EMS models for business strategy development

2002 ◽  
Vol 11 (6) ◽  
pp. 376-390 ◽  
Author(s):  
Stephen Tinsley
Keyword(s):  
Business Strategy ◽  
Strategy Development

A Study of Business Intelligence Strategy Development by Large Organizations

2019 ◽  
pp. 326-339
Author(s):  
Carmine Carmine Sellitto ◽  
Paul Hawking
Keyword(s):  
Business Intelligence ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Important Predictor ◽  
Strategy Development ◽  
Informational Needs ◽  
Information Presentation ◽  
Case Study Approach ◽  
Study Approach

Organizations have adopted business intelligence solutions with a mixed degree of benefits. Some businesses highlight significant outcomes, while others identify limitations or shortfalls in the benefits derived. Notably, the alignment of business strategy with the adoption of business intelligence processes has been an important predictor of firms being able to achieve organizational wide benefits. The chapter uses a case study approach to document the informational needs achieved through aligning organizational strategy and the adoption of business intelligence solution at two distinct companies. The adoption approaches used by each firm, although different, reflect the important areas in which business intelligence is most useful—strategic alignment, governance, and information presentation.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 536-547
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

scholarly journals Service-based business models in the Swedish railway industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mirka Kans ◽  
Anders Ingwald
Keyword(s):  
Business Strategy ◽  
Service Management ◽  
Business Models ◽  
Business Environment ◽  
Strategy Development ◽  
Railway Vehicle ◽  
Content Type ◽  
Railway Industry ◽  
Business Opportunities ◽  
New Business

PurposeThe purpose is to describe new business opportunities within the Swedish railway industry and to support the development of business models that corresponds with the needs and requirements of Industry 4.0, here denoted as Service Management 4.0.Design/methodology/approachThe study is an in-depth and descriptive case study of the Swedish railway system with specific focus on a railway vehicle maintainer. Public reports, statistics, internal documents, interviews and dialogues forms the basis for the empirical findings.FindingsThe article describes the complex business environment of the deregulated Swedish railway industry. Main findings are in the form of identified business opportunities and new business model propositions for one of the key actors, a vehicle maintainer.Originality/valueThe article provides valuable understanding of business strategy development within complex business environments and how maintenance related business models could be developed for reaching Service Management 4.0.

scholarly journals Agrocraft as a Creative Economy Development: Woven Bamboo

2016 ◽  
Vol 3 (3) ◽  
pp. 161
Author(s):  
Winda Amilia
Keyword(s):  
Business Strategy ◽  
Swot Analysis ◽  
Development Program ◽  
Developed Countries ◽  
Industrial Sector ◽  
Product Line ◽  
Creative Industries ◽  
Strategy Development ◽  
Creative Economy ◽  
Factor Evaluation

<p>Developed countries are realized that the economic growth not only depend on the industrial sector. The Goverment of Indonesia launched the creative economy development program on 2009 to develop creative economy which driven by the industrial sector called the creative industries. The creative industries is driven by creativity and innovation. Calok is a village in Jember regency which have the potential creative industry based on woven bamboo and agriculture. It creates a new sector of creative industries named agrocraft industry. The purpose of this research is developing the best business strategy by adopting the local wisdom of Calok using Strength Weaknesses Opportunities Threaths (SWOT) analysis. The Eksternal Factor Evaluation (EFE) and Internal Factor Evaluation (IFE) analysis shown that EFE matrix has a total score of 3.065 while IFE matrix has a total score of 2.302. By this result, the position of Calok community enterprise is in quadrant II. Analysing Qualitative Strategy Planning Method shown the alternative strategy should be applied is product development. The developed business strategy are new product design, spesialization product line, improvement design skills, designing product with less technology need.</p><p><strong>Keywords</strong>: agrocraft industry, strategy development, SWOT analysis, woven bamboo  </p>

Entrepreneurial universities and strategy: the case of the University of Bari

2019 ◽  
Vol 57 (12) ◽  
pp. 3387-3405 ◽  
Author(s):  
Rosa Lombardi ◽  
Maurizio Massaro ◽  
John Dumay ◽  
Fabio Nappo
Keyword(s):  
Business Strategy ◽  
Collective Intelligence ◽  
Research Question ◽  
Annual Reports ◽  
Strategy Development ◽  
Entrepreneurial Universities ◽  
Structured Interviews ◽  
Content Type ◽  
Internationalisation Strategies ◽  
The University

Purpose The purpose of this paper is to investigate why entrepreneurial universities choose a particular business strategy focussing on diversification and multi-nationalisation, and the role of intellectual capital (IC) in supporting such strategies. Design/methodology/approach The research question is answered through an exploratory case study of the University of Bari, Italy. Data were collected from strategic plans, annual reports, national evaluation reports and semi-structured interviews with the university’s board members and analysed using Secundo et al.’s (2016) collective intelligence framework. Findings The authors show how contingency factors, such as economic and historical reasons, justify both the diversification and internationalisation strategies, and how they both rely on IC. Practical implications The results of this study can be used by managers to support the development of entrepreneurial university strategies. Originality/value The paper is novel because it provides theoretical justification to strategy development in a university setting. Additionally, the findings contribute to the fourth stage of IC research by showing how IC can be used to support diversification and internationalisation in a university and support third mission goals. Finally, the paper provides an empirical application of the Secundo et al.’s (2016) model for understanding IC in universities.

3 Kg LPG Business Strategy Development Using BMC and BOS

2021 ◽  
Vol 0 (3) ◽  
pp. 264
Author(s):  
Luqman Hanifianto ◽  
Bustanul Arifin Noer
Keyword(s):  
Business Strategy ◽  
Strategy Development

Product Assembly, Sales, and Marketing

2019 ◽  
pp. 95-119
Keyword(s):  
Key Management ◽  
Business Strategy ◽  
Business Processes ◽  
Process Analysis ◽  
Strategy Development ◽  
Strategic Objectives ◽  
Sales And Marketing ◽  
Is Strategy ◽  
The One ◽  
Product Assembly

In developing and executing IS strategy, current business processes are analyzed, modified, or redefined in order to better support company strategic objectives and targets. Process analysis—an integral part of IS strategy development—can identify problems of information flow, data maintenance, systems integration, and process alignment with business strategy. Technology transfer projects in two product assembly companies are examined here. These projects developed and implemented IS strategies to align with contrasting business objectives: to provide stability and customer retention on the one hand and to provide key management information to support increased profitability on the other.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 64-71
Author(s):  
F. Wang
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

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