Incorporating Industrial Relations into Corporate Strategy Formulation and Implementation

1995 ◽  
pp. 269-304
Author(s):  
Georg Schreyögg ◽  
Walter A. Oechsler ◽  
Hartmut Wächter
Keyword(s):  
Corporate Strategy ◽  
Industrial Relations ◽  
Strategy Formulation

scholarly journals STRATEGI PEMASARAN WEDDING PACKAGES PADA MY WEDDING ORGANIZER

2020 ◽  
Vol 2 (1) ◽  
pp. 23-40
Author(s):  
Ni Nyoman Wulan Antari ◽  
Riza Wulandari
Keyword(s):  
Swot Analysis ◽  
Corporate Strategy ◽  
Marketing Mix ◽  
Hotel Management ◽  
Strategy Formulation ◽  
Product Price ◽  
Physical Evidence ◽  
Price Distribution ◽  
New Strategy ◽  
Swot Matrix

In developing a business in the field of marriage, My Wedding Organizer has designed several wedding packages for brides who want a party that is only attended by a few people (privacy). By working with several reception venues and several other wedding organizers, My wedding organizer has succeeded in making customers feel satisfied with the wedding packages offered. However, in 2019 My Wedding Organizer was not able to achieve the expected target, thus we conducted research aimed at increasing sales of wedding packages on My Wedding Organizer by making a strategy formulation by analyzing the marketing mix of 7P services consisting of products and services, prices, channels. / place of distribution, promotion, people, facilities (physical evidence) and processes based on a SWOT analysis. Based on the research of this study in increase of sales of wedding packages which decreased especially in 2019, namely the creation of a new strategy formulation is based on the SWOT analysis 7P. The conclusions of the study are based on the marketing mix by creating a SWOT matrix, from strategy SO, WO, ST and WT in strategy formulation it can be based on the 7P include product, price, distribution channels / place, promotion, people, processes, and the physical evidence. It is recommended to use the hotel management corporate strategy formulation and business unit strategy formulation, with the wedding venue evaluate and innovate to create a new wedding packages to explore creativity in the promotional aspect of wedding.

Online privacy as an integral component of strategy: allaying customer fears and building loyalty

2020 ◽  
Vol 41 (5) ◽  
pp. 47-56 ◽  
Author(s):  
Gajendra Liyanaarachchi
Keyword(s):  
Competitive Advantage ◽  
Privacy Protection ◽  
Corporate Strategy ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Qualitative Research Study ◽  
Customer Expectation ◽  
Competitive Disadvantage ◽  
The Relationship

Purpose This paper aims to demonstrate how building competency in privacy can be used to transform the corporate strategy to generate a sustainable competitive advantage. A novel framework is presented as a guide to redesigning strategy by striking a balance between customer expectation and organizational objectives. In doing so, the paper offers four possible outcomes of accommodation, accumulation, association and affiliation, providing illustrations to each scenario for strategy formulation. Design/methodology/approach The relationship between privacy paradox and corporate strategy was examined through a qualitative research study. The author conducted 30 in-depth interviews on grounded theory methodology investigating customer insights on the nature and extent of privacy protection associated with e-commerce and organizational approach. Findings The customers are dissatisfied with existing data security strategies adopted by firms in protecting privacy. The over-reliance on systems has negatively influenced the communication between the organization and customers, leading to a possible competitive disadvantage. The firms need to redesign privacy strategy shifting from a system-driven approach to providing personalized service. Originality/value This paper presents a novel framework the privacy strategy matrix (PSM), introducing privacy as a strategic expedient in transforming corporate strategy facilitating privacy protection as a metaphor for differentiation. PSM framework provides a standard to evaluate the effectiveness of the corporate strategy in managing privacy manifesting a path toward deriving a sustainable competitive advantage.

scholarly journals Integrating strategic and manpower planning

1980 ◽  
Vol 11 (2) ◽  
pp. 54-61 ◽  
Author(s):  
Grant Robinson
Keyword(s):  
Organizational Design ◽  
Corporate Strategy ◽  
Management Development ◽  
Manpower Planning ◽  
Systems Management ◽  
Strategy Formulation ◽  
Strategic Plans ◽  
Environment Identification ◽  
Key Aspects

The close interdependence between corporate strategy and manpower planning in the formulation and implementation of strategic plans for a healthy, viable organization is discussed. Strategy is more than products, markets and finance - the crucial role of people is gaining increasing recognition. The key aspects of strategy formulation are discussed: corporate objectives and culture, analysis of internal strengths and weaknesses, opportunities and threats in the environment, identification of potential future strategies and matching these with the company, leading to the choice of a strategy. Manpower planning elements are vital in all these steps: identification of the organization's culture and objectives, preparation of a human capability inventory, and the provision of the human resources needed to implement the strategy chosen, as well as the key areas of organizational design, reward systems, management development and leadership.Die noue onderlinge afhanklikheid tussen ondernemingstrategie en mannekragbeplanning in die formulering en implementering van strategiese planne vir 'n gesonde, lewensvatbare organisasie word bespreek. Strategie is meer as produkte, markte en finansiering - die bepalende rol van mense geniet toenemende erkenning. Die sleutelaspekte van strategieformulering word bespreek: ondernemingsdoelwitte en -kultuur, ontleding van interne sterktes en swakhede, geleenthede en bedreigings in die omgewing, identifisering van potensiele toekomstige strategiee en die verenigbaarheid daarvan met die maatskappy, wat lei tot die keuse van 'n strategie. Elemente van mannekragbeplanning is krities in al hierdie stappe: identifisering van die organisasie se kultuur en doelwitte, voorbereiding van 'n inventaris van menslike bekwaamhede, en die verskaffing van die menslike hulpbronne wat nodig is om die gekose strategie te implementeer, asook die sleutelareas van organisasie-ontwerp, beloningstelsels, bestuursontwikkeling en leierskap.

scholarly journals The role of Human Resources in Strategy Formulation

2020 ◽  
Vol 5 (4) ◽  
Author(s):  
Venet Shala
Keyword(s):  
Human Resources ◽  
Corporate Strategy ◽  
Visionary Leadership ◽  
Strategy Development ◽  
Strategy Formulation ◽  
Organizational Vision ◽  
Organizational Goals ◽  
Strategic Resources ◽  
High Level ◽  
And Control

Corporate strategy formulation is a very important process and requires serious and careful engagement. Any mistake in the first phase of strategic management (formulation) will result in problems in the next stages such as implementation and control. Today, organizations of different sizes, small and medium, and large, in the process of strategy formulation need the involvement of qualified, competent and talented employees that would influence the creation of a successful strategy. However, the main problem in designing an unsuccessful strategy lies in the fact that most companies in the process of strategy development involve high level hierarchical levels and consultants inside or outside the company, leaving aside most of the human resources that contribute to the success of the company. Various literature has emphasized that strategy formulation is an essential step in turning a company's vision and objectives into reality. Therefore, the visionary leadership of companies should be oriented towards giving more importance to human resources during the process of strategy formulation and involve any team member who can contribute to the realization of organizational goals and organizational vision. Through this paper we will present human resources at a higher level in terms of importance and provide conclusions and recommendations on how organizations today should value these strategic resources and achieve competitive advantage in the market. In this paper we will give an overview of Kosovar companies, the process of strategy formulation in these companies and analyze how human resources are involved in the process and what importance is given to them by the company.

A Framework for Corporate Strategies and Modes of Development in a Changing Environment

2015 ◽  
pp. 57-84
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Growth Strategy ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Corporate Strategies ◽  
Sustained Competitive Advantage ◽  
Growth Modes ◽  
Organic Growth

This chapter focuses mainly on corporate growth strategies and growth modes. The main question is how to create and develop a sustainable competitive advantage for the whole company. The traditional strategic management approach is to consider two different levels of analysis: business and corporate strategy. In fact, both of them represent today the basis for obtaining sustained competitive advantage in particular in dynamic and turbulent markets. A firm competing in domestic and international contexts is often faced with making a choice between three corporate strategies: diversification, specialization, and vertical integration. One of the fundamental problems facing the process of strategy formulation in a company is that the number of potential strategic options is unlimited and in some cases extremely complex. This chapter considers that there are mainly three viable alternatives to implement a growth strategy: internal development (often called “organic growth”), external growth, and cooperation (alliances).

How non-executive strategy professionals in multi-business firms strategize

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pontus Wadström
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Single Case ◽  
Future Research ◽  
Strategy Formulation ◽  
Content Type ◽  
Case Study Design ◽  
Field Notes ◽  
Practical Implications

PurposeThis paper expands theory on strategists by investigating how non-executive strategy professionals in multi-business firms strategize. In focus is the strategizing of two groups of non-executive strategy professionals: a corporate strategy team and eleven business strategists employed in each of the incorporated units.Design/methodology/approachA case study design was employed to explore privileged accessed data to gain first-hand in-depth qualities of strategists' work. The design was characterized by phenomenon driven immersed participatory insider research with retrospective reflection and theorizing. Data includes strategies, interview data, calendars, meeting minutes, workshop material and observational field notes.FindingsNon-executive strategy professionals in multi-business firms are either employed at the corporate center or in the peripheral businesses. Based on this location and their individual experiences they assume an exclusive content or an inclusive process strategizing orientation. In practice, the groups strategize tightly together.Research limitations/implicationsCase studies are useful in explorative research providing thick descriptions. While empirically rich, the results of this study are limited by the context of one single case. Future research is encouraged to confirm, contradict and refine the results presented.Practical implicationsThe insights from this study can help organizations regarding how to employ strategy professionals in multi-business firms.Originality/valueThis paper contributes to a recognized need to explore strategists' work. In contrary to the majority of existing research, focusing on senior management and/or strategy formulation, this paper highlighted non-executive strategy professionals' strategizing.

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