Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/24714
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dc.contributor.authorGunturu, Uday Kumar-
dc.date.accessioned2021-11-25T07:09:22Z-
dc.date.available2021-11-25T07:09:22Z-
dc.date.issued2020-
dc.identifier.urihttp://hdl.handle.net/11718/24714-
dc.description.abstract“Strategy is a commodity; Execution is an art.” Peter Drucker. Every organization has a strategy that can be replicated but its execution is what determines the success or failure of the organization. As Porter (1996, p. 73) notes, “It is harder for a rival to match an array of inter-locked activities than it is merely to initiate a particular sales-force approach, match a process technology, or replicate a set of product features”. Achieving this inter-locking of activities among the inter-dependent sub-systems of an organization should be the goal of an effective strategist.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectIndustry trendsen_US
dc.subjectMarket analysisen_US
dc.subjectSales strategyen_US
dc.subjectOrganisational structureen_US
dc.titleBusiness unit strategy: enterprise solutions groupen_US
dc.typeStudent Projecten_US
Appears in Collections:Student Projects

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