abhishreshthaa
Abhijeet S
Belkin International, Inc., is a global manufacturer of computer hardware that specializes in connectivity devices, headquartered in Playa Vista, Los Angeles, California.[1] Belkin sells in both the consumer and the commercial business-to-business (B2B) market, with various product lines including routers, iPod and iPhone accessories, mobile computing accessories, surge protectors, switches, hubs (USB and computer network), cables, KVM switches, racks and enclosures, and other peripherals.
The company was founded in 1983 in Hawthorne, California, by Founder and Chairman Chet Pipkin. It has twice made the Inc. magazine's list of 500 fastest-growing privately held companies in the United States. Belkin, previously headquartered in Compton, California, moved 18 miles (29 km) to new corporate headquarters in Playa Vista in February 2010.[2] Belkin also has major offices across the globe, such as in the United Kingdom, the Netherlands, Hong Kong, and Australia.
According to research, strategic management remains an intuitive and philosophical undertaking (Cited from, Parnell, 2005 in Beaver, 2003; Brockmann and Anthony, 2002). Thus, some of the executives have wealth of information and research designed to help them come up right decisions but strategic choices often reflect their views on nature of strategy and how it should be formulated (Cited from, Parnell, 2005 in Kotey and Meredith, 1997; Frishammar, 2003). Differences in perspective not only occur among specific managers, but across groups of managers, including those from various levels of management (Cited from, Parnell, 2005 in Marginson, 2003). Then, without effective analysis to go in support of strategic management, it can be possible that business organization having less commitment to strategic management will be a part of slow changing environment, or in one that has only recently experienced an increase from low to higher levels of dynamism as well as complexity.
Then, it is probable that the business will need to move to higher levels of commitment to strategic management and its respected business cycle to be followed. So, there is truth that strategic analysis is a critical element of strategic management why?, it is because a management cannot be strategically incline or driven without reaching into the peak of analysis that flows logically from strategic norms, standards as well as paradigm frameworks. Thus, in order for business environment for instance, to be ideally successful and effective in handling trade functions of whatever strategic management they adopted as well as engaged into, it is imperative and essential for the executive team to recognize and at the same time execute first acceptable and reasonable strategic analysis in arriving the best strategic management as possible.
Then, the process now implies to strategic options as there involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic environments. Being strategic would possibly mean being apparent as well as precise about such business objectives and being aware of useful resources and the integration of a better strategic analysis as responsive to strategic principles of the business in motion. Aside, as businesses go about their analysis to be strategically driven, there should be application of ideal decisions and actions since, desirable choices must be made in order to successfully implement best management plan in effective ways and realize that such strategy lies in making the tough decisions about what is most important to achieving analytical success.
The company was founded in 1983 in Hawthorne, California, by Founder and Chairman Chet Pipkin. It has twice made the Inc. magazine's list of 500 fastest-growing privately held companies in the United States. Belkin, previously headquartered in Compton, California, moved 18 miles (29 km) to new corporate headquarters in Playa Vista in February 2010.[2] Belkin also has major offices across the globe, such as in the United Kingdom, the Netherlands, Hong Kong, and Australia.
According to research, strategic management remains an intuitive and philosophical undertaking (Cited from, Parnell, 2005 in Beaver, 2003; Brockmann and Anthony, 2002). Thus, some of the executives have wealth of information and research designed to help them come up right decisions but strategic choices often reflect their views on nature of strategy and how it should be formulated (Cited from, Parnell, 2005 in Kotey and Meredith, 1997; Frishammar, 2003). Differences in perspective not only occur among specific managers, but across groups of managers, including those from various levels of management (Cited from, Parnell, 2005 in Marginson, 2003). Then, without effective analysis to go in support of strategic management, it can be possible that business organization having less commitment to strategic management will be a part of slow changing environment, or in one that has only recently experienced an increase from low to higher levels of dynamism as well as complexity.
Then, it is probable that the business will need to move to higher levels of commitment to strategic management and its respected business cycle to be followed. So, there is truth that strategic analysis is a critical element of strategic management why?, it is because a management cannot be strategically incline or driven without reaching into the peak of analysis that flows logically from strategic norms, standards as well as paradigm frameworks. Thus, in order for business environment for instance, to be ideally successful and effective in handling trade functions of whatever strategic management they adopted as well as engaged into, it is imperative and essential for the executive team to recognize and at the same time execute first acceptable and reasonable strategic analysis in arriving the best strategic management as possible.
Then, the process now implies to strategic options as there involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic environments. Being strategic would possibly mean being apparent as well as precise about such business objectives and being aware of useful resources and the integration of a better strategic analysis as responsive to strategic principles of the business in motion. Aside, as businesses go about their analysis to be strategically driven, there should be application of ideal decisions and actions since, desirable choices must be made in order to successfully implement best management plan in effective ways and realize that such strategy lies in making the tough decisions about what is most important to achieving analytical success.