chapter eleven : Managing Internal Operations

MANAGING INTERNAL OPERATIONS ? Managers implementing and executing a new or different strategy must identify the resource requirements of each new strategic initiative and then consider whether the current pattern of resource allocation and the budgets of the various sub units are suitable.

i think this is only for chapter eleven. as a conclusion, the more that organizational units use best practices in performing their work, the closer a company comes to achieving effective and efficient strategy execution.

that's all for this entry. maybe this is LAST entry that i write. ASSALAMUALAIKUM :)

chapter ten : BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION

BEFORE YOU START EXPLORE THIS CHAPTER, YOU MUST FOCUS TO THIS VIDEO ! THIS IS VERY IMPORTANT ! FOCUS, FOCUS ANDDDDD FOCUS ! DON'T SKIP TO WATCH THIS VIDEO OKAY ?! KEEP CALM AND JUST FOCUS :)

Employee Value Proposition Video - How to Attract and Retain the Best People

A high turnover rate can be very costly to a business. So how do you prevent your business from being a revolving door? How do you hire and retain capable employees? An employer needs an effective retention strategy in order to combat the costly turnover cycle. We are going consider the following three ways that employers can retain their employees:

The Hiring & Interviewing Process

The Training Process

Maintaining Employee Morale

By giving due attention to the hiring & training process, and by working hard to maintain employee morale this will go along way in preventing a high employee turnover rate. The employee retention strategy that you implement will go along way in ensuring success.

To increase the effectiveness of new business ideas, you need to have efficient business implementation strategies. Formulating creative business ideas does you little good if you do not have a plan in place to properly execute them. In addition, a business's organizational structure is strengthened when management spends time analyzing different ways to efficiently put new plans into place.

Strategic implementation put simply is the process that puts plans and strategies into action to reach goals. A strategic plan is a written document that lays out the plans of the business to reach goals, but will sit forgotten without strategic implementation. The implementation makes the company’s plans happen.

i think that's all for this entry. this chapter is VERY EASY to UNDERSTAND. when you watch video about How to Attract and Retain the Best People, you will understand about this chapter. ASSALAMUALAIKUM :)

tired of writing :(

no lecture :)

26 NOVEMBER 2013

chapter eight : corporate strategy :)

" Make it a habit to tell people thank you. To express your appreciation, sincerely and without the expectation of anything in return. Truly appreciate those around you, and you'll soon find many others around you. Truly appreciate life, and you'll find that you have more of it "  
RALPH MARSTON 

miss ummi REMIND all student to always say THANK YOU to everyone. THANK YOU ! THANK YOU ! THANK YOU FOR EVERYTHING :)

let's continue to the main point. this is about CORPORATE STRATEGY. for this entry, we will learn about strategy in multi-business enterprise, which are called diversified enterprises. diversification is a corporate strategy to increase sales volume from new products and new markets. diversification can be expanding into a new segment of an industry that the business is already in or investing in a promising business outside of the scope of the existing business. 

JOHNSON & JOHNSON is a diversified company. instead of developing a business strategy for one industry, they need to develop business strategy for each different industry that they operate in. this is often entrusted to the heads of each individual business.

DIVERSIFIED COMPANY STRATEGY

1) PICKING NEW INDUSTRIES

2) PICKING BUSINESSES WITH VALUE-CHAIN MATCHUPS

3) ESTABLISHING INVESTMENT PRIORITIES

4) ENHANCING PERFORMANCE OF THE CORPORATION

McDonald's starting of McCafe is an excellent example of diversification. By starting McCafe, McDonald's is offering new products that were not available in traditional McDonald's stores. McCafe specializes in serving cafes, which attracts customers that usually don't come to McDonald's to eat fastfood. McCafe is also not only a product development. McCafe has its own section of the store and clearly distinguishes itself from the traditional McDonald store. The store has modern, yet relaxing mood. This is important to attract new market segments, probably customers that go to cafe not to satisfy hunger, but possibly to take a sip of coffee and chat in a relaxing environment. Thus, McDonald's McCafe serves as an example performing diversification by developing both new products and new markets. 

L'OREAL is example for related business. Have competitively valuable cross-business value chain and resource matchups. Related Diversification is the most popular distinction between the different types of diversification and is made with regard to how close the field of diversification is to the field of the existing business activities

TABUNG HAJI is example for unrelated business. Have dissimilar value chains and resource requirements, with no competitively important cross-business relationships at the value chain level. unrelated diversification which refers to the manufacture of diverse products which have no relation to each other.

Synergy is the interaction of multiple elements in a system to produce an effect different from or greater than the sum of their individual effects. The term synergy comes from the Greek word synergia συνέργια from synergos, συνεργός, meaning "working together". returns for the entire company exceed what each individual business could achieve on its own ( 1+1=3 ). must still pass the 1+1=3 test to provide value to shareholders.

as a CONCLUSION, Corporate level strategy involves making decisions about which businesses to own and invest in (portfolio strategy) and how to manage or parent the businesses (management/parenting strategy).

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)

o-shima restaurants :)

hahaha. sorry. In this week there is no lecture but it replaced by a sharing moment with owner O-SHIMA restaurants, Mrs. Asnidar Hanim yusuf

Mrs. Asnidar had degree and master in engineering. she very successful businesswomen even she lack of knowledge in business. she started from the big restaurants but it is the mistakes or failure that brought her to be a good entrepreneur. she a really brave to tried something different from what she learn. they have many challenging especially to get HALAL certification. I got a lot of information about the reality of business is extremely and in every success there is always 'SACRIFICE' and 'FAILURE'

if you want to know more details about this restaurants, you can find it at facebook. just search O-SHIMA RESTAURANTS and you can find it. 

i want to share pictures related to O-SHIMA RESTAURANTS. this is very very very interesting and delicious food even i never tried. maybe one day  i will go to this restaurants and try all the menu that they are provided. ENJOY IT !

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)

McDonalds Global Strategy :)

chapter seven : STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS :)

see you again in this entry. hye hye hye ! you know what i have learnt on this week ? for your information, this topic explained how companies need compete with another competitor to enter international market for expand their business. 

miss ummi show a lot of videos related for this topic. one of them is about MCDONALD. 

McDonald’s has a wide range of advertising campaigns in various countries. For example, in the UK, they use the England footballer Alan Shearer as a figurehead to promote their hamburgers, whereas in France they use Fabien Barthez, the French international goalkeeper. The point is that the image they are trying to convey is the same. McDonald’s just use different personalities in different cultures to get their message across.

alan shearer

In East Asia, McDonald’s could not have had the success they have experienced without their appeal to younger generations of consumer, children and teenagers. The corporation makes a point of cultivating this market and invests heavily in television advertising aimed specifically at children.

In contrast, in Hong Kong, McDonald’s has made great efforts to present itself as a champion of environmental awareness and public welfare, as they see this as an important attribute to the local consumer. A leaflet comparing the Hong Kong fast food industry saw McDonald’s adverts as: Promoting McDonald’s as a local institution, with a clear stake in the overall health of the community.

as a conclusion we can say that going globally is a strategic decision that must be taken carefully. the important thing concerning this issue is choosing the right place and time for investment taking into consideration all the aspects that may affect severely the operation of the company in a certain foreign market.

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)

“You have no choice but to operate in a world shaped by globalization and information revolution.  There are two options:  Adapt or die.” Andrew S. Grove

tired of writing :)

Pengenalan Kepada Strategi Lautan Biru Kebangsaan (National Blue Ocean Strategy)

chapter six : STRENGTHENING A COMPANY’S COMPETITIVE POSITION :)

what do you think about this picture ? actually, i want to share with all of you about chapter six. In this chapter we are going to learn about STRENGTHENING A COMPANY’S COMPETITIVE POSITION: STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS.

the important thing from this chapter is about BLUE OCEAN STRATEGY. Blue Ocean Strategy is a business strategy book first published in 2005 and written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy Institute at INSEAD. The book illustrates what the authors believe is the best organizational strategy to generate growth and profits. Blue Ocean Strategy suggests that an organization should create new demand in an uncontested market space or a "Blue Ocean", rather than compete head-to-head with other suppliers in an existing industry.

this is example company use BLUE OCEAN STRATEGY 

i want to share video about BLUE OCEAN STRATEGY. i search at YOUTUBE and you know what i got ? honestly, i never know that our government already applied this strategy in Malaysia. wait wait wait.. i will upload the video for next entry. 

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)

chapter five : THE FIVE GENERIC COMPETITIVE STRATEGIES :)

holla guys ! write write and write. hahaha. i am so excited to continue this writing. lately, my typing is so fast. i don't know why. maybe because a lot of assignment i do and very familiar on this keyboard. now we must move on next chapter which about 
THE FIVE GENERIC COMPETITIVE STRATEGIES. we learnt the strategic used by each companies. 

These three approaches are examples of "generic strategies", because they can be applied to products or services in all industries, and to organizations of all sizes. They were first set out by Michael Porter in 1985 in his book Competitive Advantage: Creating and Sustaining Superior Performance. Porter called the generic strategies "Cost Leadership" (no frills), "Differentiation" (creating uniquely desirable products and services) and "Focus" (offering a specialized service in a niche market). He then subdivided the Focus strategy into two parts: "Cost Focus" and "Differentiation Focus". These are shown in Figure below :

during this lecture, miss ummi tried something new from usually. everyone excited to try this. i also excited to try this. first, miss ummi ask to take out the mobile phone. she's using our mobile as a medium to answer the question regarding the topic. 

One of the knowledge that I gain from the lecture was Air Asia used the low-cost strategy to make their company success. Which do you prefer when you fly ? a cheap, no-frills airline, or a more expensive operator with fantastic service levels and maximum comfort ? And would you ever consider going with a small company which focuses on just a few routes? The choice is up to you. But the point making here is that when you come to book a flight, there are some very different options available. Why is this so ? The answer is that each of these airlines has chosen a different way of achieving competitive advantage in a crowded marketplace. The no-frills operators have opted to cut costs to a minimum and pass their savings on to customers in lower prices. This helps them grab market share and ensure their planes are as full as possible, further driving down cost. The luxury airlines, on the other hand, focus their efforts on making their service as wonderful as possible, and the higher prices they can command as a result make up for their higher costs. Meanwhile, smaller airlines try to make the most of their detailed knowledge of just a few routes to provide better or cheaper services than their larger, international rivals.

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)

chapter four : EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS :)

sorry sorry sorry and one million sorry because late to update this chapter. even late, i still remember to do this work andddd this time i must continue all delayed chapter.

this entry is about EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS.

first, we must know how to assess how well a company’s strategy is working.

second, WHAT ARE THE FIRM’S COMPETITIVELY IMPORTANT RESOURCES AND CAPABILITIES?

A resource is a competitive asset that is owned or controlled by a firm. A capability or competence is the capacity of a firm to perform and internal activity competently through deployment of a firm’s resources. A firm’s resources and capabilities represent its competitive assets and are big determinants of its competitiveness and ability to succeed in the marketplace. Types of Company Resources :

Tangible Resources - Physical resources,  Financial resources, Technological assets, Organizational resources

Intangible resources - Human assets and intellectual capital, Brands, company image, and reputation assets, Relationships: alliances, joint ventures, or partnerships, Company culture and incentive system

third, IS THE COMPANY ABLE TO SEIZE MARKET OPPORTUNITIES AND NULLIFY EXTERNAL THREATS?

SWOT Analysis Is a powerful tool for sizing up a firm’s:

• Internal strengths (the basis for strategy)

• Internal weaknesses (deficient capabilities)

• Market opportunities (strategic objectives)

• External threats (strategic defenses)

fourth, ARE THE COMPANY’S COST STRUCTURE AND CUSTOMER VALUE PROPOSITION COMPETITIVE? 

The higher a company's costs are above those of close rivals, the more competitively vulnerable it becomes. However, the greater the amount of customer value that a company can offer profitably relative to close rivals, the less competitively vulnerable it becomes. As we've cover in this topic, a company's cost competitiveness depends not only on the costs of internally performed activities (its own value chain) but also on costs in the value chains of its suppliers and distribution channel allies. Bench-marking the costs of company activities against rivals provides hard evidence of whether a company is cost-competitive while performing value chain activities with capabilities that permit the company to either outmatch rivals on differentiation or beat them on costs will give the company a competitive advantage.

that's all for this entry. see you in the next entry. ASSALAMUALAIKUM :)