Tactics and the Three Elements of Strategy

What is the relationship between tactics and strategy? This chapter answers the question through a military example. In the framework of the three elements of strategy, it presents the relationship between strategy and tactics in Strategic Business Unit (SBU), and at corporate level. The question of whether tactics should be included in strategies is raised and answered.

IMPACT OF COMPENSATION ON EMPLOYEE’S PERFORMANCE: A STUDY OF NASCO FOODS

A pilot study prior to this study, revealed that compensation is an integral part of Nasco group of companies, in that packages have been instituted to enhance employees moral thereby enhancing their performance which should ripple on the general performance of the company yet, employees are observed not to perform as expected. This therefore inform this study. This study adopt a survey research design. The population of the study covers all staff of Nasco group of company but will be restricted to Nasco food Strategic Business Unit (SBU) which totals 84. The instrument employed for this study was structured questionnaire. The binary regression method was adopted to find out the linear relationship between Compensation and Employees Performance. The study showed that Bonuses has a significant relationship with Employee’s performance. As employees are constantly given bonuses, they are stimulated to perform. The bonuses accrued to employees is a major stimulant of performance in organizations. Secondly, it was observed from the analysis that commission has a significant relationship with Employee’s performance. The study thus recommends that in other to stimulate performance among its employees, Nasco Foods should maintain and keep reviewing there Bonus packages. Secondly, the management of Nasco Foods and SBUs of Nasco group should maintain and improve on their current commission package

Learning from another SBU: strategizing growth at SEE-Tech

Supplementary materials Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in exhibits. Learning outcomes Appreciating the role of process innovation in enabling growth; Understanding why replication is time consuming and not straight-forward; distinguishing formal and informal dimensions of coordination-mechanisms; Analyzing the differences in replication using template and principles. Case overview/synopsis Entrepreneurs desire to grow their businesses. They look for opportunities, in this case, when an opportunity came in year 2006, the entrepreneur successfully en-cashed. This lead to formation of a strategic business unit (SBU) that grew faster and also became role model. However the main SBU, for which the firm is known, continued past legacy. It is only when they found it difficult to grow, they decided to emulate. However, transition was not easy, it took much higher efforts. In the transformation, the older-SBU found that it is only inspiration, direction and fundamental principles that they can take from the newer-SBU. They have to fight their own battle and evolve solutions themselves. The older-SBU finally did succeed in the replication. The case experiences decision-making on template versus principle route to replication giving the participants enough exposure and thinking on the subject. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Complexity academic level For MBAs and working professional’s training. Subject Code CSS 3: Entrepreneurship

USEFULNESS OF MANAGEMENT ACCOUNTING SYSTEMS INFORMATION AND MARKET COMPETITION ON STRATEGIC BUSINESS UNIT OUTPUT

The research examines the interaction effect between the intensity of market competition and the usefulness of broad scope and timeliness management accounting systems (MAS) information characteristics on strategic business unit (SBU) performance and job satisfaction. Fifty six SBU managers from manufacturing industry in Java and Sumatra had participated in the research. The collecting data used a questionnaire survey via electronic-mail and post. Data were analyzed using a moderated regression analysis. The results showed that the higher the intensity of market competition, the more positive the relationship between the usefulness of timeliness MAS information characteristic, SBU performance and job satisfaction. On the contrary the effect of the intensity of market competition on the relationship between the usefulness of broad scope MAS information characteristic, SBU performance and job satisfaction was not significant.

STRATEGI PENINGKATAN PENJUALAN TIKET PADA PT CITILINK INDONESIA DISTRIK DENPASAR DI BALI

PT. Citilink Indonesia berdiri sebagai perusahaan sendiri dan berfokus di segmen Low Cost Carrier pada awal 2011. Citilink dibentuk sebagai sebuah perusahaan yang berdiri sendiri, bukan lagi merupakan Strategic Business Unit dari Garuda. Hal ini bertujuan agar Citilink bisa lebih berkembang dan bersaing secara kompetitif dengan Low Cost Carrier lainnya, dan juga Garuda Indonesia tidak akan menurunkan levelnya untuk bersaing dengan Low Cost Carrier. Untuk menghadapi persaingan tersebut diperlukan strategi dan program alternatif yang melibatkan penumpang dan staff Citilink yang dapat mengetahui lingkungan internal dan eksternal. Teknik pengumpulan data ini digunakan dengan melalui observasi, wawancara, studi kepustakaan dan kuisioner. Berdasarkan analisis skala likert yang dilakukan terhadap lingkungan internal dan eksternal PT.Citilink Indonesia dan dikombinasikan dengan analisis SWOT dapat dterapkan strategi yang dapat diterapkan demi meningkatan penjualan tiket yaitu strategi peningkatan promosi dan memperkuat pangsa pasar, strategi peningkatan saluran distribusi, strategi peningkatan sumber daya manusia, strategi penyesuaian harga dan strategi peningkatan pelayanan.