Thesis: M.S., Massachusetts Institute of Technology, Sloan School of Management, 1978 / Bibliography: leaves 82-84. / M.S. / M.S. Massachusetts Institute of Technology, Sloan School of Management

by Lau Chun Man, Yeung Kwok Ching. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves [86-91] / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- BACKGROUND --- p.6 / The Origin Of Failure Prediction --- p.6 / Classical Works --- p.7 / Approaches In Quantitative Prediction Model --- p.8 / Approaches In Qualitative Prediction Model --- p.10 / Purpose Of The Researches --- p.12 / Practical Applications Of The Models --- p.13 / Problems In Prediction Models --- p.14 / Chapter III. --- PREVIOUS RESEARCH FINDINGS --- p.15 / Studies Of Different Researchers --- p.15 / Researches In Different Countries --- p.26 / Chapter IV. --- METHODOLOGY --- p.32 / Multiple Discriminant Analysis (MDA) --- p.32 / Sample Selection --- p.34 / Prediction Variables Selected --- p.39 / Validation Of The Model --- p.39 / Chapter V. --- PRESENTATION AND ANALYSIS OF THE RESULTS --- p.42 / Interpretation Of Computer Results On 1-Year Statement Prior Bankruptcy --- p.42 / Relative Importance Of The 11 Predictive Variables --- p.44 / Explanation Of Financial Distress In Terms Of The 3-Variables Function --- p.47 / Classification And Validation --- p.49 / Comparison Between The Discriminant Functions Generated From 1to 3 Year Statements Prior Bankruptcy --- p.51 / Chapter VI. --- LIMITATIONS AND RECOMMENDATIONS --- p.62 / Limitations --- p.62 / Recommendations --- p.66 / Chapter VII. --- CONCLUSION --- p.69 / APPENDIX / BIBLIOGRAPHY

by Choy Chung Shing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 47-48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / HSBC - A BRIEF HISTORY --- p.1 / HSBC IN ASIAN FINANCIAL CRISIS --- p.4 / Asian On Fire --- p.5 / Impact of Asian Financial Crisis on HSBC --- p.8 / Re-engineering --- p.9 / First Action ´ؤ Re-branding --- p.9 / Second Action -Primary listing on NYSE --- p.10 / Third Action -Acquisition --- p.11 / STILL More Arrows in the Quiver ?? --- p.13 / MANAGING FOR VALUE --- p.14 / Corporate Strategy --- p.16 / Brandname Management Strategy --- p.17 / Expansion Strategy --- p.19 / CHALLENGES ON HOMETOWNS --- p.21 / Hongkong --- p.22 / Expansion Opportunities --- p.25 / Japan --- p.25 / Britain and Europe --- p.28 / Britain --- p.28 / Continental Europe --- p.29 / Beyond the hometowns --- p.32 / North America --- p.33 / Execution of Expansion Strategy --- p.34 / SURVIVING THE ASIAN FINANCIAL CRISIS --- p.37 / Aggressive Players --- p.37 / Retreating Players --- p.39 / MORE FRONTIER --- p.40 / The Internet --- p.40 / LESS THAN SURPRISE --- p.44 / Final word --- p.45 / BIBLOGRAPHY --- p.47

This project will be focusing on the business problem of integrating information systems within a M & A organization, in this case to a SAP platform. SAP is the platform the parent company uses to run its corporate business functions.

The purpose of this project is to try and establish a blueprint for integrating Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). ERP and SCM have become popular in many industries because they help companies improve their Information Systems (IS) which helps support their operational goals. New technology is being used in resource planning and e-commerce and a stable supply chain helps corporations integrate many basic applications. This helps facilitate smooth supplier-customer interactions while minimizing transaction costs. This project is trying to provide a way in which to implement ERP systems properly into SCM. It should result in improved business performance and client satisfaction.

This project develops and analyzes a business plan for Media Benefits Corporation, a subsidiary of First Entertainment Credit Union. The business plan will address the recent trend to move certain services back to the credit union and make recommendations as to how Media Benefits Corporation should continue to exist. Issues concerning liability will also be addressed in the plan.

Thesis: Ph. D., Massachusetts Institute of Technology, Department of Economics, 1981 / Includes bibliographies. / by Drew Fudenberg. / Ph. D. / Ph. D. Massachusetts Institute of Technology, Department of Economics

Thesis (MCom)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Despite the high potential impact of advanced analytics on the performance of businesses around the world, its uptake and application in an integrated and strategically aligned manner has been limited. This problem is more pronounced with specific reference to optimization. Optimization methods lag behind other analytical methods such as data visualization and predictive models in terms of their level of adoption in organizations. This research suggests that part of the problem of limited application and integration lies in an overall inability of companies to develop and implement an effective advanced analytics strategy. The primary objective of this research is therefore to establish an approach for the development of an advanced analytics strategy for a company. Due to the absence of well described examples or published research on the subject it was necessary to generate insight and knowledge using a research approach that allowed for the development, testing, and improvement of a strategy over multiple cycles. Such a research approach presented itself in the form of action research. An initial advanced analytics strategy was developed for one of the subsidiary companies in a group of companies. The subsidiary company specializes in the importation, distribution, and marketing of industrial fasteners and has branches throughout South Africa. The strategy document was presented to the senior decision makers in the holding company for evaluation. The feedback from the evaluation was used to formulate changes to the initial strategy aimed at improving its alignment with the decision makers’ thinking on advanced analytics and increasing the probability of its implementation. The suggested changes from the first research cycle were used to define the second cycle strategy framework. The second cycle strategy framework included a strategy development process that consisted of three main steps: • Establishing business focus and relevance which included an assessment of the value creating potential of the business, identifying and prioritizing of value creating opportunities, and an assessment of key underlying decision processes, • Developing business relevant concept applications which included determining their potential value impact and creating a ranked pipeline of decision optimization applications. • Selecting concept applications and moving them into production. The strategy development process was informed by a number of different models, methods and frameworks. The most important model was a detailed valuation model of the company. The valuation model proved to be invaluable in identifying those aspects of the business where an improvement will result in the highest potential increase in shareholder value. The second cycle strategy framework will be used to develop an improved version of the advanced analytics strategy for the researched company. Moreover, the generic nature of the framework will allow for it to be used in the development of advanced analytics strategies for other companies. / AFRIKAANSE OPSOMMING: Ten spyte van die potensieel omvangryke impak van gevorderde analitiese tegnieke op die prestasie van besighede wˆereldwyd, is die toepassing en strategiese integrasie daarvan beperk. Hierdie probleem is nog meer sigbaar wanneer die aanwending van optimeringsmetodes oorweeg word. Die mate waarin optimeringsmetodes deur besighede aangewend word, is heelwat laer as ander analitiese metodes soos data visualisering en vooruitskattingsmodelle. Hierdie navorsing plaas ’n groot gedeelte van die probleem voor die deur van besighede se onvermo ¨e om effektiewe gevorderde analitiese strategie¨e te ontwikkel en te implementeer. Die primˆere doel van die navorsing is gevolglik om ’n benadering tot die ontwikkeling van ’n analitiese strategie vir ’n maatskappy voor te stel. In die lig van die afwesigheid van gepubliseerde voorbeelde of soortgelyke navorsing op hierdie onderwerp moes insig en kennis gevolglik bekom word deur die aanwending van ’n navorsingsbenadering wat die navorser in staat gestel het om ’n voorgestelde strategie te ontwikkel, te toets en te verbeter oor verskeie navorsingsiklusse. Die navorsingsbenadering wat gebruik is staan bekend as aksienavorsing. Die eerste gevorderde analitiese strategie is onwikkel vir een van die filiaalmaatskappye in ’n maatskappygroep. Die filiaalmaatskappy spesialiseer in die invoer, verspreiding, en bemarking van industri¨ele hegstukke en het takke regoor Suid Afrika. Die strategie dokument is voorgelˆe aan die senior besluitnemers van die houermaatskappy vir oorweging. Op grond van hul terugvoer is veranderings aan die strategie aangebring ten einde hul benadering tot gevorderde analitiese tegnieke te akkommodeer en om die waarskynlikheid van implementering daarvan te verhoog. Die voorgestelde veranderings is gebruik om ’n strategiese raamwerk vir die tweede navorsingsiklus te definieer. Hierdie raamwerk sluit ’n strategiese ontwikkelingsproses in wat bestaan uit drie hoofstappe: • Vestiging van besigheidsfokus en relevansie wat insluit ’n oorweging van die waardeskeppingsvermo ¨e van die maatskappy, identifisering en prioritisering van waardeskeppingsgeleenthede en die oorweging van die onderliggende besluitnemingsprosesse, • Ontwikkeling van besigheidsrelevante konsep oplossings wat insluit die bepaling van die potensi¨ele waarde impak en die skepping van ’n ranglys van besluitoptimeringsoplossings, en • Die verskuiwing van geselekteerde oplossings na ’n produksie omgewing. Die strategiese ontwikkelingsproses maak gebruik van verskeie modelle, metodes en raamwerke. Die belangrikste model was ’n gedetaileerde waardasiemodel van die maatskappy. Die waardasiemodel was instrumenteel in die idenfikasie van die aspekte van die maatskappy waar ’n verbetering die grootste bydrae kan maak tot die skepping van aandeelhouerswaarde. Die tweede siklus strategiese raamwerk sal aangewend word om ’n verbeterde analitiese strategie vir die nagevorsde maatskappy te ontwikkel. Die generiese aard van die raamwerk sal ’n gebruiker daarvan in staat stel om ’n gevorderde analitiese strategie vir ander maatskappye te ontwikkel.

Thesis (MBA)--University of Stellenbosch, 2010.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In undertaking this research on strategy at work, several key issues emerged and shaped its course. Firstly, it was essential to understand what strategy is about. Since the humble beginnings of strategic management in the world of business, there has been confusion about its definition and basic elements. The number of definitions, of varying usefulness, is almost as infinite as the number of authors in this field. This study therefore attempts to pinpoint the commonly agreed upon underlying elements of strategy. Secondly, the use of strategy and the benefits accruing to the corporate world were of interest. An investigation into the use of strategy and its effect on performance was carried out by means of a survey among German companies in the machine and plant manufacturing industry. Finally, data gathered were analysed to prove the existence of a relationship between the use of strategy and corporate performance. This task was done by means of non-empirical as well as empirical study. The non-empirical study was undertaken as a literature review, and set out to investigate the basic principles of strategy in order to establish a common definition regarding the elements of strategy. On the other hand, the empirical study took place in the form of a survey, collecting primary data on the matter. From the literature review it was concluded that strategy can be defined by means of five elements, namely plan, ploy, pattern, perspective and position. While the first three elements are related more to the 'how' of strategy, by asking in which form they can be seen, the latter two tell more about the 'what' of strategy, by clarifying the content. In addition to the elements of strategy, it was established that, for the purpose of this study, corporate performance can be described by using four indicators, namely growth, market share, return on equity and innovation. In the subsequent survey, companies were requested to respond to a questionnaire regarding these five elements, as well as the four indicators of their performance. Close analysis showed that companies did indeed utilise one or more elements of strategy. It is noteworthy that only two companies reported that they did not make use of strategy at all. More significant is the finding that there is a small positive relationship between the use of elements of strategy and performance. In summing up, it can be said that companies indeed utilise elements of strategy. Furthermore, it can be concluded that companies using more elements of strategy may do better than companies using fewer elements, since there is a small positive relationship between the number of elements used and performance. / AFRIKAANSE OPSOMMING: In hierdie navorsingsprojek oor Strategy at Work (Strategie in Werking) het verskeie sleutelaangeleenthede, wat die verloop daarvan gevorm het, opgeduik. Eerstens was dit noodsaaklik om begrip te hê waaroor strategie handel. Sedert die nederige ontstaan van strategiese bestuur in die sakewêreld, heers daar verwarring oor sy basiese elemente en 'n definisie daarvoor. Die aantal definisies - van afwisselende nuttigheid - is bykans so ontelbaar soos die hoeveelheid skrywers in hierdie veld. Derhalwe probeer hierdie studie die algemeen erkende en onderliggende elemente van strategie haarfyn aanwys. Tweedens was die aanwending van strategie en die voordele wat gevolglik vir die korporatiewe wêreld aangroei van belang. 'n Ondersoek na die aanwending van stategie en dié se uitwerking op prestasie is uitgevoer deur middel van 'n opname onder Duitse maatskappye in die masjien- en aanlegvervaardigingsnywerheid. Ten slotte is versamelde gegewens geanaliseer om die bestaan van 'n verband tussen die aanwending van strategie en korporatiewe prestasie te bewys. Hierdie taak is deur middel van nie-empiriese sowel as empiriese studie uitgevoer. Die nie-empiriese studie is as 'n literêre oorsig uitgevoer en het 'n ondersoek na die basiese beginsels van strategie behels - met die skep van 'n algemene definisie betreffende die elemente van strategie as oogmerk. Daarenteen het die empiriese studie die vorm aangeneem van 'n opname waartydens vername gegewens oor die aangeleentheid versamel is. Uit die literêre oorsig is die gevolgtrekking gemaak dat strategie deur middel van vyf elemente, naamlik plan, metode, patroon, perspektief en posisie, gedefinieer kan word. Waar eersvermelde drie elemente meer verband hou met die "hoe" van strategie deur te vra in watter vorm dit gesien kan word, gaan dit by die oorblywende twee meer oor die "wat" van strategie deur die inhoud te verhelder. Benewens die elemente van strategie is daar vasgestel dat vir die doel van hierdie studie korporatiewe prestasie beskryf kan word deur die aanwending van vier aanwysers, naamlik groei, markaandeel, rendement van ekwiteit en innovasie. In die daaropvolgende opname is maatskappye versoek om te reageer op 'n vraelys oor hierdie vyf elemente, asook die vier aanwysers rakende hulle prestasie. Noukeurige analise het getoon dat maatskappye inderdaad een of meer elemente van strategie aangewend het. Dit is meldenswaardig dat net twee maatskappye aangedui het dat hulle geensins van strategie gebruik gemaak het nie. En meer betekenisvol is die bevinding dat daar 'n geringe, positiewe verwantskap is tussen die aanwending van elemente van strategie en prestasie. Opsommenderwys kan aangevoer word dat maatskappye inderdaad elemente van stategie aanwend. Vervolgens kan die afleiding gemaak word dat maatskappye, wat meer elemente van strategie toepas, nog beter vaar as maatskappye wat minder elemente aanwend aangesien daar 'n klein, positiewe verband tussen die aantal elemente wat aangewend word en prestasie bestaan.