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strategic management

strategic management

outline and describe a strategic plan that would support the AirAsia company’s achievement of key strategic goals. You will need to research current theories and practices as they relate to organisational strategic management and use this to provide evidence that supports your proposed system.

Your report should:
• Analyse and evaluate the current strategic approach in the organisation.
• Discuss the fit between the company strategy and its goals and expectations.
• Outline and describe a strategic plan that would support the company’s achievement of key strategic goals.

Your report should consider the following:
• What types of strategies are available to the organisation?
• What types of strategies are suitable for the organisation?
• Which strategy is most appropriate for the organisation?
• What strategy does the organisation have to capacity to support?
• What do you see as most valuable strategic direction given your situational analysis?
• How does the strategic plan you are recommending link to the organisation’s business future success?

The report requires:
• The use of information from the selected organisation.
• The use of analytic tools in the construction of a relevant strategic plan.
• A range of references that should demonstrate breadth and depth of research.
• An ability to utilise the wider literature in constructing the framework for this assignment.
• The display of critical evaluation and diagnostic skills in the choice of the data included.
• The display of critical evaluation in the choice of the information sources used.
• Appropriate and accurate use of the Harvard Referencing System.

You must use a minimum of 15 references:
• Text books: The prescribed text and at least 6 other books.
• At least 6 academic journal articles (found using EBSCO, Emerald, ABI/Proquest, Science Direct, Informit, PyscInfo etc.).
• 3 other sources of your choice : Blog, newspaper, magazine or other Internet source.
• No more than 1 reference may be general Internet based sources.
• Wikipedia is not to be used and does not count as an academic reference

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strategic management

Order Description
Requirements
The companies are NESTLE and MARS pet-care business division (which are competing as a business unit in the same industry) based on their segment reporting income (include them)

Analyze and compare the two companies in the aspect of the following requirements:
1. Business strategy of Company (Nestle) in the common competing industry-pet care and discuss in accordance to the company value chain, product and geographic segments relative to competitors and finally evaluate. **1 page
2. Business strategy of Company (MARS) in the common competing industry- pet care and discuss in accordance to the company value chain, product and geographic segments relative to competitors and finally evaluate. **1 page
3. Corporate strategy of Company Nestle- about the value creation and commonality of products/ market/ technology then evaluate. **1 page
4. Corporate strategy of Company MARS about the value creation and commonality of products/ market/ technology as well as evaluate. **1 page
5. Strategy implementation – discuss mode of expansion and company structure of both companies. ** 1 page
6. Find SWOT analysis and build TOWS matrix for each of the two companies 1000 words and base recommendations on the requirements findings above (1,2,3, 4 and 5) ** 2pages

do it as undergraduate student to avoid any problem with my instructor.

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Topic: Strategic Management

Order Description
“Managing Change in Organizations”

1. Determine why change is so difficult for organizations. Propose ways that human resource (HR) specialists can assist in making change easier.

2. Propose two ways that HR can prepare its employees for the changes involved with moving from a domestic assignment to an overseas assignment. Respond and evaluate another learner’s comment. Ground students will do this through discussion.

“Future of Human Resource Management”

3. Use the Internet or Strayer Library to research three trends in HR. Next, examine the three trends in HR that you researched. Provide probable causes for these trends. Provide probable causes for these trends. Predict how these trends will affect organizations in a single sector of your choosing.

4. Examine the duties and responsibilities of a HR specialist. Determine the contributions that someone in this position makes to an organization. Support your position.
“Strategic Approach”

5. Assess Southwest Airlines’ strategic approach to human resource (HR) management. Determine how its strategy increases organizational effectiveness.

6. Propose three ways that HR can use competitive advantage in the marketplace to recruit new applicants in general.

“Diversity”

7. Go to the U.S. Equal Employment Opportunity Commission’s (EEOC) Website and review cases regarding diversity. Note: Enter the Website and in the search box under “Press Releases” type “diversity”. Review three of the results of your search. Next, propose three ways that an organization can increase diversity within itself. Take a position on whether diversity is or is not important and determine how the methods you provided support your position.

8. Evaluate ways that an organization can measure and reward compliance. Determine if organizations that measure and reward compliance are more or less likely to experience lawsuits.

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    We employ a number of measures to ensure top quality essays. The papers go through a system of quality control prior to delivery. We run plagiarism checks on each paper to ensure that they will be 100% plagiarism-free. So, only clean copies hit customers’ emails. We also never resell the papers completed by our writers. So, once it is checked using a plagiarism checker, the paper will be unique. Speaking of the academic writing standards, we will stick to the assignment brief given by the customer and assign the perfect writer. By saying “the perfect writer” we mean the one having an academic degree in the customer’s study field and positive feedback from other customers.
  2. Free Revisions

    We keep the quality bar of all papers high. But in case you need some extra brilliance to the paper, here’s what to do. First of all, you can choose a top writer. It means that we will assign an expert with a degree in your subject. And secondly, you can rely on our editing services. Our editors will revise your papers, checking whether or not they comply with high standards of academic writing. In addition, editing entails adjusting content if it’s off the topic, adding more sources, refining the language style, and making sure the referencing style is followed.
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Strategic Management

Paper details:

Apple Inc. – Managing a global supply chain. Read the attached case study and then prepare a paper answering the questions asked in the “Apple Case Questions.docx” Textbook is: Contemporary Strategy Analysis 8th edition. Additional sources ok.
Strategy Question – Apple Inc.: Managing a Global Supply Chain

Part 1 (50%)
Analyze Apple’s resources and capabilities, then describe their five main sources of competitive advantage (and/or disadvantage). The analysis itself can be placed partially or wholly in an appendix to preserve word count, but material in the appendix will not be marked.

Part 2 (25%)
Define the scope of the industry Apple competes in, then analyze that industry using Porter’s Five Forces analysis. Show the main findings for each section, as well as a summary on the state of the industry.

Part 3 (25%)
Based on your analyses from Part 1 and 2, prepare a persuasive argument about whether you think new product development is integral to Apple’s future success.

Answer Formatting Guidelines:
• Additional content may be included in appendices for reference, though it will not be marked.
• State all major assumptions made in preparing your answer.
• Use APA formatting for any references used, other than the case study itself.
• You have 1000 words (plus the usual 5% overage) to answer Parts 1, 2, and 3. Plan your word count accordingly.

9B14D005
APPLE INC.: MANAGING
A GLOBAL SUPP
L
Y CHAIN
1
Ken Mark
wrote this
case under the supervision of Professor P. Fraser Johnson
solely to provide material for class
discussion. The
authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have
disguised
certain names and other identifying information to protect confidentiality.
This publication may not be
transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction righ
ts
organization. To order copie
s or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e)
cases@ivey.ca
;
www.iveycases.com
.
Copyright © 2014, Richard Ivey School of Business Foundation
Version: 2014
–
0
6
–
1
2
INTRODUCTION
Jessica Grant was an analyst with BXE Capital (BXE), a money management firm based in Toronto.
2
It
was February 28, 2014, and Grant was discussing her U.S. equity mandate with BXE’s vice president,
Phillip Duchene. Both Grant and Duchene were trying to identify what changes, if any, they should make
to BXE’s portfolio. “Apple is investing in its nex
t generation of products, potentially the first new major
product lines since Tim Cook took over from Steve Jobs,” she said. Apple Inc., the world’s largest
company by market capitalization, had introduced a series of consumer products during the past doze
n
years that had transformed it into the industry leader in consumer devices.
Apple managed a global supply chain with creative development in the United States, outsourced
manufacturing in Asia and components sourced from suppliers around the world. Appl
e was in the centre
of a complex ecosystem that produced market
–
leading consumer devices. With $160 billion
3
in cash in
February 2014, the company was well
–
capitalized. Despite its commercial success, Apple’s stock was at
$524.47 on February 28, 2014, 25 p
er cent below the $700 level it had reached in 2012. Cook reassured
investors that the firm was focused on the future, and it had a solid pipeline of new products. This was his
way of signalling to stakeholders that he would be able to run the firm followi
ng the death of Steve Jobs,
one of Apple’s co
–
founders and the man responsible for rebuilding the firm. “We’re working on some
things that are extensions of things you can see and some that you can’t see,” Cook said at Apple’s annual
shareholders’ meeting
on February 28, 2014.
4
Industry observers were skeptical that the company could deliver new product successes:
It is unclear whether the spread
–
sheeting
–
loving, consensus
–
oriented, even
–
keeled Cook can
successfully reshape the cult
–
like culture that Jobs
built. Though Cook has deftly managed the
iPhone and iPad product lines, which continue to deliver enormous profits, Apple has yet to
launch a major new product under Cook; talk of watches and televisions remains just that . . . in
the day
–
to
–
day at Apple
, Cook has established a methodical, no
–
nonsense style, one that’s as
different as could be from that of his predecessor. Job’s bi
–
monthly iPhone software meeting, in
which he would go through every planned feature of the company’s flagship product, is gon
e.
“That’s not Tim’s style at all,” said one person familiar with those meetings. ‘He delegates.’
5
Authorized for use only in the course CPEX-506 at Athabasca University taught by Dr. Aris Solomon from Jan 20, 2016 to Jan 26, 2016.
Use outside these parameters is a copyright violation.
Page
2
9B14D005
Nevertheless, it was clear to Jessica that Apple’s product range would get more complex in the next few
years. As part of her analysis of Apple’s stock, she
wanted to take a look at the company’s supply chain to
see if she could gain some insight into whether to continue with Apple as a key holding in BXE’s fund.
APPLE INC.
Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike
Markkula to
manufacture and distribute desktop computers. Both Jobs and Wozniak started tinkering with computing
devices in a time when enthusiasts who wanted a fully functioning computer had to assemble the parts by
themselves from individual components.
They struck a deal to sell an initial order of 50 units of their
“Apple I” computer to a local computer shop, and negotiated a 30
–
day credit term to pay for the parts,
effectively using their suppliers to fund the startup. After selling 200 units of the Ap
ple I, Wozniak
improved the design and showcased the Apple II in April 1977. Needing capital for the next phase of their
company, they brought on Markkula, a marketing manager at Intel who had retired after making millions
on his stock options. The company
became the largest private manufacturer of personal computers in the
United States and held its initial public offering in December 1980, thereby creating 300 millionaires.
Although it had a great product, the team at Apple soon found that IBM’s entry
into the market in 1981
would change the industry. By 1983, IBM’s personal computer (PC) became the best
–
selling computer in
the United States, heralding the beginning of its domination of the PC market. Even Apple’s popular 1984
Superbowl commercial,
6
com
bined with a heavy marketing campaign, was not enough to stop IBM’s
growth. Jobs left Apple in 1985. The company stumbled along for the next decade, and even though it
launched a line of Macintosh computers such as Quadra, Centris and Performa, it failed t
o gain traction in
the marketplace. Worse, its retail partners such as CompUSA and Sears did not devote resources to
displaying its products properly. Apple also suffered from a perception that its machines were more
expensive than comparable Windows PCs.
The company had poor operating controls and inventory
management, failing to properly estimate demand for its products and leading to both stock
–
outs and
excess inventory.
7
Apple squandered its goodwill from the 1980s Macintosh era
.
In 1996,
Microsoft wa
s one year into the
launch of Windows 95, which was turning out to be a very popular operating system.
Apple’s s
ales of
Macintosh computers fell dramatically and
Apple, in an attempt to reverse the trend,
began
licensing the
Mac operating sy
s
tems to third
–
party manufacturers. From 1993 to 1996, Apple went through three
CEOs: John Sculley, Michael Spindler and Gil Amelio.
8
In 1996,
Jobs returned to the company as CEO at a time when Apple’s future was in question.
Apple’s
market capitalization had fallen
from $11.6 billion in 1987 to $3.1 billion at the end of 1996. In 1996,
sales were $9.8 billion. In the early 1990s, Apple had begun licensing its Mac operating system to third
–
party manufacturers who would produce their own lines of devices powered by Mac
’s operating system.
Its licensing model was similar to that employed by Microsoft, allowing the operating system producer to
earn additional revenues by selling copies to generic computer manufacturers. With the objective of
reasserting control over its
product, o
ne of Jobs’ first decisions was to stop licensing Apple’s Mac
operating system. This resulted in a fall in computer unit market share from 10 per cent to 3 per cent.
Throughout this time,
Apple
continued to manufacture its own devices. In 1997,
Jobs announced a
partnership with Microsoft
that
would see the latter invest $150 million in Apple and release the dominant
office software
—
Microsoft Office
—
for Macintosh. At the time of the announcement, Apple’s market
capitalization
had continued to
fall to
$2.5 billion.
Authorized for use only in the course CPEX-506 at Athabasca University taught by Dr. Aris Solomon from Jan 20, 2016 to Jan 26, 2016.
Use outside these parameters is a copyright violation.

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    We employ a number of measures to ensure top quality essays. The papers go through a system of quality control prior to delivery. We run plagiarism checks on each paper to ensure that they will be 100% plagiarism-free. So, only clean copies hit customers’ emails. We also never resell the papers completed by our writers. So, once it is checked using a plagiarism checker, the paper will be unique. Speaking of the academic writing standards, we will stick to the assignment brief given by the customer and assign the perfect writer. By saying “the perfect writer” we mean the one having an academic degree in the customer’s study field and positive feedback from other customers.
  2. Free Revisions

    We keep the quality bar of all papers high. But in case you need some extra brilliance to the paper, here’s what to do. First of all, you can choose a top writer. It means that we will assign an expert with a degree in your subject. And secondly, you can rely on our editing services. Our editors will revise your papers, checking whether or not they comply with high standards of academic writing. In addition, editing entails adjusting content if it’s off the topic, adding more sources, refining the language style, and making sure the referencing style is followed.
  3. Confidentiality / 100% No Disclosure

    We make sure that clients’ personal data remains confidential and is not exploited for any purposes beyond those related to our services. We only ask you to provide us with the information that is required to produce the paper according to your writing needs. Please note that the payment info is protected as well. Feel free to refer to the support team for more information about our payment methods. The fact that you used our service is kept secret due to the advanced security standards. So, you can be sure that no one will find out that you got a paper from our writing service.
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    If the writer doesn’t address all the questions on your assignment brief or the delivered paper appears to be off the topic, you can ask for a refund. Or, if it is applicable, you can opt in for free revision within 14-30 days, depending on your paper’s length. The revision or refund request should be sent within 14 days after delivery. The customer gets 100% money-back in case they haven't downloaded the paper. All approved refunds will be returned to the customer’s credit card or Bonus Balance in a form of store credit. Take a note that we will send an extra compensation if the customers goes with a store credit.
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