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AFN Strategy and Policy, 2002.
Outline of the strategy and policies that would best fulfill the interests of the aboriginal people of Canada.
900 words (approx. 3.6 pages), 4 sources, £ 24.95
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Abstract
The Assembly of First Nations represents aboriginal people across Canada. This report outlines their role and the best manner for them to fulfill it. It is based on Paul Pross' model of lobbyist and interest group behaviour in "Group Politics and Public Policy". It concludes that the AFN must foster its support in native communities and use this power to influence political and bureaucratic policy decisions.
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McDonald's: A Marketing Strategy Study, 1997.
Describes the company, product and service. Discusses relationship strategy, product strategy and customer strategy. Examines the McDonald's attitude as a sales clerk.
1,125 words (approx. 4.5 pages), 6 sources, £ 27.95
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From the Paper
"McDonald's: A Marketing Strategy Study
McDonald's has become a multi-billion dollar operation by following some very old-fashioned ideas of selling. Essentially these boil down to provide a good product at a low price and make it easy to get and you have a success.
Company Description
McDonalds Golden Arches are one of the world's most recognized brand symbols. The company has more than 15,000 locations in 79 countries and a new McDonald's restaurant opens every 4.2 hours (Mcfacts web page, 1997).
Product/Service Description"
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McDonald's Strategy, 2007.
An analysis of five general business strategies and the strategy that best suits McDonald's.
2,615 words (approx. 10.5 pages), 1 source, MLA, £ 54.95
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Abstract
This paper presents an examination of five different generic strategies for business. It analyzes their meanings and then discusses the advantages and disadvantages of each one. The writer then chooses a strategy (best cost provider strategy) and applies it to a business analysis. It explains the strategy and analysis as it pertains to McDonald's.
Table of Contents:
Introduction
The Plans
Low Cost Provider Strategy
Broad Differentiation Strategy
Best-Cost Provider Strategy
The Threats
McDonald's
Executive Summary
From the Paper
"For many years the company of McDonald's was able to maintain its competitive edge over the industry because of the low cost by which it was able to promote and provide its products to the public. However, in recent decades there has been a long list of competitors that have built businesses around competing with McDonald's. The past few years have seen a demand for a shift in strategy when it came to the way McDonald's handled its customer data base and the time has come to move to a best provider strategy. This strategy will still play up the low cost of the product while at the same time providing the customer with a knowledge that they will get a superior product or service from McDonald's over the competition."
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Green Strategy, 2002.
Looks at how some companies today are undertaking what might be called a "green" strategy, or a strategy that takes into account environmental issues.
920 words (approx. 3.7 pages), 1 source, MLA, £ 22.95
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Abstract
This paper cites "Ticona" as an example of a company that employs a "green" strategy when conducting business, handling waste, and dealing with employees. The paper reviews the measures taken by Ticona to implement the green strategy and discusses the trend, demonstrated by many companies today, toward a more environmentally friendly approach to conducting business.
From the Paper
"Ticona is a subsidiary of Celanese AG and is a producer of a wide range of plastics products. Celanese AG is a company with worldwide operations and leads in the production of key products with leading production technologies. The products cover five main segments, these being acetyl products, acetates, chemical intermediates, engineering plastics (Ticona), and performance products, the latter including polypropylene films (OPP) and food additives. Celanese AG has a worldwide workforce of some 13,900 employees and operates production facilities in North America, Europe, and the Asia/Pacific region. The corporation currently has 32 production sites in eight countries."
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Deliberate and Emergency Strategy, 2004.
A discussion of different reasons for strategy changes in business, known as Deliberate or Emergent Strategy.
3,830 words (approx. 15.3 pages), 6 sources, MLA, £ 73.95
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Abstract
This paper describes three companies in three different sectors that are pursuing a deliberate strategy and three that are pursuing an emergent strategy. The first part of the paper looks at examples of deliberate strategy, whereby the decisions are initiated from within a company and accord with the company?s intrinsic goals. The paper then explores three companies that use emergent strategy, where the company continually shifts its strategy in line with the market's needs.
From the Paper
"An apparel company that is currently using an emergent strategy is Vans, which is continually shifting its strategy. In the arena of youth fashion in which Vans operates, producing shoes as well a clothes for the segment of the youth market that associates itself with skateboarding, being the ?in? label is the most important thing. It is the most important thing for the company but it is also the most important thing for those who wear Vans products. There is actually relatively little that a company can do to guarantee this ?in? status: Such a designation as being in is made by the young men (and some very few young women) who identify with this brand."
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Strategy/Implicit Instruction, 2008.
This paper explores the strategy/implicit instructional strategy as suitable for a middle school mathematics class.
1,117 words (approx. 4.5 pages), 3 sources, APA, £ 26.95
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Abstract
The paper explains that strategy/implicit instruction is a student-centered approach, which focuses on the general skills, rules and processes required for learning a particular concept. The paper highlights the advantages of using this method and refers to several literary sources on the strategy/implicit instruction. The paper presents the conclusion that the combination of strategy/implicit instruction and direct instruction is the ideal method for teaching mathematics in the classroom.
From the Paper
"In order to make the right decision concerning the choice of instructional strategy for middle school mathematics class it appears necessary to take into consideration the general school mathematics standards and the peculiar needs, behaviors and interests of middle school students. Besides complying with the standards, an efficient strategy should promote successful and productive learning. When it comes to middle school, the instructional elements, which could be extremely useful, are the following: clear routines, integrated curriculum, cooperative groups, combination of challenge and support, resorting to real-life connections. All of the above can provide valuable assistance to the teacher. The environment in the class should promote inquiry- and project-based, cooperative instruction. Engaging activities and connections with real life are sure to increase students' motivation and involvement. Thus, the challenging material will be easily tackled by them."
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Human Resources Strategy, 2008.
This paper looks at the importance of human resources strategy and different relevant options available.
1,945 words (approx. 7.8 pages), 5 sources, APA, £ 42.95
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Abstract
In this article, the writer examines the importance of the human resources strategy and looks at the necessary steps to formulate such a strategy. The writer then discusses human resources (HR) strategy, how to align the HR strategy to the business strategy and why and how best to do this. Furthermore, the writer describes the need for scanning the environment, the challenges in doing so and also the environmental factors that impact an organization. In addition, the writer discusses the different aspects of HR planning that encompass job analysis, forecasting, demand for human resources in an organization and the internal and external labor supply in the same organization. Finally the writer looks at the strategic options available to meet the necessary shortages or excesses in the workforce. The aspects discussed in this section are downsizing and restructuring, mergers and acquisitions, outsourcing and strategic international human resources management.
Outline:
Abstract
Introduction
Importance of HR Strategy
Aligning HR with business Strategy
Environment Scanning
Evaluation of HR programs and policies
HR Planning
Job Analysis
Forecasting
Human Resources Demand
Labor Supply
Strategic Options
Downsizing & Restructuring
Mergers & Acquisitions
Outsourcing
Strategic International HRM
Conclusion
From the Paper
"In order to formulate an effective HR strategy it is essential to scan the environment the organization operates in. In this section we will be discussing the sources and methods used to scan the environment, the challenges involved, and environment factors."
"There are many different sources and methods that can be used to scan the environment. Publications, professional associations and professional consultants are some of the most popular sources used. Trend Analysis, Delphi Technique and Impact Analysis are some of the techniques that are very popular when scanning the environment."
"The inability to accurately predict the future is one of the main challenges of environment scanning. Isolating the critical from the insignificant is another challenge.
"There are many environment factors that can impact an organization. Some such factors are economic, technological, political, legislative, demographic, social and cultural factors."
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Leadership and Strategy, 2004.
This paper is about leadership and strategy and includes from Sun Tzu five "laws of Leadership" and five "laws of strategy."
1,125 words (approx. 4.5 pages), 2 sources, MLA, £ 27.95
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Abstract
This paper is about leadership and strategy and includes from Sun Tzu five "laws of Leadership" and five "laws of strategy." Each law is buttressed by a (brief) verbatim reference to The Art of War.
From the Paper
"Leadership and Strategy. Sun Tzu was born in the Chinese state of Ch'i during the Spring and Autumn period of Chinese history and is believed to have authored "The Art of War" sometime during the fourth century BCE. Many great Chinese philosophers lived during this time including Confucius Mencius and Lao Tzu. Charles Rarick explains in SAM Advanced Management Journal, that the legend is that Sun Tzu's manuscript attracted the attention of King Ho-luof Wu who requested an audience with the author."
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FedEx Business Strategy, 2008.
This paper presents an overview and analysis of the FedEx business strategy.
1,238 words (approx. 5.0 pages), 5 sources, MLA, £ 29.95
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Abstract
This paper discusses the business strategy of the FedEx Corporation and explains that the goal of the strategy was to adapt to the business environment and to help the company gain a competitive advantage on the market. The paper specifically focuses on FedEx's business strategy with regard to human resources. The paper describes and analyzes this aspect of the strategy and then discusses methods to measure human resource management practices and activities.
Outline:
About FedEx
The Business Strategy
HR and the Business Strategy
Possibilities to Increase the Alignment of HR Practices to Business Strategy
Measures to be Considered to Evaluate the Effectiveness of the Relevant HR Processes
From the Paper
"By operating independently, each company can focus exclusively on delivering the best service for its specific market. It appears that the main strategy adopted by the company may be subsumed by the phrase "offering more services to more places". It becomes transparent that the company is involved in a permanent process of change and diversification. Armstrong (2006) identified two important types of change: strategic and operational. The operational change refers to the implementation of new systems, procedures, structures and technologies with impact upon the organization and its employees. Strategic change deals with "broad, long-term and organization-wide issues" (Armstrong 2006, p. 344). Such form of change involves moving to a future state defined in terms of strategic vision and objectives."
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German Naval Strategy During World War II, 2002.
A discussion of Germany's Naval Strategy during World War II, focusing on the development of the German Navy as well as their weapons and strategy.
19,400 words (approx. 77.6 pages), 64 sources, MLA, £ 172.95
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Abstract
As a result of the Treaty of Versailles the German Navy was reduced to a small coastal defense. This thesis looks at the German Naval plan during World War II and why it was not as successful as it should have been. Issues such as their deployment strategy, ship and submarine building, weapons are examined in great detail. The German Naval strategy is compared with the British Navy. The miscalculations made by the German Naval leaders are evaluated to show what went wrong for the German Navy.
From the Paper
"During the Second World War Great Britain depended on her sea born trade to maintain her ability to be involved in the conflict. This required the Royal Navy to protect convoys by using most of its capital ship strength. German leaders realized that they could never create a navy large enough to challenge the British directly. From the onset of German remilitarization they planned to build a small, technically advanced fleet of battleships that could destroy the capital ships of the Royal Navy in succession and weaken Britain to such a point that she would be compelled to negotiate a settlement."
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"Strategy as Action", 2008.
A review of business strategy and strategic rationale for competitive advantage, as discussed in "Strategy as Action: Competitive Dynamics and Competitive Advantage," by C. Grimm, K. Smith and H. Lee.
1,321 words (approx. 5.3 pages), 2 sources, APA, £ 30.95
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Abstract
This paper discusses the book entitled "Strategy as Action: Competitive Dynamics and Competitive Advantage," written by C. Grimm, K. Smith and H. Lee. The paper first discusses the book in relation to general managerial economics as applied for competitive advantage. The paper then discusses the relationship between establishing a sound economic justification for business strategy and strategic rationale. It also provides various examples from the literature used to support these observations.
Table of Contents:
Abstract
Overview
Major Themes
Economic Integration
Conclusion
From the Paper
"Such a mentality at the managerial and executive level within a given organization allows the company, no matter how large or hierarchical in nature, to respond more quickly and more effectively to both threats and opportunities in the marketplace. In such an environment, while there still exists many real and unforeseeable market threats, the market itself is reduced as close to the concept of perfect competition as it likely can be (Besanko, Dranove, Shanley & Schaefer, 2006, p.208). In this ideal type of market companies compete in a relatively level playing field of opportunity where there are sufficient consumers, a market price completely arrived at by market forces, and a market not controlled by any single competitor or supplier. By framing the global market in such a context, the authors of Strategy as Action: Competitive Dynamics and Competitive Advantage becomes a field manual for contemporary organizations in the global economy."
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Mintzberg?s Strategy, 2003.
An analysis of Mintzberg's ten schools of thought on strategy.
2,004 words (approx. 8.0 pages), 27 sources, MLA, £ 43.95
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Abstract
This paper attempts to define and describe the concept of strategy. The paper begins by explaning that few theories actually define the subject, but one of the main ones is Mintzberg's theories or school's of thought on the topic of strategy. The paper explains what the ten theories are and then shows how they apply to the organization.
Contents:
Mintzberg?s ten schools of thought
Strategy as a process
Strategy in content
Strategy in context
References
From the Paper
"In Mintzberg?s ten schools of thought Mintzberg classifies strategy into 10 schools of thought. These schools are grouped into either prescriptive and practitioner-focused or descriptive and research-focused. Prescriptive schools aim to control strategy process through analysis and are interested in how strategies should be formulated (Minzberg, p35, 1990). Whereas descriptive schools are more about how strategies arise and emerge (Minzberg, Ahlstrand, & Lampel. 1998). The first of the prescriptive school?s is the design school. The design school seeks to establish a fit between internal capabilities and external possibilities by using a SWOT analysis (Bennigson, 1999). The next prescriptive school, the planning school, views that specialists and professional planners should develop strategy."
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International Marketing Strategy, 2005.
A marketing strategy for Chinese textile products.
9,905 words (approx. 39.6 pages), 17 sources, MLA, £ 139.95
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Abstract
This study evaluates the best possible marketing strategy for the entry of Chinese textile products into the international market. Through careful and comprehensive analysis, the paper evaluates all aspects of the strategy including exporting tactics, a SWOT analysis, the marketing mix, and distribution and growth strategies.
Introduction
Aims of the Study
Literature Review
Concept of Market-Entry
Marco-Market Analysis
A brief Overview of the Chinese Textile Industry
SWOT Analysis of the Chinese Textile Industry
Marketing Mix
Summary
Communication Strategies
Public Relations Strategies for the Chinese Textile Sector
Advertising Strategies for the Chinese Textile Sector
Other Promotional Strategies to Cater the International Textile Market
Entry Strategies
Pricing Policies for the Chinese Textile Sector
Distribution strategy for the Chinese Textile Sector
Conclusion
Methodology
From the Paper
"Before we attempt to craft an international marketing strategy, it is vital to understand that the basic concept and definition of marketing does not change, whether the target market is local or international. Nevertheless, the possibilities and alternatives of the marketing strategy increase when the company decides to become export oriented because the range of threats and opportunities widens. For case in point, a Chinese company's language of communication might be "Chinese," but when dealing with international clients, for instance in America, then the company has to carry out its business activities in "English." This does not simply mean that they have to communicate in the English language, but it means that they not only have to understand the American business and social culture but also promote their products and services in keeping with the American culture. If they wither or fail to fulfill or overlook this criterion, then their chances for international success are very low."
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Michael E Porter: What is Strategy?, 2002.
This management paper is based on an evaluation of successful business strategies, and is based on Michael Porter's (1980) book, "Competitive Strategy."
3,900 words (approx. 15.6 pages), 7 sources, £ 98.95
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Abstract
This management paper is based on an evaluation of successful business strategies, and is based on Michael Porter's (1980) book, "Competitive Strategy." The essay compares strategies that have failed with those more successful approaches, and examines the problems that can arise when unsuccessful decisions are implemented.
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