Visualization, optimization, business strategy: a case study

2004 ◽  
Author(s):  
D.L. Gresh ◽  
E.I. Kelton
Keyword(s):  
Business Strategy

Measure and Analyze the Problems of Concrete Mixture Production via Six Sigma DMAIC Tools: Central Concrete Mix Plant as a Case Study

2012 ◽  
Vol 622-623 ◽  
pp. 472-477
Author(s):  
Ali A. Karakhan ◽  
Angham E. Alsaffar
Keyword(s):  
Six Sigma ◽  
Business Strategy ◽  
Concrete Mixture ◽  
Statistical Tools ◽  
Sigma Level ◽  
Defect Rate ◽  
Concrete Production ◽  
Concrete Mix ◽  
Six Sigma Methodology

The aims of this study are to measure the defect rate and analyze the problems of production of ready concrete mixture plant by using Six Sigma methodology which is a business strategy for operations improvement depending basically on the application of its sub-methodology DMAIC improvement cycle and the basic statistical tools where the process sigma level of concrete production in the case study was 2.41 σ.

scholarly journals The Strategy of Salt Business Development: A Case Study in Sumenep, Indonesia

2021 ◽  
Vol 226 ◽  
pp. 00036
Author(s):  
Rika Diananing ◽  
Amilia Destryana ◽  
Ribut Santosa ◽  
Noor Illi Mohamad Puad ◽  
Agustine Christela Melviana
Keyword(s):  
Development Strategy ◽  
Business Strategy ◽  
Swot Analysis ◽  
Management Strategies ◽  
Business Management ◽  
Production Method ◽  
Technology Application ◽  
Cooperation Strategy

Sumenep is one of the salt producers in Indonesia. The problem experienced by farmers is the production of salt using evaporation by solar energy that depends on the weather and the low price, caused by worse business management. Salt is a potential commodity, because its market is still wide open. This research aims to develop the salt production method and development strategy of salt business in Sumenep Regency by using SWOT analysis. The result of the analysis concludes that the priority of salt development business strategy in Sumenep Regency are: i) Geoisolator technology application strategy to produce good quality of salt; ii) cooperation strategy in group mechanism to build power and increasing the bargaining value of the farmers; iii) capital strengthening strategy through partner cooperatives; iv) broader marketing management management strategies to industrial salt user sectors.

scholarly journals Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study

2021 ◽  
Vol 12 (2) ◽  
pp. 107
Author(s):  
Ghayth Tahat
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Strategy ◽  
Innovation Management ◽  
Research Question ◽  
New Product ◽  
Shared Knowledge ◽  
Organisational Capabilities ◽  
Innovative Capabilities

The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.

scholarly journals A Thought on Applicability of Sun Tzu’s Strategy on Marketing Strategy

2020 ◽  
Vol 2 (1) ◽  
pp. 38
Author(s):  
Fenny Widyani Hartanto ◽  
Maria Yoshephine Dwi Hayu Agustini
Keyword(s):  
Marketing Strategy ◽  
Business Strategy ◽  
Military Strategy ◽  
Sun Tzu ◽  
Art Of War ◽  
Chinese Military ◽  
The Military ◽  
A Company

Sun Tzu’s strategy is actually an art of war used by Chinese military under Sun Tzu to win the war. Its application has been widespread beyond the military strategy. It has also been adopted for business strategy. This manuscript is to examine applicability of Sun Tzu’s strategy on marketing. In particularly it examines if Sun Tzu’s strategy can be applied as marketing strategy. Review manuscripts in related topics and a case study on a company are the method for the examination. The result indicates that Sun Tzu’s strategy is applicable in marketing and can be related with specific marketing terms.

Expanding the Model of Competitive Business Strategy for Knowledge-Based Organizations

2012 ◽  
pp. 132-148
Author(s):  
Jeffrey W. Alstete ◽  
John P. Meyer
Keyword(s):  
Business Strategy ◽  
Future Research ◽  
Business Research ◽  
Strategic Entrepreneurship ◽  
Knowledge Based ◽  
Strategy Model ◽  
Generic Strategy ◽  
Potential Basis ◽  
Dominant Paradigm

The established competitive generic business strategy model continues to be the dominant paradigm, despite the rapidly changing internal and external environments that companies face today. This article evaluates other strategy-related elements identified in current business research and determines if an expanded model can be applied to companies that have become more knowledge-based organizations. Ten such companies are selected for case study examination of their generic strategy, purity of usage, innovation, strategic entrepreneurship and clarity. The results provide a potential basis for an expanded model of the dominant competitive business strategy paradigm that includes these additional elements and provides a framework for future research.

A Study of Business Intelligence Strategy Development by Large Organizations

2019 ◽  
pp. 326-339
Author(s):  
Carmine Carmine Sellitto ◽  
Paul Hawking
Keyword(s):  
Business Intelligence ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Important Predictor ◽  
Strategy Development ◽  
Informational Needs ◽  
Information Presentation ◽  
Case Study Approach ◽  
Study Approach

Organizations have adopted business intelligence solutions with a mixed degree of benefits. Some businesses highlight significant outcomes, while others identify limitations or shortfalls in the benefits derived. Notably, the alignment of business strategy with the adoption of business intelligence processes has been an important predictor of firms being able to achieve organizational wide benefits. The chapter uses a case study approach to document the informational needs achieved through aligning organizational strategy and the adoption of business intelligence solution at two distinct companies. The adoption approaches used by each firm, although different, reflect the important areas in which business intelligence is most useful—strategic alignment, governance, and information presentation.

Business Transformation Workbench

2010 ◽  
pp. 130-171 ◽  
Author(s):  
Juhnyoung Lee ◽  
Rama Akkiraju ◽  
Chun Hua Tian ◽  
Shun Jiang ◽  
Rong Zeng Cao ◽  
...  
Keyword(s):  
Key Management ◽  
Business Strategy ◽  
Analytical Models ◽  
Process Standardization ◽  
Business Transformation ◽  
Finance Management ◽  
Management Domain ◽  
Methodical Approach ◽  
Business Cases

Business transformation is a key management initiative that attempts to align people, process and technology of an enterprise more closely with its business strategy and vision (Lee, 2005). Business transformation is an essential part of the competitive business cycle. Existing consulting methods and tools do not address issues such as scalability of methodology, data and knowledge management, method enforcement, asset reuse and governance, consolidated views of upstream and downstream analyses well, to name a few. This paper presents Business Transformation Workbench which is a practitioner’s tool for business transformation addressing these problems. It implements a methodical approach that was devised to analyze business transformation opportunities and make business cases for transformation initiatives and thereby provides decision-support to the consultants. The Business Transformation Workbench builds on a component-based model of a business and offers a consolidated view into clients’ operations, organization, staffing, processes and IT. It provides an intuitive way to evaluate and understand various opportunities in staff and IT consolidation and process standardization. It embodies structured analytical models, both qualitative and quantitative, to enhance the consultants’ practices. The Business Transformation Workbench has been instantiated with data from finance management domain and applied to address a client situation as a case study. An alpha testing of the tool was conducted with about dozen practitioners. The feedback has been encouraging. 90% of the consultants who tested the BT Workbench tool felt that the tool would help them do a better job during a client engagement. The tool is currently being piloted with customer engagements in a large IT consulting organization.

Teaching Case for Addressing Risks with Strategies in an International Airport Project

2013 ◽  
Vol 2 (1) ◽  
pp. 18-35
Author(s):  
Daly Paulose
Keyword(s):  
Risk Management ◽  
Business Strategy ◽  
Theoretical Models ◽  
Management Framework ◽  
Monetary Value ◽  
International Airport ◽  
Risk Management Framework ◽  
South West ◽  
Management Project

This is a case applying risk management, project management, and business strategy theories. The center piece is a successful build-own-operate (BOO) international airport mega-project completed in south-west India. This case study was applied for teaching a university senior-level course in business strategy. The paper explains the risk management framework, expected monetary value (EMV) calculation, and how the theoretical models can be applied to the BOO project. It then presents worked-out solutions to selected EMV problems.

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