Case Assignment Example | Topics and Well Written Essays - 500 words - 2

Case - Assignment Example Cineplex had the advantage to show specialty movies, in particular foreign art films that could not be shown in large theaters with reasonable profit margin. The basic purpose of existence of Cineplex was not to compete with the large theaters but to develop a new market that to some extent does not exist. All the screens in the Cineplex presented a compelling picture of profit margins that show a success of the newly developed idea. After the comeback from the verge of bankruptcy Drabinsky has the possession over one of the North America’s major theater chains. The market was diversifying at that time and TV channels were eating the market share by showing the movies with the comfort of home. Drabinsky was concerned with this situation and decided to change the perception of moviegoers by enhancing the movie going experience in theaters. The enhancements were brought regarding the renovation of theaters. At first the uniformly drab design of Cineplex was abandoned that was common in most theater chains, introduced the art work in the lobbies, lush woolen carpet spread over the marble floors of theater and also incurred some other changes in the physical structure of theater. The screening auditorium featured scientifically countered seats, digital background music, and state of the art projection systems. One more new idea was introduced; it was real buttered popcorn in the concession stands and cafes th at offered freshly brewed cappuccino. With the introduction of such changes in its theaters, Drabinsky changed the face of film exhibition. This stand gave a sustained competitive advantage for a long time to the Cineplex. Drabinsky continuously focused on innovations and new ideas implementation in the business structure. He was always looking to increase the power of the company by consistent increase in the market share, new market development or market expansion etc. Continuously increasing market share was his main concern. Drabinsky had

Summary Coursework Example | Topics and Well Written Essays - 2000 words

Summary - Coursework Example This being said, Day and Schoemaker (2005) develop a strategic eye exam that will help managers to examine the most problematic strategic areas. First, the authors recommend defining the scope of the company’s peripheral vision. Neither too much nor too little peripheral vision is good for the company: those with too much peripheral vision can end up being too neurotic to deal with change. Second, Day and Schoemaker (2005) proceed to the questions every manager should ask while analyzing companies’ peripheral vision: these questions relate to companies’ past and present, as well as future prospects and ideas. Finally, the authors suggest that the peripheral vision of any company can be strengthened. The article can readily serve the source of valuable advice in the development of useful peripheral vision and thinking within organizations. Day, GS & Schoemaker, PH 2005, ‘Scanning the periphery’, Harvard Business Review, November, pp.135-148. Are You S ure You Have a Strategy? Strategy is a buzzword in contemporary organization studies, but few organizations have a clear understanding of what strategy really means: in this article, Hambrick and Fredrickson (2005) develop a framework for strategy design that includes five basic elements. According to Hambrick and Fredrickson (2005), researchers have developed abundance of various strategic analysis frameworks, but all these frameworks ignore the fundamental question of what strategy is and how it works. As a result, it is not clear how these strategic frameworks should be applied and how they can benefit organizations. In this situation, strategic managers and business owners create confusion and reduce their professional credibility (Hambrick & Fredrickson 2005). This is why the authors of this article propose their vision of strategy and its elements. Based on the article, the main elements of strategy include Arenas, Vehicles, Differentiators, Staging, and Economic Logic. For ea ch element, Hambrick and Fredrickson (2005) provide a question every company should ask in the process of formulating its strategy. For example, in terms of the Arenas element, executives should first decide where exactly, in what arenas, their business will operate (Hambrick & Fredrickson 2005). The substance of any strategy is made of arenas, vehicles, and differentiators, which also require that executives define the main stages of strategy implementation and develop a clear idea of how exactly they want to generate profits (Hambrick & Fredrickson 2005). To support their claims, the authors provide a number of case studies. These case studies illustrate the strengths of the proposed strategy framework. Finally, Hambrick and Fredrickson (2005) conclude that strategy is not about planning but about informed and well-integrated choices and the proposed framework can well serve the basis for the development of the major strategic initiatives. Hambrick, DC & Fredrickson, JW 2005, â₠¬ËœAre you sure you have a strategy?’, Academy of Management Executive, vol.19, no.4, pp.51-62. The Irrational Side of Change Management In this article, the authors identify and discuss nine insights into the way human nature becomes a barrier to implementing the four conditions of behavioral change and fostering positive organizational shifts. Also, the authors show how different companies have succeeded in overcoming these obstacles,