International Strategic Management (Ism) - Management Essay Example

2.0 Introduction:
In this phase i will just give an overall concept how Semco manufacturing company as well as Southwest Airline played a unique leadership approaches to be successful from two different industries - International Strategic Management (Ism) introduction. What criteria’s Ricardo semler CEO of Semco believes in transforming is an easy way to switch to other services? The management process and strategic models of two companies those brought incredible success to be a giant in market place. We will see the main objectives of study as well as relevance of strategies in operational level of SEMCO and Southwest Airline.

3.0 Background of Companies 3.1Semco:
Antonio semler founded Semco in 1912 based on industrial equipment company situated in Sao Paulo, Brazil. After that during 1980 Ricardo Semler’ son of Antonio became CEO upon retirement of Ricardo’s father. Now Semco producing manufacturers pumps, high volume industrial dish washers, cooling units as well as recently internet service. (semcohvac , 2012)

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3.2 Southwest Airline:
Southwest Airlines Co. operates domestic airline services in United States lunched on 18th June in 1971 with three Boeing 737 aircraft in three different cities namely Dallas, San Antonio as well as Huston. (scribd, 2012) Recently it operates within 72 cities 37 states in United State. Gary C. Kelly is the president, chairman & CEO of Southwest airline. (southwest, 2012)

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

4.0 Objectives: The main objective of the research is to identify and compare the strategy followed by SEMCO and Southwest Airlines regards to be dynamic in competitive business environments.

5.0Strategy to SEMCO (Descriptive): Descriptive strategy is created and implemented simultaneously in terms of nature of business. Strategy maker keeps it simple so that can bring changes when they are required to make strategy and implementation. The main features of descriptive strategy are Bottom-up, Spontaneous, Visionary and Bounded rationality those strategy SEMCO follows. (Elangovan, A.R.1, Oct9 2005) According to Mintzberg’s descriptive strategy formatted based on Entrepreneurial, cognitive, political, Environmental, learning as well as cultural school. Furthermore the creation of strategy is formed by interior or exterior authority and Politics and the organization practice different network and associations in making collective strategy (Panagiotou, 2008,) 5

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Table no 1.0

6.0 Critical analysis Prescriptive and descriptive strategy:

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Table no 2.0

Source ………………………………………………………Author 7.0Strategic management process of SEMCO: 7.1 Managing without Managers: SEMCO’s business philosophy is very simple that allows people to do whatever they want to do at any time. People have freedom to think individually rather than waiting for top management. (Semler, Sep/Oct89) 7.2 Forget about the top line: Every business corporation in the world wants to grow with success. Semco never forces its employees to extend an existing business around its natural limits but inspire them to come up with businesse 7.3 Employee empowered leadership: SEMCO’s Employees do not be controlled by top management. They chose their own ways to do the things done. Semco managers and workers together make decisions; not just the chairman.

7.4 Make decision quickly & open: Semco makes decision as simple as possible. All proposals go through an executive board that is open for every employee to attend. During making decision it follows tow criteria. First it needs to meet the requirement that it will be a premium provider to its service or products. Second it needs to have high barrier to new entrants. Proposal those fulfill these criteria will launch within Semco. (Pareek, 2007)

7.5 Never stop with a Start-up: Every after 6 months Semco changes its planning process and budgets as well to start it up again. It always asks it

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

business people to justify whether they will continue its existing products, services or move to somewhere its money and resources to start something new.

7.6 Let talent find its place: Semco hires employees and let them work in a place where they feel comfortable. It the new comer get a place where he or she feels fit stay longer that reduces employees turnover of Semco less than one percent.

7.7 Payment systems: Semco gives eleven different compensation ways to get paid as like fixed salary, bonus, Profit sharing, commission, royalties on sales, profit, commission on gross margin etc. (Daft, 2008)

7.8 Partners promiscuously: Semco went with some associations whether to get access to software draw a depth of experience or just share risk? According to Semco partnership has given foundation for the years of their experience.

8.0 Strategy to Southwest Airline (Prescriptive)
Prescriptive strategy emphasis on making strategy that can be done more realistically. Normally Prescriptive strategy put into action once complete formal planning systems. (Panagiotou, 2008,) It is divided into three schools such as, Design, Planning and Positioning. It chooses the best option after analyzing different factors of the firm. (Elangovan, 2005)

Table no 3.0
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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

9.0 Strategic management process of Southwest Airline:
The southwest airline is a giant domestic airline service provider in the United State. It has some unique advantages with effective and efficient management strategy that creates a strong foundation on it corporate strategy. Here we will study some effective and efficient management process of southwest airline. (Amason, december 7, 2007)

9.1 Operational cost and efficiency: under operation cost southwest focused two main different things:9.1.1 Labor cost: Labor cost is the most important factor for airline industry. Southwest cost almost 35% of its total operation cost for labor expenditure during the fiscal year 2011. The most critical success factor for southwest is attaining more productivity from its employee. In the year 2011 southwest airline had much more employee productivity than American and United airline. Thus by its persistent pursuit of the lowest employment budgets, Southwest is capable to positively influence its bottom line profits. (Elizabeth E. Bailey, 1985)

9.1.2 Fuel Costs: Fuel cost is another most important factor after labor cost that cost for southwest airline 18% of total operation cost during 2011. The airlines which want to prevent profitability after big variations with the operational expenses and line choose fuel prices to secure. If airlines can regulate the costs for fuel, they can better evaluate budgets and return estimates. It became difficult, higher fuel costs to the passengers by the rise ticket prices on account of the strongly fought nature of the industry hand over. (Bijan Vasigh, 30 Aug 2008) 9

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

9.2 Customer Service: Customer service is important factor for any service industry. To meet customer demand southwest offers:-

9.2.1 Point to point service: Southwest pursues to operate its flight point to point Service to make best use of the operational efficiency and to stay at a reasonable price. Majority of its tours short distances are on an average about 590 miles. It practices the strategy to hold its flights in the air more often and therefore a better extent of utilization. (ZEMKE, 1999)

9.2.2 E-ticketing: Ticketless tour was a most benefited to southwest airline that helps to minimize its distribution cost. During 1990s southwest started its electronic service until today it is giving service from 90% to 95% e-ticketing. Customers are qualified who are having credit card to have online transaction. Now southwest is use to pay 50 cents or $1for per booking that used to pay $8 in the past for travel agencies that saved huge cost. 9.2.3 Secondary Airports: To be cost leadership in airline industry southwest flies secondary or smaller airports that helps to reduce flight delay and provide excellent customer service It has managed the industry in on-time performance. It has been able to reduce its airport operation cost compare to rivalry. (ezinearticles, 2012) 9.3 Employee or Labor relation: Southwest has been extremely considered because its management system is very innovative. Behind its unparalleled achievement in airline industry high performance relationship and people management practice are key task.

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

9.3.1 Hiring: Unique hiring policy brought tremendous success to southwest. Southwest follows two types of process to recruit employee. First one is “group interview” that conducted by employee to judge communication skill and next one is” one on one” interview where attitude and orientation for service is evaluated.

9.4 Technology: To maintain its business objective as well as its efficient performance southwest sues technology in different ways.

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

. 9.4.2 Bar codes in Boarding Passes: During the last three years southwest capitalized $12million to systematize processes that include 10,000 Dell OptiPlex desktop as well as Latitude notebook computers. Southwest wanted to change boarding passes that brightly colored plastic with electronic system barcode pepper boarding passes that gives information more southwest to bring closer automatically to number of passengers with boarding passes which makes go aboard of the plane. (K. Douglas Hoffman, Aug 16 2010)

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

10. Strategic theory, model and application:
10.1 McKinsey 7S Model. Here is the Mckinesey 7s model that is used to

diversify organization for future. Following is the analysis of 7s model based on SEMCO. For long-term profit variables should be reformed to be further compatible as a system.

Chart no 3 It shows inter relate to each other Source: http://www.coursework4you.co.uk/essays-and-dissertations/mckinsey7s-framework.php

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Table no 4.0 SEMCO Structure: Overall people Southwest Airline based Structure: It follows top-down structure

organization where everyone has the People works are maintain effectively. leadership responsibility. People work Everything is maintained by different level together and communicate each other managers, leaders. from down to top to achieve goal. It does not have any departments like HR, Accounts etc. Strategy: Semco does not have any Strategy: Southwest believes that there is business plane, any mission statement as no layoff in a set off action in maintenance. well as long-term budget. Semco divide into more groups if 150 people in one group. Employees can make decision if it is accurate.

System: Every employee has right to support the diversity policy as a leadership. If resource does not work properly it switches to other businesses with resources

System: All the procedures and info flows that connect the organization together. From top managers to down level employees can Communicate easily. Everyone has free treatment.

Shared Value: Semco share its value to Shared Value: Southwest regards every employee from top to down label employees as internal customers. To reach employees. There is no difference from to a desired destination in terms of mission top to lower label employees. and vision statement it shares value to everyone. 14

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Skill: Semco does not give priority on Skill: Southwest hires people based on skill. People do what they would like to attitudes of people and give them training do that makes them happy. Staff: To run organization employees are important elements. Semco has enough staff to do things done. Style: Every staff takes leadership responsibility to achieve specific task. They behave each other friendly. Style: Ricardo Smeler motivate every employees. for skills. Staff: Staffs are hired according to attitude and develop for skill.

Source …………………………………………………………………….author

10.2 Porters Generic Strategy: Organizations use generic strategy to identify competitive advantages of company. Following is the application of this strategy based on Southwest airline to see competitive advantages.

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Figure: porter’s generic strategy. Table no 5.0 Source: http://www.quickmba.com/strategy/generic.shtml

11. Similar companies and Strategy to create value: Every public listed business organization tries to create shareholder value but company itself cannot create stakeholder value without creating better customer service. Semco and Southwest airline both of them are playing different ways in different industry.

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

They are following totally different strategy like “bottom up” Semco and “top down” Southwest. Therefore the ultimate target is creating value for shareholder. There are some other companies those follow descriptive strategy like Semco such as Google, The SAS Institute Model, The Container Store Model but still they are successful company. Both of Southwest and Semco should keep good relationship with their entire shareholder. 12. Conclusion & Recommendation: Semco should carry assets to other business only if create long term value of company. it is recommended to Southwest airline to penetrate markets in more domestic and internationally. As air spaces are going to be open for no boundary in airspace by 2015 southwest should keep in mind and process for proper action to fight in competitive domestic markets in USA. Both of the two companies should be remain competitive by offering better quality service in future. Provide information to investor’s value related. Both of two companies should return excess cash to investor as dividend if no opportunities to create value in which to invest.

13. Further research: Even there is some more area like Porters five force model, SWOT analysis; corporate appraisal external environment but there is work limit so all that details can wrigty properly

14. References: I. Bibliography

Amason, A.C., december 7, 2007. Strategic Management. illustrated ed. UK:
Taylor & Francis, 2010. Bijan Vasigh, T.T.K.F., 30 Aug 2008. Introduction to Air Transport Economics. illustrated ed. Ashgate Publishing, Ltd., 2008. 17

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Daft, R.L., 2008. The Leadership Experience + Infotrac. 4th ed. Cengage Learning, 2008. Elangovan, A.R.1, Oct9 2005. MANAGERIAL THIRD-PARTY DISPUTE INTERVENTION: A PRESCRIPTIVE MODEL OF STRATEGY SELECTION. , Vol. 20( Issue 4,), pp., p800-830, 31p. Elangovan, A., 2005. MANAGERIAL THIRD-PARTY DISPUTE INTERVENTION: A PRESCRIPTIVE MODEL OF STRATEGY SELECTION. , pp. p800-830, 31p,. Elizabeth E. Bailey, D.R.G.D.P.K., 1985. Deregulating the Airlines. 3rd ed. MIT Press, 1985. ezinearticles, 2012. http://ezinearticles.com. [Online] Available at: http://ezinearticles.com/?Southwest-Airlines-Operations—A-Strategic-Perspective&id=111277 [Accessed 5th december 2012]. K. Douglas Hoffman, J.E.G.B., Aug 16 2010. Services Marketing. 4th ed. Cengage Learning, 2010. Panagiotou, G., 2008. Conjoining prescriptive and descriptive approaches: Towards an integrative framework of decision making. A conceptual note.. Vol. 46 ( Issue 4, ), pp., p553-564, 12p,. Panagiotou, G., 2008. Conjoining prescriptive and descriptive approaches: Towards an integrative framework of decision making. A conceptual note. Conjoining prescriptive and descriptive approaches: Towards an integrative framework of decision making. A conceptual note., Vol. 46(Issue 4), pp.p553-564, 12p. Pareek, U., 2007. Organisational Leadership And Power. 1st ed. ICFAI Books, 2007. scribd, 2012. www.scribd.com. [Online] Available at: http://www.scribd.com/doc/29091698/southwest-airlines-case-study [Accessed 15th decebber 2012]. semcohvac , 2012. www.semcohvac.com/. [Online] Available at: www.semcohvac.com/ [Accessed 4th decenmer 2012]. Semler, R., Sep/Oct89. Managing Without Managers.. Managing Without Managers. , , Vol. 67 ( Issue 5, ), pp., p76-84, 9p. southwest, 2012. www.southwest.com/. [Online] Available at: www.southwest.com/ [Accessed 1st december 2012]. ZEMKE, R.A., 1999. Best Practices in Customer Service. 1999th ed. RON AUTOR ZEMKE,.

Assign Number-2
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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Westminster International College

Strategic Management
Course: BABS Semester: Six Name: MD. Jewel Rana Ref no: 083DBKL0610 Lecture’s name: Mr. Francis Asirvatham Submission Date: 20/12/2012

Table of Contents
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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

1.0 2.0 3.0 4.0

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Task-1 1.0 Introduction: In my research on Samsung electronics giant I will conduct how porter’s five force and generic strategy act to make strategy of Samsung and its core competency for future strategy.

2.0 Background of Samsung: Samsung founded on first March in 1938 by Byung-Chull Lee in Taegu, Korea. It main business was trade export Selling dried Korean fish, vegetable in Manchuria and Beijing. Later on 1980 it started to invest in heavy chemical and petrochemical industries. During 1990 Samsung enter into Global market. In 1997 it becomes global force. By the end of 2000 it developed its digital frontier. Now Samsung in digital age brought revolutionary change to global business. By 2011 Samsung had $16,250 billion profit. (samsung.com, 2012) 3.0 significance of study: After finish the research on Samsung we will learn about company and its strategy used to compete in different markets. 4.0 Research objective: In my research the following objective will be conducted. 4.1 To examine porter’s five force model for strategy development based on Samsung 4.2 To identify strategy followed by Samsung in terms of Porter’s Generic Model 4.3 To find out the relevance of porters generic & five force model to Samsung 4.4 To examine future strategy of Samsung to maintain market share. 4.5 To evaluate resource audit of Samsung

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

5.0 Porter’s five force model: To analyze the competitive advantages of Samsung by using the application of Porter’s five force model.

Figure: porter’s five force model, chart no 1.0

5.1Threat of potential new entrants: Low As it is required huge amount capital to open in an industry where Samsung operating on cost and differentiate strategies. The new comers have to have a R&D to make its own patent to create a unique product. (Samsung, 2012)Samsung is operating global market that has a strong brand loyalty. Otherwise loyalty customers and switching cost will be a strong barrier to new entrants. (Raphael St Dtler, 2011)

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

5.2 Buyer power: High As the information about product and other smellier products, those give same service like Samsung, are available customers having more power with price, quality, operating system and screen resolution etc. Other competitors like Sony, HP brought more choice to customers to switch to other brand if quality is standard low price. So Samsung should be unique with these facts. (Clarke, 2002) 5.3 supplier power: Low In the case of Samsung supplier power is very low as Samsung having its own supplier even for raw materials those brought to supplier less power to negotiate. However in the Industry supplier power is high the reason is supplier has more to power market place. (Cover, 17 october 2008) 5.4The threat of substitutes: High For Samsung, almost any phones that perform like Samsung could be regarded as a substitute product. IPhone, Blackberry, android OS and Motorola come in mind as an opposed product of Samsung those are In high abundance with almost same cost and very competitive. But in the industry threats of substitute is low. Now a lot of mobile producer have same productivity feature on laptop, tablets, those offer similar service to replace Samsung smart phone. (Viardot, 2004) 5.5 Competitive rivalry: High There are a lot of competitors in mobile phone industry who are equally balanced that is why rivalry for Samsung is high. To make sure sustainable competitive advantages Samsung always comes with innovative products. As in 24

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

high tech industry products value are short lived Samsung comes up with new models every after six months. (Sanzo, Jan-Mar2011) 6.0 porter’s generic strategy: To gain competitive advantages companies use generic strategy. Here Samsung differentiates itself by diversify products so that can cover
each and every segments. (Sumer, Jul2012, )

Source: Author Figure: porter’s generic strategy. Table no 2.0

6.1 Cost leadership: Samsung follows cost leadership strategy in a broad market worldwide. It produces large scale of products for lower level to high income people. In cost leadership strategy there is two main aspects to 25

Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

maintain this strategy. (Bloch, May2012, )

Chart no 3.0: it shows cost leadership process by Samsung.

6.2 Differentiation: Diversifying its product to cover each and every segment.

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Chart no 4.0 Chart shows Samsung Product differentiate strategy.

6.3 Focused Strategy: Broad or Narrow: Samsung focus on broad markets to diversify production.
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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

Product innovation through usage of leading edge technology
Customet satisfaction

Concerntrate on middle classe
tapping the ever growing high-end technology

continuously upgrading technology

Concerntrate on middle classe
Spending a good amount on its R&D
Table no 5.0

It shows which markets Samsung wants to do business. Part-2
8.0 Core competency: The core competency depends on the nature of business, is Product development, research and development, marketing strategy and branding. (LEONI, Apr2012, )

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

According to the report by 2011 Samsung focuses more to switch to maintain brand management of its product.

Table no 6.0 Figure shows core competence of Samsung . 7.1 Personality count: Find the right person like talented software engineer to fit into the team of Samsung. Behavior and personality is given priority to choose people. (MILLER, Jul/Aug2010, ) 7.2 Brand name: A Samsung core competence contains its brand name. Strong brand name of Samsung contributes to its solid performance. But it slightly lost market share to Apple. (Sood, Jun2012,)

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

7.3 Research & Development: One critical success factor of Samsung is its heavy investment to compete ongoing competition research and development. (Robson, Mar2012, ) 7.4 Mass production: One of the most core competences of Samsung is large scale of production that covers up almost poor income to high profile people. 8.0 Core capabilities of Samsung: To identify the core capabilities of Samsung I will do an audit research based on following sectors:8.1 Human resource: Human resources of Samsung it highly specializes in maintaining high the morality and the most important development of our assets, our personnel. As a part of Human resources professional works in variety of roles those include

According to 2011 reports Samsung had total 369,000 employees. The main focuses of Samsung human resource department is creation and development of learning programs, hiring internal and external talents, networking, and policy and procedure creation. (Marler, May2012, )

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

8.2 Intellectual capital: Intellectual capital of Samsung is its patterns, strong Brands, business system, customer’s data base as well as goodwill of Samsung. As it has strong cash capital can invest more to innovative product developments. Brand image is positive that is advantages of Samsung. (managementlab, 2012) 8.3 Physical resource: One of the most important rudiments that displays the capacity and capability of a company to continue in the future is its resources as without having sufficient resources and proper and efficient utilization of resources it would not be able to survive in the market. Samsung’s physical resources are buildings, land, equipment and factories. It is based on Korea but has branches and factories all over the world During 2011Samsung had total $ 155,631,254 thousand assets. (samsung, 2012) 8.4 Financial resource: The Department of Finance provides the basic

financial resources to other departments and he is responsible for the budgets allocation to the company therefore it is really very important to analyze the financial organizations weaknesses sand he forces because all the operations of the company depend on them. Samsung have a strong financial strength. During the fiscal year 2011 Samsung had $3,355,236 thousand of US dollar intangible assets that gives financial strength to Samsung to mitigate uncertainty in future. As it has strong cash capital it is able to pay short term and long term liabilities. (samsung, 2012)

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Md. Jewel Rana

Semester: Six

Strategic Management

Course: BABS

9.0 Future Strategy: To keep the market share in balance in competitive business environment Samsung should come up with new strategy like new technology to speed up product efficiency. For that matter it should invest into R&D more. Create core relationship with supplier to boost its markets. Samsung will try to get competitive advantages in existing markets by achieving 30% profit margin by 2020. Moreover they will find a new market by developing foothold within 5 to 10 years as well as involved in biotech, medical devices etc. Samsung will adopt with a driven system having a research on Consumer pattern and offer them demand products as well as an open innovative system to increase CSR, organizational culture with partnership to other companies 10. Conclusion& Recommendation: As in the competitive business environment the products profitability does not live long Samsung has to come with innovative product to keep ongoing performance and maintain the markets share. It should invest more in R&D as well as research with different university; education institutes those will help get good engineers, batter software. Finally it always needs to focus to create shareholder value. 11. References: II. Bibliography

Bloch, J.B.P.S.D.E., May2012,. Responding to the Leadership Needs of the Accounting Profession: A Module for Developing a Leadership Mindset in Accounting Students.. Responding to the Leadership Needs of the Accounting Profession: A Module for Developing a Leadership Mindset in Accounting
Students. , Vol. 27 ( Issue 2, ), pp. , p525-554, 30p, 1.

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Clarke, R., 2002. Buyer Power and Competition in European Food Retailing. In R. Clarke, ed. Buyer Power and Competition in European Food Retailing. illustrated ed. Edward Elgar Publishing, 2002. p.203. Cover, F., 17 october 2008. Global Strategy. In Global Strategy. 2nd ed. Cengage Learning, 2008. p.41. LEONI, R., Apr2012,. WORKPLACE DESIGN, COMPLEMENTARITIES AMONG WORK PRACTICES, AND THE FORMATION OF KEY COMPETENCIES: EVIDENCE FROM ITALIAN EMPLOYEES.. WORKPLACE DESIGN, COMPLEMENTARITIES AMONG WORK PRACTICES, AND THE FORMATION OF KEY COMPETENCIES: EVIDENCE FROM ITALIAN EMPLOYEES. , , Vol. 65 ,( Issue 2,), pp., p316-249, 34p. managementlab, 2012. www.managementlab.org. [Online] Available at: www.managementlab.org/files/u2/pdf/./Intellectual_Capital.pdf [Accessed 1st decebmber 2012]. Marler, J.H., May2012,. Strategic Human Resource Management in Context: A Historical and Global Perspective.. Strategic Human Resource Management in Context: A Historical and Global Perspective. , Vol. 26( Issue 2,), pp., p6-11, 6p. MILLER, J.D.J.F.L.R., Jul/Aug2010,. Using Clinician-Rated Five-Factor Model Data to Score the DSM-IV Personality Disorders.. Using Clinician-Rated Five-Factor Model Data to Score the DSM-IV Personality Disorders. , , Vol. 92(Issue 4), pp., p296-305, 10p. Raphael St Dtler, R.S., 2011. Strategy Coursework Ā Sony Corporation. In Strategy Coursework Ā Sony Corporation. 9th ed. GRIN Verlag, 2011. p.24. Robson, M.J.S.B.B.B.B., Mar2012,. Resource Deployment Stability and Performance in International Research-and-Development Alliances: A Self-Determination Theory Explanation.. Resource Deployment Stability and Performance in International Research-and-Development Alliances: A SelfDetermination Theory Explanation. , , Vol. 20 ( Issue 1), pp., p1-18, 18p, 2. samsung.com, 2012. www.samsung.com. [Online] Available at: www.samsung.com/my/ [Accessed 8th december 2012]. Samsung, 2012. http://cct424-samsung.wikispaces.com/Five+Forces. [Online] Available at: http://cct424-samsung.wikispaces.com/Five+Forces [Accessed 8th decebber 2012]. samsung, 2012. www.samsung.com. [Online] Available at: www.samsung.com/my [Accessed 4th december 2012]. samsung, 2012. www.samsung.com. [Online] Available at: www.samsung.com/my [Accessed 3rd december 2012]. Sanzo, M.J.V.R., Jan-Mar2011. The Influence of Customer Relationship Marketing Strategies on Supply Chain Relationships: The Moderating Effects of Environmental Uncertainty and Competitive Rivalry. The Influence of Customer Relationship Marketing Strategies on Supply Chain Relationships: 33

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Strategic Management

Course: BABS

The Moderating Effects of Environmental Uncertainty and Competitive Rivalry. , Vol. 18 ( 18 Issue), pp., p50-82, 33p,. Sood, S.K.K.L., Jun2012. The Effects of Brand Name Structure on Brand Extension Evaluations and Parent Brand Dilution.. The Effects of Brand Name Structure on Brand Extension Evaluations and Parent Brand Dilution. , , Vol. 49( Issue 3, ), pp., p373-382, 10p,. Sumer, K.B.C.A., Jul2012,. Business Strategies and Gaps in Porter’S Typology. Business Strategies and Gaps in Porter’S Typology, Vol. 4 ( Issue 3, ), pp., p100-119, 20p,. Viardot, E., 2004. Successful Marketing Strategy for High-Tech Firms, Third Edition. In Successful Marketing Strategy for High-Tech Firms, Third Edition. 3rd ed. Artech House, 2004. p.304.

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