The real art of strategic planning

Article Abstract:

Four big strategic and four key tactical questions are outlined that would put one in the right frame of mind to make sure that one could master the real art of strategic planning. Strategic planning is about limiting the amount time and effort one spend on low value-adding activities so that one can concentrate on those activities that gives more profit.

Analysis, Corporate growth, Industry growth

---

Benchmarking as a tool of strategic management

Article Abstract:

The Total Benchmarking Model is introduced that effectively integrates four types of benchmarking activities of benchmarking of competitive advantages, benchmarking of strategies, process benchmarking and performance benchmarking. The model aims to support and improve the quality of strategic management decision-making.

Decision-making, Models, Decision making, Influence, Benchmarks, Benchmarking, Benchmark

---

Six sigma management activities and their influence on corporate competitiveness

Article Abstract:

Implications of six-sigma management processes application on corporate competitiveness are examined.

North Korea, Methods, Usage, Business intelligence, Competitive intelligence, Six Sigma (Quality control), Business performance management

Similar abstracts:

• Abstracts: Factory managers: their role in personnel management and their place in the company. Plateaued Managers: Their Need Gratifications and Their Effort-Performance Expectations
• Abstracts: The valuation of proprietary technology. Prepayment, default, and the valuation of mortgage pass-through securities
• Abstracts: Factory managers: their role in personnel management and their place in the company. part 2 The management of the personnel function
• Abstracts: Quality standards that can open doors. Quality management targets health care. Total quality by satellite
• Abstracts: Cost of quality in the new manufacturing environment. Can cost control and quality care coexist

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.