Using the Benefit Chain for Improved Strategy Formulation

1975 ◽  
Vol 39 (3) ◽  
pp. 72 ◽  
Author(s):  
Shirley Young ◽  
Barbara Feigin
Keyword(s):  
Strategy Formulation

An Analytical Study On Financial Planning And Strategy Formulation

2019 ◽  
Vol 118 (9) ◽  
pp. 28-34
Author(s):  
Dr P. Govindasamy ◽  
Dr.H. Premraj
Keyword(s):  
Financial Planning ◽  
Product Line ◽  
Financial Forecasting ◽  
Strategy Formulation ◽  
Wealth Maximization ◽  
Corporate Growth ◽  
Financial Plan ◽  
New Business ◽  
Future Income ◽  
A Company

Financial Planning and Forecasting is the estimation of value of a variable or set of variables at some future point. A Financial forecasting exercise is usually carried out in order to provide an aid to decision – making and planning of any line of business for future developments. This paper focuses insurance segments and tailored all the key areas of attention are such as assets, liabilities, marketing, human resources, expenditures, digitalization and technology inclusion, etc., all in one term called as wealth maximization. Financial planning and forecasting represents a blueprint of what a firm proposes to do in the future. So, naturally planning over such horizon tends to be fairly in aggregative terms. We need to focus on common elements which include economic assumptions, target forecast, proforma statements, asset requirements and the mode of financing the investments and so on. A financial plan can also be an investment plan, which allocates savings to various assets or projects expected to produce future income, such as a new business or product line, shares in an existing business. Financial forecast and financial plan can also refer to an annual projection of income and expenses for a company, division or department. This can also be an estimation of cash needs and a decision on how to raise the funds, such as through borrowing or issuing additional shares in a company. Forecasting is also used by outsiders to value companies and their securities. This is the aggregative perspective of the whole firm, rather than looking at individual projects. Growth is a key theme behind financial forecasting, so growth should not be the underlying goal of corporation – creating shareholder value is enabled through corporate growth.

Market orientation, innovation commercialization capability and firm performance relationships: the moderating role of supply chain influence

2017 ◽  
Vol 32 (7) ◽  
pp. 913-924 ◽  
Author(s):  
Jeen-Su Lim ◽  
William K. Darley ◽  
David Marion
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Market Orientation ◽  
Innovation Management ◽  
Strategy Formulation ◽  
Content Type ◽  
Positive Effects ◽  
The Impact ◽  
Moderating Role

Purpose The study aims to explore supply chain influence (SCI) on the linkages among market orientation, innovation capabilities and firm performance (FP), using the resource-based view as a theoretical backdrop. Design Survey data from 182 top managers who are involved in strategy formulation and innovative direction of their companies was collected and analyzed using moderated multiple regression analysis. Findings Results revealed a moderating role of the SCI in that the proactive market orientation (PMO) and FP relationship is stronger when SCI is high, and innovation commercialization capability (ICC) and FP relationship is stronger when SCI is low. Practical implications Firms pursuing high PMO strategy must collaborate with supply chain function to achieve the full effect of PMO. Additionally, as supply chain is critical to meeting customers’ needs, these firms should allow supply chain to exert greater influence to enjoy the positive effects of PMO in addition to ensuring full integration into marketing strategy implementation. Also, firms with high ICC need to limit SCI to maximize the benefit of ICC on FP, just as innovation management needs to be cognizant of other functional areas. Originality/value The study investigates the potential moderating role of SCI on the relationships among market orientation, ICC and FP. The study fills a gap in the understanding of the nature and role of supply chain in the marketing–supply chain interaction, and the impact on FP.

Bargaining strategy formulation with CRM for an e-commerce agent

2007 ◽  
Vol 6 (4) ◽  
pp. 490-498 ◽  
Author(s):  
C.-C. Henry Chan ◽  
Chi-Bin Cheng ◽  
Chih-Hsiung Hsu
Keyword(s):  
Strategy Formulation

scholarly journals Development of Market Orientation for Marketing Strategy Formulation

2017 ◽  
Vol 9 (4) ◽  
pp. 54
Author(s):  
Nagasimha Balakrishna Kanagal
Keyword(s):  
Literature Review ◽  
Marketing Strategy ◽  
Market Orientation ◽  
Value Creation ◽  
Business Environment ◽  
Customer Relationship ◽  
Strategy Formulation ◽  
Market Mechanisms ◽  
Develop Market ◽  
Business Purpose

The formulation of marketing strategy is augmented with the firm making efforts to develop market orientation. Market orientation is the ability of the firm to “orient” its marketing strategy to the requirements of the market and continually re-orient its marketing strategy to the changes that occur in the market and business environment. The paper examines the nature of market orientation through literature review and outlines the meaning of the types of strategic thrusts, with specific focus on introducing a new position of competitive advantage called “market mechanisms.” The paper then postulates aspects of enabling reorientation of marketing strategy to keep up with changes in the market and business environment. The paper then extends the understanding of market orientation in extant literature by outlining the details of accommodating the convergence between the business purpose of firm orientation and the business purpose of value creation that encapsulates the firm-customer relationship or the market. An empirical section on certain “orient” aspects is laid out. Implications for marketing strategists are discussed. 

A systems thinking approach to e-government strategy formulation for water service delivery in South African local municipalities

2017 ◽  
Author(s):  
◽  
Umeoniso Joshua Osah
Keyword(s):  
Local Government ◽  
South African ◽  
Systems Thinking ◽  
Local Governments ◽  
Design Science ◽  
Strategy Development ◽  
Strategy Formulation ◽  
Water Service ◽  
Local Municipalities ◽  
Systems Thinking Approach

E-Government deployments by stakeholders within the South African water service sector, provide certain benefits for the sector. While deemed beneficial and of considerable value, e-Government deployments and implementations in the water sector of local governments of South Africa have not always been successful. One important reason for e-Government failures, among several others, is the lack of coherent strategies, informed by key representing stakeholder views, to guide implementation and deployment of e-Government tools. Without strategies, it is highly likely that ICT integration will be conducted haphazardly. As a point of note, more than the deliverable (strategy document) that represents the output of the strategy development process, it serves more purpose to understand the process that results in the strategy. Importantly, understanding the process helps to account for the formed relationships between the various stakeholders that need to buy into the strategy. The research study develops an e-Government strategy formulation framework based on a systems thinking approach, intended to support the strategy formulation process of e-Government strategies – to underpin the effective integration, deployment and sustained use of ICT solutions for water service delivery at the local government level. A systems thinking approach is considered due to its emphasis on the strategy being informed by a holistic assessment. Where there is some knowledge about the processes by which a strategy is formulated – over time ideas may be derived on the types of processes that may produce efficient e-Government strategies. The research is conducted using the Design Science research paradigm. The Design Science paradigm is comprised of two processes – build and evaluate (Hevner et al., 2004). The build process, as related to this research concentrates on the progression through which the theoretical e-Government strategy formulation framework is derived. Weick’s (1989) theorizing approach is ascribed, supporting the design of the theoretical framework. In applying Weick’s theorizing approach, firstly, the lack of knowledge on how e-Government strategies should be formulated in South African local municipalities – is explicated in an intelligible manner. Once the problem is properly articulated, a trial and error selection process is undertaken of existing approaches on strategy formulation – thought to possess the potential to contribute to the development of an e-Government strategy formulation framework, suited to local governments in South Africa. With good reason, 10 (ten) strategy approaches are selected from, e-Government programmes in developed countries, Non-Governmental organizational strategy approaches, and business related strategy formulation approaches. Lastly, as all possible approaches that may contribute to the framework development process cannot be selected, criteria is specified to limit the number of possible selections. Furthermore, in deriving the framework, foundations for systematically dealing with unstructured problems, such as, strategy formulation are consulted. This foundation along with the research goals, informs the development of a template used to comparatively analyse the 10 selected approaches on strategy formulation. This analysis aids in revealing the components of an e-Government strategy formulation process. With the developed framework, the evaluation process of the design science research commences, seeking to determine the utility of the framework (suitability and shortcomings). The framework is applied to the procedural formulation of a strategy for a tentative e-Government project called MobiSAM, which aims to enhance citizen engagement with local government through the use of mobile phones. The strategy formulation application process in the project environment and local government reveals lessons that inform revisions to the framework. The e-Government strategy formulation framework, therefore represents a fundamental tool for e-Government strategy development in local municipalities, and may be customized to fit the requirements of varying local municipalities.

Strategic Management Teacher Performance Development to Improve Learning Quality

2019 ◽  
Vol 7 (2) ◽  
pp. 333-345
Author(s):  
Abdu Syahid ◽  
Iim Wasliman ◽  
Hendi Suhendraya Muchtar ◽  
Nanang Hanafiah
Keyword(s):  
Strategic Management ◽  
Performance Monitoring ◽  
Teacher Performance ◽  
Monitoring And Evaluation ◽  
Research Approach ◽  
Strategy Formulation ◽  
Performance Coaching ◽  
Quality Of Learning ◽  
Performance Development

Strategy Management for Teacher Performance Development to Improve the Quality of Lessons is a response to the quality of learning that still needs to be improved, by developing teacher performance, is a solution to improving the quality of learning. Focus of the problem: How to Implement Strategic Management of Teacher Performance Development to Improve the Quality of Learning. Specific objectives of this study are to identify and analyze: (1) Internal and External Environments, (2) Formulation of Strategy Formulation, (3) Strategy Implementation, (4) Teacher Performance Monitoring and Evaluation Management, (5) Strategic Steps to Overcome Problems and Weaknesses. Research methods and procedures refer to the qualitative research approach. The theories that underlie this research are strategic management theory, performance coaching theory, higher order thinking learning theory and madrasah culture theory. The main findings of this study are: (1) The principal of madrasah has not analyzed and combined strengths, weaknesses, opportunities and challenges into a strategic assumption conclusion that can be used as a basis for further strategic planning, (2) Strategy formulation is not based on strategic assumptions that maximize strength factors and minimizing the weakness factor by taking advantage of opportunities in facing challenges.

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