Papers by Bram Ibrahim
Note : √√ indicates aprincipal resposibility; √ indicates a secondary responsibility. Functional-... more Note : √√ indicates aprincipal resposibility; √ indicates a secondary responsibility. Functional-level decisions implement the overall strategy formulated at the corporate and business levels. They involveaction-orientied operational issues and are relatively short range and low risk. Functional-level decisions incur onlymodest costs, because they are dependent on available resources. They usually are adaptable to ongoing activities and therefore, can be implemented with minimal coorporation. For example, in 1991, Nordstrom and Dilard Department Stores reported first-quarter profits of $ 26 million, a 95 % increase over the previous year. They attributed the increased earning to tighter inventory and operating controls in the parent company. In a second example, the corporate headquarter of Sears, Roebuck & Company spent $ 60 million in 1992 to automate 6,900 clerical jobs by installing 28.000 computerized cash registers at its 868 stores in the United States. Though this move eliminated many functional level jobs, topmanagement believed that reducing annual operating expenses by at least $ 50 million was crucial to competitive survival. Because functional-level decisions are relatively concrete and quantifiable, they receive critical attention and analysis even though their comparative profit potenstial is low. Common functional-level decisions include decisions on generic versus brand-name labeling, basic versus applied research and development (R&D), high versus low inventory levels, general-purpose versus specific-purpose production equipment, and close versus loose supervision. Business-level decisions help bridge decisions at the corporate and functional levels. Such decisions. Decisions are less costly, risky, and potentially profitable than functional-level decisions. Common business-level decisions include decisions on plan location, marketing segmentation and geographic coverage, and distribution channels.
Teaching Documents by Bram Ibrahim
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Papers by Bram Ibrahim
Teaching Documents by Bram Ibrahim