Strategic Management
The New Role of Distribution Centers in Business
For the last few generations, distribution centers were often seen as a necessary evil. Companies would only look at a distribution center (DC) as a costly place to store inventory and form logistic systems. They were measured by cost savings by metrics such as the cost of moving inventory items than serving any form of strategic advantage. However, some companies have realized that there has been a fundamental shift in the role of the distribution center in regards to strategic management.
"Cost still matters, let's not kid ourselves. Increasingly, however, distribution centers are all about the business. Processes are designed to make good on a company's go-to-business strategy. The best DCs are strategic assets that give their companies a competitive advantage in the marketplace." (Trebilcock, 2015)
One interesting case in how a business can use new technologies and process to create a competitive advantage through distribution can be illustrated by Papa John's pizza. The company uses a marketing phrase "Fresh ingredients make better pizza" and tries to honor this pledge with the latest advances in distribution. The company has experienced something of a mobile revolution and now more than half of the orders that the pizza franchise...
Within this turbulent economy that includes quickly changing national priorities and reduced political cooperation, there is true chaos and havoc being wreaked on the federal landscape (Neumark, Muz, & National Bureau of Economic Research, 2014). Almost each agency grapples with increase performance mandates, reduced risk tolerance, and lower budgets. From this arises an environment of smaller opportunities, compressed margins, and lower labor rates. Because of these many businesses fail. What
U.S. Airways Conflict between Delivering Short-term Earnings Vs Long-Term Value Creation For any company to be able to provide short-term profits short-term thinking, budgeting and planning is required. On the other hand short-term business decisions are often unable to support the long-term viability of the business leading to heavy losses. This conflict of interest in companies like U.S. Airways is common were the company is responsible to shareholders and fund managers. To be able
Annotated Bibliography on Value Creation Through Diversification Glvan, A., Pindado, J., & De La Torre, C. (2014). Diversification: A value-creating or value-destroying strategy? Evidence from the Eurozone countries. Journal of Financial Management, Markets, and Institutions, 2(1), 43-64. This research is aimed at showing the relationship between company value and product diversification strategy. The study digs deep into the types and levels of diversification to determine the real value addition that can be achieved using
Bancolombia: Talent, Culture, And Value Creation Management in Mergers Supporting evidence BIC Banco De Colombia Conavia Confinsura Change leader Analysis of case data - Efficiency Profitability Alternatives Alternative 1-Focus profitability and reducing cost-of-operations Alternative 2- Recreating source of competitive advantage Alternative 3- Franchising the rural branches Decision criteria Analysis of alternatives Selection of alternative Implementation Exhibit I Manifesto for Integration of Banco Colombia, Corfinsura, and Conavi Exhibit II Non-consolidated financial statements of Bancolombia Group Bancolombia Group was successfully led by the outgoing CEO Jorge Londorio until his retirement in January 2011. Required
Value-Based Management (VBM) is a management philosophy that aims to achieve superior results (Niedell, 1996). This process measures performance by the value that is returned to shareholders. Successful implementation of VBM requires a successful change in corporate culture, as well as the adoption of VBM concepts at all levels and functions within an organization. VBM includes an integration of performance measurement, compensation, strategic planning, training, and communication (Porter, 1986). The
Value Chains Porter (1985) introduced the concept of "physical" value chain. According to Porter (1985), by understanding and analyzing physical value chain, a business can uncover strategically relevant activities -- purchase of raw material, design, manufacture, market, and support of the products or services it sells -- for adding value to the customers. A physical value chain consists of five core activities: inbound logistic, operations, outbound logistics, marketing & sales, and services, and
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