Assessment of Performance Measurement in - St Clements University

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3. H0: There is no significant relationship between client/employee satisfactions and business and business strategy. H1: There is no significant relationship between Client/employee satisfactions and business strategy. 4. H0: There is no significant relationship between research and business strategy. H1: There is significant relationship between research and business strategy. 5. H0: There is no significant relationship between corporate social responsibility and business strategy. H1: There is significant relationship between corporate social responsibility and business strategy. 1.6 SIGNIFICANCE OF THE STUDY As at now, there is no known study of firm performance vis-à-vis business strategy in Kaduna. This study attempted to provide more information in this area. 1. It will elicit better understanding of performance measurement in business strategy implementation control 2. It will serve as a guide to business strategy planning 3. It will draw the attention of managements to the need to consider some qualitative variable in measuring firm performance 4. It will also serve as a reference material to business policy makers and future researchers in this area. 12
1.7 LIMITATION OF THE STUDY The major limitations of the study are fund, data and time. Because of these limitations the study was not able to cover all the firms in KADUNA and its environs. Despite these limitations, due care was taken not to sacrifice quality and in-depth of this study on the altar of time, data and money. 1.8 DELIMITATION OF STUDY This study as we have shown has attempted to measure firm performance vis-a -vis business strategy in selected firms in KADUNA. 1.9 DEFINITION OF TERMS Competitive advantage: The ability of an organization to add value for it customers than its rivals, and thus attain a position of relative advantage. Core competency: Distinctive skill, normally related to a product, service or technology, which can be used to create advantage. Corporate strategy: The overall strategy for a diversified or multi- product service organization. Effectiveness: The ability of an organization to meet the demands and expectation of its various stakeholders, those individuals or groups with influence over the business. 13
Page 1 and 2: ASSESSMENT OF PERFORMANCE MEASUREME
Page 3 and 4: Table of Contents Page Chapter One
Page 5 and 6: 2.34 Strategy implementation framew
Page 7 and 8: CHAPTER 1 1.1 BACKGROUND TO THE PRO
Page 9 and 10: Notwithstanding all these attempts,
Page 11: 5. To ascertain the extent of the r
Page 15 and 16: Strategic business unit: A discrete
Page 17 and 18: CHAPTER TWO LITERATURE REVIEW 2.0 D
Page 19 and 20: 2.1 STRATEGIC MANAGEMENT DEFINED Ch
Page 21 and 22: that the core of general management
Page 23 and 24: contributors to the cognitive schoo
Page 25 and 26: 2.3 STRATEGY MANAGEMENT DYNAMICS: C
Page 27 and 28: a. PESSIMISM CRITERION: This criter
Page 29 and 30: competitive strategy in emerging in
Page 31 and 32: Iv. Diseconomies of scale: In a sit
Page 33 and 34: A Split of Factor: Sometimes, the c
Page 35 and 36: service organization, specialized l
Page 37 and 38: defendable position for the firm to
Page 39 and 40: . Demographics: Another source of d
Page 41 and 42: substantial costs of labour settlem
Page 43 and 44: elative to the total, its divestmen
Page 45 and 46: this segment. It may find it desira
Page 47 and 48: 2.9 COMPETITION IN GLOBAL INDUSTRIE
Page 49 and 50: firm’s first foray overseas invol
Page 51 and 52: national markets, the global compet
Page 53 and 54: case, even a small improvement in c
Page 55 and 56: Trends of Global Competition There
Page 57 and 58: possibly India may ultimately emerg
Page 59 and 60: shifts in relative cost relationshi
Page 61 and 62: often in a good position to think u
Page 63 and 64:
currently available products. Buyer
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industry unsettled and probably cha
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materials to another, such as finis
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compete successfully with its rival
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Retailer Retailer Manufacturer Reta
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4. Attitude: Consumers are able to
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(1) The hierarchy of strategic inte
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performance. The feedback from stra
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In a little departure from Kazim (2
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of words. The various parts of the
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Quality as part of corporate strate
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Different levels of strategy: Struc
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used for tapping solar energy, or a
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gap Analysis Past strategy New Stra
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According to the BCG, a company mus
Page 93 and 94:
EVR Congruence is a refined version
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ZONE GREEN YELLOW RED capability, a
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which found a positive correlation
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more than a strong and appropriate
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Aggregate economic activity compani
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value of all goods and services pro
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service requirements, and deciding
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(b) R & D (Research and Development
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Human resources management is a str
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Liftman et al (1994) stated that po
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1. Environmental problems and Oppor
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the environment remains supportive
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A regional strategy implies that a
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ii. What objective will be establis
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2.28 STRATEGY CHOICES Jauch and Glu
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increase market share substantially
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different future periods. The logic
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COST-REDUCTION STRATEGIES: Luftman
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marketing, as a process requires ti
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organization may triggers a bigger
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performed in a sequence and accordi
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Loewen J. (1997), Hill and Jones (1
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strategy formulation, strategy impl
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Premise control: In the strategy fo
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The strategic surveillance of exter
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5. Installing and maintaining appro
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a) Systemic Barriers: Systemic Barr
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approach is to have both the planni
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Strategy Evaluation Thompson (1995)
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objectives, while at the same time
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ecent high profile financial report
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goods and services benefit the comm
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2. Aligning people-communicating th
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firm’s liquidity. The quick ratio
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Financial analysts stated that it i
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This limitation of canonical correl
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favours the cumulative l distributi
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negates or dilutes the effectivenes
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The Bs are the coefficient (or para
Page 171 and 172:
The stochastic error term: Besides
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To get a better feeling for these c
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5. Observed frequencies cannot be t
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2. The Pearson Product Moment Corre
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For our secondary data, the followi
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4.1 INTRODUCTION CHAPTER FOUR DATA
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company was N11, 617,978b, given a
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2005, SHF of the company increased
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ecame N6, 472,698b given a growth r
Page 189 and 190:
the SHF of the company rose to N370
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N618, 407m representing 632.69% dro
Page 193 and 194:
Earning translating into 26.26%. In
Page 195 and 196:
compared to last year. In 2003, the
Page 197 and 198:
In 2004 GE of Zenith Bank was N23,
Page 199 and 200:
2004, it rose again to N1, 002,024
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N4,243,286b giving us a 0.77 percen
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growth. In 2003, the SHF of the com
Page 205 and 206:
2003, the company reported a droppe
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moved to N2,128,304 billion that me
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epresenting 29.45 percent growth. I
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percent growth. In 2004, the Turnov
Page 213 and 214:
Table 4.16: CROSS SECTIONAL DATA FO
Page 215 and 216:
General normal equation formula:
Page 217 and 218:
means that the Share Holders’ Fun
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HYPOTHESES 2 There is no significan
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Table 4.27: Summary of chi-square a
Page 223 and 224:
Table 4.31 Summary of chi-square an
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
In discussing our result we found o
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Our survey also revealed that 85.71
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number of the respondents believed
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Responses on whether firms have str
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Looking at the client satisfaction
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Koch (2000) listed the following as
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CHAPTER 6 SUMMARY OF FINDINGS, CONC
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Another finding of the study based
Page 245 and 246:
There is need for further studies t
Page 247 and 248:
Jauch Lawrence and Glueck William (
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