The Roles of 3 Key Participants in the Property Development Process In Research Paper

The Roles of 3 Key Participants in the Property Development Process In Australia - Research Paper Example Architects, property developers, and town planners here in Australia see the true picture of international partnership developed between these three key players in property development abroad and are now trying to implement them here. Despite differences, these players are working in unison to create world-class infrastructures. "The economic and demographic opportunities arising from demand for better and competitive infrastructures have driven developers and architects to forge an alliance that has shown tremendous success in places like Amsterdam, Hong Kong, London, Melbourne, Montreal, New York, and Tokyo. As architects and property developers break boundaries together, they are also beginning to transcend an established pattern of notorious and longstanding ill will. Property development has to be market driven and certainly not product driven. The architect can creatively add great value to the developers' commercial objectives by design. By working in tandem, an architect can achieve his architectural agenda at the same time." (Property Development and Progressive Architecture - The New Alliance, www.elx.com.au, referred on 4.27.2006)1 3.0 Property Developer This paper sets out to differentiate and highlight the similarities of the role, objective, priorities, and attitude held by Developers, Architects, and Statutory Environmental/Town Planners with respect to Property Development Process. "Developers convert undeveloped, under-developed land, or existing buildings to satisfy market demands, using their entrepreneurial skills. Like all other entrepreneurs, developers expect, rightfully, to receive an appropriate rate of remuneration for their skill and risk involved in the particular development work. Sadly, a majority of property developers, who possess the genuine skill, expertise, a sound sense of social responsibility, and most of all, pride in their work, do not receive the publicity which they deserve. Peoples' real estate needs are met through the operation of various kinds of differing property markets in Australian society. These different types of markets can be categorized principally by way of location, size and usage criteria.

Lab Report Example | Topics and Well Written Essays - 1250 words

Lab Report Example Young’s Modulus is the measure of the material’s stiffness. The Young’s Modulus indicates the extent to which a material stretches as a result of stress. Mathematically, the Young’s Modulus can be expressed as In two graphs below shows the experimental results of values of stress plotted against strain (stress-strain graph) for steel and aluminium. From the two graphs, the Young’s modulus for the two materials: Steel and aluminium were determined. Hook’s law of elastic states that Load or Force is directly proportional to the extension of the material so long as the given load does not exceed an elastic limit. This relationship is often expressed as the word done or Elastic Potential Energy required to stretch a material and it is equal to the area of the Tension/extension graph and can be expressed as We therefore, used the above principle to find the area under the curve. This way, the area is the cross section area of the steel which is 10.12 mm2 (12.49 mm X 0.81 mm). Equally, the modulus of elasticity of steel was found from the stress-strain graph as: The results of this experiment shows that steel has a higher Modulus of Elasticity compared to Aluminium. Based on the results of this experiment the Modulus of Elasticity of Steel is , which is higher to the Aluminium’s Modulus of Elasticity 70.8KN/mm2. This are in conformity with what has been found in literature. Studies show that for steel, the Modulus of Elasticity is 180 x 109N/m2 which is equivalent to 180 KN/mm2 (Krueger, 2007). On the other hand, literature gives the value for Modulus for Elasticity for Aluminium as 69x 109N/m2, which is an equivalent of 69Nmm2 (Krueger, 2007). This clearly demonstrates that modulus of elasticity for Steel is higher than that for Aluminium. However, what is appalling is that the experimental Modulus of Elasticity values (both steel was and aluminium) are slightly higher than what has been documented. To ascertain the accuracy of

Successful Corporate Diversification Strategies

Successful Corporate Diversification Strategies Study of rationale behind corporate diversification, its implication and implementation falls under the subject of Strategic Management. Strategic management deals with the long term goals of the corporation. Managers take strategic decisions to react to the changes in the market place and the competitive environment. Decision making at this level is highly unstructured and are generally considered on case by case basis. The cost of corporate diversification is very large hence managers have to make an informed decision to ensure the continued success of their business. Introduction Statement of purpose An attempt will be made to identify the factors that motivate companies to diversify. Using historical data and examples we will try to understand the different diversification strategy, companies employ. However, is it that particular set of strategy more effective than others? Is diversification more common in a particular industry sector? Should a company diversify when it is successful and have surplus wealth or should they diversify when their business is not doing well? Should all the business eventually diversify? Does diversification help companies to minimize risk? These are some of the questions that will be tacked in this final management project. Globalization has brought about new challenges and opportunities for the companies around the world. Phenomenon such increase in competition, softening of trade barriers and advancement in technology and transportation has forced companies to come up with strategies to position them on the path of sustained growth. Despite being acknowledged as an important topic, very few researches have been undertaken to explore the key drivers behind successful diversification decisions. Literature Review The idea of corporate diversification is not new, over the last few decades there have been quite many companies which have diversified its business, some succeeded while others failed. Due to the lack of any influential ideas and frameworks, it is still a puzzle for many general mangers as to what constitute a successful diversification strategy. Academic researchers have also divided themselves in two opposing schools of thought. There are some who describe corporate diversification as a value destroying practice whereas others consider it as a value creation process. According to Michael Porter (1987), diversification records of thirty three large, prestigious U.S. companies from 1950 to 1986 show that most of them had divested many more acquisitions than they had kept. Instead of creating value, it has led to dissipation of shareholder value. Establishment of business school in 1950s and 60s provided manager the necessary general management skills, basic management principles applicable to all kinds of enterprise was the prime focus. Acquisition of unrelated business and growth of conglomerates, served as an opportunity to experiment new ideas and business models. Success of U.S. conglomerates such as Textron and ITT encouraged other European and Asian companies to try out diversification strategy. However instead of applying management principles and following a process of thoughtful evaluation, emphasis was more on the acquisition of companies whose assets were worth more than their stock price. During this period, popular view suggested that managers of the large conglomerates possessed the skills to manage their extensive business operations. Effective application of key management principles like managerial accounting, rigid financial control, detailed budgets and frequent interaction amongst managers were thought to be mantra for successful diversified business. All these seem to justify the fact that diversification, if managed properly would lead to corporate success. As we approach the 70s, things started looking quite different. Stock prices of conglomerates begin to fall; in some cases it was as high as fifty percent as compared to only nine percent decline in the Dow Jones Industrial Average over the same period. Even General Electric who pioneered in developing and using sophisticated management practices to manage their diverse portfolio encountered a period of profitless growth from 1965 to 1970. Continued trends illustrating the failure of diversified business forced conglomerates to divest and think about new ways to manage their diversity. Suddenly it was becoming very difficult to manage such diversified business. Managers were confused as to which part of their business should they concentrate. The senior managers began contemplating about on their corporate strategy. By late 1970s formal strategic planning systems and frameworks were put in place, the irony was that it was focused at business unit level and did very little to guide ma nagers handling different business. However Andrews (1980) listed identification of the businesses in which the firm would compete as the main task of corporate strategist, and this became the convention of corporate strategic management. Consulting Groups such as Boston Consulting Group came up with new techniques of portfolio planning that helped executives in allocation of resources amongst different business. Growth/Share matrix and attractiveness/business position matrix etc are still the most widely used strategic frameworks, used to assess the corporate position and opportunities in a particular business. However the problem with portfolio management was found soon. Philippe Haspeslagh (1982) found that organizational framework was an important variable explaining the corporate performance. Different kinds of business had to be managed differently and most companies were missing the right organizational mix/integration/adaptation to run their diversified business efficiently. During 1980-90s, weak performance of many conglomerates drew harsh criticism from prominent management strategists and thinkers like Michael E. Porter. In a bid to restore the faith in diversified businesses, executives turned their attention to Value based planning, motivating them use financial tools such as discounted cash flow, ROE and hurdle rates to improve the stock price and deliver the stockholder expectation. It still did not answer how managers can add value to diversified portfolio. Peters and Waterman (1982) ushered a new wave of corporate view on diversification Stick to the knitting. They observed that successful conglomerates never diversified widely. They specialized in particular sector and focused on building knowledge and skills in those areas. As we fast forward to 1990-2000s the main issues for corporate manager were organizational restructuring, identification of core portfolios and adding values in them. Three philosophies have received support in current management thinking: 1. Limit diversification to business with synergy 2. Diversification should be able to exploit the core competence 3. Build a portfolio that fit within the organizational structure and that has compatible management style at all levels. Methods The research topic will first be explored from an academics point of view, facts and data about diversified conglomerates will be collected from the business/management databases. Management frameworks will be applied to test the hypothesis whether diversification strategy is in line with current academic thinking and whether companies diversified in the right business. List of both successful and unsuccessful diversification will be considered. Websites of the companies can be used as a reliable source to collect information about their different portfolios. Attempts will be made to contact the researchers and academician, who can provide us an updated view on the current diversification scenario.

The Innocence of Love Essay -- essays research papers

A first date, a tender touch, a gentle kiss, can all be described as expressions of affection. Innocence often has to do with the fondness and adoration displayed in relationships. The movie, Love Actually, starring Hugh Grant, focuses on different ways of making love work by showing the lives of different people. The film, from time to time, shows a little boy who is falling in love with a girl in his school. He thinks that the best way to win her heart is to become a rock star and so he joins his school band as a drummer. He practices the drum everyday until it’s time for the Christmas concert where he plays his best. At first, the girl does not notice him and he is heartbroken and to make matters worse, she’s leaving the country. He goes to the airport to find her, and, when he does, he kisses her and lets her know that he likes her. While the film does not tell the audience what happens in the future, it can be assumed that there will be a new love blossoming. In Gary Soto’s â€Å"Oranges,† the speaker is describing the first time he walks with a girl. He is at the tender age of twelve and this simple act of innocence takes place on a cold, grey day in December. As the two walk together, they stop in a drugstore and, being the typical boy, the speaker â€Å"asked what she wanted† (27). When she shows him the chocolate and he realizes that he cannot afford it, he then does a quick barter with the shop lady and exchanges his lone nickel and one of his oranges for the chocolate. The...

Week 6 Individual Project

Week 6 Individual Project Introduction A new innovative warehouse system it is been introduced to ease the movement of items in warehouses this system includes autonomous mobile vehicles which will move quickly through the warehouse and load and move orders to the fulfilment platform. An entrepreneur, Dr Ryan O'Neal, and an investor, Jeff Hoffman investing $12 million in this project as a startup capital, Dr O'Neal have a good deal of experience in mobile robotics while Jeff Hoffman is an investor with a rich experience in warehouse management, supply chain management, and fulfillment technologies.As mentioned PMBOK Guide that usually project initiated to achieve organization strategy plans like market demands, business opportunities, technological advancements and customer requests (PMBOK 2008 p. 10) Mission of statement: Sturata Inc. mission is to be the market leader in making innovative operating systems in production warehouses. That will enable our client’s quality produ ction and profitability. And also to concentrate on delivering the best advanced innovative technology with a vision of building up a relationship between humans and machine through our systems and technology. Company goals:With rapid pace of technology business our company Sturata Inc. vision is to be engaged in cooperated global research and building up networks for the development of global markets. Our employees are our main assets to achieve our goals therefore collaborated culture is designed to encourage, develop and enhance their creative ideas to cope up with the fast changing technology business. Company Objectives: The project objective is to launch the product within 10 months from the start of the project. To fulfil the requirement of committed customers in the U. S. in order secure future venture funding. Company philosophy:Our plan to create learning environment to embrace our values and diversity at Sturata Inc. have clear goals and objectives to everybody and encour age collaboration and cooperation among the team members in order to engage them to achieve company goals and objectives. Project Statement To create the start-up company for production and installing autonomous mobile vehicles within 10 months from the start date and the required production operation at a rate of 50 units per week . Company name: Sturata Inc. Company business: Manufacturing and supplier of autonomous mobile vehicles. Company type: joint venture.Company organization structure: functional organization structure. Company location: Vermont, USA Sturata Inc. Company will be setup in Vermont, USA. The initial market for the new company will be inside the United States after that there is an idea of opening a production centre in China. Organization structure: The purpose of the Staffing (resource) management plan is to know and determine the required resources types and quantity for the project (Sanghera, 2010). 1. President and CEO (Chief Executive Officer) Jeff Hoffman strong background in warehouse management, supply chain management. 2.Vice president, engineering and the CTO (Chief Technical Officer) Dr Ryan O'Neal is an expert in mobile robotics 3. Project manager COO (Chief Operating Officer) YNJ has experience in managing projects under different organisational structures as functional, matrix and projectized structures. 4. CFO (Chief Financial Officer) Vacant. 5. VP, Administration. Miss Yamaguchi has earlier experience of setting up two start-ups in cross-cultural configurations. 6. Design and development team which will be contracted through small company called Ryoichi in Tokyo, Japan will be responsible for the design of the autonomous vehicles. . Human resources department. 8. Safety health and environment department 9. Technical and designing department taking care of the quality issues too. 10. Assembling team 11. Finance department 12. Administration and legal department 13. Logistics department 14. Marketing department As stated in PMBOK Guide that â€Å"organizational structure is an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted† (PMBOK 2008 p. 8) so it is vital process in the beginning of any project to build up the right organization structure. I’d rather used projectized structures because such organization supports the direction of this project as indicated by Meredith, J. R. ; Mantel, Jr. , S. J. (2009) that project oriented organization supports the need of fast respond to market, new product development and the confidence of stakeholders in their understanding of their roles , responsibility and the activity control within the organization. In order to integrated the Ryoichi employees into Sturata Inc. rganization two things very important need to be communicated to the team as mentioned by A ; C Black (2007)   * 1st the purpose and the objectives of the team need to be clearly defined and adopted by all team mem bers. * 2nd functions tasks and role of each individual need to be agreed and made clear to him. Sharing the objectives of the company and clarifying the roles and responsibilities for the new team members as a project manager will build up trust between you and the team manages expectations and help in communications too. Schedule 1.Phase 1) Research, Design and Development 2. Phase 2) Production. And production will lag during the first phase. 3. The product needs to be extensively tested in a live warehouse environment before it can be rolled out to the customer sites. 4. The project team needs to be assembled. So employment of project staff needs to start quickly and as soon as they get hired they should start contributing to project work. 5. 1,000 staff-months. will be needed for technical and engineering work. 6. Supply chain management set up should be in place by the end of Phase A.Change ; Risk Management In rapid changing business environment is important to set up a syste m to control all kind of changes that could happen in the project, Baca indicated that there are three different elements related to change management 1st the authority level of the project manager 2nd setting up environment among the project team to accept and know how to deal with change 3rd setting up a change control system involves tracking the change request and how handle all kind of conflicts related to it.. (Baca, C. 2005). Unresolved conflicts can be destructive† as stated by A. ; C. Black. So in order to resolve the conflict between Jeff Hoffman and Dr. O'Neal about Ryoichi first not to personalize the subject, clarify the issue and make the necessary investigation to find the root cause and then make your action plan forward to resolve the conflict. (A & C Black 2007) One of the risks that involved in such project is stress therefor project manager should manage team stress as stated in Emerald Insight Staff. (2005) â€Å"A practical three-step process for managin g workplace stress is: 1.Assess the workplace for factors that contribute to harmful stress. 2. Implement stress. Stress management measures to reduce workplace 3. Monitor the progress and implement adjustments as appropriate. (Cal/OSHA, 1998)† PM has to deal with his stress and his team stress as above mentioned in order not to let it affect his and theirs performance which will lead to project disturbance. Communication plan: In order to manage the project and the team successfully a communication plan should be set to ease the flow of information among the project team members as indicated by A. amp; C. Black â€Å"in your role as team leader it is your responsibility to get everyone pulling in the same direction â€Å"and this can happen when you set some elements like free flow of information, open communication, frequent feedback, meetings and building up a listening culture. (A & C Black 2007) Below is sample of communications styles and frequency should be used throu ghout the project. Stakeholder| Communication style| Frequency| Owners and Sponsor| Progress reports: email| Daily|Sponsor, client and project team| Product reviews meeting| Scheduled | Sponsor, client and project team| Questions/answers: email and cell phone| when needed| Sponsor, client and project team| Progress reports: email| Weekly| Quality plan Product needs to be extensively tested in a live warehouse environment before it can be rolled out to the customers so a well-defined quality plan needs to be established it is important for the company reputation not to hand over bad quality product as stated by Wysocki â€Å"A sound quality management program with processes in place that monitor the work in a project is a good investment.Not only does it contribute to client satisfaction, it helps organizations use their resources more effectively and efficiently by reducing waste and revisions† (Wysocki, 2009 p. 10) Conclusion It is very important to set the right processes a nd clear out company strategies in order to support smooth operation of the company. as such industry are accompanied with continues changes so setting up management and change processes is crucial to the success of the project. References:- * Project Management Institute. 2008) a guide to the project management body of knowledge (PMBOK ® guide). 4th Ed * Sangerah, P. (2010) PMP in Depth: Project Management Professional Study Guide for the PMP Exam: 2nd Edn. Boston:Course Technology * Wysocki, R. K. (2009) Effective Project Management –Traditional, Agile, Extreme. 5th Edn. Indianapolis: Wiley Publishing Inc. * Meredith & Mantel, J. R. & Mantel, S. J. Jr. (2009) Project management: A managerial approach. Hoboken, New Jersey: John Wiley & Sons. * Baca, Claudia. 2005 Project Manager's Spotlight on Change Management.University of Liverpool Online Library [On line] Available from http://site. ebrary. com/id/10131902? ppg=16 (Accessed: 15 March 2013). * A ; C Black (2007) Steps t o Success: Manage Teams Successfully University of Liverpool Online Library [On line] Available from http://site. ebrary. com/id/10196621? ppg=12 (Accessed: 16 Feb 2013). * Emerald Insight Staff. (2005) Stress management. University of Liverpool Online Library [Online]. Pp. 61-65. Available from: http://site. ebrary. com. ezproxy. liv. ac. uk/lib/liverpool/docDetail. action? docID=10149898 (Accessed: 21 March 2013).

Kfc-Stratefy for Developing

Kentucky Fried Chicken Strategic Plan-Part One Jeanette Cortez, Autumn Crowther, James Hopper Fernando Manaloto, Joe Newkirk, and Rita Salem International Strategic Planning and Implementation STR/GM 581 March 31, 2011 Dr. Tim Becker, MBA Introduction Kentucky Fried Chicken has been established as a franchise in Latin America and the focus of this plan will be the El Salvador franchise. The strategic management process is vital and a well laid out plan is necessary. Consequently, by evaluating the background of KFC, the outcome should lead to a clear mission and vision statement outlining the purpose and goals of the company.Also, the mission and vision will keep all shareholders informed of the objectives that should be met by KFC. â€Å"Defining the company mission is one of the most often slighted tasks in strategic management† (Pearce II & Robinson Jr. , 2009, p. 42). A mission lays out the organization’s goals and basically specifies the purpose of the organization . Decisions and strategies can be established after environmental scanning is done along with a Situational Analysis (SWOT). The strategic process also involves frequently assessing the industry structure and choosing strategic plan options that help expand global operations.The two chosen strategic options that will be discussed will be product differentiation and cost leadership. This plan should give clarity on how the options and recommendations fit with both the competitive situation and the organizational situation. Background Based in Louisville, Kentucky, Kentucky Fried Chicken (KFC) corporation is touted as the â€Å"world’s most popular chicken franchise† (KFC, 2011). KFC serves over 12 million customers in 109 territories and countries throughout the world (KFC, 2011).Famous for its Original Recipe Fried Chicken, there are â€Å"more than 5,200 restaurants in the United States and more than 15,000 units around the world† (KFC, 2011). This company whos e inception was in a gas station back in 1930 by Colonel Harland Sanders is now owned and operated by Yum! Brands, Incorporated. As of 2008, Yum! had revenues in excess of $11 billion and was ranked #239 on the Fortune 500 list (KFC, 2011). KFC Mission Statement, Vision and Strategy KFC’s Mission Statement is: â€Å"’The Association of KFC Franchisees, Inc. s united to protect, promote and advance the mutual interests of all member franchisees and the Kentucky Fried Chicken system. † (Association of Kentucky Fried Chicken Franchisees, Inc. 2006). KFC’s parent company is Yum! Brands (Yum! ). Yum! ’s vision and strategy is â€Å"committed to continuing the success realized during our first ten years. Our success has only just begun as we look forward to the future, one which promises a long runway for growth, especially on an international level† (Yum! , 2011). KFC El Salvador also falls under Caribbean and Latin America Franchisee Association (CARIBLA).CARIBLA’s mission statement and objectives are â€Å"the mission of the CARIBLA Franchisee Association is to represent, promote, and protect the general interests of all member YUM franchisees in Latin America and the Caribbean† (CARIBLA, 2011). Objectives – Contribute to maintain and improve the profitability the restaurants for the short and long term (supply chain management projects). – Represent the members' interests in different areas. – Defend and protect franchisees contractual rights. – Communicate as one voice with YUM Restaurants International. (Association Mission and Objectives,  para. 1). Strengths, Weaknesses, Opportunities and Threats | |Beneficial |Harmful | |Internal |Strengths |Weaknesses | | |1. Purchase power of consumer is rising. |1. Frachise cost is high. | | |2. More than half of Salvadorans income is spent on food. |2. Competition is high in the industry. | |3. Recognized worldwide brand name (15,000 w orld-wide locations. |3. Small country population. | | |4. Quality and freshness regulated throughout every franchise. | | | |5. Offers choices of local food on menu. | | |External |Opportunities |Threats | | |1. Online Sales assist profits. 1. Foreign products are currently fashionable but interest could | | |2. Introduction of new products. |decrease. | | |3. Expansion due to rising economy (Continual Growth) |2. Economic climate stability. | | |4. Only current location in capital city – San Salvador largest |3. Local suppliers are minimal. | | |hub for travelers. |4. â€Å"Pollo Campero† is a Salvadorian brand and well established | | | |chicken eatery. | | | |4.Many fast food competitors such as Burger King, McDonalds, | | | |Pizza Hut, etc. | Product Differentiation The goal of product differentiation is to increase profits by increasing consumer demand and decreasing the demand of price elasticity. Organizations typically attempt to differentiate their products t hrough physical characteristics, location, service, and subjective image differences. KFC’s product differentiation is most impacted by location, service, and physical characteristics.Consumers value a variety of products and because each consumer has different tastes, the organization will attempt to pry consumers away from current competitors by offering physically differentiated products. KFC must differentiate itself vertically, meaning the company will set itself apart from competitors by the actual quality of its products (Waldman and Jensen,  n. d. ). However, KFC’s management must wisely choose upon its locations. The company’s largest competitor, Pollo Campero, operates in 14 different locations in El Salvador and poses a high threat to the company.In addition to location, an organization’s products are highly differentiated by service. With the presence of Pollo Campero, KFC must not only rely on good food but also provide exceptional customer service that will retain its customer base. Cost Leadership The cost leadership strategy targets a broad market. KFC has developed strong relations with suppliers that use cheap ingredients. Additionally, the organization has the capital required to increase production in assets. While this type of investment represents a barrier to entry that many organizations may not overcome, this is an advantage for the organization.Furthermore, KFC’s flexibility in supply chains, product differentiation, and ease in their productions gives the organizations a competitive edge over its competitors (QuickMBA. com,  2010). Conclusion KFC is based in Louisville, Kentucky and is subsidiary of Yum! Brands, and operates in over 109 countries. A KFC store in El Salvador operates under three mission statements of Yum! , the Association of KFC Franchisees, and CARIBLA. KFC has recognizable strengths, weaknesses, opportunities and threats to be evaluated before further expansion in El Salvador. Product differentiation and cost leadership are advantages that KFC utilizes in edging out competitors. Recommendations KFC has choices to make in expanding in El Salvador. One recommendation is for KFC to contact the lone KFC operator in El Salvador to persuade him/her to open more franchises in San Salvador with a goal of gaining more name recognition to expand into other El Salvadoran cities. KFC’s strengths and name recognition will create more opportunities in El Salvador. Another recommendation is to have the lone franchisee to find out if interest in opening new KFC stores exists among El Salvador’s entrepreneurs.The franchisee could be paid a bonus for recruiting applicants that receive franchise approval. Both of these recommendations depend on KFC equaling or surpassing food quality and customer service of chief rival, Pollo Campero, and by using product differentiation and cost leadership. References Kentucky Fried Chicken (2011). Retrieved from KFC website on March 27, 2011: www. kfc. com. Association of Kentucky Fried Chicken Franchisees, Inc.. (2006). Association of Kentucky Fried Chicken Franchisees, Inc.. Retrieved from http://www. kfcf. com/history. htm CARIBLA Franchisee Association. (2011). CARIBLA. Retrieved from website on March 28, 2011: http://www. caribla. com/association_mission. htm Pearce II, J. A. , ; Robinson Jr. , R. B. (2009). Strategic management: Formulation, implementation, and control (11th ed. ). Waldman and Jensen. (n. d. ). Product Differentiation ; Strategy. Retrieved from http://courses. umass. edu/resec732/docs/Waldman%20and%20Jensen%20Chapter%2013. pdf QuickMBA. com. (2010). Strategic Management. Retrieved from