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1. Critically evaluate the purpose of analysing the internal and external environment as part of the development of a strategy.
2. Using PESTEL tool(s), identify the main environmental forces currently affecting the global pharmaceutical industry.
3. Porter's 5 Forces
4. Core competencies and competitive advantage of pharmaceutical firms -traditionally: R&D, innovation, sales & marketing capabilities. What is right for the future?
What's wrong with the current situation. Recommend a strategy
5. (A)Implementation issues and problems with this strategy
(B) Role of stakeholders in defining strategy, why should these people be involved? E.g. payers, medical profession. Can they be involved?
What are the difficulties in involving them? and What actions should the pharmaceutical industry take to engage more effectively with its stakeholders?
First thing first: what does that mean for leaders and executives?
Estimating the manufacturing hours for an airframe based on the airframe weight. The airframe you are estimating weighs 850 pounds.
In light of the preceding, do you believe that there are limitations to the role of PM or do you think that other maintenance approaches can be more effective in the long run?
Consider the advantages and disadvantages of this possible change for the company.
Write a critical essay on Leading Innovation and Change
Assume that you are part of the management team of Nordstrom's department store. The retail industry and Nordstrom's is under a great deal of pressure due to the state of the economy.
What, in your opinion, was the key factor in Santa Cruz Bicycles' successful process redesign? Why was that factor a key?
Identify the competitors, if any, in the market you have selected. My selected market is water purifiers of Amway. Describe how you could position your product relative to others in the marketplace.
How has the controller's role in strategy implementation evolved, especially since SOX?
PEST analysis, Porter's FIVE forces analysis, Porter's model
What I would like to discuss with you is how quality improvement initiatives can become undone, despite seemingly adequate systems being in place to prevent this from happening. How is it possible for this to happen in the first place
Strategic alliances and joint ventures are often preferred strategies to enter foreign markets and to avoid classic mistakes such as the cookie example.
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