In reference to Marks and Spencer, it is essential for organisation before making use of best-in-class benchmarking to measure organisational performance by analysing internal as well as external competition. It can be an integral part for improvement of organisation, however it is a fact that Marks and Spencer could not able to employ all the relevant strategies patented by competitors. But it can help in making appropriate business decisions as management will be aware of all the advantages as well as difficulties that lies in incorporating specific changes. It depicts that role of best-in-class benchmarking data play efficient role in decision making process which is dependent on the business requirements of Marks and Spencer (Shao L. P.,
Re-educating and changing personnel reward systems are necessary for a good implementation of the value based management concept, which is oriented on obtaining value in the long-term. Value based management, treated as a new philosophy, forces leaders to shift their way of thinking and to use new strategic and control tools, rather than abide to plans guided by accounting budgets which aim to increase certain performance indicators that can be manipulated, such as profit or
For practical issues, it is important to question the nature of uncertainties faced before deciding what works best for the firm. In that sense, a company should think of want it is searching for and adopt or adapt models accordingly. Taking the ambidexterity approach, a company is likely to introduce different organizational and managerial schemes for incremental innovation, for R&D, and for radical
Consumer Awareness of E-banking 1. Independent Variable: Consumer Awareness Consumer awareness means consumer’s right to be aware of products they intend to purchase (Dommeyer and Gross, 2009).It means consumers are aware of products or services offered by certain firms. i. Ajzen’s Theory of Planned Behavior This theory shows the relationship between knowledge and consumer behavior. It states that individual’s intentions to act or not to act in a particular are a requirement to a certain action (Ajzen, 1991). This invention can be affected by time and other factors that affect the willingness of a consumer to intent.
Nonetheless, there is still a need for a more suitable understanding of the complexities in M&A integration for practical business. In that perspective, the findings of this study could apply to any firm that undertakes an effort to better understand the M&A integration process. The understanding that management of M&A integration is a capability that needs to be deliberately developed and maintained is fundamental. Learning by doing will not unlock the full performance potential of this capability. Due to the abstract nature of a capability, it needs an efficient framework to keep it relevant and useful.
6.2 Create appropriate dissemination processes to gain commitment from stakeholders in an organisation In the implementation of a strategic plan, it is important that the company involves its stakeholders in the change process. This however, should be done with care as stakeholder involvement should be done based on their importance, influence to the change and the degree at which the proposed change will affect them. Peter Senge in his field book ‘Fifth Discipline’ elaborates on the levels of involvement of stakeholder groups based on the importance of the change to the organisation. Source: Change Management Toolbook (2010) Telling – is a situation where the decision has already been made by the company’s management, albeit in the best
measure of brand equity, the literature lacks an through empirical observation based consumer-perceived brand equity scale (i.e., a marketing-oriented brand equity scale). Since the brand is that the consumer’s plan, the buyer is an energetic participant or partner within the creation of equity for the brand (Blackston, 2000). Therefore, taking into consideration the consumer’s perspective in developing dimensions can permit us to know, manage, and measure the intangible equity directly. The aims of this thesis are going to be to develop and validate brand new consumer-perceived consumer-based brand equity scale. This scale can give a replacement conceptualization of brand equity (other than Aaker’s (1991) and Keller’s (1993) conceptualizations)
A consumer might give response by keeping in mind a particular product brand and hence tarnishes the image of corporate brand. For this purpose it is recommended that corporate brand and product brand are mentioned in future studies for convenience. Clear-cut categories of CSR should be mentioned in future studies rather than putting all the focus on emphasizing brand competencies. One factor which was ignored in this study and has an impact on corporate association, might be taken into consideration in coming studies. That is, economic development factor.
The authors postulates that framing key strategies and their further implementation are they key areas where any international organization need to take some pre-decided decisions before entering into global account relationships. Thus, the companies and the managers need to be aware of the pitfalls and set themselves clear criteria for their relationships before commitments are made. Hence, only if these steps are followed by the entity, the outcome of global account management will be rewarding else it will turn undesirable. Strategy for Global Account Management Once the company decides to introduce itself to global account management, they key strategic question is to select an appropriate customer for global account management. Although these decisions are somehow dictated by the preference of the customers, but companies should take a highly selective approach to the introduction of global account structures, since such relationships are inherently dangerous.
AHP and assumes linear independence of criteria and alternatives. A comparative study between AHP and other MCDM is recommended in the supplier selection field. If there is dependence among the criteria, Analytic Network Process (ANP) (Saaty, 2001) is more appropriate yet, ANP requires far more comparisons which may be formidable in practical decision environment. This is a new area of research to explore. Finally, criteria included in the supplier selection process may frequently contradict each other (lowest price against poor quality).