Strategic Planning

Airbnb’s remarkable growth is applauded, but there is certainly room for expansion in the Korean market. In this study, the authors conducted a background analysis of Airbnb, studying the strengths and weaknesses of the firm and devising strategies for further success in Korea.
In regards to price, the authors decided the price strategy currently held is applicable in Korea as well. There is no need for change in that aspect. The authors did observe the need for a premium service centered on business travelers, those who travel most frequently. The premium service would have an annual fee, but it would provide benefits to customers in the form of additional services and exclusive deals.
Brand awareness is relatively low in South Korea. To inform the Korean audience, who are potential guests and hosts, there is the need to adopt widely used Korea online platforms, including Kakaotalk and Naver. Not only does this widen Airbnb’s footing in the market, but it also establishes new ground for which promotions can take place.
Airbnb stands at an advantage due to the ubiquity of Internet and mobile phone users in a highly technologized country. Numerous network platforms are ready to accept Airbnb’s entrance into its user base, and upon entrance, Airbnb will already be ahead of competitors in claiming South Korea’s market for room accommodations.

Management is a business function that provides leadership support to organizations’ resources to realize strategic goals and objectives. While churches are not precisely business organizations tied with specific management practice as requirements including other complex legal requirements such as filing returns and payment of taxes, they engage in activities that require adequate planning and execution if they are to be successful and impact to the Church's growth and development. Hence, there is a need for an effective governance system for churches that will ensure efficient and effective utilization of resources and management practices in the growth and development of Churches. This paper, therefore, aims at presenting an analysis of good governance, effective managerial strategies and church structure for church growth and development. This study will employ the use of content analysis of literature as the main components in the study in the areas of effective managerial practices, corporate Governance and organizational Structure and its impact on Church growth and development. The study will systematically answer various questions under the study, which eventually contributes towards the establishment of good governance, effective management and Church Structure on the growth and development of Churches. The study will, therefore, unearth the relationship between good governance, church management and Structure on the growth and development of churches. It will further recommend leaders of churches the elements of good Governance, management and the Structure of their Church that have to be taken into consideration in their decision making.

Keywords: churches, good governance, management techniques, church structure

Email or message me for any assignment support. Do follow me to be updated with new papers coming up. This paper is the study of Strategic Analysis, Strategic Planning and Implementation of a company (WHSmith Plc), which include business firms' environment analysis, SWOT analysis, PESTEL (PEST) analysis, strategic analysis, strategic planning, strategic implementation, BCG matrix, strategy selection and implementation, etc...

The public sector in the United States continues to wrestle with the challenges of complying with legislation such as the Information Technology Reform Act and the Government Performance and Results Act that requires federal agencies to align their programs with the overall mission of the agency and to report their success and failures on an annual basis to Congress.
The results unfortunately have not been very good. The Office of Management and Budget and the General Accounting Office have found in their reviews that the federal government as a
whole has not been doing a very good job aligning their programs with the goals and establishing effective performance measures.
The Balanced Scorecard (BSC) offers a methodology that can be applied to the federal sector to enable more effective alignment of programs to mission and a tangible means for measuring the results. Some agencies, particularly within the Department of Defense, have embraced the Balanced Scorecard as a means for achieving these objectives, and have successfully transformed their programs to achieve higher productivity, aligning with the mission of the agency
and resulting in higher efficiencies.
This paper discusses the overall effectiveness and applicability of the Balanced Scorecard to the federal sector of the US Government, including a specific real-world application by the Defense Finance and Accounting Services (DFAS).
JEL Classification: Lll, L86, M31.

O planeamento estratégico é um processo que permite definir o rumo e a orientação global da organização no mercado. A missão, as metas, os objetivos, a análise do ambiente, o posicionamento, as pessoas, os recursos, as estruturas e cultura corporativa são os ingredientes essenciais para a compatibilização da realidade da organização com o mercado. Frequentemente, o planeamento estratégico envolve a audição de um considerável número de agentes (como sejam professores, alunos, ex--alunos, pais e funcionários), por forma a compreender as diferentes perspetivas e visões dos seus membros. Philip Kotler e Karen Fox apresentam um modelo genérico do processo de planeamento estratégico. Este modelo é formado por seis etapas que permitem clarificar, compreender, sistematizar e, sobretudo, decidir. Ou seja, o processo do planeamento estratégico permite definir, avaliar e selecionar as áreas de negócio nas quais a organização irá concorrer no mercado. A análise ambiental permite recolher dados significativos sobre as tendências macroeconómicas, a concorrência, os públicos e a comunidade envolvente. O sucesso da organização educativa prende--se com a minimização das ameaças e maximização das oportunidades. Após a determinação das ameaças e das oportunidades, a organização educativa deverá identificar as suas forças e fraquezas mediante uma análise de recursos. Este diagnóstico interno é focalizado nos recursos tangíveis (como as pessoas, instalações e equipamentos) e intangíveis (como a qualidade, posicionamento e imagem). A análise de recursos fica concluída com a identificação das caraterísticas diferenciadoras face à concorrência. As informações recolhidas e classificadas na análise ambiental e na análise de recursos permitem formular as metas e objetivos da organização educativa a curto, médio e longo prazo. A formulação de metas e objetivos é um exercício de escolha entre um conjunto de possibilidades de gestão. No sector educativo, os dirigentes estão perante decisões complexas que implicam decidir sobre as prioridades, verificar a consistência com o histórico das decisões e averiguar a exequibilidade do planeamento estratégico. Por exemplo, é pouco provável que, a curto prazo, uma organização educativa possa simultaneamente aumentar a sua taxa de reconhecimento externo, atrair novos e melhores alunos, melhorar o corpo docente, aumentar o espaço físico da instituição ou ainda reduzir as despesas operacionais. Após a formulação das metas, os planificadores e os dirigentes educativos deverão quantificar os objetivos em termos concretos e operacionais. Depois de conhecermos o ambiente em que nos movemos, os meios que possuímos e aquilo que desejamos, devemos avançar para a formulação e implementação da estratégia. A formulação estratégica é a estruturação de um caminho a partir da análise ambiental, da análise de recursos e da formulação de metas e objetivos. Esta etapa é o culminar do planeamento e do pensamento estratégico, mediante a confrontação das realidades internas com as caraterísticas do ambiente externo. Quanto maior seja o espaço de interseção entre as opções estratégicas e o mercado, mais adequada e competitiva é a estratégia global da organização educativa. A implementação da estratégia do ponto de vista interno envolve um triângulo --estruturas, pessoas e cul--tura vigente na organização. Estes três vetores mal doseados podem criar

Esta publicación es producto de la selección y edición de los mejores trabajos presentados durante las Terceras Jornadas de Planificación para el Desarrollo, que se celebraron en paralelo con el seminario internacional “Los Objetivos de Desarrollo Sostenible y la Construcción de Futuros para América Latina y el Caribe”, organizado en Santiago de Chile, del 18 al 20 de mayo de 2016, por el Instituto Latinoamericano y del Caribe de Planificación Económica y Social (ILPES) de la Comisión Económica para América Latina y el Caribe (CEPAL). Este seminario se desarrolló en el marco de las actividades del convenio de cooperación técnica entre la CEPAL y la República de Corea.

Bu kitap; duygusal ve davranışsal bozukluklara sahip öğrenciler hakkında bilgi sahibi olmak isteyen sınıf öğretmenleri, özel eğitim öğretmenleri ve alanda çalışan uzmanlar için hazırlanmış giriş niteliğinde bir uygulama kitabıdır. Her bir bozukluğun nedeni, tanımlanması, güncel araştırmalar ışığında verilmeye çalışılmış ve okul ortamındaki pratik uygulamalarla da anlatım zenginleştirilmiştir. Bunlara ek olarak belirli bir bozukluğun tüm yönlerine ilişkin temel yaklaşımla birlikte bilimsel olarak geliştirilmiş müdahele yöntemleri de verilmeye çalışılmıştır.

Bu kitabın alanda yeni çalışmaya başlayan öğretmenler kadar güncel verilerle desteklenen tanı koyma ve müdahele stratejilrine önem vermesi nedeniyle alanda uzun süredir çalışmakta olan öğretmenlere ve uzmanlara da yararlı olacağını düşünmekteyiz.

The ambition for this inaugural edition of The Oxford Handbook of Megaproject Management is to become the ultimate source for state-of-the-art scholarship in the emerging field of megaproject management. The book offers a rigorous, research-oriented, up-to-date academic view of the discipline based on high-quality data and strong theory. Until lately, the literature in this new field was scattered over a large number of publications and disciplines making it difficult to obtain an overview of the history, key issues, and core readings. Megaproject Planning and Management: Essential Readings, Vols. I-II (2014) assembled the key historical texts in the field. Now the Oxford Handbook of Megaproject Management has been designed to provide the most important contemporary readings. Taken together, the two books are intended to map out the best of what is worth reading in the megaproject management literature, past and present.

Nas últimas décadas, diversas alterações nos cenários mundiais provocaram, e continuam provocando profundas mudanças nos processos de reestruturação produtiva e gerencial em praticamente todos os setores da atividade humana. Diante deste quadro, este artigo propõe-se a analisar a importância do Planejamento Estratégico Organizacional como ferramenta auxiliar para o gerenciamento das empresas dentro do mercado extremamente competitivo, que ora se apresenta. Fatores considerados relevantes para a elaboração do trabalho foram o contexto histórico de estratégia e planejamento, aspectos conceituais referentes ao assunto e pesquisas baseadas em linhas de pensamento de renomados autores da área, resultaram ao final na estruturação de um roteiro para o desenvolvimento passo a passo de um plano estratégico objetivo e de fácil implementação.

Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.

Most of the cultural and artistic extension actions at the UFPB are carried out by the Coordination of Cultural Extension (COEX) of the Dean´s Office for Extension and Community Development (PRAC), through its Nuclei and Cultural Producers. Despite the hierarchical dependency from COEX, the management and programmatic integration among Nuclei e between them and Cultural Producers is lacking. As result, it is observed a lack of synergy and fragmented and scattered actions, showing inefficiency in the use of resources and low effectiveness in terms of scale and impact both within and outside the UFPB. One of the reasons is the lack of an organizational culture that values and applies forms of integrated strategic planning and management, with the use of performance indicators for the monitoring and evaluation (M&E) of the cultural and artistic actions. To approach this problem, the main objective of this work was to develop an strategic planning framework based on the Kaplan and Norton´s Balanced Scorecard (BSC) adapted to the COEX’s cultural and artistic extension actions. Thus, it is expected to provide a framework towards a more strategic and result based decision making process with better integration, contributing, at the same time, with greater accountability and better institutional learning, To this end, a desktop review and a survey were carried out, based on the SWOT matrix, to assess the internal and external situation of the COEX. Also it was conducted a participatory strategic planning meeting with all COEX’s personnel to develop the strategic intention (mission, vision, values and strategic objectives). Having as a base the BSC it was developed the COEX´s map of strategies with a hierarchy of objectives, performance indicators and initiatives. The strategic planning process also allowed to redefine the COEX role in order to rescue and strengthen its function of policy formulation, mobilization and creation of partnerships, integration and articulation of the different units and fostering the dissemination of information and results. The result chain model, integrated to the BSC, was used to set up the methodological guidelines for the annual planning of actions (programmes, projects, courses, events, etc) and set up the necessary steps to develop the foundations of the M&E function within the COEX.

Nas últimas décadas, diversas alterações nos cenários mundiais provocaram, e continuam provocando p rofundas mudanças nos processos de reestruturação p rodutiva e gerencial em praticamente todos os setores da atividade humana. Diante de ste quadro, este a rtigo p ropõe-se a analisar a importância do Planejamento Estratégico Organizacional como ferramenta auxiliar para o gerenciamento das empresas dentro do mercado extremamente competitivo, que o ra se ap resenta. Fatores considerados relevantes para a elaboração do trabalho foram o contexto histórico de estratégia e planejamento, aspectos conceituais referentes ao assunto e pesquisas baseadas em linhas de pensamento de renomados autores da área, resultaram ao final na estruturação de um roteiro para o desenvolvimento passo a passo de um plano estratégico objetivo e de fácil implementação. ABSTRACT In the last decades, t he structure of management and p roduction process in all human activity areas has suffered deep changes due to se...

This article analyzes the relationship between the usage of Internet-based technologies, different types of innovation, and performance at the firm level. Data for the empirical investigation originates from a sample of 7,302 European enterprises. The empirical results show that Internet-based technologies were an important enabler of innovation in the year 2003. It was found that all studied types of innovation, including Internet-enabled and non-Internet-enabled product or process innovations, are positively associated with turnover and employment growth.

Market globalization has brought us not only new opportunities, but also new challenges. The theme of innovation has become a mandatory topic for all industries -it has become a focal point for the enterprise, society and the world. The goal of innovation is to create business value by developing worthwhile ideas into a customer-centric marketable reality. This, for most companies, is difficult to achieve due to the lack of a methodology and tools for systematic innovative thinking. This paper introduces the concept and strategies for product-service innovation based on a Dominant Innovation Design approach. An innovation toolset that effectively combines an Innovation Matrix, Application Space Map, and QFD tools is explained. This methodology enables the identification of hidden customer needs and gaps as they relate to product-service requirements. This paper also shares two case studies of how this tool-set can be utilized for real product-service innovation. The case study includes an overall IT-enabled service solution for a traditional product, which encompasses service thinking, blueprint planning, technical solution evaluation, service platform implementation, and service operation. Combining these elements can lead manufacturing industries into new service business model based on their core product while creating more value to their customers.

The newest surveys on domestic competitiveness have highlighted the essential role of relative shortage of flexible, high-quality management and leadership tools in Hungary. On this basis, there might be laid more stress upon the knowledge-transfer among the actors of the academic research centers, the well-proved competitors living on the real market and monopolies, working under semi-fixed rules. This paper focuses on operation of the Hungarian market leader gambling company, from the view of strategic environmental indicators and responses have been given by Szerencsejáték Zrt., in the last 23 years. The outcomes of research have pointed out, that strategic operation patterns of Szerencsejáték Zrt. show significant correlation at first hand with the recent strategic shift-orientation reported on cutting-edge global oil-companies, at second hand with the strategic-operation observed during the years of ecological and political change in Hungary, and finally with the shift in crafting and implementing of local strategies, after the last financial crises.

The necessity of the companies and organizations to adapt the technological and computer science change takes to formulated key questions: What type of Computer science Security needs my company, financial organization, or government? My financial organization counts with aspects of computer science security in the correct areas? What new tools of computer science security exist? What strategies of security we must follow? In this paper we show a methodology for strategic planning for the computer science security of Banks, Companies and Government, cradle in the concepts of strategic administration of enterprise politics, which tries to give answers to the questions before mentioned.

In order to continuously improve its knowledge and to identify problems and possible solutions, an organization requires understanding of the way business is aligned with the organizational strategy and how information systems are supporting the business. The paper presents a framework for describing and associating organizational concepts at multiple levels of detail using three separate areas of concerns: goals and strategy, business processes, and information systems. The framework is presented as an extension to the ...

The authors of this paper offer an aftermarket, remanufacturing (or reman) decision-making framework (RDMF), developed, based on a comprehensive set of strategic factors derived from an in-depth literature review and case studies. RDMF is also grounded on results from an industry survey and related theory. The survey targeted Original Equipment (OE) suppliers that are involved in automotive OE production and also provide remanufactured (or reman) parts for the aftermarket, which includes the Original Equipment Service (OES) and/or the Independent Aftermarket (IAM) business. A response rate of 42% was obtained for the survey; the respondents were business unit managers or chief engineers from 18 companies in the United States and Europe who are actively involved in the reman businesses. The survey results helped the authors of this paper to prioritize and confirm the strategic decision-making factors from previous research. The key factors considered to be important by more than 50% of the survey respondents, constituting roughly 79% of the strategic factors were then incorporated into RDMF. The RDMF will be useful for aftermarket supplier companies in general and in particular, will be useful for automotive suppliers, involved with OE and aftermarket production.

An emerging problem in mission planning is consideration of the communication requirements of the mission participants. Determining the appropriate resources to satisfy the communication needs of a battle group requires detailed simulation that incorporates terrain effects, mobility, realistic network traffic models, device characteristic, etc. Providing such a detailed simulation environment that also provides the performance necessary to complete a planning study in a time-critical environment is a complex problem beyond the capabilities of existing solutions. The NETS project set out with the goal of providing a high fidelity library of network components that could be simulated n parallel on a variety of parallel architectures. It was proposed as a parallel effort that can be added to the NETWARS[1] program as additional capability for high fidelity and fast simulations. The NETS library is based on the COTS QualNet Simulator, and the public domain RTI software developed at Georgia Tech, and achieves significant performance gains on the HPC resources.

A survey of businesses in the automobile aftermarket industry provided insights into how reverse logistics performance can be influenced by a few key strategic decisions. Resource commitment is critical to program performance. However, it is important that the resources be focused on developing information technology capabilities. This, no doubt, is reflective of the nature of reverse logistics. Information support-for authorizing, tracking, and handling returns-can positively impact both economic and service quality-related performance.

This article reports on the strategic adjustments undertaken by the larger firms of 5 European, 3 Asian Pacific, and the U.S. textile mill products companies during the 1960s and 1970s, and examines several of the underlying reasons for the gradual decline in the U.S. industry's international competitiveness. The study's basic conclusions are that the majority of the foreign textile industries view customer markets differently than the U.S. industry; that they place different emphasis on technology, production, marketing, and strategic planning; and that they have different relationships with their governments than U.S. firms do. The implications of these findings are discussed, and corporate strategy recommendations that are designed to enhance the future international competitiveness of the U.S. industry are presented. * Many industries of the United States are being seriously challenged by foreign INTRODUCTION competitors and the economic and political actions of their governments. Although the relative weakening in the competitiveness of some U.S. industries spans several decades, the situation became particularly evident and critical in the 1970s. Apparel, automobiles, chemicals, steel, electronics, and textile machinery are just a few of the U.S. industries that have seen their international competitive positions erode.1 The principal reasons put forward to explain this deterioration in competitiveness reflect the complexity of the problems confronting U.S. industries. These reasons include charges of "unfair competition," aided and abetted by foreign governments; the restructuring of specific industries as a result of foreign government policies and intervention; declines in the quality of U.S. products, U.S. productiv-*Brian Toyne, the

Strategic Planning is a process which permits the articulation of the initiatives of public and private stakeholders which seek synergies for the development of a city. It is about: • An adaptable, non-rigid methodology for which flexibility is an indispensable precondition. • A tool for local development which conceives strategic interventions that guarantee the quality of life, and economic and social progress. • A mechanism to promote progressive forms of governance, substantially improving local democracy through a real collaboration between public and private urban stakeholders. • A modern, participatory and democratic form of thinking about urban development which permits to establish a reference for all those economic and social actors who can harmonise their own strategies with those scenarios which are desired for their city or territory. • A new instrument which facilitates the management of a city in a period of frequent and substantial changes which stimulates the necessary imagination to deal with this.2 This document presents the experiences of Cordoba, Rosario and Buenos Aires in Argentina, Santiago de Chile, Santa Cruz de la Sierra and La Paz in Bolivia, Trujillo, various Districts of Lima in Peru, Bogotá in Colombia, and Havana in Cuba in the field of strategic urban planning and the implementation of such plans. Strategic Urban Planning comes with the promise of a fundamental change in the city, opening new routes towards the new millenium with programmes and projects that are really transforming, modernising and innovative. The document is divided into three main parts: • A discussion of the experiences of the strategic urban development plans of each city. • A brief presentation of the key themes of the Strategic Urban Development Plans of all cities included in this comparative study. • Specific and general conclusions.

Purpose - The purpose of this paper is to empirically test the causal relationships in the Malcolm Baldrige National Quality Award (MBNQA) Education Performance Excellence Criteria. Design/methodology/approach - Using a sample of 220 respondents from 15 United Arab Emirates (UAE) universities and colleges, results of regression analysis and confirmatory structural equation modeling show that all of the hypothesized causal relationships

... Eddy SW Ng, Management and Human Resources Department, College of Business Administration, California State Polytechnic University, Pomona ... an abundant of literature that focused on applicant attraction strategies and organisational recruitment practices (eg Barber ...

This paper will propose a data mining framework for the identification of agricultural production areas ill WA. The data mining (DM) framework was developed with the aim of enhancing the analysis of agricultural datasets compared to currently used statistical methods. The DM framework is a synthesis of different technologies brought together for the purpose of enhancing the interrogation of these datasets. The DM framework is based on the data, information, knowledge and wisdom continuum as a horizontal axis, with DM and online analytical processing (OLAP) forming the vertical axis. In addition the DM framework incorporates aspects of data warehousing phases, exploratory data mining (EDM) and a post-processing phase for cyclic updating of data and for data qualification. The DM framework could be used to identify agricultural production areas in WA specifically for crop prediction, planting and harvesting strategies. In addition famers using the results from the DM framework may be ...

The selection and scheduling of a portfolio of projects is a task frequently found among the strategical activities performed by management staff in several industries. When choosing a project to be selected and scheduled into a portfolio, managers have to deal with conflicting criteria, resource constraints, distinct scenarios, and changes during the planning and execution phases. In this work, we describe the functionalities of a decision support system (DSS) prototype designed to help managers make better decisions, when constructing a portfolio of projects. The DSS software was developed to solve portfolio selection problems originating at a large corporation in the power generation industry. It implements a heuristic algorithm, which finds solutions at least 10% better than a manually produced solution for a real-world input instance.

This research is motivated by issues faced by a large manufacturer of semiconductor devices. Semiconductor manufacturing companies allocate millions of dollars every year for new types of machine tools for their facilities. Typically these are special purpose machine tools which are made to order. The rate of change in products and technology makes it diÅcult for manufacturers to have a

This paper explores the ability of firms to integrate a critical strategic issue, the natural environment, into the strategic planning process within the natural resource-based perspective. Using survey data collected from a wide variety of firms and industries based in the United States, we empirically examined the antecedents and effects of integrating the natural environment into the formal planning process. These data were analysed using structural equation modelling with the LISREL technique.Overall, our data provided strong support for the hypothesized relationships. Specifically, we found that the level of integration of environmental management concerns in the strategic planning process was positively related to financial and environmental performance. Furthermore, we found that the greater the functional coverage and the more resources provided to environmental issues, the greater the integration of environmental issues in the planning process. These results suggest that concern for environmental issues may yield competitive advantages in the marketplace as the natural resource-based perspective suggests

komentarGo to comments Apa yang dimaksud dengan Anggaran? Anggaran merupakan rencana keuangan periodik yang disusun berdasarkan program yang telah disahkan dan merupakan rencana tertulis mengenai kegiatan suatu organisasi yang dinyatakan secara kuantitatif dan umumnya dinyatakan dalam satuan moneter untuk jangka waktu tertentu.

This paper proposes a preliminary model of a balanced scorecard for tourism destinations, with a specific emphasis on sustainable development. We begin with a review of the perspectives and critical performance variables for the traditional balanced scorecard. We then present empirical work based upon quantitative analysis techniques. A survey was completed by 1531 Spanish municipalities that are oriented towards tourism and have demonstrated interest in management issues. Based on the constructs emerging from this analysis, we then show how the balanced scorecard can be modified to support the strategic planning of tourism destinations. We conclude by discussing the advantages for long-term strategic planning and sustainable tourism management.