van besigheidsanalise en
tegnologie. Daar moet onthou word dat besigheidsintelligensie meer as een dimensie het.
Tegnologie is nie al dimensie nie. Besigheidsintelligensie kan insig bied in wat gebeur
het (die verlede), wat tans gebeur (die hede) en wat moontlik gaan gebeur (die toekoms).
Verder ondersteun besigheidsintelligensie korporatiewe prestasiebestuur, die nuutste
denke oor die prestasiebestuur van organisasies.
Hierdie studie beklemtoon nie slegs die waarde wat besigheidsintelligensie kan toevoeg
nie. maar ook die uitdagings in die toepassing van die tipe stelsels, asook hoe
organisasies dit suksesvol kan toepas. Organisasies moet eers die waarde wat
besigheidsintelligensie kan toevoeg, verstaan voordat met die besigheidsintelligensie inisiatief
begin word. Die waarde wat dit vir die organisasie inhou, moet baie goed
verduidelik word om seker te maak dat die topbestuurspan die besigheidsintelligensie inisiatief
ondersteun en dit op koers hou met die oorkoepelende korporatiewe rigting en
strategie. Die ontwikkelingsvlak van die organisasie speel 'n belangrike rol in die rigting
wat die besigheidsintelligensie implementering moet volg en die organisasie moet nie te
veel te vinnig probeer doen nie. Die evolusie diagram en die model vir die
besigheidsintelligensie-vlakke van ontwikkeling kan as riglyn dien om die huidige status
van die organisasie te bepaal om sodoende die regte besluite te neem oor die mate van
verandering wat die organisasie kan hanteer. Organisasies moet bewus wees van die
uitdagings wat oorkom moet word in die toepassing van 'n besigheidsintelligensie oplossing.
Hierdie uitdagings vorm 'n baie belangrike aspek van die
besigheidsintelligensie-initiatief. Die besigheidsintelligensie transformasiepadkaart
insluitende die implementering benadering, sal die organisasie deur die uitdagings lei ten
einde 'n suksesvolle besigheidsintelligensie-implementering vir die organisasie te
verseker.
Hierdie studie bewys dat besigheidsintelligensie vir organisasies waarde kan toevoeg
indien dit geimplementeer word soos wat in die dokument voorgestel word. Die hoofdoel
van die studie is bereik, naamlik die ontwikkeling van 'n volledige strategie oor die
toepassing van besigheidsintelligensie in 'n organisasie. Die studie sluit in 'n holistiese
benadering tot besigheidsintelligensie in die vorm van 'n besigheidsintelligensie
transformasiepadkaart. Die padkaart, asook die model vir die vlakke van ontwikkeling
kan die organisasie deur die implementering lei. Die padkaart kan gebruik word om
uitvoerende hoofde by die besigheidsintelligensie-inisiatiewe te betrek om sodoende
nuwighede te help vestig of die huidige inisiatiewe te verbeter.
22
Roháčková, Sabina. "Risk Analysis in Business Plan." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-15862.
Повний текст джерелаАнотація:
This paper aims to deliver insights into the field of structuring a business plan for start-up companies and implementing an efficient risk analysis in the course of business planning. In order to achieve this goal, this thesis challenges the theory with practice to equally reflect both perspectives. The theoretical part first reviews the literature dealing with business plan outlines and, then, presents the author's own systematic methodology to the risk analysis in business planning. The empirical part provides a real-life example of a structured business plan where the risk analysis concept designed by the author is applied. The conclusions from this paper are the following: The business plan outline is situational and cannot be standardized to one fixed pattern or framework. The risk analysis in a business plan increases its transparency and credibility and, therefore, it should be considered for its inherent part. The application of the risk analysis across the business plan shall follow a systematic approach, which is an adapted version of official risk management standards. In this paper, the author's own adapted framework of the risk analysis in the context of business planning is elaborated and applied to the real-life business plan.
23
蕭雪玲 and Suet-ling Celine Siu. "Business strategy of Johnson & Johnson." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267646.
Повний текст джерела
24
Acur, Nuran. "Strategy management : a business process approach." Thesis, University of Strathclyde, 2001. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=20355.
Повний текст джерелаАнотація:
Whatever uncertainties and complexities the future might hold, companies will be faced with a dynamic environment and will have to cope with the resulting challenges through strategy management. The objective of work presented in this thesis is to develop a better understanding of the effect of a business process based approach to strategy management. This understanding adopts a business process perspective and extends the design view to integrate financial and operational performance measures by embracing the organisation as the unit of analysis. The work presented in this research, following an in-depth review of literature, developed a set of requirements for a Dynamic Strategy Management Process. These requirements suggest that strategy management is viewed as a business process. The research continued by critically evaluating the existing strategy management frameworks, models, methodologies, tools and techniques, which have been classified according to their scope. This rev iew concluded that although approaches reviewed collectively met all the requirements, individually none of the approaches fulfilled all of these requirements. Hence, to fulfil these requirements, PROPHESY (Process Oriented Performance Headed Strategy) was developed which is documented in detail in a workbook format. PROPHESY process was tested using two alternative approaches: The broad approach was conducted using a structured and close-ended questionnaire as well as holding workshops with a total of forty managers. Narrow approach was conducted through implementation of the PROPHESY in case studies with four manufacturing companies. All feedback from these participants was used as a basis for improving the process. The research concludes with interesting observations on the positive impact of business process based strategy management approach. It also concludes that operations strategy should focus on creating value that is independent for each business unit. This means developing horizontal strategies that have objectives of coordinating business processes and developing objectives that encourage the sharing of resources and skills.
25
Kashibe, Masahiro. "The business strategy of Japanese Slers." Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/37122.
Повний текст джерелаАнотація:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2006.<br>Includes bibliographical references.<br>The fundamental role of the System Integrators (Slers) is to provide customized IT systems or services that satisfy the unique requirements of each customer by integrating the various products and services that many IT companies produce. Originally, the IT companies in the different business segments such as the consulting business, hardware business, and software product business have complemented each other, and Slers played the roles of coordinators between these various IT companies and the customers. However, the business model of IT companies is rapidly changing. The firewalls separating business segments in the industry are becoming obsolete, and the Japanese Slers are now getting involved in the intense new competition. This thesis identifies key elements that influence the future business of Japanese Slers. It also proposes sound strategies that will enable Japanese Slers to grow solidly from the viewpoint of top management. From the technological viewpoint, my research finds that the commoditization and openness of technologies have made hardware and software product companies shift their business focuses from products to services. On the other hand, from the market viewpoint, customers are implementing the strategies that select and focus on core businesses.<br>(cont.) Customers are actively trying to find outsourcing opportunities. The enterprise IT systems are no exception. Customers are trying to maximize business value using IT by distinguishing strategic systems that should be customized and owned by themselves from commodity systems that should reduce costs by adopting outsourcing services. Under these changing environments, Slers will be unable to maintain the sustainability of their business simply by improving their current core competency: system integration. I argue that Slers should create new relationships with complementers. Developing open-application platforms and sharing them with IT service providers widely will allow Slers to create a new software ecosystem that will provide mutually beneficial relationships with their current competitors. The Slers should not focus on cost reduction in offshore development; rather, global sourcing and global business expansion should be the center of the strategies for offshoring. I also show that the development of consulting services and the hybrid services that combine outsourcing and system integration services will be the keys to further growth.<br>by Masahiro Kashibe.<br>M.B.A.
26
O'Keefe, Michael. "On the classification of business strategy." Thesis, King's College London (University of London), 2012. https://kclpure.kcl.ac.uk/portal/en/theses/on-the-classification-of-business-strategy(30be0ced-631c-45f4-852b-f8e772a7e484).html.
Повний текст джерелаАнотація:
An enquiry into the origins, content and subsequent treatment of certain major business strategy classification schemes by Miles and Snow, Michael Porter and Henry Mintzberg found little supporting theory within existing organisational and management science literature for a principled critique thereof. Furthermore, there is little discussion within such literature that addresses the ontic and epistemic status of cross-cutting abstract institutional kinds that might apply to the categorisation of generalised strategic behaviours. Accordingly, this thesis develops an eclectic synthesis of theoretical contributions from philosophy, (Richard Boyd, John Dupre, Ian Hacking, Ruth Millikan, Amie Thomasson, inter alia), semiotics (e.g. Umberto Eco, George Lakoff) and cognitive science (especially, Susan Gelman and Douglas Medin) to produce a new, bespoke theoretical framework for the subsequent case studies of these business strategy classification schemes. It recognises the artifactual nature of such schemes and endorses a pragmatic and pluralistic approach that proposes a typology of classification schemes and acknowledges the possibility of intransigent homologating forces being responsible for at least some of the postulated similarities. It steers between essentialism and nominalism, in ’accommodationist’ mode. The framework recognises that some such schemes are more ’successful’ than others and attributes this to a number of their ontic and epistemic features in the three detailed case studies. The use (and abuse) of these schemes in our epistemic practices is critiqued. Some consequential recommendations are made concerning the promulgation and subsequent use in research and pedagogy of business strategy classification schemes. Recommendations that may hold wider relevance for social sciences in general.
27
Siu, Suet-ling Celine. "Business strategy of Johnson & Johnson /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18024506.
Повний текст джерела
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Bortoluzzi, Riccardo <1990>. "Digital Business Strategy: il caso PixartPrinting." Master's Degree Thesis, Università Ca' Foscari Venezia, 2016. http://hdl.handle.net/10579/8191.
Повний текст джерелаАнотація:
L'innovazione può essere dirompente, distruttiva, discontinua ma la sua caratteristica principale è quella di creare un prima e un dopo. Le nuove tecnologie digitali sono entrate prepotentemente nella vita delle organizzazioni segnando per alcune un nuovo modo di fare business. Con esse ne derivano tutta una serie di nuove strategie, relazioni e modalità con le quale creare nuovo valore. Il punto focale riguarda come creare questo valore e come grazie al digitale le relazioni si stravolgono passando dal contatto offline al contato online.
29
Yousefi, Zadeh Hedieh, and Mei Ching Wan. "The Relationship Between Business Strategy and Project Strategy in Innovation Projects." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1499.
Повний текст джерелаАнотація:
<p>This report is a case study with the aim of examining the link between business strategy and the strategy of projects. The field of project management in strategy of projects and their link to the strategy of parent company has yet to be explored. The existing body of literature presents the alignment of project to strategy in two main views which are that projects should have a similar strategy with the parent or that projects should be independent in strategy and follow its own approach. Researchers acknowledge that the limited theoretical frameworks in this stream suffer from the lack of empirical research. Thus this research is based on the question “What is the relation between company’s business strategy and project’s strategy in innovation projects following the position driven alignment approach?” The researchers utilize the position-driven alignment framework as propositioned by Artto, Kujala, Dietrich and Martinsuo (2007). The factors of stakeholder complexity and project autonomy are examined to explore the relationship between the parent strategy and the project strategy. The study conducted is a single case study design on an IT Platform in a large insurance company. Analysis from the data reveal interesting results; that i) The obedience of the project creates risk on the parent strategy, ii) parent strategy changes as the project progresses and that iii) the perception of importance of the project by the parent influences the project autonomy. Further evidence through empirical research is suggested on the other project positions in this framework.</p>
30
Krig, Marie-Louise, and Lindvall Sandra. "Business Value Enhancing Factors of Aligning IP Strategy with Corporate Strategy." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14743.
Повний текст джерела
31
Mirabeau, Laurent. "From autonomous strategic behaviour to emergent strategy: an exploratory study." Thesis, McGill University, 2010. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=86612.
Повний текст джерелаАнотація:
This dissertation reports findings from an exploratory study of the formation of emergent strategy (Mintzberg 1978; Mintzberg & Waters 1985) in large and complex organizations. The study tracks autonomous strategic behaviour (Burgelman, 1983b), which is theorized and shown to be an important precursor to emergent strategy, using a single case study covering a period of ten years at a large telecommunications company. Building on Bower and Burgelman's model (Bower, 1970; Burgelman, 1983a, 1983b, 1983c), the dissertation develops a process model for emergent strategy which features four key components: project definition; mobilizing wider support to provide impetus; manipulating strategic context; and embedding within structural context. In addition, the study identifies four paths for emergent strategy formation by distinguishing between initiatives resulting from new ideas and initiatives resulting from the recycling of preexisting ideas from prior projects; and between projects for which "promoting" is an early priority versus those for which "executing" is an early priority. The study also identifies mechanisms through which autonomous strategic behaviour becomes "ephemeral" and disappears rather than enduring to become realized as emergent strategy.<br>Cette étude exploratoire analyse la formation de la stratégie émergente (Mintzberg 1978; Mintzberg et Waters 1985) au sein des entreprises complexes de grande envergure. Notre étude fait un examen systématique des comportements stratégiques autonomes (Burgelman, 1983b), que l'on théorise comme précurseurs importants de la stratégie émergente. La recherche utilise une étude du cas d'une grande entreprise de télécommunication couvrant une période de dix ans. S'appuyant sur les travaux de Bower et Burgelman (Bower, 1970; Burgelman, 1983a, 1983b, 1983c), nous développons un modèle de processus qui comprend quatre composantes, soit : la définition du projet, la mobilisation de bases de support élargies pour donner de l'impulsion, la manipulation du contexte stratégique, ainsi que l'inclusion au sein du contexte structurel. De plus, l'étude identifie quatre chemins pour la formation de la stratégie émergente en différentiant d'une part les projets issus d'une nouvelle idée, plutôt que ceux faisant appel à une idée préexistante, et d'une part, les projets que l'on « soutient d'abord », de ceux que l'on « exécute d'abord », L'étude identifie aussi les mécanismes par lesquels les comportements stratégiques autonomes deviennent « éphémère» et disparaissent plutôt que de perdurer dans le temps et se réaliser en stratégie émergente.
32
Tsoaeli, Tebalo. "A teaching case study of the strategic alignment of business strategy and information technology strategy at Nedbank." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001883.
Повний текст джерелаАнотація:
In today’s business world, a lot of organizations are investing heavily in Information Technology (IT) in order to develop a competitive edge. According to Loukis, Sapounas and Milionis (2009:85) “firms all over the world make significant investments in IT aiming to increase their efficiency and effectiveness”. According to Cline and Guynes (2001:10), “during the last 30 years, IT has become an increasingly integral part of business operations”. Most of the times, organizations fail to get real value from the investments made in IT. This is mainly due to the fact that organizations fail to realize the value brought about by aligning IT strategy with Business strategy. Hu and Huang (2004:60) state that “each year organizations invest in IT to improve their competitive advantage and ultimately their business performance; however, more often than not, the anticipated benefits of IT investments fail to materialize due to misalignment of or lack of alignment, between the business and IT strategies”. Henderson and Venkatraman (1999:475) emphasize that “alignment is a desired state for organizations investing in IT that is not always achieved, as it often entails a radical change in the way managers consider IT”. It is through the alignment of IT strategy and Business strategy that organizations are able to realize the value brought about by investing in IT. Papp (2001:20)illustrates that “misalignment can cause problems with not only the development and integration of business and IT strategies, but can actually prevent IT from being fully leveraged to its maximum potential within an organization”. An organization that realizes the value of aligning IT strategy and Business strategy is able to develop a competitive advantage over its competitors. According to Daneshvar and Ramesh (2010:1) “each organization is aware of the special effects, benefits and implication of IT in business performance and also its capacity in building sustainable competitive advantages”.
33
Smirnov, Vitaliy. "Business strategy and organisational development : organisational archetypes and sociocognitive processes in the frameworks of configurational approach." Thesis, University of Bedfordshire, 2007. http://hdl.handle.net/10547/622112.
Повний текст джерелаАнотація:
A large number of studies suggest that the content of strategy becomes more multifaceted and elaborate and characterised by progressive development over time. Recently, a growing number of researchers argue that strategy can become simple, stable and inert over time. This study investigates how changes of sociocognitive processes at individual, group and organisational levels influence organisational processes and strategic decisions. It adopts configurational approach to strategy development and its concepts (configurations, transformations, archetypes) as a framework. Thus, the purpose is to provide a characterisation of strategy development by analysing the integration of four key research dimensions (social, cognitive, organisational performance and contextual) into one coherent theoretical structure - the model of organisational archetypes. This four-dimensional model is developed from the analysis of fifty one Ukrainian organisations using quantitative and qualitative research methods (questionnaire, interview and group interview) according to the logical structure of configurational research (modelling the sociocognitive basis, modelling the "fit between research dimensions and modelling configurations and archetypes). Following on from this, the model of organisational archetypes is validated in four other organisations through the development of a test of organisational internal creative environment in order to identify their configurations (current conditions) and archetypes (strategic perspectives). The procedure of this test includes the following sequence of actions: identifying sociocognitive characteristics of organisational members and the organisational internal creative environment, identifying periods of transformation and configuration in the process of organisational development, researching characteristics of the business-environment, and identifying appropriate organisational archetypes. The model of organisational archetypes developed in this thesis allows the identification of current and prospective organisational conditions and making relevant strategic decisions that reflect and anticipate changes in organisational internal and external environments. Thus, changes in the organisational internal creative environment (sociocognitive characteristics of organisational members) reflect changes in the business-environment and organisational performance and transform the characteristics of strategic decisions from multifaceted and elaborate to simple and inert and vice versa.
34
Reynolds, Peter James Strategy & Entrepreneurship Australian School of Business UNSW. "The alignment of business and IT strategy in multi-business organisations." Awarded by:University of New South Wales. Strategy & Entrepreneurship, 2009. http://handle.unsw.edu.au/1959.4/44712.
Повний текст джерелаАнотація:
The alignment of business and information technology (IT) strategy is an important and enduring theoretical challenge for the information systems discipline and has remained a top issue in practice for the past twenty years. The extant literature makes two implicit assumptions. One is that IT strategy is aligned with a single business strategy, either at the corporate level or within a single strategic business unit (SBU). The other is that strategies are developed at a single point in time. Therefore, multi-business organisations present a particular alignment challenge, because business strategies are developed at both the corporate level and SBU levels, and these strategies are developed over time. This dissertation contributes a dynamic, capabilities-based theory of business and IT strategy alignment. Rather than extending existing models, this study draws on theory from the resource-based view of the firm and path dependence to address business and IT alignment within and between corporate and SBU levels across the strategy cycle. A new dynamic alignment model conceptualises IT alignment as the fit between business and IT strategies within the corporate and SBU levels and the coherence between these two levels. Value is created by complementary relationships among business and IT capabilities. IT alignment (or misalignment) is embedded over the strategy cycle, with the degrees of freedom declining quickly over time. The new model is validated using pattern matching with a single critical case of strategy development in a multi-business organisation across a complete strategy cycle. The strong match between the empirically observed and theoretically predicted patterns, and the complex nature of these patterns, provides strong support for the model. The model reconceptualises the way IT alignment drives organisational performance and how IT alignment changes over time. This has implications for existing IT alignment models, providing alternative theoretical explanations of how IT alignment creates value and how IT alignment changes over time. The new model also has implications for practice across the IT investment value chain and its governance.
35
Van, Niekerk Daniel. "A framework for determining a business strategy of a small business." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/50674.
Повний текст джерелаАнотація:
Thesis (MBA)--Stellenbosch University, 2007.<br>ENGLISH ABSTRACT: There is a growing need for a framework that explains the important steps in creating
and managing a small business in a very simplistic, flexible and holistic way. The
aim of this research report is to design a framework which will guide the entrepreneur
and small business owner in the set-up and management of a small business.
The research report explores the logic of constructing the framework. It starts with the
core business transactions which justify the existence of the business. For a better
understanding of the interactions in the transactions, a system approach is followed.
Dynamic complexities focus on causality and feedback to describe how entities
influence each other. A growth loop is established with a balancing loop. On the
basis of these interactions the framework is constructed with the product and the
market on opposite sides. From the product there are growing actions in the form of
marketing. From the market a condition is created which is measured in financial
terms. These interactions are the core of the framework. A second level is added with
strategic intent and external analysis to indicate direction and to measure the
market's response.
The research report continues to describe the development of a small business in
terms of the three layers of the framework: transaction, basic business level and
extended business level. The transaction indicates the core and the reason for the
business's existence. It is a description of the value exchange process. The basic
business level is the platform in which the business is operating. The extended
business level is how the platform is used. For each of the entities indicated on the
framework an existing business model is used to explain the area. The framework is,
therefore, not presenting a new model, but only a new way of how existing business
models are related to each other.
The framework can be used in various ways. First it can be used to establish a startup
business by building it step by step from the inner layer to the outer layer.
Secondly it can be used to evaluate an existing business. Each part of the business
can be evaluated and determine whether the necessary structures are in place.
Thirdly it can be used for a turn-around on a struggling business. To do it means first
.
to evaluate the business and then use the framework to build the business structure.
To assist in this process of evaluation and building a business structure, a set of
worksheets are presented in the study to help an entrepreneur to think through every
important step of the business.
To test the above assumption that the framework can support the construction of a
business structure, a small business was selected and evaluated. The evaluation
was done in the format of an interview with the owners and the structure of the
framework was followed.
The study is concluded with recommendations on areas that need further research.
The worksheet I guideline recommendation is that the worksheets and guidelines be
developed with a specific aim in mind, for example design a new business or
evaluate an existing business. The application recommendation is to explore the use
of a rating system to do a quick evaluation of the business based on the
entrepreneur's "gut feeling". The structural recommendations are first to explore
strategic mapping to summarise the results of the design or evaluation into an
existing model. The second recommendation is to investigate the development of the
different entities in the framework in line with the business life cycle and thereby
adding a depth dimension to the framework.<br>AFRIKAANSE OPSOMMING: Daar is 'n groeiende behoefte na 'n raamwerk wat die belangrike stappe om 'n klein
besigheid te skep en te bestuur, in 'n baie simplistiese, buigsame en holistiese
manier verduidelik. Die doel van die navorsingsverslag is om 'n raamwerk te ontwerp
wat die entrepreneur sal lei in die opstel en bestuur van sy besigheid.
Die navorsingsverslag gee aandag aan die logika hoe die raamwerk saamgestel
word. Die raamwerk bestaan uit die kern besigheidstransaksie wat die bestaan van
die besigheid regverdig. Om die interaksies in die transaksie beter te verstaan, word
'n stelselbenadering gebruik. Dinamiese kompleksiteite fokus op oorsake en die
terugvoer hoe verskillende entiteite mekaar beinvloed. 'n Groeiende sirkelaksie en 'n
uitbalanserende sirkelaksie word gevolg. Op grond van hierdie interaksies is die
raamwerk geskep met die produk en die mark aan teenoorgestelde kante. Van die
produk is daar 'n groeiende aksie na die mark in terme van bemarking. Van die mark
is daar 'n terugvoeraksie na die produk in terme van finansiele maatstawwe. Hierdie
inleraksies vorm die kern van die raamwerk. 'n Tweede vlak word bygevoeg in die
vorm van strategies voorneme en eksterne analise om rigting aan te toon en die
mark terugvoer te meet.
Die navorsingsverslag gaan voort om die ontwikkeling van 'n klein besigheid te
beskryf in terme van die drie vlakke: transaksie, kern besigheidvlak en uitgebreide
besigheidvlak. Die transaksie toon die kern en die rede vir die besigheid se bestaan
aan. Dit is die beskrywing van die waarde uitruilingsproses. Die kern besigheidsvlak
is die platform waarop die besigheid funksioneer. Die uilgebreide besigheidsvlak is
die manier hoe die besigheid die platform gebruik. Vir elk van die entileite wat in die
raamwerk aangetoon word, word 'n bestaande besigheidsmodel gebruik om die
detail te verduidelik. Die raamwerk moet daarom nie gesien word as 'n nuwe model
nie, maar net as 'n manier hoe bestaande besigheidsmodelle in verhouding tot
mekaar staan.
Die raamwerk kan in verskeie maniere gebruik word. Eerstens kan dit gebruik word
om 'n aanvangsbesigheid stap-vir-stap volgens die verskillende vlakke in die
raamwerk te bou. Tweedens kan dit gebruik word om 'n beslaande besigheid te
evalueer. Elke deel van die besigheid kan beoordeel word en so bepaal of die nodige
strukture in plek is. Derdens kan dit gebruik word om 'n omkeer op 'n sukkelende
besigheid te doen. Om dit te doen sal beteken om eerstens 'n evaluasie te doen op
grond van die raamwerk en dan die nodige strukture te bou of herbou. Om die
proses van bou en herbou te ondersteun stel die studie werksblaaie voor wat gebruik
kan word. Die doel hiervan is om die entrepreneur se denke deur die belangrlkste
stappe te lei.
Om die bogenoemde aanvaarding te toets dat die raamwerk gebruik kan word om
die bou van 'n besigheidstruktuur te ondersteun, was 'n klein besigheid geselekteer
en ge-evalueer. Die evaluasie was gedoen in die vorm van 'n onderhoud met die
eienaars en die struktuur van die raamwerk was gebruik.
Die navorsingsverslag word afgesluit met aanbevelings oor areas wat verdere
ondersoek nodig het. Die werksblaaie en riglyne aanbeveling is dat die werksblaaie
en riglyne vir 'n spesifieke doel ontwerp word, byvoorbeeld die ontwerp van 'n nuwe
winkel of die evaluasie van 'n bestaande winkel. Die aanwendingsaanbeveling is om
'n evalueeringstelsel te ontwikkel waar 'n evaluasie gegrond op 'n entrepreneur se
aanvoeling kan plaasvind. Die struktuuraanbevelings is om eerstens strategiese
kaartering te ondersoek om die resultate van die ontwerp of evaluasie in 'n bestaande
model op te som. Die tweede aanbeveling is om die ontwikkeling van die
verskikkelende entiteite van die raamwerk in Iyn met die besigheidslewensiklus te
ondersoek en sodoende 'n diepte dimensie by die raamwerk te voeg.
36
Moraes, Walter Fernando Araujo de. "Organization, strategy, strategic management and performance of Brazilian firms." Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.290335.
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Berepiki, Clifford Olobo. "An Examination of CIO Leadership Style and Business Strategy for Business-IS Strategic Alignment| A Correlational Study." Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10689238.
Повний текст джерелаАнотація:
<p> Business leaders rely on information technology (IT) and information systems (IS) to stay competitive, and experts agree that the Chief Information Officer (CIO), as the individual responsible for technology optimization, is essential to business success. Based on this understanding, for over 40 years, researchers have invested valuable resources in examining strategic alignment and its antecedents. Although past scholars hint at the likelihood that leadership style influences strategic alignment, no researcher has verified influence in such a relationship. The purpose of this nonexperimental cross-sectional correlational study was to examine the relationship between a CIO’s leadership style and strategic alignment when moderating for business strategy. In this research, 145 IT managers who work in the United States completed surveys to share their perceptions of their CIOs’ leadership style and the realized business and IS strategies. Correlational statistical analyses supported examination of the relationship between three leadership styles (transactional, transformational, and mixed) and strategic alignment for three business strategy types (defender, prospector, and analyzer). Initial findings showed that the leadership style of a CIO had a statistically significant influence on strategic alignment. Following moderation of the relationship by business strategy type, a statistically significant correlation existed between transactional leadership and strategic alignment for analyzer business strategy. However, no statistically significant evidence supported the CIO’s leadership style suited for defender and prospector business strategies. In practice, organizations could use the insights from this study to select or develop CIOs with a particular leadership style to match their business strategy in order to increase the chance of success in achieving strategic alignment. Recommendations for further studies included the use of adequate samples for all statistical analysis and the use of a validated model for leadership style assessment.</p><p>
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Lazar, Michal. "Návrh business plánu a marketingové strategie pro WatersportsComplex Praha." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197621.
Повний текст джерелаАнотація:
Master thesis is created in order to provide materials for business plan and marketing strategy of sports--recreational complex. Theoretical part deals with the notions marketing, strategic management and marketing management. Last part is focused on process of marketing strategy development. In practical part are developed business conception and marketing strategy with costs estimation. This part is based on market and customer analysis.
39
Thorén, Kent. "Corporate Entrepreneurship as a Business Development Strategy." Doctoral thesis, KTH, Industriell ekonomi och organisation (Inst.), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.
Повний текст джерелаАнотація:
Previous research has generated a substantial body of knowledge regarding the exploration and exploitation of opportunities, two of the main manifest activities of entrepreneurship. This thesis does not primarily examine any of these activities; instead it investigates an important question regarding what happens between them. It seeks to answer why some of the identified opportunities are selected for exploitation. It does so by building on, and contributing to, a research stream that struggles with the link between the entrepreneurial activity of firms and theory about strategy. One of the main contributions of this thesis is the identification of a number of strategic motive dimensions that are associated with the pursuit of corporate ventures. It also demonstrates how these motives are related to significant venture differences, thereby connecting corporate entrepreneurship to strategy in a means-ends relationship. In other words, it provides insight into how strategy is the why of entrepreneurship, and entrepreneurship is the how of strategies (that involve business development). The analysis was based on quantitative data from 274 venture attempts in 222 firms, belonging to a population of 1737 small- and medium-sized manufacturing firms in Sweden. Target respondents were the CEO:s. The findings indicate that venture selection can be influenced by both offensive and defensive strategic motives. In addition, it turned out that ventures can be of both proactive and reactive nature. Together, these two dimensions describe how the venture relates to the firm’s strategic circumstances. To better understand top managers’ intentions, the two dimensions were complimented with measurements of what the firm tries to affect with the venture, i.e. to which facet of business the venture efforts are directed (economy, competition, or competence development). The three dimensions, identified through factor analysis, were labeled “posture”, “adaptive style”, and “orientation”. Alternative non-strategic motives, as well as items for validity evaluation, were included in the survey for comparison. Combinations of the motive dimensions were then presented as “motive profiles”, for four types of ventures identified through clustering techniques. Furthermore, another important contribution is the examination of Roberts & Berry’s hypothesis: That the extent and direction of business development determine the amount of uncertainty faced during venture execution, which in turn is proposed to influence the probability of a positive outcome. Regarding these issues, the study was able to refine the mixed findings in previous research, through the investigation of larger firm- and venture-level samples. The obtained results imply that the distance between the venture and the current business of the firm, in terms of products and technologies, is unimportant for venture outcome. However, a small negative effect of market uncertainty, in turn related to market development distance, was confirmed.<br>QC 20100820
40
Thorén, Kent. "Corporate entrepreneurship as a business development strategy /." Stockholm Stockholm : Industriell ekonomi och organisation Industrial Economics and Management, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-4536.
Повний текст джерела
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Au, Po-ling Lisa, and 區寶玲. "Smart card business strategy in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B3126847X.
Повний текст джерела
42
Reddy, Harry 1963. "Global business strategy and innovation in banking." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17882.
Повний текст джерелаАнотація:
Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2004.<br>Includes bibliographical references (leaves 151-152).<br>The banking industry is known to have certainty only about uncertainty, change is only constant in adopting the technologies for developing innovative products and services, and yet the opportunities of arbitrage are everywhere including in economical settings and business strategies. The retail banking industry will be analyzed to understand why some banks make sustainable profits while others are less successful. We will analyze what business strategies would best work for such dynamic industry even as banking appears to be a commodity business. A systematic study will be set out to model the dynamics of different positioning of Delta Model and the effect of the underlying interactions. We will walk through the analysis of why the innovation along with the customer targeting and the operational effectiveness are crucial to implement the right business strategies. We also study banking case studies relevant to the business strategies. Finally, we present the conclusions with some recommendations in order for banks to thrive in the industry for years to come during both war times and peace times.<br>by Harry Reddy.<br>S.M.M.O.T.
43
Kalanidhi, Sanjeev 1970. "E-business strategy : an industry clockspeed perspective." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/8734.
Повний текст джерелаАнотація:
Thesis (M.Eng.)--Massachusetts Institute of Technology, Engineering Systems Division, 2000.<br>Includes bibliographical references (leaves 67-68).<br>The Internet is a communications network that connects computers around the world. It has been around since 1960's. The Internet Phenomena - the recent upsurge in business use of the Internet can be attributed to the World Wide Web or the web. The web uses universally accepted communication protocol and presentation language (i.e. Internet Protocol and Hyper Text Markup Language) that makes it a standard interface - a ubiquitous interface. Businesses are leveraging the Internet to obtain a variety of business benefits. Based on an extensive literature review, this thesis presents a catalogue of 35 distinct business benefits. To obtain these benefits, businesses are undertaking a variety of projects and initiatives. The projects and initiatives, termed as E-business apply the Internet technologies for improving existing business processes, removing barriers within a business, and or among businesses in the supply chain. This thesis organized E-business projects into eight different areas. This thesis explores the Internet Phenomena - it attempts to understand the potential Impacts of the Internet on the supply chain, and proposes some guidelines for management teams interested in choosing E-business projects. By mapping E-business benefits along a typical supply chain, this thesis observes that the Internet is creating structural and operational impacts in the supply chain. The structural impacts appear to result from (a) the growth of a direct channel (b) the presence of new economic agents and (c) new marketplaces. The operational impacts appear to be that (a) the scope of supply chain operations change (b) the scale of supply chain operations are enhanced and (c) the speed of supply chain operations increase. The thesis suggests ten perspectives that may help a management team choose E-business projects. It examines one perspective in detail - the Industry perspective. The industry perspective suggests that differences in industry structures should lead to differences in business needs and requirements, and therefore lead to different e-business opportunities. A hypothesis, based on an industry classification system (proposed by Charles Fine of MIT), was developed. The Internet is a communications network that connects computers around the world. It has been around since 1960's. The Internet Phenomena - the recent upsurge in business use of the Internet can be attributed to the World Wide Web or the web. The web uses universally accepted communication protocol and presentation language (i.e. Internet Protocol and Hyper Text Markup Language) that makes it a standard interface - a ubiquitous interface. Businesses are leveraging the Internet to obtain a variety of business benefits. Based on an extensive literature review, this thesis presents a catalogue of 35 distinct business benefits. To obtain these benefits, businesses are undertaking a variety of projects and initiatives. The projects and initiatives, termed as E-business apply the Internet technologies for improving existing business processes, removing barriers within a business, and or among businesses in the supply chain. This thesis organized E-business projects into eight different areas. This thesis explores the Internet Phenomena - it attempts to understand the potential Impacts of the Internet on the supply chain, and proposes some guidelines for management teams interested in choosing E-business projects. By mapping E-business benefits along a typical supply chain, this thesis observes that the Internet is creating structural and operational impacts in the supply chain. The structural impacts appear to result from (a) the growth of a direct channel (b) the presence of new economic agents and (c) new marketplaces. The operational impacts appear to be that (a) the scope of supply chain operations change (b) the scale of supply chain operations are enhanced and (c) the speed of supply chain operations increase. The thesis suggests ten perspectives that may help a management team choose E-business projects. It examines one perspective in detail - the Industry perspective. The industry perspective suggests that differences in industry structures should lead to differences in business needs and requirements, and therefore lead to different e-business opportunities. A hypothesis, based on an industry classification system (proposed by Charles Fine of MIT), was developed.<br>by Sanjeev Kalanidhi.<br>M.Eng.
44
Hsu, Che-wei, and 許哲偉. "Strategic alignment among operations strategy, business strategy, and information systems strategy in organization." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/50841620396799839222.
Повний текст джерелаАнотація:
碩士<br>義守大學<br>管理學院碩士班<br>97<br>The concept of strategic alignment rooted in the contingency theory tradition refers to the match between (or among) a set for theoretical dimensions, and has served as the central idea to the development of theory in many management disciplines (Van de Ven, 1979). Either strategic alignment between operations strategy and business strategy, or operations strategy and information systems strategy has been proved that it has significant impact on organization performance. However, it still lacks relevant research testifying strategic alignment from a holistic approach, namely fit as covariation. A strategic alignment model was proposed and testified with empirical data collected from top-ranked companies in Taiwan. The general findings demonstrate that the strategic alignment among operations strategy, business strategy, and information systems strategy has a significant impact on business performance. In addition, strategic alignment model better explains the variance in business performance than direct effect model was proved.
45
Sung, Shih-Fu, and 宋詩夫. "The Effect of Fit among Business Strategy, Manufacturing Strategy, Marketing Strategy, and Information Systems Strategy on Business Performance." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/54361426356479060451.
Повний текст джерелаАнотація:
博士<br>義守大學<br>資訊工程學系<br>104<br>In recent years, large-scale high-tech industries in Taiwan have the west, to stay in the land of mostly small and medium enterprises based on traditional manufacturing and service-based, with the changing times, the business model is no longer like in the past relied on the work of high density and manpower, transformed into resource integration era. In order to improve performance in the past business volume, the implementation of the strategy is a strategy to kill the red eye of the Red Sea, but with various scholars have proposed innovative strategies oriented companies among slowly learning to integrate resources, effective use of enterprise resource planning, and then create win-win space.
The main purpose of this study is to explore the fit effect among business strategy, manufacturing strategy, strategic marketing strategy and information systems strategy with the appropriate impact on business performance, the fit can be expected to enhance the effectiveness of business performance through four strategies guide the pattern.
The findings of this present study showed that well aligned business strategy, manufacturing strategy, strategy, marketing strategy and information systems strategy with have impact upon the business performance.
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Musuka, Patrick. "Alignment of IT strategy with business strategy." 2006. http://hdl.handle.net/10500/219.
Повний текст джерелаАнотація:
The primary purpose of this research is to establish to what extent, if any Zimbabwean
companies proactively align their IT strategy with the business strategy as a way of
building and sustaining business competitive advantage.
The research seeks to provide further insights into the business performance
implications of the alignment between IT and business strategies. It also seeks to
determine if there are any linkages between strategic alignment, IT managerial
resources and IT effectiveness. Last but not least, it examines whether alignment
directly leads to increased business performance which Sabherwal & Chan (2001) terms
‘perceived business performance’.<br>Graduate School of Business Leadership<br>MBL
47
Mbele, Sandile Dominic. "Continual business strategy regeneration." Thesis, 2004. http://hdl.handle.net/10413/1875.
Повний текст джерелаАнотація:
During the last century business strategy has been the focus point for many corporations. Industry has grown exponentially and competition has evolved from traditional to nonconventional boundaries. In this age of high technological advances, globalisation and boarder-less markets, the 5 Forces acting on firms within an industry as best explained by Michael Porter, can threaten the livelihood and survival of a business unless they are carefully managed and pre-empted actions are taken. The subject on the what-to-do part of the strategy has been exhausted by many writers, strategists and business consultants. What organisations have realised over the years is that not only is it important to choose a winning strategy, but the manner in which the strategy is implemented is crucially important. A third dimension essential to the successful implementation of a strategy is the ongoing nature and renewal cycles necessary to run the strategy planning process successfully. Business theorists have commonly cited the fact that successful strategies are iv ongomg m nature and need to be regenerated on a continual basis. This is a time-consuming and expensive exercise and has led some organisations to sticking to the orthodox 'start-stop' 5yearly strategy planning processes. This research dissertation presupposes the fact that if strategy is executed in a continual regeneration principle, the organisation gains the ability to respond timeously with fresh strategies as the dictated by the environment. PPC Cement, a premium cement manufacturer and distributor, is also facing the need to streamline its resources towards successful strategy implementation and has a vested interest in unlocking the mystery surrounding the ongoing nature of business strategy. This research dissertation sets the tone m supplying valuable information necessary to companies like PPC Cement m order to make informed decision on whether on not to pursue continual business strategy regeneration, and most importantly - how to?<br>Thesis (MBA)-University of KwaZulu-Natal, 2004.
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Lai, Kao-Yang, and 賴國揚. "MEMS Sensor Business Strategy." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/773784.
Повний текст джерелаАнотація:
碩士<br>國立臺灣大學<br>資訊管理組<br>106<br>The topic of this research is the research on the strategy of the micro-electronic mechanical system (MEMS) of sensor industry, the first challenge in the MEMS sensor market is the slow growth of the smart phone market and it is intense competition between vendors. Today the biggest MEMS market is still the smart phone, other applications such as Drone, wearable market, VR, AR and Sports-Watches of smart wearable applications, and so on, such a large industry, is a very worthy of in-depth study and discussion of a subject.
Currently MEMS sensor industry, the rapid change in demand, the enterprise itself must constantly review its own conditions and capabilities, make a clear choice and position, so as to be successful in the industry.
This research from the global MEMS sensor industry surface to discuss, analysis, the whole market changes to the impact of the industry. In particular, the use of the most widely used motion sensor parts, but also closely related to people that is including the most common 3C products such as mobile phone, computer, wearable device and machine equipment and automobile are all applied to MEMS sensors.
This study concludes with a case study companies, for example, after setting the company''s operating objectives, use the business theory of various tool to analyze. It is appropriate for the company''s strategy to establish a competitive advantage to plan for the strategic direction of the environment and to make the best recommendations according to the case company resources and the status quo.
49
Wen, Raymond, and 溫慕垚. "The business strategy of small business in Taiwan." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/01376835911629185968.
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Cheng-Feng, Huang, and 黃呈豐. "The Business Models and Strategy of Mobile Business." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/13821472546501969569.
Повний текст джерелаАнотація:
碩士<br>國立臺灣大學<br>商學研究所<br>90<br>Abstract
Due to the issue of 3G permits and the advent of the broadband era, future information being transmitted through mobile devices will comprise not merely “voice,” but also “data” and “video.” From the perspective of the wireless communications industry, the emergence of mobile businesses is in fact an embodiment that “transmitted contents incorporate not only voice but also information services and multimedia.” Thus, mobile channels will be capable of providing value-added services to businesses. Accordingly, after the internet transmission infrastructure protocols are settled in the future, content providers will become the chief profit creators in the wireless communications industry. This will be the chance for mobile businesses and the chief motive behind this paper.
In this paper, we will first introduce the concept of mobile businesses by first defining what is a mobile enterprise in our context. Since mobile businesses have their origin in e-businesses, we will devote section 2.1 to the evolution of e-businesses to mobile businesses, which will be the core of this paper. In chapter 3, the impacts and features of corporate mobilization, including “Anytime, Anywhere, Anyone, Anydevice,” are analyzed. These concepts, constituting the core values of corporate mobilization, will form the basic analytical viewpoints of this paper in order to examine the critical differences in internet infrastructure using mobile transmission as opposed to ordinary wired transmission. In addition, we will apply transaction cost theories to discuss and analyze to what extent business structure and operating costs are affected if we bring mobile technology and business operation together.
Three business models, i.e. B2C, B2B and B2E, will be discussed throughout this paper and we will look at available mobile technology applications under an e-business framework. Following the features of mobilization, i.e. “Anytime, Anywhere, Anyone, Anydevice” and the concepts of transaction costs expounded in chapter 3, we will further discuss the additional values and differences of mobile technology applications, as opposed to those applications already developed by e-businesses. This will help businesses better pinpoint the proper role of each application and, additionally, identify which segments, e.g. customer relations management (CRM), of their operations necessitate these applications. Finally, based on these applications, we will examine the impact of corporate mobilization on each individual entity in the business value net and the relationship between them. In view of the strategic viewpoints of the internet considered by Portor (2001), we will examine, in contrast with the internet, critical issues as we bring mobile technology and business operation together, including positive and negative effects on industry structure and profitability, impact on corporate strategies and how businesses can incorporate mobile applications. Further, we will discuss how businesses, aside from lowering operation costs, should aim for distinct corporate strategies in order to create lasting profitability.