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strategic management
Strategic Management Awareness And Change 5th Edition John L. Thompson , Frank Martin - Solutions
=+• In which part of MAXguide.org’s operations can volunteers help? How would this reflect on the overall project’s implementation?
=+• Suggest marketing and promotional strategies and concrete tools to improve MAXguide.org’s visibility and to also generate additional revenues through the website.
=+• Elaborate potential risks related to information-gathering, content development, potential users, the technical platform and other aspects. Suggest possible risk-mitigation actions.
=+• Analyse MAXguide.org’s performance indicators, considering the current objectives and the theoretical framework.
=+• Discuss the importance of collaboration between the state, nonprofit and business sectors for supporting arts and culture events and initiatives in a region
=+• Discuss the connections between content, technical, operational and marketing issues in the conceptualization and development of a web-based tool.
=+• Evaluate the strategy, objectives, performance indicators and risk factors of an online project.
=+• Understand the practical connection between a feasibility study and a plan for implementation of a long-term online project in the field of the arts and culture.
=+• What kind of concrete managerial actions would you recommend for improvement of Lokomotiva’s plan-implementation process?
=+• Elaborate the main performance indicators for Lokomotiva’s interim and final reporting on its projects.
=+• Suggest strategies and tools for self-generated income, both online and offline, considering Lokomotiva’s current programmes and SWOT analywsis.
=+• Considering the past achievements, current programmes, strategic goals and situational analysis, elaborate the general strategy (or set of strategies) suitable for Lokomotiva to become more innovative and entrepreneurial in the future.
=+• Does Lokomotiva manage its programmes, operations and people in an effective manner and in a sustainable way? Why? Why not?
=+• Analyse performance indicators for a nonprofit organisation.
=+• Analyse the benefits and challenges in strategic management of a small organisation having rich programming and working in a wide partnership context.
=+• Discuss the need for strategic professional development and capacity-building in the culture sector, especially related to innovation and entrepreneurship.
=+• Understand the importance of connecting artistic programmes’ implementation with lobbying and advocacy efforts for cultural policy development.
=+• Understand how a small creative nonprofit organisation runs its programmes and influences sociocultural changes in a country.
=+• New sources of financing and fundraising. Are new sources of funding and financing being identified during the project’s implementation?
=+• Other indicators4
=+• Revenue structure. What is the planned and the actual percentage of the overall budget generated from external sources (foundations, government programmes, sponsors)? How does this change throughout the project’s implementation?
=+• Cost structure. What are the planned and actual percentage of programming and administrative/operational costs in all project costs? Does this change throughout the project’s implementation?
=+• Budget implementation. What are the most problematic budget items in the realization of the project? Why?
=+• Do the managers and team members acquire new skills, new methods of work or new capacities during the process? If yes, what kind, and by what means?
=+• Managerial capacity. How have the competences and skills of the management team changed during the project’s realization?
=+• Online communication and promotion. Are any online tools used in the project’s realization?If yes, what kind and in which areas—promotion, visibility, sales, feedback, managing internal operations, or others? Are they effective? Why? Why not?
=+• Communication and promotional tools. What are the main promotional and public relations tools used in the project’s realization? Which ones are effective? Why? How do they help in communicating to the target groups?
=+• Tracking and measuring of audience feedback. What are the tools used by the project’s organizers to measure and gather audience feedback, such as questionnaires, online surveys, focus groups with experts, phone surveys, critical reviews in the media, informal conversations with audience
=+Planned and actual target groups. Does the project reach the planned target groups?
=+ Did the project improve the professional competences of people related to networking and collaboration?
=+ Does the project gradually lead to the setting up of a new network or new collaborative entity?
=+• The level of improvement of professional networking and collaboration. Was the project realized in a networking and collaborative mode?
=+Are there any problems during the project realization and, if yes, did the partners help solve them?
=+ Are they performing effectively in accordance with the initial agreement?
=+Are the partners actively involved?
=+ What is the level of trust and understanding between the project partners?
=+• Partnership dynamics. Is there a clear structure of responsibilities and roles between partners during the project’s implementation?
=+ Did target groups change? Are the changes positive or negative?
=+Did partners change?
=+• The evolution of the project from the inception to the final outcome. Was there a difference between the starting and the ending phase? Did the project goals shift in the process of realization?
=+• The level of innovation and originality in the project’s implementation.
=+• The extent to which the project’s implementation stages (phases) fit to initial project proposal and the expectations of the funder(s).
=+• The extent to which activities are performed as planned and described in the application documents.
=+ What are the reflections of different key external groups and individuals on the project’s quality? How is this measured?
=+• Stakeholders’ opinions.
=+What is the general level of satisfaction of audiences participating in the project? How is this measured?
=+• Audiences’ reactions and satisfaction.
=+Does it exceed the promises or underdeliver?
=+• ‘Newness’ and innovation in artistic programming. Does the project implement all elements of programme innovation which were initially elaborated?
=+• Media reflections. What are the numbers and the content of the critics’ reviews on the project(e.g. art critics and music critics)?
=+ What do they find the most valuable in the project? What is their feedback?
=+• Artists’ opinions and satisfaction. Are the creative teams satisfied by the process?
=+5. Consider sustainability issues in a plan’s implementation.
=+4. Understand the role of volunteers and ways to recruit and work with them.
=+3. Elaborate a contingency plan and risk-mitigation plan.
=+2. Discuss what ‘performance indicators’ are about and why they are important in a plan’s implementation.
=+1. Understand what a successful implementation process requires.
=+store is and if possible visit it. Can you detect any differences in attitude between the John Lewis staff and those who work in similar stores?
=+5. Research how profitable John Lewis and Waitrose have been in comparison with their major competitors in the last ten years. What conclusions can you draw?John Lewis Partnership http://www.johnlewis.co.uk Waitrose http://www.waitrose.com 6. Find out where your nearest John Lewis or Waitrose
=+How has the culture and style been affected by these various changes?Rover Group http://www.mg.rover.com Honda http://www.honda.com British Aerospace http://www.baesystems.co.uk BMW http://www.bmw.com
=+4. From the 1980s to the mid-1990s Rover had a strategic alliance with Honda. When its then owner, British Aerospace, sold Rover to BMW this alliance was wound down and then terminated. A Japanese influence was replaced by a German one. Rover developed a number of new models but by early 2000 its
=+Citizen’s Charter http://www.cabinetoffice.gov.uk/servicefirst NHS http://www.nhs50.nhs.uk
=+In 1997 a Labour government was elected and it set about changing the Conservative philosophy, dismantling and replacing a number of strategies.What was the Labour approach? How have these changes impacted upon performance measurement? Can the relative success of the NHS ever be evaluated
=+■ greater satisfaction and rewards for NHS staff.In subsequent years, how did this impact on NHS strategies?
=+■ patients receiving better health care and a greater choice of services through improved efficiencies and effectiveness in the use of NHS resources
=+3. The National Health Service British Prime Minister John Major announced a new Citizen’s Charter in July 1991. This implied a change of attitude for the NHS: patients should be seen as customers with rights, rather than people who should be grateful for treatment, however long the wait. From
=+To what extent are financial performance and admiration linked? By also checking the movements in the company’s share prices over the same period, does the company’s market valuation more closely reflect financial performance or a wider perception of its relative performance?
=+2. Select a number of organizations from Tables 7.1 and/or 7.2 (or the Fortune list), picking out ones that interest you personally. Obtain their financial results for at least two years which correspond with the admiration rankings.
=+1. In early 2000 Microsoft was judged by the American courts to have been operating as a monopoly and stifling competition. How have its reputation, respect and admiration been affected by this judgement and also by subsequent moves by both the company and the competition authorities in both
=+7. Thinking of the identified cultural priorities for Japan, Germany and the US, listed in the text, what do you think the cultural priorities of UK businesses are?
=+6. Considering the organization that you used for Question 4, assess the power levers of the strategic leader and other identifiable managers.
=+For both Questions 4 and 5 you should comment on whether or not you feel your categorization is appropriate.
=+5. List other organizations that you know which would fit into the categories not covered in your answer to Question 4.
=+4. Take an organization with which you are familiar and evaluate it in terms of Handy’s and Miles and Snow’s typologies.
=+3. Use the text in Minicase 7.6 (IKEA) to complete a culture grid (Figure 7.7) for IKEA.
=+How might they assess how well they are doing?
=+■ ‘promote the better education, training, employment and welfare of the blind■ protect the interests of the blind; and■ prevent blindness.’
=+2. The Royal Charter for the Royal National Institute for the Blind (RNIB), granted originally in 1949, states that the RNIB exists in order to:
=+How might they measure their success?
=+1. The purpose of the Metropolitan Police Service is to:‘uphold the law fairly and firmly; to prevent crime;to pursue and bring to justice those who break the law; to keep the Queen’s peace; to protect, help and reassure people in London; and to be seen to do all this with integrity, common
=+3. Is there actually any real future for the Club Med business model?
=+2. If so, what are the implications of this fact? If not, how might the business be expanded?
=+1. Is Club Med now realistically a limited-appeal niche product?
=+2. Do you believe IKEA enjoys E–V–R congruence?If so, what are the key congruency themes? If not, in what way is it incongruent?
=+1. IKEA believes that fashionable and modern furniture and furnishings can be affordable for most families. It need not be prohibitively expensive. How does it achieve this?
=+3. What do you think the decision to launch a Notebook with Linux installed is saying about the HP culture?
=+2. How difficult might it be to reconcile the differences and create a cohesive culture?
=+1. How different do you imagine the HP and Compaq cultures were when Compaq was thriving as a manufacturer of PCs and laptops?
=+3. What do you think The Body Shop should do next? Is there a future without Anita Roddick?In this regard examine what happened to Laura Ashley as a business after the unexpected death of its founder.
=+To answer these questions you are encouraged to visit a Body Shop and other rival stores and consider the culture against the framework presented in Figure 7.7.
=+2. In what ways might this commitment prove disadvantageous?
=+1. How different do you believe it would feel to work for The Body Shop as distinct from a retailer without the same manifest commitment to environmental and ethical issues?
=+1. Visit the Classic FM web site and tune into the station (101 fm) and consider what options Classic FM might have for increasing its popularity with the key 35–44 age group.
=+2. How difficult do you think it might be to track the effectiveness of the BTA?
=+1. Can you suggest any other/better measures of performance than those mentioned?
=+Objectives 3, 4 and 5 may well prove contradictory. Moreover, there will always be considerable elements of subjectivity and value judgement in establishing priority areas.
=+5. Spread the economic benefit of tourism more widely, and particularly to areas with tourism potential and higher than average levels of unemployment.
=+4. Encourage off-peak tourism.
=+3. Identify what visitors want and stimulate improvements in products and services to meet their needs.
=+Resources are constrained by grants and the ability to agree joint venture projects; and therefore the benefits generated are inevitably limited. With more money benefits could be increased, but when do they become less cost-effective to create?
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