The HR department can also help to build motivation programs that orient workers towards building a long-term future with the company. Such programs will illustrate to the employees that the company is committed to their long-term well-being. This commitment will again serve to ease anxiety. Such programs may also include training for front line managers, who will be required to implement the new motivation and rewards programs (Rashdan, 2005). Human resources can also provide counseling services to employees, although this may backfire if employees begin to think that there is good cause for implementing a counseling service. However, if framed correctly it could provide an avenue for employees to register their concerns with management.
The human resources department can also incorporate monetary considerations into the motivation and retention strategies. One of the reasons that employees experience anxiety with respect to offshoring is because is creates uncertainty about their income. As…...

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Works Cited:

Overby, S. (2003). The hidden costs of offshore outsourcing. CIO Magazine. Retrieved May 24, 2010 from http://www.ibmemployee.com/PDFs/CIO_Hidden_Costs.pdf

Rashdan, S. (2005). The impact of offshore outsourcing on employee motivation in the information technology field. University of Liverpool. Retrieved May 24, 2010 from  http://www.pmi.org/PDF/pp_samrashdan.pdf

Ensure customer-centric from senior management and identify iconic behaviors that signals customer-centric. Senior management must be customer-centric and produce behaviors that flow through the organizations, the tone from the top. This would bring the most impact throughout the organization, especially when management interacts with the customer. The key elements to strong leadership are human capital, recognition and reward system, accountable and achievable goals, and a communication strategy (McElvane, 2010).

Identify influences and identify how they can be changed to customer-centric. Influences of strategic priorities should drive the customer-centric with an "outside-in" thinking.

Prioritize efforts, assess, and benchmark. Changing too fast creates too much stress and can cause the program to fail. Assessments need to be done and measured against an appropriate benchmark to identify critical areas that need improvement. Priorities need to be set to work with the most critical areas first and then slowly concentrate on other areas that are less…...

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Bibliography

Anonymous. (2009, Aug 17). The seven principles of an organic growth program. Retrieved from EMM Group: http://www.emmgroup.net/organic-growth-blog/seven-principles-organic-growth-program-emmgroup

Boomer, L. (2010, Aug 16). Five strategies for organic growth. Retrieved from Accounting Today:  http://www.accountingtoday.com/ato_issues/24_...0/five-strategies-for-organic-growth-55112-1.html 

McElvane, P. (2010, Oct). Implementing organic growht strategies to build your business. Retrieved from Diversity MBA Magazine:  http://www.diversitymbamagazine.com/wp-content/...Organic-Growth-Strategies-to-Build-Your-Business.pdf

In order to make the company successful and create a good image, Immelt had to do some rebuilding. He first had to rebalance the company's portfolio which included investing in media companies in order to be positioned for the digital future. Next, he wanted to place a high priority on servicing the customers through hiring a strong marketing team familiar with customer needs. He knew he had create new processes within the company and began adding platforms such as bioscience and film/DVD to the company. They also expanded into the Hispanic television arena by revamping Telemundo and helping the ailing television station become profitable.

Immelt also did many other things to diversify and increase the profit margin of GE. With the company being as such a large, global conglomerate it is sometimes difficult to outperform in the market, but Immelt proved that this could be done. Under Welch's leadership, the company…...

Starbucks downsizing USA impacts global growth strategy. Starbucks, - coffee chain, pursues an aggressive international strategy expands globally. Please visit web site conduct research global expansion.
Starbucks downsizing and global strategy

Starbucks is one of the largest and most successful corporations in the United States, being the epitome of business triumph and an emblem of American culture and corporatism. Starbucks is also the global leader of the coffee and coffee-based beverages and the company's expansion has been based on aggressive growth through the opening of numerous stores across the globe. Today for instance, Starbucks operates nearly 20,000 stores (19,972, to be more exact) in 60 countries, including the United States, China, Mexico, South Korea, Great Britain, India and so on (Website of the Starbucks Corporation, 2012).

In China, the company operates 657 stores and the growth plans are still on their way. Still, within the United States, the company has been severely…...

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References:

Fowler, G.A. (2003). Converting the masses: Starbucks in China. Global Policy Forum.   accessed on October 24, 2012http://www.globalpolicy.org/component/content/article/162/27615.html 

Haoting, L. (2009). Starbucks pushes China sales with local brew. China Daily.   accessed on October 24, 2012http://www.chinadaily.com.cn/business/2009-02/05/content_7447136.htm 

Yeh, A. (2006). Starbucks aims for new tier in China. Financial Times.   accessed on October 24, 2012http://www.ft.com/cms/s/0/fcad320e-9cd3-11da-8762-0000779e2340.html#axzz2ACFNt6rq 

Wang, H.H. (2012). Five things Starbucks did to get China right. Forbes.   / accessed on October 24, 2012http://www.forbes.com/sites/helenwang/2012/08/10/five-things-starbucks-did-to-get-china-right 

Retail
The type of international growth strategy that Fast Retailing is planning if fast and inorganic. Organic growth refers to internal growth of the existing business; what Fast Retailing is planning is growth by acquisition, and this is termed inorganic growth (Investopedia, 2011). The company is also planning to grow quickly -- it has stated that if it wanted to grow slowly it would do so via organic means rather than by acquisition. Interestingly, in an interview with the Economist (2010), the company stated it wanted to grow organically. This does not correspond with its growth pattern thus far and its desire to seek a ¥1 trillion acquisition.

There are a few different characteristics of the ideal foreign partner for Uniqlo. To understand what these characteristics are, it needs to be understood what Uniqlo is trying to do with its international expansion. Although expressed in relatively vague terms, Uniqlo wants to move…...

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Works Cited:

Fan, Y. (2002). The national image of global brands. Journal of Brand Management. Vol. 9 (3) 180-192.

Geert Hofstede. (2009). Cultural dimensions: Japan. Geert Hofstede.com. Retrieved May 8, 2011 from  http://www.geert-hofstede.com/hofstede_japan.shtml 

Investopedia. (2011). Inorganic growth. Investopedia. Retrieved May 8, 2011 from  http://www.investopedia.com/terms/i/inorganicgrowth.asp 

Roberto, M. (2010). Uniqlo's expansion strategy. Professor Michael Roberto's Blog. Retrieved May 8, 2011 from  http://michael-roberto.blogspot.com/2010/02/uniqlos-expansion-strategy.html

Starbucks -- Going Global
Controllable and Uncontrollable in Global Markets

There are many controllable aspects to Starbucks expansion strategy that it can design to be consistent with its strategy. For example, one of the aspects to Starbuck's growth that is fully under their control are the firms in which they choose as strategic business partners. This undoubtedly represents one of Starbucks critical success factors because in will help Starbucks to navigate the foreign markets in which it operates. Another controllable aspect to Starbuck's supply chain is the opportunity to take advantage of global supply chain that it has created which has been estimated to provide top quality coffee to fifty million customers in fifty-one countries each and every week (Cooke, 2010). Some of the uncontrollable aspects to Starbuck's foreign operations will include things like cultural acceptance of the products that it offers local markets. Starbuck's cannot force consumers to have a preference…...

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Works Cited

Cooke, J. (2010, September 18). From bean to cup: How Starbucks transformed its supply chain. Retrieved from Supply Chain Quarterly:  http://www.supplychainquarterly.com/topics/Procurement/scq201004starbucks/

Growth Strategies and Handling a Downsizing:
As a seasoned marketing veteran, Mr. Terry Wilson has decided to examine growth options for an importer of Italian furniture known as Tuscan Treasures. This imitative by Mr. Terry Wilson has largely been fueled by the recent decline in profits for the company. As part of his examination, Mr. Wilson seeks to identify the possible causes of the decline and whether downsizing or expansion could be the most suitable measure to improve the situation.

Possible Growth Strategies:

If Mr. Wilson and Tuscan Treasures choose to either downsize or expand the business, some of the possible growth strategies would include:

Evaluation of the Core Business:

As one of the customer-focused growth strategies, the evaluation of the overall performance of the core business involves analyzing and benchmarking profitability, revenue growth rate, and the company's reputation with the most important customers (Liabotis, 2007). The evaluation of the core business usually focuses on…...

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References:

Jennings, D.K. (2008, July 31). When Company Downsizing and Layoffs Become Necessary.

Retrieved January 16, 2012, from http://www.hrtools.com/benefits_and_compensation/insights/when_company_downsizing_and_layoffs_become_necessary.aspx

Liabotis, B. (2007, August). Three Strategies for Achieving and Sustaining Growth. Ivey Business Journal. Retrieved from  http://www.iveybusinessjournal.com/topics/strategy/three-strategies-for-achieving-and-sustaining-growth

Branding & Product-Market Expansion
Corporate Branding and Product-Market Expansion

Growth strategies developed within companies vary according to the nature and dynamics of the market or industry that the company's products and services are competing in. Different strategies are utilized, such as increasing market penetration, undergoing a market expansion, implementing vertical integration, or developing innovative/creative ideas for the market/industry. In the market of consumer goods and services, a prevalent practice and the strategy that has proven to be economically viable and effective in strengthening corporate branding is through product-market expansion.

In product-market expansion, the company increases its growth through the development and launch of additional products and services that are still categorized under the corporate brand but extends the company's scope by expanding or adding more markets apart from the existing markets that the company already operates in. In product-market expansion, the company thinks about the specific market that it wants to include in…...

As an environmentally friendly fossil fuel, and a mainstay of much of the world for energy, the natural gas trade is one of huge growth potential. To exploit that growth, BASF has increased pipelines to nearly 2,000 kilometers in Europe, and uses Western Europe's largest natural gas storage facility (BASF, 47). By increasing their pipelines and storage capacity, BASF plans to use this market for even higher future growth.
There can be no question that BASF uses its non-cyclical products as a mainstay of growth, as can be seen through a comparison of the divisions' revenue in 2002. In total, oil and gas sales in 2002 were higher than in any other BASF division (BASF, 46). In comparison, the sales of agricultural products, typically cyclical in nature, were the lowest in the same year (BASF, 43). Additionally, in 2000, BASF announced their intention to increase their market share of non-cyclical…...

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References

BASF. Annual Report 2002. Germany: BASF Aktiengesellschaft, 2002.

BASF. "About Us." BASF: North America. 2006. 12 Dec. 2006.  http://www.basf.com/corporate/aboutbasfindex.html .

BBC News. "Finland's Paper Strike Rumbles On." 23 June 2005. 12 Dec. 2006.  http://news.bbc.co.uk/1/hi/business/4124040.stm .

IAL Consultants. Polyurethane Additive Markets in Europe, Middle East and Africa. United Kingdom: Business Research Group, 2006.

Strategy Mapping & the Learning and Growth Perspective
Learning and growth is the fourth category of the balanced scorecard, which makes up the basis of any strategy. In this perspective, there is establishment of the employee capabilities, skills, technology, and a corporate environment to support a strategy. There are several objectives identified by Cattaraugus ehabilitation Center Mission (CCM) in an attempt to improve their learning and growth. These include (i) recruit, orient, manage, develop and retain personnel, (ii) Utilize technology to progress the organization's information systems and (iii) Promote, train and practice the organization's culture (Kaplan and Norton, 1992).

Objective

Measure

Target

Action

ecruit, orient, manage, develop and retain personnel

The turnover rates

Attract the best employees in an attempt to achieve sustainability

Develop a motivated and satisfied employee

Utilize technology to improve and progress the organization's information systems

The number of staff who successfully complete training

Incorporation of technology in the organization will show the will to change

Employ the various technologies

Promote,…...

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References

Kaplan, R., & Norton, D. (1992). The balanced scorecard: Measures that drive performance.

Harvard Business Review, 70(1), 71-79.

Martello, M., Watson, G.J., & Fischer, J.M. (2008). Implementing a balanced scorecard in a not-for-profit organization. Journal of business & economics research, 6(9), 67-80.

Strategy Mapping
Please title Case 4 I attached Previous 3 Papers (Case1-3) Explain process strategy mapping relates performance management establishing propositions. You discuss theoretically Glacier Inn case study presented Armitage Scholey (2009) document readings serve integrating ideas.

Strategy mapping, performance management and establishing value propositions

Virtually all organizations today have some sort of defined 'strategy' which they are ostensibly attempting to put into action -- but merely articulating strategy is not enough. Executing the strategy is the critical often-forgotten element. Following through, organizations often face roadblocks, both internal and external. A strategy map sets "appropriate overriding objectives in a corporate setting" and is intent upon "establishing a dominant value proposition that will set the direction for achieving those objectives, and "using that proposition to guide the selection of critical financial, customer, internal process, and learning and growth strategies" (Armitage & Scholey 2006: 4).

Analysis

Although strategy mapping shares many similarities with a traditional Balanced Scorecard…...

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Reference

Armitage, H., Scholey, C., (2006). Using strategy maps to drive performance. Society of Mgt.

Accountants of Canada. Retrieved from:

 http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf

Strategy mapping is an approach to strategy implementation that flows from the balanced scorecard approach to formulation and measurement. Strategy mapping allows for a clearer understanding of the dynamics of strategy to be understood, especially at the implementation level. The framework was developed in order to do three things. These are to set appropriate objectives, establish a dominant value proposition, and then find critical strategies that support that position. The strategies relate to the four different elements of the balanced scorecard (Armitage & Scholey, 2006). Murby and Gould (2005) reinforce the idea that the balanced scorecard does not directly address strategy formulation, so the strategy mapping process acts as the set of guidelines for formulation in light of the findings of the balanced scorecard development process.
Strategic Mapping Process

Armitage and Scholey (2006) outline the six steps of strategy mapping. The first step is to specify an overriding objective, the second step…...

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References

Armitage, H. & Scholey, C. (2006). Using strategy maps to drive performance. Management Strategy Measurement. Retrieved November 16, 2013 from  http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf 

Murby, L. & Gould, S. (2005). Effective performance management with the balanced scorecard. Chartered Institute of Management Accountants. Retrieved November 16, 2013 from  http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf 

Treacy, M. & Wiersema, F. (1993). Customer intimacy and other value disciplines. Harvard Business Review. Retrieved November 16, 2013 from  http://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines

The country has traditionally relied on growing its workforce as a means of increasing its economic capabilities. hile Hong Kong has done the same in the past, its policy has diverged at this point. Faced with an influx of labour from the PRC, Hong Kong now faces a situation where it needs to focus on bringing in high-end labour, rather than the unskilled labour that is currently flooding in. Singapore shares a similar need, but has less space for new arrivals. A more open border with Johor Bahru on the mainland gives Singapore the ability to house labour out of the country that Hong Kong does not enjoy, but could encourage businesses to relocate there as well, to Malaysia's benefit.
Singapore has also focused on trade more than Hong Kong has. Traditionally, Singapore has adopted a role as a trade hub, where Hong Kong was a finance and insurance hub.…...

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Works Cited:

CEDB. (no date). Home page. Commerce and Economic Development of Hong Kong. Retrieved March 15, 2013 from  http://www.cedb.gov.hk/about/index.htm 

Chen, S. (2013). Singapore GDP growth beats initial estimate as Asia recovers. Bloomberg. Retrieved March 15, 2013 from  http://www.bloomberg.com/news/2013-02-22/singapore-economy-expanded-more-than-expected-in-fourth-quarter.html 

Hong Kong Economic and Trade Office. (2009). Hong Kong's growth strategy linked to six new industries. Hong Kong Economic and Trade Office, Canada. Retrieved March 15, 2013 from  http://www.hketotoronto.gov.hk/newsletters/hkn0910/policy.htm 

Lim, L. (2008). Singapore's economic growth model -- too much or too little? University of Michigan. Retrieved March 15, 2013 from  http://www.fas.nus.edu.sg/ecs/scape/doc/24Oct08/Linda%20Lim.pdf

Small Business Growth
Achieving the desired organizational growth is a dream most organizations aspire to realize. Organizational growth entails an increase in the total productivity, sustainability, and competitiveness in the marketplace. Organizational behaviors such as the adoption of the desired culture, leadership style, and effective management of the employees ensure the realization of the desired organizational growth. However, environmental factors such as the adoption of the new technology, constantly changing consumer demands, and stiff competition make the realization process a challenge. Despite these, adoption of the most effective interventions often enables organizations to achieve their objectives (Neale & McElroy, 2004). Therefore, this research paper analyzes a case that involves a small business owner (Kelly) who plans to expand her business.

Analysis

Kelly should take some steps while organizing and prioritizing her business growth strategies. Mrs. Kelly should consider involving the employees of her business in the planning and prioritization of the desired business…...

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References

Arriola, L.R. (2012). Multi-ethnic coalitions in Africa: Business financing of opposition election campaigns. New York: Cambridge University Press.

Cinnamon, R., & Helweg-Larsen, B. (2006). How to understand business finance. London: Kogan Page.

Dlabay, L.R., & Burrow, J. (2007). Business finance. Mason, Ohio: South-Western.

Neale, B., & McElroy, T. (2004). Business finance: A value-based approach. Harlow [u.a.: Prentice Hall.

Strategic Mapping & the Learning and Growth Perspective
The execution of a strategy in an effective manner is a crucial factor to success and survival of organization and businesses. Despite of the significance of effective implementation of strategy, very few companies and businesses are actually successful in executing their own strategies. Generally, many companies continue to fall short of their own expectations and those of others when executing their strategies. One of the major reasons for the relative poor execution of strategies is the seeming inability by organizational leaders to communicate their vision in a manner that others can participate and contribute to its achievement. Even though many companies have clearly defined procedures for developing strategic plans, there is usually a major disconnect between formulation and implementation stages of strategy. This paper will mainly focus on explaining the strategy mapping process and its link to performance management and the development of…...

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References:

Armitage, H.M. & Scholey, C. (2006, March). Using Strategy Maps to Drive Performance.

Retrieved December 29, 2013, from  http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf 

DiCenso, C. (2004, June). Build Your Strategy Map and Balanced Scorecard. Retrieved December 29, 2013, from  http://www.growthstrategypartners.com/about/balancedscorecard-july04.htm 

Murby, L. & Gould, S. (2005, July). Effective Performance Management with the Balanced

1. Evaluating the Impact of Simulated Scenarios on Sony Corporation's Key Metrics

This title clearly conveys the purpose of the essay, which is to assess the impact of simulated scenarios on Sony Corporation's key metrics. It is concise, specific, and informative.

2. The Role of Simulation in Assessing Sony Corporation's Business Performance

This title highlights the importance of simulation as a tool for evaluating business performance. It suggests that the essay will explore how Sony Corporation can use simulation to identify and address challenges and opportunities.

3. Simulating Different Scenarios to Optimize Sony Corporation's Performance

This title emphasizes the goal of the essay, which is....

1. The Evolution of Nestlé's Corporate Strategy: A Historical Analysis

Trace the evolution of Nestlé's corporate strategy from its inception to the present day.
Analyze the key factors that have driven strategic changes, such as market conditions, technological advancements, and regulatory shifts.
Evaluate the effectiveness of Nestlé's past strategies in achieving its business objectives.

2. Nestlé's Global Expansion through Acquisitions: A Case Study

Examine Nestlé's extensive history of acquisitions as a key element of its corporate strategy.
Analyze specific case studies of major acquisitions, highlighting the strategic rationale and outcomes.
Evaluate the risks and rewards associated with Nestlé's acquisition-driven growth strategy.

3.....

Some key factors to consider before starting a new business venture include:

1. Market research: It is important to thoroughly research the market to understand the needs, preferences, and trends of your target customers. This will help you identify opportunities and potential competitors.

2. Business plan: Creating a detailed business plan is essential for outlining your goals, strategies, financial projections, and operational plans. It will also help you secure funding and attract potential investors.

3. Financial planning: Consider the costs of starting and running your business, including initial investment, operational expenses, salaries, and marketing costs. Determine how you will fund the business and....