Novell International was a leading network operating system provider in the 1980’s and 1990’s. In the mid 1990’s Novell lost market share in the network operating system market. To counter this loss, Novell made a strategic decision to go open i.e. to make use of open standards and open source business strategies. Since then Novell has managed to successfully change from being a proprietary network operating system provider to being a leader in Linux and open source solutions. Its primary business model makes use of a subscription strategy, selling subscriptions to its Linux desktop operating system called SuSE. This has been instrumental in turning their business around. For example, comparing the financial results of Novell’s fourth quarters of 2004 and 2005 shows an increase of 418% in Linux revenue to $61m. Novell has proven that this open source business strategy is feasible and profitable. / Dissertation (M-IT)--University of Pretoria, 2007. / Informatics / unrestricted

Evaluation of business strategy of the company New Yorker. Analysis of the theoretical aspects of the business strategy and comparison with the real situation. Recommendations for actual business strategy improvement.

Diploma thesis deals with strategic management of company development. The main purpose is suggestion of a strategic way to develop a small company. The aim of a theoretical part is to define an idea related to certain problematics, which helps in analytical and suggestional part of thesis. Analytical part has to define company potential and options of a work suggestions. The last part of diploma thesis is about formulation strategic measures which leads up to company development.

Maintenance has traditionally been viewed as an unavoidable part of the manufacturing function. It is often identified as an opportunity to wantonly reduce costs, whenever the need to reduce manufacturing cost arises. Its potential to contribute to an organisation’s competitive advantage and business sustainability, has not received significant attention, and consequently formulation and execution of maintenance strategies have been poor, inconsistent or unfocused. Alignment of business strategy and maintenance strategy should help an organization to achieve or improve upon its business performance. Likewise, maintenance performance measures should be linked to an organization’s strategy, in order to provide useful information for making effective decisions. This fit or alignment, can only be achieved when maintenance is viewed as a critical business function, integrated with other business functions in support of business strategy. The impact of alignment between maintenance strategy and business strategy - on business strategy - is studied empirically in this thesis. The results confirm that alignment between maintenance and business strategy is strongly positively correlated with business performance. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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No / Purpose ¿ This paper sets out to discuss the development of an e-business strategy by a UK soft drinks company. It is based within the Fast Moving Consumer Goods (FMCG) sector (also known as Consumer Packaged Goods), which is characterised by powerful retailers, tier-1 suppliers of industrial end-products and ingredient/raw material producers further upstream. The paper aims to examine the tensions created at tier-1 level relating to the adoption of e-business solutions for B2B activities. Design/methodology/approach ¿ The paper draws on the literature to describe the technological options for achieving e-commerce, focusing particularly on Electronic Data Interchange (EDI) and internet-mediated e-commerce. It then explores the current uptake of e-commerce, and the drivers and barriers that relate to its adoption. The theoretical issues identified are explored empirically using data gathered from a case study of Princes Soft Drinks. A detailed survey of organisations within its supply base was conducted in order to inform the development of its future e-business strategy. Findings ¿ The results of the survey indicate a lack of enthusiasm among Princes' supply chain members for the adoption of e-commerce generally and for internet-mediated e-commerce solutions in particular. Research limitations/implications ¿ The empirical survey is limited to the UK soft drinks sector and allows for the development of descriptive findings. These findings, discussed within the theoretical context of the paper, have potentially wider implications for the FMCG sector as a whole. Practical implications ¿ The work has significant implications for the development of Princes' e-business strategy, and ¿ by extrapolation ¿ for other companies operating in similar commercial environments. Originality/value ¿ The paper reports original empirical research in the commercially important FMCG sector. Its value stems in part from the examination of the supply chain tensions created at tier-1¿ between powerful e-committed retailers and e-reluctant industrial suppliers.

This diploma thesis deals proposing of a business strategy for a newly established company. Further identify areas for effective use of ICT in the industry. The diploma thesis summarizes the theoretical background, analysis of the business environment and the design of business strategy with the support of ICT.

<p>The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment.</p><p>Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.</p>

The Chief information officer (CIO) position has been seen as very important to every organization; this includes organizations that have either outsourced   or Insourced their IT function. Various studies have shown that this role emerged as a critical executive position in most organization which helps to shape organizations strategy. CIO has a major responsibility of aligning IT with business strategy that leads to an organization achieving a higher competitive advantage. This  work describeD the various roles of the CIO in organizations with a special focus on IT-business strategy alignment. Based on our investigations from previous research, case studies and current interviews with CIOs, we were able to see that the CIO roles are shifting from operational to more strategic one. The CIO is seen to be the bridge between IT strategy and business strategy. As a result of this, they have close collaboration with the CEOs in order to be successful in aligning IT strategy to the business objectives. In view of this, the CIO plays the role of both the chief architect who designs future possibilities for business and the technology provocateur (Intelligent officer) that aligns IT with business.