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Academic literature on the topic 'Strategic tool'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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Journal articles on the topic "Strategic tool"

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Chakraborty, Suman, and Sabat Kumar Digal Sabat Kumar Digal. "Securitization in India: A Strategic Tool for Competitiveness." Indian Journal of Applied Research 3, no. 3 (October 1, 2011): 304–7. http://dx.doi.org/10.15373/2249555x/mar2013/101.

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Smith, Joe. "Outsourcing as a strategic tool." Competitive Intelligence Review 7, no. 3 (1996): 70–74. http://dx.doi.org/10.1002/cir.3880070311.

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Byham, William C., and Sheryl Riddle. "Outsourcing: A strategic tool for a more strategic HR." Employment Relations Today 26, no. 1 (1999): 37–55. http://dx.doi.org/10.1002/ert.3910260105.

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Veselić Bruvo, Jadranka, and Martina Jakovčić. "Strategic city projects as a strategic planning tool: an overview of terms and models." Hrvatski geografski glasnik/Croatian Geographical Bulletin 81, no. 1 (June 13, 2019): 5–29. http://dx.doi.org/10.21861/hgg.2019.81.01.01.

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Bhoite, Dr Sudhakar. "Decision Making Using Data Warehousing Technology: A Strategic Tool." International Journal of Scientific Research 2, no. 8 (June 1, 2012): 84–86. http://dx.doi.org/10.15373/22778179/aug2013/26.

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Flavián, Carlos, and Yolanda Polo. "Strategic groups analysis (SGA) as a tool for strategic marketing." European Journal of Marketing 33, no. 5/6 (June 1999): 548–69. http://dx.doi.org/10.1108/03090569910262116.

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Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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Sirower, Mark. "BANKRUPTCY AS A STRATEGIC PLANNING TOOL." Academy of Management Proceedings 1991, no. 1 (August 1991): 46–50. http://dx.doi.org/10.5465/ambpp.1991.4976524.

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Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (December 10, 2018): 63–68. http://dx.doi.org/10.35120/kij280163n.

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In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.

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Komskienė, Diana, and Kristina Bobinaitė. "SPORT SPONSORSHIP AS A STRATEGIC TOOL." Laisvalaikio tyrimai 2, no. 4 (2014): 1–10. http://dx.doi.org/10.33607/elt.v2i4.209.

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Research background. Sponsorship and sports marketing have been in existence for years and now have been greatly expanded and developed. Organizers of major events can hardly expect to receive some funds without expecting to give something back in return. Historically, sponsorship originated as an inexpensive addition to the marketing mix and was perceived as a philanthropic endeavour. In other words, corporations classified sponsorship as a donation and it was not considered a ‘marketing expense’, but nowadays it has changed significantly (Abiodun, 2011; Seguin et al., 2005). The attitude changed with regard to sponsorship when corporations began searching for a return on investment from donations made to various organisations (Meenaghan, 1991; Ramanantsoa, Thiery-Balé, 1989; Wilkinson, 1993). This came after a substantial increase in resources allocated to sponsorship, meaning that sponsorship became increasingly recognised as a valid promotional tool, a business expense that needed justification in the form of Return On Investment (Seguin et al., 2005). In addition, we have to keep track of constantly changing information. Nowadays, sponsors are increasingly more strategic in their approach to seeking value from sponsorship opportunities. Therefore, it is meaningful to understand that sponsorship is beneficial for both sides. Sponsorship proposals, for sport organizations, can help to achieve investment opportunities for business enterprises. For sponsors themselves, sponsorship can achieve even the most important company goals, such as access to a new marketplace, increased sales, (which directly will bring the capability of an organization to grow), increased popularity, strengthened image. Nowadays, sponsors are increasingly more strategic in their approach of seeking value from sponsorship opportunities. Furthermore, it is very important to understand how sponsors decisions will affect all of the organization in a strategic prospect. This could take us to a better comprehension of the key areas to be considered in the development of sponsorship proposals. Many of sports sponsorship proposals are counterproductive, because not taking into account the existing relationship between sponsorship and companies strategies. Results and findings. Organization situation is the firm’s goals, capabilities and resources. In organizations one of the most important strategic goals is to increase popularity, strengthen the image, achievement on the new market segment resources (Mitchel et al., 2013; Lane, 2009). The company can be sponsoring sport events which can bring new markets to it, positioning against competitors and other objectives. Product – market situation is the product category comparison new to the marketplace, growing, maturing or declining (Lane, 2009). Sponsoring can help achieve new marketplace, increase in sales which directly will bring capability of the organization to grow. A company involved in sports sponsorships can send instant messages to millions of potential buyers, generate community goodwill part, but most importantly it can increase market share and profit (Bocse et al., 2012). Competitive situation is how many competitors there are. What are their characteristics and marketing methods (Lane, 2009)? In essence, sport sponsorship has become a powerful marketing strategy used by firms to communicate with vast external and internal audiences to differentiate themselves from competitors (Cornwell, 2008), with the ultimate goal to orienting consumer’s preferences toward sponsors’ products (Barros, Silvestre, 2006) (Biscaia et al., 2013). Companies that are able to successfully tap into a consumer’s psychological connectedness with a sports team and can become more meaningful to that consumer (Henseler et al., 2011), what makes benefits and extension for brands and relationship. Environmental situation is what industry-wide and company–specific environmental opportunities and threats are most important (Mitchel et al., 2011; Lane, 2009). Quinn defines strategic decisions as “those decisions that determine the overall direction of an enterprise and its ultimate viability in light of the unpredictable and the unknowable changes that may occur in its most important surrounding environments.” (Shank, 2009, p. 342). It is a two-way street for both the sports entity and the sponsoring organization whereby the latter, tends to associate itself or its brands with the positive images obtained by the unique personality of the sporting event (Abiodun, 2011). The advantage of image building, promoted in a long term strategy, lies in the impact it has on an audience – target accurately determined because of the fittest event (Bocse et al., 2012). In our research we define the scope of effect of sport sponsorship on sponsors and reveal the sports sponsorship opportunities and links in sponsors’ strategic planning. The research method is content analyses and systemizing based upon theoretical framework. Keywords: sponsorship, sport sponsorship proposal, strategy.

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Dissertations / Theses on the topic "Strategic tool"

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Lu, Liang, Maria Munar, and Susana Gargallo. "Packaging as a strategic tool." Thesis, Halmstad University, School of Business and Engineering (SET), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-803.

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Moody, Shona. "SLOPE : a metaphor-based strategy formation tool /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/2192.

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Lhotáková, Markéta. "Positioning as a Strategic Marketing Planning Tool." Doctoral thesis, Vysoká škola ekonomická v Praze, 2001. http://www.nusl.cz/ntk/nusl-77135.

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Positioning is an important tool of marketing planning and brand building on the market. Positionig is a streategy that helps marketers to differentiate the brand from those of competition and creaete unique brand perception in minds of target consumers. In a proces of positioning development four core elements must be defined and analyzed -- target consumer, unique consumer benefit which brand offeres to the target consumer, brand and its brand equity and competitors from whom we want to differentiate the brand. In my dissertation I address both, theoretical attitudes toward positioning and its definition, as well as practical application of theoretical conclusions in case study from corporate practice

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Mahlambi, Sizwe Blessing. "Strategic planning: a tool for effective management of schools." Thesis, University of Zululand, 2015. http://hdl.handle.net/10530/1451.

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A dissertation submitted to the Faculty of Education in partial fulfilment of the requirements for the degree of Master of Education in the Department of Education Foundations and Management at the University Of Zululand, South Africa, 2015
The aim of this study is to investigate the role of strategic planning in the management of schools. Strategic Planning refers to the combined effort of people with interest in education (stakeholders) to develop a common goal for a particular school. Everyone within the boundaries of the school (teachers, learners and parents) then work toward the attainment of such a goal. From the literature study it becomes clear that strategic planning should commence with a study of the environment. “Environment” is an all inclusive word in this context that refers to both internal and external environments. The internal environment includes inherent factors that strengthen or weaken the school’s position. The external environment includes outside opportunities that the school may have as well as the threats that are brought by outside influences, including other schools or the community. The literature survey supplies a vast amount of evidence to support the belief that successful organisations are goal orientated. What all successful schools have in common is a well discussed mission / goal that people in that particular school works towards. A goal orientated school is characterised by parental involvement in matters concerning the school; by learner performance because of set standards; by educator competence because of available resources for effective teaching; and by teamwork, trust and participation in all activities in the school. For the purpose of the empirical investigation, a self-structured questionnaire for educators was utilized. The data obtained from the completed questionnaires was processed and analysed by means of descriptive statistics. The findings from the empirical study confirmed that most schools are still lacking in goal setting and- management expert skills. In conclusion a summary of the study, based on the findings of the literature and empirical studies is presented, with the following recommendations: • Programmes in the form of workshops should be developed to empower parents in their involvement in schools. • Implementation of training and education of the school management teams with regard to the running of the schools. • Further research should to be done to improve planning and management of the schools.

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Costello, Seosamh. "An integrated strategic planning tool for road maintenance funding." Thesis, University of Birmingham, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.633080.

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Previous research in pavement management systems in the United Kingdom has primarily concerned itself with one or other of the two maintenance "tracks" of project and network level analysis. Those systems that do combine both "tracks" adopt a micro level approach to strategic planning at the network level. This work redresses that imbalance by advancing upon previous work, in the form of System BSM and NETCOM, in the development of the Strategic Planning Model (SPM) suite of software programs. In addition, it was decided to include a maintenance standards selection process, which would take account of sociopolitical preferences in addition to economics and legislation in the decision process. This necessitated the creation of a completely new process for the selection of maintenance standards based on multiple criteria analysis (MCA). The SPM adopts a macro level approach to strategic planning, through the STRAT-2 component, while at the same time addressing the much sought after link between the project and network levels by way of the project to network interface (PNI). The PNI provides for seamless transfer of all relevant data, between STRAT-2 and the project to network level system HMS-2, thereby ensuring that detailed project level decisions are not taken in isolation but instead take account of political and economic constraints made at the network level. Conversely it ensures that global or strategic decisions are not taken without reference to the true situation of the road network under review. Maintenance standards selection is executed through the MCA component of the software. The central database (CDB), placed at the heart of the process, ensures integrity of data across the system thereby allowing the strategic decision making process, in STRAT-2, and the prioritisation process, in HMS-2, to proceed with confidence. The CDB has also been designed as a "shell" capable of being customised to the agency's requirements, however basic or advanced in the first instance. This ensures accessibility to a broad spectrum of agencies, from the highly advanced to the resource scarce. This same "shell" design also ensures sustainability of the system by providing the necessary flexibility to evolve with the agency's requirements. Finally, the SPM has been successfully trialed as part of a full scale study on the A30/A35 Exeter to Bere Regis Design Build Finance and Operate (DBFO) project. The industrial sponsor has since taken this "pilot" study forward and is currently implementing the SPM not only on its sister project, the A50 Stoke Derby DBFO, but also as a decision support tool to assist in the bidding process for the forthcoming AI (M) DBFO tender bid. In addition, the industrial sponsor is currently in the process of implementing the SPM in the "Super" Agency Area 12 in Birmingham to assist with periodic maintenance planning.

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Carton, Katherine F. (Katherine Frances) 1969. "Planning for public housing : strategic tool or regulatory checklist?" Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/64912.

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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2002.
Includes bibliographical references (leaves 80-84).
The Public Housing Agency (PHA) Plan was introduced in 1998 as part of the landmark Quality Housing and Work Responsibility Act. The stated purpose of this legislation was to reform public housing by "deregulating and decontrolling public housing authorities, thereby enabling them to perform as property and asset managers." The complex, topdown bureaucratic rules and regulations promulgated in Washington were no longer deemed workable. Congress strove to foster a new relationship with public housing authorities that replaced the single, top-down, cookie-cutter approach with the flexibility and local authority necessary to foster individual initiative and develop context-based solutions that recognize the unique nature and dynamics of individual neighborhoods and communities. Yet, upon examination of the statutory and regulatory requirements of the PHA Plan, it becomes evident that Congress and the Department of Housing and Urban Development (HUD) have missed their mark. Unfortunately, neither Congress nor HUD have articulated how deregulation and decontrol will necessarily result in better performance as property and asset managers. Ultimately, this omission undermined Washington's ability to effect its public housing reform agenda. By rigidly prescribing the content and introducing a uniform, electronic format, the PHA Plan appears to be driven more by technology and the ease of the review and approval process than by the needs of public housing authorities and their constituents. More importantly, as demonstrated by a case study of the Boston Housing Authority, the PHA Plan fails to reinforce locally based initiatives designed to revitalize public housing using established real estate principles. Drawing on extensive research, interviews with key actors and the author's own experiences as a planner with the Boston Housing Authority, this thesis will explore the factors that contributed to the disjunction between the stated purpose of the PHA Plan and the way the requirements have actually played out at the local level. Based upon these observations, recommendations are offered to change the statutory and/or regulatory requirements to better serve public housing agencies in their efforts to improve as property and asset managers.
by Katherine F. Carton.
M.C.P.

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Ohlander, Lisa, Miranda Willems, Paul Leistra, and Simon Damstra. "Biomimicry Toolbox, a strategic tool for generating sustainable solutions?" Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-16436.

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The goal of this thesis is to understand how the Biomimicry Toolbox (BT), a practical tool for applying biomimicry, currently supports strategic thinking in order to create sustainable solutions. A pragmatic qualitative research approach was used, in which the BT was analysed through the lens of the Five Level Framework (5LF), a tool for planning and analysing in complex systems and the Framework for Strategic Sustainable Development, the application of the 5LF for sustainability endeavours. Interviews were conducted with people experienced with the BT. Results show that the BT has several aspects of strategic thinking. It supports the application of a systems perspective, provides a success goal to move towards and offers tools for a strategic process to follow. The authors conclude that the BT could benefit from including understanding of the patterns and structures of the social system in relation with the earth system. Also, it can benefit from including a section on upstream thinking helping users of the BT consider root causes. Lastly, it could benefit from a strategic approach for evaluating how sustainable solutions are and include a simple and clear prioritisation process. The improvements can make the BT more impactful in supporting societies transition towards sustainability.

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Torstensson, Malin, and Emmy Dannehall. "Customer Support Chat : A strategic tool for a company." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-35069.

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The purpose of this dissertation is to investigate if a customer support live chat can be used as a strategic tool to increase customer satisfaction and build a stronger relationship. To gather our data, we have chosen to do qualitative interviews with Customer Support Managers at eight different e-commerce companies. By using the model E-Service Quality in the Live Customer Service/Support Chat Success Model (2011) developed by Dr. Ahmed Elmorshidy, we tested if there is a significance between customer satisfaction and the usage of customer support chat. The results we found were in line with our expectations, that the chat can be a strategic advantage tool if used to its full potential.

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Freire, Solange Maria Santos. "Marketing strategies as a tool for improving strategic management of small hotels in Fortaleza." Universidade Federal do CearÃ, 2006. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=3658.

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Competition incitement has led companies to update and seek for strategies in order to uphold or increase their performance in the market. The choice for these strategies may imply in the redefinition of the structure, culture, working process amongst other aspects. The work aims at checking the marketing strategies used by small hotels in Fortaleza and their interference in the strategical management. Theoretical references have grounded the accomplishment of a field research, together with the managers of small hotels in Fortaleza, they are integrated with the following: entrepreneur strategies, company of labor service, labor service market, market strategies of labor service, and the hotel industry position in Fortaleza. Semi-structured interviews were used as well as non-probabilistic samples by judgment. The results showed that the lack of knowledge regarding the marketing skills is a very big obstacle for the setting up of efficient strategies. Although many entrepreneurs, intuitively make use of marketing actions, there is a very strong tendency to think that we know what the customer expectsâ, which is something difficult to be changed and needs working on little by little, showing the disadvantages and advantages of knowing exactly what the customerâs needs are, relying on what the customer himself/herself perceives. The major difficulty is not to accomplish the strategies but to choose the most adequate ones, those that can really add some value to the customer and improve competitiveness in the company. The tools used to establish the marketing strategies, need to be flexible because its usage depends on the companyâs level, size and its own flexibility and level of knowledge.
O acirramento da concorrÃncia tem levado as organizaÃÃes a se atualizarem e a buscarem estratÃgias para se manterem ou ampliarem sua atuaÃÃo no mercado. A escolha destas estratÃgias pode implicar a redefiniÃÃo da estrutura, da cultura, do processo de trabalho, dentre outros aspectos. O trabalho se propÃe a verificar o uso de estratÃgias de marketing pelos pequenos hotÃis de Fortaleza e sua interferÃncia na gestÃo estratÃgica. Os temas do referencial teÃrico que fundamentaram a realizaÃÃo de uma pesquisa de campo, junto aos dirigentes de pequenos hotÃis de Fortaleza, estÃo associados Ãs seguintes temÃticas: estratÃgia empresarial, as empresas do setor de serviÃos, marketing de serviÃos, estratÃgias de marketing de serviÃos e o cenÃrio da hotelaria em Fortaleza. Fez-se uso de entrevistas semi-estruturadas e utilizou-se a amostragem nÃo probabilÃstica por julgamento. Os resultados evidenciaram que: o desconhecimento das prÃticas de marketing Ã realmente um grande entrave para a implantaÃÃo de estratÃgias eficazes na gestÃo. Embora muitos empresÃrios realizem aÃÃes de marketing intuitivamente, existe uma tendÃncia muito forte de âachar que se sabe o que o cliente querâ, o que Ã difÃcil de ser mudado e precisa ser trabalhado aos poucos, mostrando-se as desvantagens e vantagens de saber ârealmenteâ o que o cliente deseja, baseando-se no que o prÃprio cliente percebe. A dificuldade maior nÃo estÃ na realizaÃÃo das estratÃgias, e sim na escolha das estratÃgias mais adequadas, aquelas que realmente agreguem valor para o cliente e melhore a competitividade da organizaÃÃo. As ferramentas a serem utilizadas para implantaÃÃo de estratÃgias de marketing precisam ser muito flexÃveis, pois a sua utilizaÃÃo depende do grau de maturidade da empresa, do seu porte, da sua prÃpria flexibilidade e do seu grau de conhecimento.

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Kjellnäs, Mikael. "Social media as a marketing tool versus strategic alliance acomparison." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-169896.

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This report is based on two different approaches that companies could use in order to develop their business. These approaches are: Social Media Marketing and Strategic Alliances. A detailed theory study explains what these approaches are and how they are used. This study was done from a startup company’s point of view. Startup companies are also called startups and the results found are based on how these two approaches are and could best be utilized by startups.The results indicate that the majority of startups does not utilize the possibility of a business partnership, other than small “deals” made startup to startup. The startups however who are in a business partnership right now or are in the early stage of implementing one could not go into details of what said partnership were, but that terms and conditions had been set.Another result is the correlation between the two different approaches. Social media marketing is one of the first things that startups uses and if marketing and sales are operating at a good level then strategic alliances, or some other business partnership, could be exploited mainly in order to reach mainstream customers. Another result is also the order of how startups usually aims their business. This is described in chapter 4 where figure 3.0 visualizes these aims.Also found is that startups should use social media platforms in order to expose themselves. They should make a strategy revolving their exposure and have a Social Media Manager responsible for implementing the strategy. It’s also important for a company that uses social media as a marketing tool to have a clear message towards its consumers and employees - a cohesive profile amongst all social media. Also, the strategizing procedure is connected to the specific company, meaning that every single company needs to make its own social media strategy.

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Books on the topic "Strategic tool"

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McGaughey, Nick. Cost/value analysis: A strategic tool. Menlo Park, CA (333 Ravenswood Ave., Menlo Park 94025-3476): SRI International, Business Intelligence Program, 1990.

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van, Olderen Ronald, ed. Events as a strategic marketing tool. Wallingford, Oxfordshire, UK: CABI, 2014.

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Rey, Carlos Cuns. Simulation as a strategic management tool. Manchester: UMIST, 1997.

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Gerritsen, D., and R. van Olderen, eds. Events as a strategic marketing tool. Wallingford: CABI, 2014. http://dx.doi.org/10.1079/9781780642611.0000.

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Denis, Richard St. Coaching: A strategic tool for effective leadership. [Saranac Lake, N.Y.]: American Management Association, 1999.

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Müller-Hofvenschiöld, Axel. The Strategic Tool for Evaluating Educational Returns. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81857-7.

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Merten, Peter P. Portfolio simulation: A tool to support strategic management. Cambridge, Mass: Sloan School of Management, Massachusetts Institute of Technology, 1986.

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Furlong, Suzanne Grace. The intranet as a tool of strategic change. Oxford: Oxford Brookes University, 1999.

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Prowting, Fiona. Unlocking value: KM as a strategic management tool. London, United Kingdom: Ark Group, 2013.

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Coutellier, Connie. Management tool kit: Financial and strategic planning tools for your camp's future. Martinsville, Ind: American Camping Association, 2004.

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Book chapters on the topic "Strategic tool"

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Zairi, Mohamed, and Paul Leonard. "Benchmarking — the strategic tool." In Practical Benchmarking: The Complete Guide, 34–46. Dordrecht: Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-011-1284-0_5.

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Alexandros, Nasiopoulos K., Sakas P. Damianos, Nasiopoulos K. Dimitrios, and Vlachos S. Dimitrios. "Modelling the Process of a Web-Based Collaboration Tool Development." In Strategic Innovative Marketing, 383–89. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56288-9_51.

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Hamarneh, Iveta, and Alžbeta Kiráľová. "Local Food and Beverages as a Tool of Destination Marketing." In Strategic Innovative Marketing, 83–89. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16099-9_11.

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Chrobot, Jaroslaw, Tomasz Sobczyk, and Marcin Walczak. "Strategic manufacturing — requirements for supporting tool." In Collaborative Systems for Production Management, 517–29. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-0-387-35698-3_36.

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Newey, Lance R., and Shaker A. Zahra. "Portfolio Planning: A Valuable Strategic Tool." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_504-1.

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Newey, Lance R., and Shaker A. Zahra. "Portfolio Planning: A Valuable Strategic Tool." In The Palgrave Encyclopedia of Strategic Management, 1302–4. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_504.

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Di Pietro, Francesca. "Equity Crowdfunding as a Strategic Tool." In Crowdfunding for Entrepreneurs, 85–107. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429319785-8.

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Šula, Tomáš, and Milan Banyár. "Ambient Media Design as a Tool of Creation of New Communication Media." In Strategic Innovative Marketing, 101–6. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16099-9_13.

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Gerritsen, Dorothé, and Ronald van Olderen. "Event marketing." In Events as a strategic marketing tool, 30–49. Wallingford: CABI, 2020. http://dx.doi.org/10.1079/9781789242300.0030.

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Gerritsen, Dorothé, and Ronald van Olderen. "Introduction: using events as a strategic marketing tool." In Events as a strategic marketing tool, 3–15. Wallingford: CABI, 2020. http://dx.doi.org/10.1079/9781789242300.0003.

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Conference papers on the topic "Strategic tool"

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Bibik, Vladislav. "Tool life forecasting." In 2012 7th International Forum on Strategic Technology (IFOST). IEEE, 2012. http://dx.doi.org/10.1109/ifost.2012.6357710.

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Shin, Won-joon, Hong-chang Lee, Dong-ho Kim, and Myung-joon Lee. "SlideAdmin: An Administration Tool for Jakarta Slide." In 2006 International Forum on Strategic Technology. IEEE, 2006. http://dx.doi.org/10.1109/ifost.2006.312301.

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Ivanović, Teodora. "CRM as a Tool for Knowledge Management in the Banking Sector." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_133.

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Kazakova, Natalia. "Financial Benchmarking as an Airline Competitiveness Assessment Tool." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.26.

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Korzhova, Olga, Tatiana Stuken, and Tatiana Lapina. "Employment Center Services: an Effective Tool for Reducing Unemployment or a Bureaucratic Procedure?" In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_114.

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Ragazou, Konstantina. "The Goals Grid Tool: Evolves The Strategic Management Process?" In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.15.

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Kiseleva, Albina, and Kirill Samodinskiy. "Public-Private Partnership as a Tool for the Formation of a Cluster-Based Economy." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_58.

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Nicolaevitch, Kozlov Victor. "Flank contact load distribution at cutting tool wear." In 2012 7th International Forum on Strategic Technology (IFOST). IEEE, 2012. http://dx.doi.org/10.1109/ifost.2012.6357713.

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Zdraveski, Dejan, Kosta Sotiroski, Margarita Janeska, and Gjorgji Manceski. "E-Learning as a Contemporary Tool for Realization of Teaching Process–Statistical Analysis of Student's Perceptions." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_113.

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Jegorova, Anna, and Oksana Kuznecova. "Information Technology Roadmap: A Strategic Business Tool." In 2020 61st International Scientific Conference on Information Technology and Management Science of Riga Technical University (ITMS). IEEE, 2020. http://dx.doi.org/10.1109/itms51158.2020.9259306.

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Reports on the topic "Strategic tool"

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Poucher, John D., and II. Theater Engagement Plan (Strategic Tool for National Security). Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada378132.

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Perry, Kathy J. The Use of Psychological Operations as a Strategic Tool. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377939.

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Wang, Limang, Joseph Broach, and Huajie Yang. Incorporate Emerging Travel Modes in the Regional Strategic Planning Model (RSPM) Tool. Transportation Research and Education Center (TREC), 2018. http://dx.doi.org/10.15760/trec.209.

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Bandlow, Alisa, Kristin L. Adair, Jared L. Gearhart, Dean A. Jones, Katherine A. Jones, Nathaniel Martin, Nadine E. Miner, Alan Stewart Nanco, and Linda Karen Nozick. Contingency contractor optimization. Phase 2, use cases and workflows strategic contractor planning tool prototype. Office of Scientific and Technical Information (OSTI), June 2012. http://dx.doi.org/10.2172/1055587.

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Looney, B. B. Technical Targets - A Tool to Support Strategic Planning in the Subsurface Contaminants Focus Area. Office of Scientific and Technical Information (OSTI), February 2002. http://dx.doi.org/10.2172/818888.

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dos Santos Balbino, Thales José, Júlio Afonso Sá de Pinho Neto, and Agda Patrícia Pontes de Aquino. Estilo Pessoal: Ferramenta Estratégica de Relações Públicas / Personal Style: A strategic tool for Public Relations. Revista Internacional de Relaciones Públicas, May 2015. http://dx.doi.org/10.5783/rirp-9-2015-11-207-228.

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Heystek, Deborah. Proceedings of the Strategic Defense Initiative Organization (SDIO) Tool Fair Held January 26-27, 1987 in Alexandria, Virginia. Fort Belvoir, VA: Defense Technical Information Center, March 1987. http://dx.doi.org/10.21236/ada194355.

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Ward, Brendan F. Recent Amendments to the Foreign Sovereign Immunities Act: Strategic Tool, Cruel Hoax, or Untenable Impediment to Foreign Policy. Fort Belvoir, VA: Defense Technical Information Center, February 2000. http://dx.doi.org/10.21236/ada378707.

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Hinckley, C. Martin. A global conformance quality model. A new strategic tool for minimizing defects caused by variation, error, and complexity. Office of Scientific and Technical Information (OSTI), January 1994. http://dx.doi.org/10.2172/10120374.

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Gomez Vasquez, Lina Margarita, and Ivette Soto Velez. Social Media as a strategic tool for Corporate Communication. Los Medios Sociales como una Herramienta Estratégica para la Comunicación Corporativa. Revista Internacional de Relaciones Públicas, December 2011. http://dx.doi.org/10.5783/rirp-2-2011-09-157-174.

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