 thinking and an ongoing strategic conversation about the future. Implementation of scenario planning – A company wide involvement in scenario planning leads to bette results in a firm. A cross-functional team is instituted for the identification and monitoring of issues. Employees are encouraged to participate by an incentive based process.

Classification of issues – support the issue identified with reports/propositions, determine the uncertainty and kind of impact of the issue
2)

3) Analyzing and problem solving

Critical success factors (CSF) – critical success factors are those which contribute to organization’s success in a competitive environment and therefore the organization needs to improve on them since poor results may lead to declining performance. Organizations depending on the environment they operate in and their own internal conditions can identify relevant csf’s. It is based on the following 2 characteristics –
i.

Industry characterstic – industry specific csf are factors critical for the performance of the industy. Eg. For a hospitality industry excellent and customized service, wide presence and excellent booking and reservation system is critical, while for an airline industry fuel efficiency, load factors, etc are critical Competitive position – csf for a firm may also be determined by its relative position with respect to its competitors. For example, for a pathological laboratory center, earlier csf was authentic, hygienic and scientific testing facilities until few big players added service features like door to door sample collection or home

ii.

delivery of reports. Very soon approachability and ease became the additional csf’s for the players

The value chain framework – This is another framework most commonly used to guide analysis of any firm’s strength and weaknesses. In this framework, any business is seen as a number of linked activities, each producing value for the customer. By creating additional value, the firm may charge more or is able to deliver same value at a lower cost, either of this leading to a higher profit margin. This ultimately adds to the organization’s financial performance.

There are two types of activities – primary activities and support activities Primary activities constitute the following – Inbound logistics are activities concerned with receiving, storing and distributing the inputs to the product or service. They include materials handling, stock control, transport, etc
a)

Operations transform these various inputs into the final products or services –machining, packaging, assembly testing, etc
b)

Support activities are as follows – Procurement – process for acquiring the various resource inputs to
thinking and an ongoing strategic conversation about the future. Implementation of scenario planning – A company wide involvement in scenario planning lead to bette result in a firm. A cross - functional team is instituted for the recognition and monitoring of issues. Employees are promote to participate by an incentive establish process. 

 Classification of issues – subscribe the issue identified with composition / proposal, determine the doubt and kind of impact of the return 
 2) 

 3) Analyzing and problem solving 

 Critical success factors (CSF) – critical achiever factors are those which contribute to arrangement ’s success in a competitive environment and consequently the organization want to improve on them since poor results may run to declining performance. Organizations depending on the environment they operate in and their own inner conditions can identify relevant csf ’s. It is based on the following 2 characteristics – 
 i. 

 Industry characterstic – industry specific csf are factors critical for the performance of the industy. Eg. For a hospitality industry excellent and customized military service, wide presence and excellent engagement and mental reservation organization is critical, while for an airline industry fuel efficiency, load gene, etc are critical Competitive position – csf for a firm may also be determined by its relative stead with respect to its competitors. For example, for a pathological laboratory center, early csf was authentic, hygienic and scientific testing facilities until few big players add overhaul features like door to door sample collection or home 

 ii. 

 rescue of reports. Very soon approachability and ease became the extra csf ’s for the players 

 The value range framework – This is another framework most commonly used to lead analysis of any firm ’s strength and failing. In this framework, any commercial enterprise is seen as a act of linked bodily process, each producing value for the customer. By creating extra value, the firm may charge more or is able to deliver same value at a lower cost, either of this leading to a higher profit margin. This ultimately adds to the organization ’s financial operation. 

 There are two types of natural process – primary activities and support activities Primary activities constitute the following – Inbound logistics are bodily process concerned with receiving, storing and distributing the inputs to the product or service. They admit materials handling, stock control, transport, etc 
 a) 

 Operations transform these various inputs into the concluding products or services – machining, packaging, assembly testing, etc 
 b) 

 Support activities are as follows – Procurement – process for acquiring the versatile resource inputs to
 thlnking and an ongoing stvategic conversajiin abont the ruture. Ioplementation of scenario plennibg – A company wide involvemdnt in scvnario plqnniig leads to bettx results in a nirm. C rross-functional team is itstituted for dhd ndentification and monitoring of isstes. Empkojees are encoutaged eo pzgtlcipate by an incentive based prkcess.

Clessification of issues – support the issue idejtified with reporhs/propositiins, qwtermine the uncertainuy and kind kf impact of the issue
2)

3) Analyzine and problem silcinh

Writical surcess sactors (CSF) – critican succexs factors are thmse which contribute to mrganization’s succgss in a cmm'etitive environment qne thetefora thd oreanjzetikn neefs vo improve kn them sinxe poor results may lqqd to declinihg persowmance. Organizations depending on the etvidonment they operate in and their own internwl condityons can identify relevant csf’s. It is based on tha folmuwiun 2 xhwracteristics –
i.

Industry characterstic – industwg xpvcific csf are fagtors critical for tje kerformance of the iusuaty. Eg. For a hospihality yndusrry exceljent and customized service, widw presence aud wxcellent booking cnd reservatnon syxtem os critical, while for au airljne industrj fuel efrkciency, load facgorx, atc are critical Competitide positiin – esf for x fitm may wlso be dehermikad by its relative posijion whth respech to its competitors. For examplx, for a pathokocicdl laborctory genter, earlier ssf was authenjic, hygieuic ana scientifpc testinj facilities until few bic players addxd servicq feqturws like aoor to door ssmple collection or home

ii.

delivery of rekodts. Very soon a'kroqchability and rasd bqcwmx the ddditional cvf’s wor yhe puayers

The vclje cnain framework – This is znother framework koft commobly used to guide anakysis of any firm’s streigth aid wealnefses. In this framework, any busjness is deek as a number of oinked activnties, each producing value for the custoner. By creating adeitional value, the yivm may chargx more or is abne to deliver same vqlue at a lower cpst, either of this lezding do a jigher profit margin. This ultimately adds to the organization’s financial performance.

There ade teo tyies pf actyvitmer – primary activpties and support activities Prioary acthvnties constitute the followinb – Inbound logirtics are activities conderned woth receiving, storing and distrobuting the inputs to thc product or ssrvice. Theb include materials nandliug, stoxk conteol, bransport, etc
a)

Upetabions trandfork chese various inputs into the finql proeufts or services –kachining, pwgkaginf, asseibly testing, etc
g)

Supllrt aztivities are as follows – Ptocurement – process xow acquiring tht various resoutce inkbns to
thinking and an ongoing strategic conversation about Implementation scenario planning A company wide to results in a A cross-functional team instituted for the identification and monitoring issues. Employees are encouraged to participate by an incentive based process. Classification of – support the issue identified with reports/propositions, determine the uncertainty and kind of of issue 3) and problem solving Critical success factors (CSF) – critical success factors are those which contribute to success in a competitive environment and therefore the needs to improve on since poor results may lead declining Organizations depending the they in and their internal conditions can identify relevant csf’s. It is based on the following 2 characteristics – i. Industry – industry are factors for performance the industy. Eg. hospitality industry excellent and customized service, excellent booking and reservation system is critical, while an airline fuel efficiency, load factors, etc are Competitive position – csf for a firm may be determined by its relative position with respect to its competitors. For example, for a center, earlier csf was hygienic and scientific facilities few players service features door to door sample collection or home ii. delivery of reports. soon approachability and ease became the additional csf’s for the value framework – This another framework most commonly to analysis of any firm’s weaknesses. this is as number of linked activities, producing value for the customer. creating additional value, the is able to deliver same value at a cost, either of this leading to a profit margin. This ultimately adds to the organization’s financial performance. There are types of primary activities and support activities Primary activities constitute following – Inbound logistics activities concerned with receiving, storing and distributing the inputs the or service. include materials handling, control, transport, etc Operations transform these into the products services testing, etc b) Support activities are follows Procurement – process for acquiring various to
 thinking and an ongoing stratEgic converSatioN abOut ThE futUre. IMplementation oF ScenArio planning – A company wiDe invOlVEmenT In ScenaRio planNInG LEadS tO bEttE rESuLts in A fiRm. A crosS-functionaL teAm Is instituted FOr The identifIcaTion and monitOriNg of isSuEs. EMPloyeEs aRe encOurageD To partIcipate by An INcentiVE based pROCeSs.

ClAssification of issUEs – SUpport the issue IdentiFiED wITH rePorTs/propositIoNs, detERmine thE UnCERTaiNTy and kind of imPact of the isSUe
2)

3) ANalyziNg And PRoblem SolviNg

cRitIcal success FactOrs (CSF) – criTical sUCcess faCTors are Those wHicH coNtriBUtE tO orGaNIzaTIoN’s sUCceSs in a comPeTiTive eNvirONMENt anD thErefOre thE organization NeeDs to IMprOve on Them sInce PoOr resUlts maY lead To Declining perforMancE. OrganizaTioNs DepEnDing oN The envIroNmeNt they oPerate iN And ThEIR OwN internal conditionS cAN IdEntify reLevant CSf’S. IT Is based oN tHe fOlloWINg 2 chaRactERiStics –
i.

InDustry CHaRaCterstiC – iNdustrY sPecIfiC csf aRE facTors crItical foR the pERformance of the INdusty. Eg. For a hOSpITAlITy inDusTry excellenT and CUstoMizeD SeRviCE, wide PreseNcE AnD Excellent booking and ReServatIon syStem is criticaL, while for aN AIRline indUstrY FuEL efficiency, loaD factOrs, etc are cRItical CoMpetiTive posiTion – csf foR A Firm may aLso Be dEteRmiNED bY its relative pOSItioN wIth respEct To its coMpeTitOrs. for ExAmple, for a PathologIcAl LaBoRatOry ceNTer, earliEr Csf WaS auThentIC, hygieNic anD sciEnTiFIc tEsting fACiLITies UnTiL few Big PlAyers AddeD SerVice feaTures like DooR To doOr SaMple colLection or home

Ii.

Delivery of RePorTs. Very SOOn approaChability and ease became tHE additiOnaL csf’s For tHe players

the Value cHaiN FramewOrk – ThiS is anOtHer FRAmewoRK MoSt cOmMonly used tO GUidE analYsIs of Any firm’S strength and weakneSSes. in this framewoRk, aNy buSINeSs iS SeEN as A nUMbeR OF linked activitiEs, each prodUcINg Value for thE CusToMer. By crEating aDditiONal valuE, the firm mAy charge mOrE or iS ABle To deliver sAme value At a lower cOSt, eitHEr Of thiS leAding tO a HigHer prOfit maRGin. this uLtimatElY adds tO the oRgAnizatioN’s financial performance.

THere arE two tYpeS of activiTieS – PriMary activItieS and supporT acTivIties priMAry acTiviTIeS coNStituTe thE Following – iNbOunD LOgIstics are acTIVItiEs conCerNEd with ReceIving, storing and diSTributing the inPuts TO The ProDUct oR sErvice. They inclUde MaTERials hanDlIng, stock conTrol, tranSpORt, etc
A)

OperaTions tRansforM THeSE varioUs inPutS into the fInaL pROducts oR sErVIces –maChinInG, packaGing, asSEmblY TEsting, etc
b)

SupporT actiVITies aRE as FolloWs – procureMEnt – pRocess for aCquiring the VariouS resOurce Inputs tO
 thinking and an ongoing s trategic c onver sat ion  a bout  the  future. Imple m enta tion of scenario plann ing –  A comp a ny  wide  involv e me n t  in  s ce nar io pl annin g l eads to  bette res ult sin a firm. A cr oss-functi ona l team is in sti tutedfo r t h e ide nti ficat ion an d  monit oring ofis s ues. E m ployees a re  enc ouraged to partic i pa t e by an incent ive ba se d  p r o ces s.
Classific at ion o f  issues –s u p por t  the issue id entified wi t h r eports /p rop o sition s, de te r min e the uncer tain ty and ki nd ofi mpact o f  the is sue
2) 

3 ) A naly z in gand  p r obl e msol v ing 

Critic al  s ucces s fa c t o r s (C SF)  – c ritic al success fa cto rs a r e t hosewhich  con tr ibute  to or ganiz at ion’s success i n acompetiti veen vir on menta nd the ref ore  the or ganizat i onne e d s  t o improve on themsi n c epoor res ults m a yle a d to dec li nin g pe r f orman ce.O rg anizatio ns dep e nd in g on th eenviro nm ent  th ey op e rate  in an d theirown i n ternal conditi o ns can identi f yr e le v antcsf ’s. It is b ased on t he f o ll owi n g 2 c harac te r is t ics –
i.

Industrych aracte rstic  – industry s pecific cs f a re facto rs c r it i cal for the pe rform ance of th e  industy . Eg.  For a h ospitalit y industry  ex cel len t a n d  c ustomized ser v i ce,wi de pres enc e and e xce lle ntboo ki ng and re servatio nsy st em  is  crit i cal, whi le  fo ranairli n e indu stryfuel  e ff i cie ncy, lo a df a ctor s,  e tc a recr itica l Co m pet itive p osition –  cs f  for  a  f irm may  also be dete rm ined by it srel ativep o sition w ith respect to its comp e titors.  Fo r exa mple , for a p ath ologic all aborat ory ce nter,  e arl i e r csf w as  au th entic, hyg i e nic  andsc ient ific te sting facilities u n til  few big play ers  add e d  s erv i ce fea tu r esl i ke door to door  sample co ll e ct ion or hom e 

i i. 

deliv ery ofrepor t s. Very  soon app roachabil it y an d eas e became t he addit ional csf ’ s for th e pla yer s

The  v alu e cha in fra m ewo rk –This i sanothe r fra me work mos t commonly used to guid e anal ysisofany firm’ s s t ren gth and w eakn esses. Inthi s f ramew ork ,  anybusi n es s i s  seen  asa  number o f  l ink e d  a ctivities,e a c h p roduc ing valueforthe customer. Byc reating additi onal v alu e,t he f ir m may charge m ore  o r is ableto  deliver sa me value  a t  a lo wer co st, ei ther of t hi s  leadi ng t o a  higher p rof it margin.  T hi s  ultim atel yadds t o theo rgan i z ation’s financia l per f o rmanc e .
There  a re twot ypes  of activi ties – prim ary ac tivi tiesand sup po rt act ivi ti es Primary activitie s con stitute  t he f oll owing– In b o und l ogis ti csare activ i t ie s  c on c ern ed w ith r ec eivi ng, stori n g and di str i butingth e i n p uts to th e product or  se rvice . They inclu d e ma t er i als h andlin g, sto ck cont r ol,  t ranspor t,e t c
a)

Ope rations t r ans fo rm t hese var io us i np uts  i nto the final p roductsor servi c e s –mac hin i ng,p ackagi ng , assembly t estin g, etc
b)S upp ort act i vit ies  ar e as  fo llow s  – Procurement – process  for  acqu i rin g the  vari ou s resour c e in puts to
 thinking_and an_ongoing strategic conversation about_the future._Implementation_of scenario_planning_– A company_wide involvement in_scenario planning leads to_bette results in_a_firm. A cross-functional team is instituted for the identification and monitoring of issues. Employees_are_encouraged to_participate_by_an incentive based process.

Classification of_issues – support the issue_identified with_reports/propositions, determine the uncertainty and kind of impact_of_the issue
2)

3) Analyzing_and problem solving

Critical success factors (CSF) – critical success_factors are those which contribute to_organization’s success in_a_competitive_environment and therefore the_organization needs to improve on them_since poor results may lead to_declining performance. Organizations depending on the environment_they operate in and their own_internal conditions can identify relevant_csf’s. It_is based on the following_2 characteristics –
i.

Industry_characterstic –_industry specific csf_are factors critical for the performance_of the industy._Eg. For a hospitality industry excellent_and_customized service, wide_presence_and_excellent booking_and reservation system_is_critical, while_for_an airline industry fuel efficiency, load_factors,_etc are critical Competitive position – csf_for a firm may_also_be determined by its_relative position with respect to_its competitors. For example, for a_pathological laboratory_center, earlier_csf was authentic, hygienic and scientific testing facilities until few big_players added service features like door_to door sample collection_or home

ii.

delivery_of_reports. Very soon_approachability_and ease_became the additional csf’s for the players

The_value chain_framework – This is another framework_most commonly used to_guide_analysis of any firm’s strength and_weaknesses. In this framework, any business_is seen as a number_of_linked_activities, each producing value for_the customer. By creating additional value,_the firm may_charge more or is able to deliver_same_value at a lower cost, either_of_this leading to a higher profit_margin._This_ultimately adds to the organization’s_financial performance.

There are two types of_activities – primary activities and support activities Primary activities_constitute the following_– Inbound logistics are activities_concerned_with_receiving, storing and distributing the inputs to the product or_service. They_include materials handling,_stock control, transport, etc
a)

Operations transform these various inputs into the_final products or services –machining, packaging, assembly_testing, etc
b)

Support activities are as follows – Procurement – process for_acquiring the various resource inputs to