Management and Development Strategy of Medium Class Housing Industry (Case Study of PT. Baruga Asrinusa Development)

This study aims to find out how the external and internal environment that affects the business and management strategies and development of the middle-class housing business is right for PT. Baruga Asrinusa Development in order to continue to survive and develop. This research was conducted at PT. Baruga Asrinusa Development- Bukit Baruga Estate, located in Antang village, Manggala sub-district, Makassar city. Selection of this location is done intentionally (purposive) with the consideration that PT. Baruga Asrinusa Development is one of the longest established developers since 1992 and is also a local developer located in Makassar which currently has many major competitors from local developers and outside developers. The results of this study find that to deal with external threats immediately implement an aggressive strategy strategy that seeks to improve internal conditions of weakness and external threats by utilizing a number of internal strengths possessed and existing external opportunities

International Business: Strategy, Management and the New Realities

International Business Strategy, Management, and the New Realities, is a component of an innovative educational system we have been developing over the past several years. The system represents an innovative and exciting approach to teaching international business. The insight we gained from comprehensive research research to teaching international business. The insight we gained from comprehensive research and discussions with hundreds of practitioners, students, and faculty have been instrumental in refining our pedagogical philosofy and resources. The book attemts to impart the core body of knowledge in international business in an interesting and lively manner. Our teaching system works from the ground up, where cases, exercise, and management skill buliders are seamlessly integrated and matched to the topics covered in each chapter

Customer Relationship Management : Concept, Strategy, and Tools -3/E

Customer relationship management (CRM) as a strategy and as a technology has gone through an amazing evolutionary journey. After the initial technological approaches, this process has matured considerably – both from a conceptual and from an applications point of view. Of course this evolution continues, especially in the light of the digital transformation. Today, CRM refers to a strategy, a set of tactics, and a technology that has become indispensable in the modern economy. Based on both authors’ rich academic and managerial experience, this book gives a unified treatment of the strategic and tactical aspects of customer relationship management as we know it today. It stresses developing an understanding of economic customer value as the guiding concept for marketing decisions. The goal of this book is to be a comprehensive and up-to-date learning companion for advanced undergraduate students, master students, and executives who want a detailed and conceptually sound insight into the field of CRM

An investigation of aligning project management to business strategy: A review and conceptual framework

Copyright (C) 2011/12 ISEing.This paper discusses in depth the factors that lead to misalignment between the project management and the business strategy by investigating four case studies in the telecomunications industry in Saudi Arabia. Project management has been an important issue for many years and for many companies worldwide. Many implementations of project management (PM) have been successful, while others have failed to deliver the outcome of the project. The literature indicates that misalignment between large projects and the business strategy leads to 30% of all projects failing. Indeed, the literature highlights few internal factors (e.g. effective communication, executive support, involving the project manager in the business strategy development, and the project manager leadership competence) that may tie the project management to the company's business strategy. However, this study indicates very important external factors that affect the implementation of the company's business strategy. A framework will be developed to provide a clear guide to the project management efforts towards a competitive business strategy

Differentiating KMS Strategy from Business Strategy, KM Strategy and IS/IT Strategy

The era of the new millennium has witnessed a wide range of the revolutionized technology that affects our lives and the way an organization is conducted. The contemporary business sectors start to recognize the potential use of knowledge management in the new organizational processes. As a result, increasing numbers of organizations pay attention to the creative value of leveraging knowledge as one of their potential assets. Therefore, organizations start to focus on knowledge as one of the important elements in competitive advantage that needs to be utilized efficiently and effectively. They have shown a great attention of knowledge management in their business strategy incorporated with technology. The role of technological tools and applications is essential in supporting and enhancing knowledge management strategy. There has been a transition from traditional information system to new a concept of knowledge management system employed by organization to sustain competitive advantage in dynamic and unstable environment. Further, to shift the paradigm of knowledge management systems concept from business sectors, this study focused on the KMS applications and tools particularly in Institutions of Higher Education (IHE) environment. The purpose of this study is to (a) identify the relationship of business strategy, knowledge management (KM) Strategy, knowledge management systems (KMS) strategy, information system (IS) strategy and information technology (IT) strategy, particularly in the context of IHE, (b) describe those strategies and their relationship based on the context of IHE. This will provide guidance and effective methods for formulating the KMS strategy with the aim to align it with business strategies and ensuring success of its implementation

Supporting strategy : a survey of UK OR/MS practitioners

This paper reports the results of an on-line survey conducted with practitioner members of the UK Operational Research (OR) Society. The purpose of the survey was to explore the current practice of supporting strategy in terms of activities supported and tools used. The results of the survey are compared to those of previous surveys to explore developments in, inter-alia, the use of management/strategy tools and „soft‟ Operational Research / Management Science (OR/MS) tools. The survey results demonstrate that OR practitioners actively support strategy within their organisations. Whilst a wide variety of tools, drawn from the OR/MS and management / strategy fields are used to support strategy within organisations, the findings suggest that soft OR/MS tools are not regularly used. The findings also demonstrate that tools are combined to support strategy from both within and across the OR/MS and management / strategy fields. The paper ends by identifying a number of areas for further research

Re-conceptualising strategy in design management education

The aim of this paper is to explain the current place of ‘strategy’ in design management education in the UK. The research questions concern the extent to which design management education meets the needs of future strategic roles in management and secondly the ways in which design management education is keeping abreast with current theory and practice of management strategy. The paper draws on research from a UK research council project, The Metamorphosis of Design Management Network (MDMN).The methodology uses a qualitative approach to analyse the transcripts and activities undertaken in symposia over a five year period from 2007-2012, with a focus on four events held from 2010-12. The findings on education and strategic designer development were matched against the content analysis of strategy in conference papers presented at British Academy of Management from 2009-13. The findings demonstrate the exposure of students to organisations and different design contexts. However other strategic management developments in strategy-as-practice, dynamic capabilities and scenario building provide new opportunities to extend design management education. The conclusion summarises the opportunities for design education and the development of students as strategic designers through new interdisciplinary approaches

Business strategy and earnings quality

ABSTRACT: Using the Miles and Snow (1978) strategy typology, this study investigates whether business strategy is associated with the quality of reported earnings. In a sample of U.S. listed firms, we predict and find that defender strategy firms are associated with higher levels of earnings management and prospector-strategy firms are associated with higher levels of accounting conservatism. However, this relation between business strategy and earnings quality is altered during high and low economic growth periods. In high-growth periods, while prospector firms exhibit lesser accounting conservatism, defender firms exhibit lesser earning management. In low-growth periods, the prospector firms become more conservative in reporting while the defender firms engage in more aggressive earnings management. Our findings provide direct evidence of the link between business strategy and earnings quality