|
(2008, 2000 words)
The paper reports on Commercial Couriers presenting the SWOT analysis of the company, defining their critical success factors, suggesting a crisis plan, describing the E-marketing practices, service monitoring, etc.
(2008, 2500 words)
The paper examines the competitive strategy of EMI Group Plc, an independent music label company headquartered in London, UK. Recent strategic choices that EMI are analysed assessing the critical success factors of these strategies over the following five years. The author's views on the suitability, acceptability, and feasibility of the recent strategic choices of EMI are evaluated considering their implications for the future.
(2008, 2400 words)
The paper looks at various aspects of small family businesses indicating their advantages and disadvantages and highlighting the role of business networking in business success. A business and marketing plans are developed for a small family business to open a seafood restaurant Fish-works Seafood. SWOT and key success factors (KSF) analysis is conducted suggesting recommendations for the business development.
(2008, 1400 words)
The paper reports on the Critical Success Factors (CSF) and weaknesses of RyanAir low fares airline discussing their strategies in cost reduction, differentiation, leadership, etc. The issues of RyanAir's service quality management are addressed; the options for the company's future development are considered.
(2008, 1800 words)
The paper examines the UK music industry discussing its structure, providing details about the major music companies, describing various media of music delivery and distribution, presenting an overview of music suppliers, analysing the critical success factors of the music industry and arguing whether it would be an attractive proposition in near future.
(2008, 3200 words)
The paper examines the factors that define the success of an organization providing examples of different companies and highihgting the significance of understanding the business and economic environment, identifying informational needs, creating knowledge, managing change, etc.
(2007, 2800 words)
The paper provides a critical analysis of key success factors of Balfour Beatty in the changing macro and micro environment. Analysis is conducted explaining the organizational success of Balfour Beatty, highlighting their organizational structure and culture, establishing the link between the success factors and organizational characteristics, etc. Recommendations are suggested to change organizational characteristics in accordance with the success factors.
(2007, 4500 words)
The paper reports on the strategic position of Sony conducting their STE(E)P(LE) analysis to determine the external factors influencing their business, Porter's five forces analysis, stakeholder analysis, analysis of resources, capabilities, key success factors, competitive advantage, etc. The organisational structure of Sony is described; recommendations are suggested in the areas of the company's purchasing strategy and value creation.
(2007, 3100 words)
The paper analyses the Zara case study utilising the Critical Success Factors approach. It uses various other techniques such as stakeholder analysis and rich picture to understand the goals and objectives of the key actors and the company itself. Then it discusses the dilemma faced by Zara over change of POS system and provides recommendations in the light of literature on change management (IS/IT operations).
(2005, 4000 words)
This paper is based on the case study from Johnson, Scholes and Whittington (Exploring Corporate Strategy). The paper answers the following questions: What main trends were identifiable in the business environment in general, and in the automobile industry in particular, in 2004? Analyse competitiveness in the automobile industry in 2004 from the perspective of BMW using Porter's 5-Forces framework. What future changes could one envisage through an analysis of the external environment? What were the Critical Success Factors (CSF's) in the market segments in which BMW competed? Did BMW possess the strategic capability to compete at that level and acquire a sustainable competitive advantage? What core competences did it possess? What were the bases of BMW's strategy, i.e. what route did it appear to follow on the 'strategy clock'? What directions and methods of strategic development does BMW follow? Evaluate their effectiveness in its markets.
|
