In order to supply the electricity Britain needed to develop infrastructure which would allow it to export electricity all across the world (Macalister, 2010).
Prior to 1989 all electricity needs of Britain and Wales was taken care by the Central Electricity Generating Board. However there was a sharp decline in power stations during the period 1958 to 1986 because of increasing technical complexities associated with the industry.With privatization and deregulation of the electricity industry in 1991, CEGB went through a massive restructuring of the organization. PowerGen was formed to take care of the non nuclear power generation. The report has been framed in the context of PowerGen.
The report starts with an understanding of the terms corporate planning and strategy. It then tries to analyze the impact of changes in organizational structure on corporate planning of PoweGen. The next section deals with understanding of the core competencies and capabilities of PowerGen and how it has helped PowerGen to maintain its market share and profits. It also analyzes the core competencies and capabilities of EDF and E.ON. The report also explores the impact of privatization and deregulation on PowerGen. The report ends with understanding of the centralized nature of planning of CEGB with reference to Hofstede’s article titled “Cultural constraints in management theories”.
Corporate planning involves setting the corporate goals and objectives and identifying long term plans to ensure development of the company. Corporate planning is based on macroeconomic forecasts of various economic factors which were then analyzed with regards to the organization’s performance. It is a description of various economic trends like market share, demand conditions, costs and margins, marketing trends and industry trends.
In 1974 and 1979 the world was hit by oil crisis which led to macroeconomic
The Nuclear Energy Agency has estimated that the demand for electricity would jump 2.5 times by 2050. It has also been predicted that between 2030 and 2050, the energy requirement of the world would increase many times and…
Shaping is done by the organization and the leader both, it is not one-sided. A leader, who performs exceptionally in one organization, might not be able to give his best shot in another. This is because some organizations have a culture and environment that are very motivating.
Corporate strategy of the company is analysed with the help of core competency and overall scope availability. The study used VRIN model and porter’s value chain analysis for auditing business strategy of the company. The report used tools such as PESTLE and Porter’s Five Forces in order to measure external opportunity for the company.
CORPORATE AND GLOBAL STRATEGY Table of Contents Executive Summary 3 Introduction 4 Business Strategy 7 Internal Analysis 7 External Analysis 12 Evaluation of Strategy 16 Conclusion & Recommendations 17 References 18 Executive Summary Business strategy is often referred to as a process and continues along with the business.
ndustry dynamics changed, these firms have changed too. The merger which took place in 2004 between two companies created a global leader in the airline industry. Though the merger was opposed by the analysts and others however over the period of time, merger has proved as one of the successful mergers in history of airline industry.
Like any other industry in the current global environment, the global automobile manufacturing industry has undergone rapid transformation due to integration of economies. With the creation of economic blocs, trade unions, and free trade zones, trade barriers have been significantly reduced or even eliminated facilitating the inflow and outflow of goods, capital, and even services in different geographical boundaries.
mbly plants and 30 distribution and warehousing centres in US, the company has manufacturing, distribution or warehousing operations in approximately 55 countries. Canada is another big centre of its facilities where GM operates through 20 locations. But the company’s position
to overall benefit for the consumers besides being reused by the organization.( Gibbons-Wood,& Lange,2000 ) Similarly, dynamic capabilities of the organization allow it to use, integrate and reconfigure its external as well as internal competencies to deal with the external
The conclusion from this study states that the strategic attributes undertaken by BP are the key factors underpinning the continuous success of the organization. The strategic management and leadership competencies have long been witnessing to provide major opportunities to BP in achieving its competitive position in the global oil and gas manufacturing business industry.
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