By Neil Botten
CIMA Revision playing cards are the single fabrics written and counseled by way of CIMA. they supply succinct yet entire assurance of the entire significant issues of the hot CIMA 2005 syllabus. The pocket-sized, spiral-bound structure allows them to be carried round simply, making them helpful assets anywhere you're. Diagrams and bulleted lists are used all through to demonstrate the foremost issues as sincerely and concisely as attainable. This simplifies the syllabus and makes the issues effortless to profit and take into account. CIMA Revision playing cards supply: * examination tips and tricks * A precis of the entire key subject matters of the recent syllabus* visible aids to consolidate studying * examination concentrated, pocket sized revision publications summarising the major themes of the recent CIMA syllabus * Diagrams and tables all through toughen key strategies and relief reminiscence retention and remember * simply moveable dimension
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Extra info for CIMA Revision Cards: Business Strategy
If you are, you must be realistic in your answer – do not produce a wish list! It may be that you are not formally asked to produce a SWOT, but are asked to evaluate, or even suggest and evaluate, various options. It would be difficult to do so without considering the capabilities of the company – you’ll need to do a SWOT to do so 29 ————————————————————————————————————————— Position Appraisal and Analysis The position audit The ‘M’s model 4. 5. 6. This is not an exhaustive list and there are other factors that can, and should, be considered.
5. 6. 7. Gain senior management commitment to the benchmarking project – ensures cooperation and commitment further down the organisation Decide the processes and activities to be benchmarked – start by identifying outcomes that drive profits and work backwards Understand the process and develop appropriate measures – by discussion and observation Monitor the process measurement system – look for reliability in data capture and reliability of the data itself Choose appropriate organisations against which to benchmark (see list under definitions) Obtain and analyse data Discuss results with process management and staff – should be a ‘blame-free’ process 39 ————————————————————————————————————————— Position Appraisal and Analysis KKKK Evaluation of benchmarking Can help to improve organisational performance Can assist in overcoming complacency Can help bring about organisational change Can provide a means of monitoring the conduct of strategic plans K KK K 9.
4. Create a logistics vision – decide how logistics strength can be used to deliver perceived value to the customer Develop the logistics organisation – build a ‘horizontal organisation’ that focuses on the customer Increase integration – across the organisation and across the upstream and downstream linkages Manage the supply chain as a network – get rid of the ‘us and them’ mentality, introduce collective strategy development, win–win thinking and open communications 38 ————————————————————————————————————————— ––––––––––––––––––––––––––––––––––––– Position Appraisal and Analysis Benchmarking Benchmarking Setting up a benchmarking exercise ‘The establishment, through data gathering, of targets and comparators, through whose use relative levels of performance (and particularly areas of underperformance) can be identified.
CIMA Revision Cards: Business Strategy by Neil Botten