scholarly journals Are competencies and corporate strategy aligned? an exploratory study in Brazilian steel mills

2017 ◽  
Vol 16 (4) ◽  
pp. 117-132
Author(s):  
Ualace Carvalho Marques Porto ◽  
Francisco Uchoa Passos ◽  
Paulo Soares Figueiredo
Keyword(s):  
Market Share ◽  
Exploratory Study ◽  
Corporate Strategy ◽  
Core Competencies ◽  
Business Environment ◽  
Business Strategies ◽  
Operational Performance ◽  
Short Term ◽  
Steel Mills ◽  
Technological Orientation

In this qualitative and exploratory study, a measurement of alignment of competencies with corporate strategy was carried out in nine steel mills, using a methodology developed specifically for this purpose. Four companies (“big and aligned”), accounting for 86% of the steel produced in the country, indicate full alignment of competencies with their strategies. Two companies (“small and partially aligned”), represent 4% of the market and try to reconcile the corporate strategy of technological orientation with short-term operational performance imposed on them by the business environment. In contrast to the latter, three companies (“small and not aligned”), having 10% of the combined market share, primarily concern themselves with performance in terms of productivity, without having synergy with the corporate strategy. The major contribution of this work is the development of a specific methodology to operationalize the mapping of core competencies, in order to facilitate the mobilization of resources to support business strategies.

Corporate Strategy of Indian Organizations: The ‘Root–Branch’ Framework

2004 ◽  
Vol 29 (3) ◽  
pp. 1-14 ◽  
Author(s):  
Rajnish Karki
Keyword(s):  
Multinational Corporations ◽  
Information And Communication Technologies ◽  
Corporate Strategy ◽  
Business Environment ◽  
Business Strategies ◽  
American Business ◽  
Strategic Direction ◽  
World Class ◽  
The Government ◽  
Analytical Approaches

Corporate strategy questions relating to the appropriate measures of performance, the rate of growth and extent of diversification, and the ways to mobilize resources and develop requisite competencies are of current and high importance to Indian organizations. In the coming decade, they need to adopt rigorous and appropriate corporate strategy approaches as they face a complex, fast changing, and globalizing business environment. Since the beginning of strategic management discipline, the four major corporate strategy frameworks that have emerged are - SWOT in the 1960s, Strategic Planning Matrix in the 1970s, Competitiveness in the 1980s, and Core Competency in the 1990s. Based on an assessment of the frameworks, corporate strategy is considered as a response to imperatives in the evolutionary and emerging contexts and the perspective of the coming decade is taken to explore the Indian business situation. The imperatives for corporate strategy of Indian organizations in the coming decade are: From the evolutionary context — Correcting the mindset of dependency on the government; going beyond rationalization of businesses; establishing tight linkages between corporate and business strategies with operations; venturing into new areas; and, building on success against multinational corporations. From the emerging context — Large, growing, and internationalizing Indian economy; globally integrated capital markets; information and communication technologies; tenets of governance; and, management resource and capability. As these imperatives are different and variegated and do not match with any single period of American business, the existing frameworks are inadequate in terms of patterns responded and inappropriate in terms of analytical approaches and prescriptions. A ‘root-branch’ corporate strategy framework addresses the contextual patterns and imperatives of an organization. It conceptualizes corporate strategy of an organization as a gestalt of three sets of components — ‘root’ as the first level response to the commonalities in the context shared by all the organizations; a ‘branch’ or types of strategic direction depending on its match with requirements and characteristics of a type; and components based on its industry-and company-specific factors. The frame- work can be applied to any geographical or sectoral situation, and root and branch components can be delineated based on the analysis of imperatives in evolutionary and emerging contexts. For Indian organizations in the coming decade, corporate strategy should be built around: the root of ‘being honest’ and ‘being world-class’ one of the three viable branches or types of strategic direction - ‘India focused,’ ‘India diversified,’ and ‘global focused.’ In conclusion, the three viable and effective corporate strategies for Indian organizations in the coming decade are — “Being honest + Being world-class + India focused,” “Being honest + Being world-class + India diversified,” and “Being honest + Being world- class + Global focused.” To be successful, the agenda of an organization is to achieve and sustain consistency among the various components and with the requirements of ‘root’ and chosen ‘branch’ or strategic direction. And the agenda will need to be translated into and be implemented through a well-calibrated sequence of business and organizational initiatives.

scholarly journals Are Competencies and Corporate Strategy Aligned? An Exploratory Study in Brazilian Steel Mills

2017 ◽  
Vol 16 (04) ◽  
pp. 117-132
Author(s):  
Ualace Carvalho Marques Porto ◽  
Francisco Uchoa Passos ◽  
Paulo Soares Figueiredo
Keyword(s):  
Exploratory Study ◽  
Corporate Strategy ◽  
Steel Mills

Evaluating the Financial Performance Through ‘Consumer Centric Decision’ Approach in Pharmaceutical Companies of Bangladesh: a Business Planning Perspective

2017 ◽  
Vol 9 (1) ◽  
pp. 168
Author(s):  
Md Mostafizur Rahman ◽  
Mahmud Uz Zaman
Keyword(s):  
Market Share ◽  
Swot Analysis ◽  
Financial Analysis ◽  
Pharmaceutical Companies ◽  
Short Term ◽  
The Public ◽  
Investment Choice ◽  
Good Investment ◽  
Business Analysis

Pharmaceuticals agglomerations consistently use their brand image and versatile product portfolios to consolidate their position in the financial sector, which is evident in their continuous profit making and expansion in market share. This paper explores the short-term and long-term investment attractiveness through ‘consumer centric decision’ approach in two selected pharmaceutical companies, Renata Limited and Orion Pharma Limited, of Bangladesh over the last three years’ period. This research adopts a systematic approach which primarily addresses the various concerns of investors to illustrate the decision-making process of the existing and future investors. Using primarily domestic transaction data, this study explores how the leading pharmaceuticals companies of Bangladesh effectively use the wide array of drug portfolios mix with appropriate branding techniques to increase their financial profit and market share simultaneously. Both SWOT analysis and Porters Five Forces Model explore the business analysis of Renata Limited in compare to Orion Pharma Limited that provides a conclusion regarding investors’ decision to invest in Renata Limited. Considering the financial analysis, Renata’s financial liquidity is not very satisfactory and could have been improved further if management is prudent on financial strategy settings. Findings of the business analysis indicate that Renata Limited would be a good investment choice for existing and prospective shareholders based on its opportunities for long term and short term growth and further expansion in developing the market. The results suggest that even lower liquidity coupled with higher interest borrowings can be balanced by posing positive picture to the public shareholders by returning the positive dividend to them.

What is Green Chemistry? An Overview

Think India ◽  
2014 ◽  
Vol 17 (2) ◽  
pp. 13-19
Author(s):  
Debarati Das Gupta
Keyword(s):  
Core Competencies ◽  
Corporate Sustainability ◽  
High Water ◽  
Business Environment ◽  
Business Policy ◽  
Food Grains ◽  
Marine Products ◽  
Training Programmes ◽  
Management Students ◽  
Corporate Social

ITC Limited is a multi-business conglomerate that has, among its business portfolio Agri-Business, that has grown since its inception in 1990 to be one of Indias largest exporters of agricultural products, with core competencies in select commodities like feed ingredients, food grains, marine products, processed fruits, contributing 56% of nearly US$ 5.4 billion of ITCs foreign exchange earnings over the last ten years (2013). However, the very nature of the business makes it highly dependent on water, a scarce natural resource. Infact, in a research done by the United Nations Population Fund (November 6, 2003), as much as two-thirds of the worlds population is predicted to be under high water stress in 2025. To meet these qualms, ITC has formulated an innovative model - the Soil and Moisture Conservation Programme. This Situational Case Study, targeted towards management students, studying Corporate Governance, Strategic Management, Business Environment, Business Policy, aims to identify the embedded sustainability model of ITCs Agri-business division, analyse it in terms of its challenges and impact, and initiate discussion about Corporate Sustainability vis-a-vis Corporate Social Responsibility (CSR). This original work may also be undertaken for developmental related workshops/ training programmes for students and working professionals of innovation, CSR, sustainability and shared, among others, in various Chambers of Commerce and Academic forums on the same. It is, however, not intended to serve as an endorsement, source of data, or illustration of effective or ineffective management. Certain names and information could have been disguised for confidentiality.

Financial Performance of ECIL, Hyderabad – An Analysis

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
N. Jyothi ◽  
Dr. T. Satyanarayana Chary
Keyword(s):  
Public Sector ◽  
Performance Analysis ◽  
Private Sector ◽  
Financial Performance ◽  
Business Environment ◽  
Present Position ◽  
Short Term ◽  
Comprehensive Manner

Financial performance of individual organizations differ very significantly, however, the performance is distinguishable between public sector companies and private sector companies as their nature and size of investment and business environment is different . The ECIL is a very vast growing company which requires additional funds on a regular basis, whether internal or external. Particularly, the company needs both long term and short-term finances in view of its present position and enormous scope for improvement in the services provided. The present paper is a modest attempt to discuss the financial performance analysis of ECIL, Hyderabad in terms operating profits, capital employed ratios and turnover in a comprehensive manner over a period of 10 years.

scholarly journals The New SWOT for a Sustainable World

2021 ◽  
Vol 7 (1) ◽  
pp. 18
Author(s):  
Leandro Pereira ◽  
Miguel Pinto ◽  
Renato Lopes da Costa ◽  
Álvaro Dias ◽  
Rui Gonçalves
Keyword(s):  
Open Innovation ◽  
Swot Analysis ◽  
Business Environment ◽  
Short Term ◽  
The Core ◽  
Essential Tool ◽  
Management Positions ◽  
Forward Looking

In today’s complex and changing business environment the concern with sustainability has gained more notoriety. However, companies still do not have a sustainable perspective, but a short-term one, where their values are constantly forgotten and this concept is no longer welcomed. This research demonstrates the need for companies to adapt and to start acting in this direction. Following a set of interviews conducted with professionals with management positions of high responsibility, findings reveal that although sustainability is on the management mind, strategies and tools need to be adapted to be at the core of the organization’s strategic formulation. To support this process, a new SWOT analysis to fit a forward-looking sustainable world is proposed. Furthermore, due to the aggregative nature of the model, it represents an essential tool for an open innovation. “SWOT i” integrates the concern with sustainability as one of its pillars, placing the values and impacts that each decision can have at the center of the strategic formulation, allowing their performance to leverage.

Development of Composite Indicators of Cyclical Response in Business Surveys

2021 ◽  
Vol 28 (2) ◽  
pp. 24-41
Author(s):  
L. A. Kitrar ◽  
T. M. Lipkind
Keyword(s):  
Large Scale ◽  
Integrated Approach ◽  
Early Response ◽  
Business Environment ◽  
Economic Behavior ◽  
Retail Trade ◽  
Composite Indicators ◽  
Business Activity ◽  
Short Term ◽  
Current Output

The article proposes a new set of composite indicators-predictors in business tendency surveys, which allow identifying early information signals of a cyclical nature in the economic behavior of business agents. The main criterion for the efficiency of such indicators is their sensitivity to a cyclical pattern and changes in the dynamics of statistical referents. Property such as a statistically significant lead in time series or earlier publication allows them to be combined into indicators of early response. The composite Business Activity Indicator (BAI) in the basic sectors of the Russian economy is calculated by the authors for the first time based on the results of regular (monthly and quarterly) business surveys of Rosstat for 1998–2020 with a large-scale coverage of sampling units. In 2020, the number of survey respondents averaged about 20,000 organizations of all sizes. The index reflects the «common» profile in the dynamics of short-term fluctuations of the key parameters of the economic environment, which consists of the «balances of opinions» of respondents to the questions unified for all sectoral surveys and connected with the reference quantitative statistics with cross-correlation coefficients that are statistically significantly different from zero, with a lead at least one quarter. This is its main difference from the well-known indices of economic sentiment and entrepreneurial confidence. The main components of the BAI are the new composite indices of real demand, current output, real employment, total profits and economic situation. They aggregate the relevant «order» statistics for the basic sectors of the national economy, including the main kinds of industrial activities, retail trade, construction, and services.The article provides a methodological substantiation and an extended procedure for identifying the BAI components; their composition is formed for the entire set of retrospective results of business tendency monitoring in Russia. A new Aggregate Economic Vulnerability Indicator with a counterdirectional profile and varying degrees of symmetry of its dynamics relative to the short-term movement of the BAI is being introduced as the main limitation of business activity. Proactive monitoring of emerging vulnerabilities in the business environment is necessary to warn their large-scale accumulation, prevent the risks of economic downturns and ensure the highest possible macroeconomic stability. This integrated approach makes it possible to determine the novelty of the proposed measurements of short-term cyclical fluctuations in economic development.

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