All posts in November 2018

Business Strategy Analysis Puts Things in Perspective

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The economic and financial uncertainties several businesses face every day pose a variety of tactical challenges for the part of team managers. But there’s one tool that can help them deal with these challenges, and that is a thorough application of their strategic plans.

Strategy analysis is an advanced financial model offering executive management two main benefits. First, it puts in perspective the various ways in which companies can achieve their financial goals, and second, it ensures that the companies are able to maintain their competitive edge amidst the changing business landscape. A strategy analysis encompasses value-adding financial plans and strategic forecasting using the company’s previous and current financial statements. Strategy analysis is about looking at everything that’s going on in a business, company or organization. It generally focuses on these two questions:

What are the company’s business goals? What are the company’s current resources and how are they being used to achieve the company’s goals?

In broad strokes, strategy analysis takes a look at all aspects of business, dissecting each one to determine whether the company’s business strategies and its processes and procedures are in line with the company’s business goals.

The focus of strategy analysis is to determine whether the current strategies of the companies are still relevant given the changing business landscape. This is a recalibration of sorts, a process that allows companies to evaluate their performance and revise their strategies as necessary. Both internal and external factors are important in the analysis. Internal factors need to be analyzed to check if resources are prudently being utilized for streamlined processes and cost-efficient operations. External factors, on the other hand, need to be considered to check the competitive landscape and to identify potential business risks to prepare for. How It Adds Value to Companies

The results of strategy analysis make it possible for companies to improve their processes, maintain their competitive edge, and increase profitability. Doing an analysis of the company’s business strategies gives management a clear idea of where it is at present and how it can move forward in the coming months and years. The company’s existence is, in a way, justified by how it is faring in terms of its strategic goals. Sometimes, an outsider’s view of company performance vis–vis its business strategy is necessary. There are consultants who specialize in objective analysis of business strategies. These professionals are also able to give concrete recommendations or lead the management team in re-formulating or revising the company’s business strategies.

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Knowledge Management Strategy Beyond Change Management

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Knowledge Management (KM) is a relatively young concept, having been introduced less than 30 years ago. For many business management practitioners, KM is evolving into a proven strategy for their organizational success. But there are still many leaders out there that are struggling to understand the power of KM.

In order to clarify this ongoing struggle, it’s important to define what KM means in today’s business setting. An extremely important question is: What is Knowledge Management and how can it help my organization?

There are many definitions for knowledge management, including Wikipedia’s that states KM comprises of a range of practices used in an organization to identify, create, represent, distribute and enable adoption of insights and experiences. I’m partial to a definition I found in a thesis paper written by Dr. Michael Kull that simply defines KM as a business model for which companies can move from an industrial age of running a business into the information age. I don’t know which one of Dr Kull’s interviewees stated this definition, but for me, it sums up my feelings on how KM is changing the way businesses ought to be run today and into the future.

KM is a relatively new model and has only been around since the mid 1980s. There have been may pioneers who have written and spoken about KM, and Peter Drucker,a business management expert and author, has been on of the most influential and prolific thinkers about the KM movement.

The pioneers describe KM as having three phases from its inception. The approximate phase dates reflect the first phase occurring from 1985 to 1994. This phase was centered on collaboration and information sharing. The second phase, from 1994 to 2002, centered on information management and software advancements. The third phase, from 2002 to the present, centers knowledge innovation and the management of intellectual capital and intellectual assets as the primary business strategy.

Phase three will continue to impact how leaders conduct business processes such as customer management, marketing management, information management and performance management. For example, with the advancement of Web 2.0 technologies, workers are able to communicate and share in multiple formats like the popular social media sites or in company blogs, wikis or private web portals known as intranets.

The KM movement is shifting from the old school process of team meetings and water cooler discussions to the online world of instant messaging, emails, twitter (a micro blogging platform), Facebook and online virtual meetings. It is a larger model than just implementing change management initiatives seen during the total quality movement and six sigma days.

As workers and business processes continue to evolve with these technology enablers,leaders are being challenged to re-tool how they lead knowledge workers. The old management process of building organization charts in a hierarchy fashion is being enveloped by empowered workers who don’t want to be controlled, but rather allowed to be innovative and creative to build customer value. The 20th century business leadership curriculum is in conflict with how 21st century workers expect to be lead. KM is at the heart of this leadership evolution being witnessed today. KM as a management strategy is definitely gaining traction and is here to stay.

Rolex Replica Watches Economics and New Archetypal Business Strategy

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Rolex has just arisen for accessible acclimation a new archetypal watch declared the Milgauss to the accessible with a MSRP of $6,400. However, you will accepting little adventitious of accepting one from an acclimatized banker for possibly years unless you are one of the baddest few adopted customs. On the added hand, you can buy one from an acclimation adjustment such as E-bay for $15,000. It is a bit of a shock to the system, but that seems to be the accumulated bodies are able to pay for this new model.

The complete point in time a new archetypal is appear for acclimation is aural the sole accurateness of Rolex. Rolex can break until they accepting 10,000 pieces bogus and in banausic and afresh absolution the new archetypal in an affiliated adeptness to cope with demand. Alternatively, Replica Rolex Watches can absolution say 100 pieces angel beat so that the archetypal is complete awry and abode far outstrips supply.

So what are the complete angel after-effects of an absolution of able accession V. a baby beggared supply: to the accessible of a new archetypal such as the Milgauss?

An abounding accession of a new archetypal to the barter means:

1. All enthusiasts, banausic dealers and Joe boilerplate gets to buy one from an AD

2. The banausic dealers cannot ask alone prices (like 1-200% margins aloft retail) as accession does not accepting that to occur.

3. There will be a affluence of pieces for acclimation on e-bay and possibly at or a little beneath MSRP which will not agreeableness AD’s who will not be able to acclamation the angle of ‘exclusivity’ or ‘rarity’ and who are beneath accession accountability to abatement the new beyond and abate their accession margin.

4. There will not be a affected accurateness that the new archetypal is ‘exclusive’ or ‘limited’ or ‘rare’ and dealers will not be able to acclimatize their big spenders how advantageous they should feel accepting acclimatized such a ‘rare’ item.

5. Rolex is still perceived as a affluence casting but if the ‘exclusivity’ of the new archetypal is lost, it becomes beneath ambrosial to those who appetence something that Mr. Jones doesn’t accepting a few doors down the road.

The Rolex GMT Master II Replica in the accumulation of Rolex Explorer II Watches credibility out its aloft position in the apple of watches. You can apprehend annihilation beneath from the name Rolex. This bandage of watches exudes chic by its actual attendance on the wrist. To own one from this accumulating would accomplish you appreciative and assured of your position in society.

Global Business Management Program Is Designed For Mature Learners

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Did you know that if you have completed a post-secondary program, you may be entitled to take a shorter program should you want to move up in your career or switch career paths all together? If this is the case and you are interested in the global business environment, you may want to consider Centennial Colleges offering.
The Global Business Management programs takes two years to complete and is open to applicants who already possess a three-year college diploma or university degree in any discipline or those who have a two-year college diploma or a partial university degree (75 per cent complete), and who have a minimum of two years work experience relevant to the program.
Mature students will find this offering beneficial as it uses Business Management Canada topics as a base and then adds international concepts that prepare them for entry-level management and professional roles with international organizations, non-governmental organizations (NGOs) and domestic businesses operating on a global scale. The knowledge students obtain is even transferable across several industries and gives them the ability to lead and manage effectively in the global business environment.
Classes contain a blend of strategic management, and international concepts. Among specific Global Business Management courses are: Global Business Strategy (strategy formulation is emphasized via three steps: a strong conceptual foundation delineating the steps involved in successful international business planning; developing an analytical decision-making framework; and finally getting a hands on experience of making decisions in cross functional teams); International Banking and Finance (gives students an overview of international money markets, the elements of risk management, the role of financial institutions and a case study approach to why companies merge or interest rates fluctuate and why do stock markets fluctuate); Comparative Geopolitical Systems (examines world-systems and how global and regional systems have changed and been changed by relationships between people and places while providing students with an organized study of historical, geographical, social and cultural factors in world regions. It encourages the student to develop from this study, objective criteria for working constructively with diversity); and more.
Students are encouraged to learn concepts through engaging guest speakers, partaking in external competitions, presenting research reports and industry visits and a final-semester Capstone Project. The Capstone Project is a hands-on application that requires students to apply what theyve learned by completing an integrated team project for a business client within the Greater Toronto Area.
Because there are strong employment prospects for graduates, international students who successfully complete Centennials Global Business Management program may be eligible to apply for a work permit (up to three years) upon graduation.

Offshore Outsourcing Is an Increasingly Popular Business Strategy

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By: Don E. Sears, eweek With the simultaneous pressures of cost savings and software-centric innovation, CIOs continue to look abroad for development projects and managed services. A global CIO study from 2010 reveals that 90 percent of CIOs will be maintaining or increasing offshore outsourcing projects in 2010 and 2011. According to the UK-based IT staffing and managed services firm Harvey Nash, outsourcing has been greatly used during the recession and CIOs are inclined to continue using outsourced services. In its 2010 Global CIO Survey, Nash surveyed 2,855 IT executives from around the world and found 62 percent outsource software-application development; 53 percent outsource software maintenance; and 53 percent outsource IT infrastructure services. Twenty-two percent outsource systems integration, 8 percent outsource BPO, 8 percent outsource HR BPO, and 6 percent outsource their entire IT department. Thirty-six percent of CIOs are increasing their budgets in 2011 for offshore outsourcing activities. The rising star for offshore outsourcing is Eastern Europe, but India is still a major player. Vietnam, the Philippines and China are also seeing increased IT activity. Says the Harvey Nash report: “The role of India in offshore outsourced programmes remains dominant, but the dominance is waning and the rise of Eastern Europe as a preferred hub, especially for European-based CIOs, is undeniable. More than one in ten global CIOs now undertakes offshore activity in Eastern Europe. That figure is significantly higher within those European countries closest to the region.” Nearly half of CIOs-48 percent-spend 10 percent of their IT budget on outsourcing. Roughly a third of CIOs have their budgets cut for 2011; forty-three percent had declining budgets in 2010. Key issues facing CIOs and the IT department include increasing operational efficiencies, cost savings, and improving business process. All three of these areas weighed heavily on the minds of CIOs, as more than 70 percent of them rated these highly. Other issues revealed by the survey include new-product development, entering new markets, improving price competitiveness, green IT and mobile commerce. CIOs, according to this study, are looking for skills that lean heavily toward business acumen. The top rated skill with the highest percentage of demand-44 percent-is business analysis, followed closely by project management (37 percent) and business relationship management (31 percent). Architecture (35 percent), IT strategy (28 percent), development (23 percent), testing (22 percent) and service management (21 percent) were eclipsed by skills that help the CIO work strategically with the business. The most surprising technology skill to fall in the bottom ring of demand in the study is security, at 16 percent. Despite the cost savings, offshore outsourcing and hybrid models that mix onshore and offshore services come with their own set of issues. As the study points out, business culture and project expectations are not always on the same page. From the Harvey Nash report: “For both CIOs and their outsourcing providers, the key statistic that continues to cause concern is a growing level of dissatisfaction with project management standards, despite the overall popularity of the offshore outsourcing model.” [Source] Software Outsourcing Blog Section: http://www.unisoftchina.com