i'm back today....

oshima restaurant

ASSALAMUALAIKUM.....
ALHAMDULILLAH FOR TODAY, 

   In the last lecture in 9 weeks has no lecture from miss Ummi, but for this entry, i would like to write about the OSHIMA RESTAURANT. In this week there have no lectures but i need to attend in this lectures because our lecturer was invited her friend to share with us about her new restaurant and how she achieve the success. As we know, not easy to achieve whatever we want in the world without do anything and i'm sure that everyone have their own failure. The failure make we more enthusiastic and can face all the challenger for the next time..

   Our speakers name is Mrs. Asnidar Hanim Yusof and had degree and master based on engineering and she became a successful women in food business after she have failed. She set up her business with largest business and then the business were collapse. From this experiences she never give up and look for the future and how to start again the business with more careful and look at new strategies. For the first in business she says that to hard to get the HALAL certificate  because many procedure need to be fulfill and without the strong evidence and reasons the party were reject her request to get the certificate. 

the word of 'OSHIMA' is taken from the name of a big island in Japan. this restaurant was set up on 2009 which this restaurant provides HALAL JAPANESE FOOD. 

Restaurant located at Kiosk b3, Shah Alam Walk, Persiaran Majlis, 40000 Selangor Darul Ehsan and also have their branch

TYPE FOOD OSHIMA RESTAURANT OFFERS

you also can like their facebook hompage
https://www.facebook.com/oshimarestaurant
or

chapter eight : cooperate strategy

Assalamulalaikum…

In this chapter, I want to share with you about the cooperate strateg in deversiication and multibusiness company. Before that, you must know about what the learning objectives in this topic :

*Understand when and how business diversification can enhance shareholder value.

*Gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage.

*Become aware of the merits and risks of corporate strategies keyed to unrelated diversification.

*Gain command of the analytical tools for evaluating a firm’s diversification strategy.

*Understand a diversified firm’s four main corporate strategy options for solidifying its diversification strategy and
improving company performance.

WHAT DOES CRAFTING A DIVERSIFICATION STRATEGY ENTAIL?

*Picking new industries to enter and deciding on the means of entry.

*Pursuing opportunities to leverage cross-business value chain relationships and strategic fit into competitive advantage.

*Establishing investment priorities and steering corporate resources into the most attractive business units

*Initiating actions to boost the combined performance

of the cooperation’s collection of businesses.

WHEN BUSINESS DIVERSIFICATION BECOMES A CONSIDERATION A FIRM SHOULD CONSIDER DIVERSIFYING WHEN?? 

•            It can expand into businesses whose technologies and products complement its present business.

•          Its resources and capabilities can be used as valuable competitive assets in other businesses.

•          Costs can be reduced by cross-business sharing or transfer of resources and capabilities.

•          Transferring a strong brand name to the products of other businesses helps drive up sales and profits of those businesses.

                          APPROACHES TO DIVERSIFYING THE BUSINESS LINEUP

THE CORE CONCEPTS OF :

♦      Creating added value for shareholders via diversification requires building a multibusiness company where the whole is greater than the sum of its parts—an outcome known as synergy.

♦      An acquisition premium is the amount by which the price offered exceeds the preacquisition market value of the target firm.

♦      Corporate venturing (or new venture development) is the process of developing new businesses as an outgrowth of a firm’s established business operations. It is also referred to as corporate entrepreneurship or intrapreneurship since it requires entrepreneurial-like qualities within a larger enterprise

♦      Transaction costs are the costs of completing a business agreement or deal of some sort, over and above the price of the deal. They can include the costs of searching for an attractive target, the costs of evaluating its worth, bargaining costs, and the costs of completing the transaction.

♦      Strategic fit exists whenever one or more activities constituting the value chains of different businesses are sufficiently similar as to present opportunities for cross-business sharing or transferring of the resources and capabilities that enable these activities.

♦      Corporate parenting refers to the role that a diversified corporation plays in nurturing its component businesses through the provision of top management expertise, disciplined control, financial resources, and other types of generalized resources and capabilities such as long-term planning systems, business development skills, management development processes, and incentive systems.

♦      A diversified firm has a parenting advantage when it is more able than other firms to boost the combined performance of its individual businesses through high-level guidance, general oversight, and other corporate-level contributions.

♦      Restructuring refers to overhauling and streamlining the activities of a business—combining plants with excess capacity, selling off underutilized assets, reducing unnecessary expenses, and otherwise improving the productivity and profitability of the firm.

♦      A spinoff is an independent company created when a corporate parent divests a business by distributing to its stockholders new shares in this business.

♦      Companywide restructuring (corporate restructuring) involves making major changes in a diversified company by divesting some businesses and/or acquiring others, so as to put a whole new face on the company’s business lineup.

                                                                                             

chapter 7 : STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS

ASSALAMUALAIKUM W.B.T
Today, we continue for the next topic with are discuss about the STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS.

IN THIS TOPIC LEARNING OUTCAMES:

1. Develop an understanding of the primary reasons companies choose to compete in international markets.
2. Learn how and why differing market conditions across countries influence a company’s strategy choices in international markets.
3. Learn about the five major strategic options for entering foreign markets.
4. Gain familiarity with the three main strategic approaches for competing internationally.
5. Understand how multinational companies are able to use international operations to improve overall competitiveness.
6. Gain an understanding of the unique characteristics
   of competing in developing-country markets.

 WHY COMPANIES DECIDE TO ENTER FOREIGN MARKET

1.To gain access to new customers

2.To achieve lower costs through economies of scale, experience, and increased purchasing power

3. To further exploit core competencies

4. To spread business risk across a wider market base

5.To gain access to resources and capabilities located in foreign markets

From this lecture, miss ummi share a lot of video, and one of the video describe about

MC DONALD

POLITICAL RISKS

What is political risks?

Political stem from instability or weaknesses in national governments and hostility to foreign business.

ECONOMIC RISKS

What is economic risks?

Economic risks stem from the stability of a country's monetary system, economic and regulatory policies, the lack of property rights protections.

chapter six :STRENGTHENING A COMPANY'S COMPETITIVE POSITION : STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS

ASSALAMUALAIKUM..

For the new chapter i want to share with you about the very interested
 topic ... it is about the thinking outside the box. before that, we must know the objectives this topic

•Learn whether and when to pursue offensive or defensive strategic moves to improve a firm’s market position.

•Recognize when being a first mover or a fast follower or a late mover is most advantageous.

•Become aware of the strategic benefits and risks of expanding a firm’s horizontal scope through mergers and acquisitions.

•Learn the advantages and disadvantages of extending the firm’s scope of operations via vertical integration.

•Become aware of the conditions that favor farming out certain value chain activities to outside parties.

•Understand when and how strategic alliances can substitute 

for horizontal mergers and aciqusitions or vertical integration 

and how they can facilitate outsourcing.

BLUE-OCEAN SATEGYTR is a offers growth in revenues and profits by discovering or inventing new industry segments that create altogether new demand.

Ebay.com is the one example company use the blue ocean strategy.. Ebay.com has the own identity that everyone in the world can use this website to sell or buy anything they want....

HORIZONTAL SCOPE  is the range of product and service segments that a firm serves within its focal market.

VERTICAL SCOPE is the extent to which a firm’s internal activities encompass one, some, many, or all of the activities that make up an industry’s entire value chain system, ranging from raw-material production to final sales and service activities.

STRATEGIC ALLIANCE is a formal agreement between two or more separate companies in which they agree to work cooperatively toward some common objective.

JOINT VENTURE is a partnership involving the establishment of an independent corporate entity that the partners own and control jointly, sharing in its revenues and expenses.

chapter five : THE FIVE GENERIC COMPETITIVE STRATEGIES

 

ASSALAMUALAIKUM...

   From the topic the five generic competitive strategies i can understand what distinguishes each of the five generic strategies and why some of these strategies work better in certain kinds of industry and competitive condition than in others.

THE FIVE GENERIC COMPETITIVE STRATEGIES

     Low Cost Prodvier

Striving to achieve lower overall costs than rivals on products that attract a broad spectrum of buyers

  Broad Differentiation

 Differentiating the firm’s product offering from rivals’ with attributes that  appeal to a broad spectrum of buyers.

  Focused  Low-Cost

  Concentrating on a narrow price-sensitive buyer segment and on costs to offer a lower-priced product

    Focused Differentiation

  Concentrating on a narrow buyer segment by meeting specific tastes and requirements of niche members

  Best-Cost Provider

  Giving customers more value for the money by offering upscale product attributes at a lower cost than rivals

HOW DOES AIR ASIA COULD MANAGE THE OFFER PRICE

    In my class, for the last lecture 8 october 2013, we have to discuss about how does Air Asia could manage to offer cheaper airfaces. In my opinion, firstly Air Asia offers the online ticket for customers to easy check the price, date, or destination.By using the online ticket, they dont need to come out print the cost paper to be ticket and reduce the counter ticket. Secondly, Air Asia management cut so many operational cost. Futhermore, Air Asia not have many workers. U can see, an employee in Air Asia will do a lot of work. For example, all the stewardess is multipassing, with check the ticket at gate,sell for in flight, serve customer, and stucking luggage.Besides that, Air Asia didt give the opportunity for the customers to choose seat and its small space with many people. As fr instead people dont care it because the price Air Asia offer.

  Air Asia also prefer to choose the cheaper airport for landing and fly.For example, in malaysia, Air Asia prefer to choose LCCT airport than KLIA. The best strategic management that Air Asia have in ansuming reducing the cost was, they buy the fuel when the price of the fuel was decrease and the prefer to buy the fuel in bought or wholesale. Lastly, Air Asia have the a low-cost providers core concept basis for competitive advantage is lower overall cost than competitors. Successsfull low cost leaders, who have the lowest industry cost, are exceptional good at finding ways to drive cost out of their business and still provide a services that customers find acceptable.

now everyone can fly

chapter four : EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS

Assalamualaikum..

Im very interested about this topic because in this topic i learn how to learn how well

a company strategy is working and understand why a company resources and 
capabilities are central to its strategic approach. Besides that, im also know that how to evaluate their 
potential for giving the company a competitive edge over rivals.

Before that we must 
identifying the compenents of a Single Business Company Strategy

RESOURCE

 a competitive asset that is owned or controlled by a firm

CAPABILITY or COMPETENCE

 the capacity of a firm to perform and internal activity competently through deployment

 of a firm's resources
.
COMPETITIVE ASSETS

when the resources and capabilities and are big determinants of its competitiveness and ability to succeed in the marketplace.

Resources and capability analysis provide managers with a powerful tool for sizing up the company's competitive assets and determining whether they can provide the foundation necessary for competitive  success in the marketplace.There are two types of company resources..

DYNAMIC CAPABILITY
is the he ongoing capacity of a firm to modify its existing resources and capabilities or create new ones by:
1- improving existing resources and capabilities incrementally.
2- adding new resources and capabilities to the firm's competitive asset portfolio.


IS THE COMPANY ABLE TO SEIZE MARKET OPPORTUNITIES AND NULLIFY EXTERNAL THREATS?

SWOT ANALYSIs are powerful tool for sizing up a company's strengths and weaknesses, its market opportunities and the external threats to its future well-being.

SWOT Analysis Is a powerful tool for sizing up a firm’s:

Internal strengths (the basis for strategy)

Internal weaknesses (deficient capabilities)

Market opportunities (strategic objectives)

External threats (strategic defenses)SWOT Analysis Is a powerful tool for sizing up a firm’s

The Steps Involved in SWOT Analysis: Identify the Four Components of SWOT, Draw Conclusions, Translate Implications into Strategic Actions

Lastly, i want to share this video about this topic for u enjoy.... :)

thanks you..:)

chapter 3..evaluating a company’s external environment

Assalamualaikum...:)

After finished the chapter 1 and 2, we go to explore the chapter 3, 
It is  about the evaluating a company’s external environment. This topics are discuss 
about the PESTEL and the Porter's Five - Forces .

What the PESTEL ANALYSIS?? 
 PESTEL analysis focuses on the six principal components of strategic significance in the 
macro-environment.Pestel means that:

P-political factors that influence to business or economy.
E-economic conditions
S-socio cultural forces
T-technological factors
E-environmental factorsL-legal/regulatory conditions 

The macro-environment encompasses the broad environmental context in which a company’s industry is situated that includes strategically relevant components over which the firm has no direct control. 

What the Porter Five Forces Analysis. Its means that The five competitive forces was competition from:

1- rival sellers
2- potential new entrants
3- producers of substitute products
4- supplier bargaining power
5- customer bargaining power

chapter 1 : definition of strategic management

assalamualaikum everyone..
for first chapter in lectere startegic management we learn  about the????
of course in first chapter we learn about the definition strategic management
and strategic management process

Strategic management is used synonymously with the term strategic planning.
Sometimes the term strategic management is used to refer to strategy formulation,
implementation, and evaluation, with strategic planning referring planning referring
only to strategy formulation. A strategic plan results from tough managerial choices
among numerous good alternatives, and signals commitment to specific market,
policies, procedures, and operations.

There are three stage of strategic management:
    1* strategy formulation
    2* strategy implementation
    3* Strategy evaluation

Strategy formulation 
   includes developing a vision and mission, identifiying an organizations externel opportunities
and threats, determining internal strentghs and weaknesses, establishing long-term objectives,
generating alternatives strategies, and choosing particular strategies to purse

Strategy implementation
   Requires a firm to establish annual objectives, devise policies, motivate employee, and
allocate resources so that formulate strategies can be executed and often called
action stage.

Strategy evaluation
   reviewing external and internal factors that are the bases for current strategies, measuring
performance, and taking corrective action

My First Blog

Assalamualaikum... Syukur Alhamdulillah... 

Finally, im already has my first blog....

Actually, im created this blog for my individual task 

in strategic management MGB 4013 under the guidance 

and my lovely lecturer DR. UMMI SALWA AHMAD BUSTAMAM.

Thanks to miss Ummi because with my blog i can share everything about 

strategic management or business. Im love business and im actually born 

from family business. Before late, im Ahmad Abid bin Sarbini from TMA 3 and 

im hope my blog businesscolour can make business very interested with 

colourfull result and success.