Assessment of Performance Measurement in - St Clements University

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industry. This forced government policy has resulted to reduction in industry fragmentation 2.6 STRATEGY FORMULATION IN FRAGMENTED INDUSTRIES Porter (1980) proposed five steps in formulating strategy in fragmented industries. He stated that: Step one is to conduct a full industry and competitor analysis to identify the source of the competitive forces in the industry, the structure within the industry, and the positions of the significant competitors. Step two is to identify the causes of fragmentation in the industry. It is essential that the list of causes be complete and that their relationship to the economic of the industry be established. Step three is to examine the causes of industry fragmentation one by one in the context of the industry and competitor analysis in step one. Can any of these sources of fragmentation be overcome through innovation or strategic change? Will any of the sources of fragmentation be altered directly or indirectly by industry trends? Step four depends on a positive answer to one f the preceding questions. If fragmentation can be overcome, the firm must assess attractive returns. To answer this question the firm must predict the new structural equilibrium in the industry once consolidation occurs and must then reapply structural analysis. If the consolidated industry does promise attractive returns, the final question is, What is the best, 36
defendable position for the firm to adopt to take advantage of industry consolidation? Step five. This involves the selection of the best alternative for coping with the fragmented structure. This step will involve a consideration of the broad alternatives as well as others that may be appropriate to the particular industry, in light of the particular resources and skills of the firm. Besides providing a series of analytical processes to go through periodically, these steps also direct attention to the key pieces of data in analyzing fragmented industries and in competing in them. The causes of fragmentation, predictions about the effects of innovation on these causes, and identification of industry trends that might alter the causes of fragmentation become essential requirements for environmental scanning and technological forecasting. 2.7 COMPETITIVE STRATEGY IN DECLINING INDUSTRIES Porter (1980) stated that for purposes of strategic analysis, declining industries are treated as industries that have experienced an absolute decline in unit sales over a sustained period. Decline cannot be ascribed to the business cycle or to other short-term discontinuities, such as strikes or material shortages, but represents a true situation in which end-game strategies must be developed. There have always been industries in decline, but the prevalence of this difficult structural environment has probably increased with slower world economic growth, product substitution resulting from rapid cost inflation, and continued technological changes. The decline phase in the business life- cycle model is characterized by shrinking margins, pruning product lines, 37
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 and 12: 5. To ascertain the extent of the r
Page 13 and 14: 1.7 LIMITATION OF THE STUDY The maj
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: service organization, specialized l
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
Page 65 and 66: industry unsettled and probably cha
Page 67 and 68: materials to another, such as finis
Page 69 and 70: compete successfully with its rival
Page 71 and 72: Retailer Retailer Manufacturer Reta
Page 73 and 74: 4. Attitude: Consumers are able to
Page 75 and 76: (1) The hierarchy of strategic inte
Page 77 and 78: performance. The feedback from stra
Page 79 and 80: In a little departure from Kazim (2
Page 81 and 82: of words. The various parts of the
Page 83 and 84: Quality as part of corporate strate
Page 85 and 86: Different levels of strategy: Struc
Page 87 and 88:
used for tapping solar energy, or a
Page 89 and 90:
gap Analysis Past strategy New Stra
Page 91 and 92:
According to the BCG, a company mus
Page 93 and 94:
EVR Congruence is a refined version
Page 95 and 96:
ZONE GREEN YELLOW RED capability, a
Page 97 and 98:
which found a positive correlation
Page 99 and 100:
more than a strong and appropriate
Page 101 and 102:
Aggregate economic activity compani
Page 103 and 104:
value of all goods and services pro
Page 105 and 106:
service requirements, and deciding
Page 107 and 108:
(b) R & D (Research and Development
Page 109 and 110:
Human resources management is a str
Page 111 and 112:
Liftman et al (1994) stated that po
Page 113 and 114:
1. Environmental problems and Oppor
Page 115 and 116:
the environment remains supportive
Page 117 and 118:
A regional strategy implies that a
Page 119 and 120:
ii. What objective will be establis
Page 121 and 122:
2.28 STRATEGY CHOICES Jauch and Glu
Page 123 and 124:
increase market share substantially
Page 125 and 126:
different future periods. The logic
Page 127 and 128:
COST-REDUCTION STRATEGIES: Luftman
Page 129 and 130:
marketing, as a process requires ti
Page 131 and 132:
organization may triggers a bigger
Page 133 and 134:
performed in a sequence and accordi
Page 135 and 136:
Loewen J. (1997), Hill and Jones (1
Page 137 and 138:
strategy formulation, strategy impl
Page 139 and 140:
Premise control: In the strategy fo
Page 141 and 142:
The strategic surveillance of exter
Page 143 and 144:
5. Installing and maintaining appro
Page 145 and 146:
a) Systemic Barriers: Systemic Barr
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approach is to have both the planni
Page 149 and 150:
Strategy Evaluation Thompson (1995)
Page 151 and 152:
objectives, while at the same time
Page 153 and 154:
ecent high profile financial report
Page 155 and 156:
goods and services benefit the comm
Page 157 and 158:
2. Aligning people-communicating th
Page 159 and 160:
firm’s liquidity. The quick ratio
Page 161 and 162:
Financial analysts stated that it i
Page 163 and 164:
This limitation of canonical correl
Page 165 and 166:
favours the cumulative l distributi
Page 167 and 168:
negates or dilutes the effectivenes
Page 169 and 170:
The Bs are the coefficient (or para
Page 171 and 172:
The stochastic error term: Besides
Page 173 and 174:
To get a better feeling for these c
Page 175 and 176:
5. Observed frequencies cannot be t
Page 177 and 178:
2. The Pearson Product Moment Corre
Page 179 and 180:
For our secondary data, the followi
Page 181 and 182:
4.1 INTRODUCTION CHAPTER FOUR DATA
Page 183 and 184:
company was N11, 617,978b, given a
Page 185 and 186:
2005, SHF of the company increased
Page 187 and 188:
ecame N6, 472,698b given a growth r
Page 189 and 190:
the SHF of the company rose to N370
Page 191 and 192:
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
Page 201 and 202:
N4,243,286b giving us a 0.77 percen
Page 203 and 204:
growth. In 2003, the SHF of the com
Page 205 and 206:
2003, the company reported a droppe
Page 207 and 208:
moved to N2,128,304 billion that me
Page 209 and 210:
epresenting 29.45 percent growth. I
Page 211 and 212:
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
Page 219 and 220:
HYPOTHESES 2 There is no significan
Page 221 and 222:
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
Page 231 and 232:
Our survey also revealed that 85.71
Page 233 and 234:
number of the respondents believed
Page 235 and 236:
Responses on whether firms have str
Page 237 and 238:
Looking at the client satisfaction
Page 239 and 240:
Koch (2000) listed the following as
Page 241 and 242:
CHAPTER 6 SUMMARY OF FINDINGS, CONC
Page 243 and 244:
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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