Strategic planning

Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategy has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five years in the future. The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned (intended) or can be observed as a pattern of activity (emergent) as the organization adapts to its environment or competes in the market. Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic planning occurs around the strategy formation activity. Strategic planning can be used in Project Management that focuses on the development of standard methodology that is repeatable and will result to high chances of achieving project objectives. This requires a lot of thinking process and interaction among stakeholders. Strategic planning in Project Management provides an organization the framework and consistency of action.

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MGT-400: Corporate strategy

Why are some firms more successful than others? This is the fundamental question of strategy. The course aims to familiarize the student with the most important themes relevant for corporate strategy.

Relationship marketing

Relationship marketing is a form of marketing developed from direct response marketing campaigns that emphasizes customer retention and satisfaction rather than sales transactions. It differentiates from other forms of marketing in that it recognises the long-term value of customer relationships and extends communication beyond intrusive advertising and sales promotional messages.

Loyalty business model

The loyalty business model is a business model used in strategic management in which company resources are employed so as to increase the loyalty of customers and other stakeholders in the expectation that corporate objectives will be met or surpassed. A typical example of this type of model is: quality of product or service leads to customer satisfaction, which leads to customer loyalty, which leads to profitability.

Business transformation

In management it has been said that business transformation involves making fundamental changes in how business is conducted in order to help cope with shifts in market environment. However this is a relatively narrow definition that overlooks other reasons and ignores other rationales. A better understanding is achieved by considering that "transformation [..] is generally a response to two things. First, there are underlying problems or causes of organisational pain that need to be addressed.

Product promotion

In marketing, promotion refers to any type of marketing communication used to inform target audiences of the relative merits of a product, service, brand or issue, most of the time persuasive in nature. It helps marketers to create a distinctive place in customers' mind, it can be either a cognitive or emotional route. The aim of promotion is to increase brand awareness, create interest, generate sales or create brand loyalty. It is one of the basic elements of the market mix, which includes the four Ps, i.

Venture capital

Venture capital (commonly abbreviated as VC) is a form of private equity financing that is provided by venture capital firms or funds to startups, early-stage, and emerging companies that have been deemed to have high growth potential or which have demonstrated high growth (in terms of number of employees, annual revenue, scale of operations, etc). Venture capital firms or funds invest in these early-stage companies in exchange for equity, or an ownership stake.

Positive psychology

Positive psychology is a branch of psychology that studies the conditions that contribute to the optimal functioning of people, groups, and institutions. It studies "positive subjective experience, positive individual traits, and positive institutions... it aims to improve quality of life." It is a field of study that has grown as individuals and researchers look for common ground on better well-being. Positive psychology began as a new domain of psychology in 1998 when Martin Seligman chose it as the theme for his term as president of the American Psychological Association.

Business Model: Cereal Partners Worldwide MGT-420: Climate entrepreneurship

Explores the business model of Cereal Partners Worldwide, focusing on competitive advantages, sustainability initiatives, and commitment to regenerative agriculture.

Industry Analysis: Framework and Forces MGT-400: Corporate strategy

Explores industry analysis, competitive forces, and environmental factors influencing strategic decisions in business.

Competitive Strategy: Cereal Partners Worldwide MGT-420: Climate entrepreneurship

Explores the competitive strategy of Cereal Partners Worldwide, emphasizing analysis, advantages, sustainability, and strategic planning.

Analysis of the West African Power Pool (WAPP) and its development potential

First of all, it is necessary to specify that this study is an academic work carried out by a student. The hypothesis and the line of reasoning that aect the results obtained are proposed in the context of a master thesis. Electricity supply is a big challenge for West Africa. Indeed, the state members of the Economic Community of West African States (ECOWAS) face many problem of electricity as their production and distribution systems are not enough developed and reliable. A good and reliable electricity supply could allow to develop the industries and improve the attractiveness of the region. The purpose of the West African Power Pool (WAPP) is to develop the electricity sector in West Africa and guarantee a reliable and continuous electricity supply at a competitive cost. Creating an open market for the whole region seems to be the best strategy to achieve these goals. This kind of market could decrease the electricity price by the wholesale purchase of energy, a better resources management and the building of large centralized power plants. Investors can be attracted to invest in new power plants and develop the sector. The objective of the study is to analyze the benets of dierent electricity supply strategies for each country. An autarkic strategy for which each country use its local plants to produce electricity. An open market strategy for which the region is considered as a unique area with an open market.A part of independence strategy for which an open market is in place but the importing countries should produce a certain part of their electricity locally. Moreover a strategy introducing renewables technologies is assessed to evaluate the economical impact on an open market of these technologies. To evaluate these strategies, the expansion of the power pool is planned and evaluate on an economical point of view. The existing power pool is consider and candidate plants are added depending on the strategy and the country. In West Africa, the mainly used plants are thermal plants using natural gas, heavy fuel or diesel and some hydroelectric plants. The expansion is optimized using the software PLANELEC by the minimization of the net present cost (NPC). The economical evaluation is made on the NPC and the levelized cost of electricity (LCOE). The results demonstrate that the open market strategy provides the lowest LCOE. So all the countries will benet the creation of a market. The most used technology are combined cycle power plants and gas turbines using natural gas as a fuel. The renewable energy strategy will slightly increase the LCOE of the open market as these technologies are more expensive.

2019

The Beacon: A New Framework for Business Model Reconfiguration for Complex Enterprises

Deep Ramnik Parekh

During the last twenty years we have witnessed the steady rise in academic research and practitioner interest and inquiry on the topic of business models. The topic is still in its infancy, and thus a lot of literature hitherto has focused on the basics: definitions and conceptualizations have dominated in academic literature, providing little support to practitioners who are trying to design, develop, and deploy new business models. Whereas innovative market entrants have grabbed the limelight for academics and business leaders, incumbent firms have had scarce attention, especially large, complex multinationals. There is much to be learned from these businesses in terms of the nature of the components of a business model, the dimensions of analysis, and the relationship between their strategies and business models. The goal of this body of research is to shed light on the mechanics of business model reconfiguration in complex enterprises. As its main research contribution, this dissertation introduces the Business Model Beacon: a new framework with which to characterize business models: defining the complementarity of the strategy and business model, mapping the central and peripheral components of the business model at different dimensions of analysis of the firm. To understand the mechanics of business model reconfiguration, this dissertation presents a case study on the North American unit of consumer products giant Unilever, portrayed through the lens of the Beacon framework.

EPFL2016

Interstices urbains, potentiel de développement. Conditions et stratégies

Cyrille Deshusses

INTERSTICE: n.m /ɛ̃.tɛʁ.stis/ Se dit d'un lieu, d'un espace qui, pour une période, a le potentiel d'articuler deux éléments ou de rythmer la relation entre de nombreux éléments différents, par un processus, une installation, une fonction ne menant pas à l'unité ou à l'uniformisation du tout. La ville européenne a la particularité d'avoir été créée dans un temps long, suivant une dynamique de croissances et de destructions successives. C'est cette dynamique complexe qui lui a conféré ce visage, où certains lieux, dont regorgent encore nos villes, restent en attente d'une réelle définition. Reconnaître ces lieux en tant qu'interstices urbains plutôt qu'en échec d'une planification, c'est accepter que leurs conditions particulières puissent être une richesse supplémentaire dans le processus du projet. Prenant comme point de départ un interstice urbain en particulier, ce projet met tout d'abord en lumière les processus de création de l'interstice, avant de proposer six stratégies pour son développement, dont une sera développée. Ces six stratégies mettent en exergue un ou plusieurs caractères propres à ce lieu et représentent autant d'attitudes possibles face à cette problématique générale. Enfin, la stratégie traitée propose un développement complet du site, comprenant une redéfinition du sol, des aménagements et de nouvelles constructions. Les développements proposés trouvent leur légitimité dans les conditions actuelles, passées et à venir du site et de son environnement, dans ce qui fait son caractère interstitiel.

2011

Active in acoustics, vibration and signal processing. IAV Engineering specializes in acoustics, vibration, and signal processing engineering, offering innovative solutions by breaking through traditional barriers and exploring unconventional connections between different domains.