...company's strategy consists of A. | actions to develop a more appealing business model than rivals. | B. | plans involving alignment of organizational activities and strategic objectives. | C. | offensive and defensive moves to generate revenues and increase profit margins. | D. | competitive moves and approaches that managers have developed to grow the business, attract and please customers, conduct operations, and achieve targeted objectives. | E. | its strategic vision, its strategic objectives, and its strategic intent. | | 3. | The competitive moves and business approaches a company's management is using to grow the business, compete successfully, attract and please customers, conduct operations, respond to changing economic and market conditions, and achieve organizational objectives is referred to as its A. | strategy. | B. | mission statement. | C. | strategic intent. | D. | business model. | E. | strategic vision. | | 4. | A company's strategy is most accurately defined as A. | management's approaches to building revenues, controlling costs, and generating an attractive profit. | B. | management's game plan for growing the business, attracting and pleasing customers, conducting operations, and achieving financial and market performance objectives. | C. | management's concept of "where we are headed." | D. | the business model that a company's board of directors has approved for outcompeting rivals and making...
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...excellence in the pharmaceutical industry Delivering superior value to your customers in challenging times Stephan Danner, Aleksandar Ruzicic, Patrick Biecheler Study Commercial excellence in the pharmaceutical industry Delivering superior value to your customers in challenging times 2 | Study Contents Letter from the authors Executive summary 1. At a glance: Turbulent times, here to stay? 2. Taking the first steps towards commercial excellence 3. Sales excellence: Still a worthwhile investment 4. The nuts and bolts of customer excellence a) The importance of customer relationship management (CRM) b) Towards a customer-centric approach c) The promotional mix as a stepping-stone to customer excellence 5. New business models: Making the necessary changes 6. Mapping out the road to commercial excellence 7. Sources 8. Who to contact about commercial excellence 3 4 6 10 14 18 19 22 26 30 38 41 42 3 | Commercial excellence in the pharmaceutical industry Letter from the authors For a while now, pharmaceutical companies have been faced with a multitude of difficult challenges. Financial pressures, regulatory changes and increasingly active stakeholders have put the industry’s sales growth and profitability to an ongoing and demanding test. In the past, many companies reacted to these obstacles by simply restructuring and downsizing their sales forces. Yet many onlookers now consider this approach to be outdated. If companies want to succeed – and generate...
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...The process of developing superior strategies is part planning, part trial and error, until you hit upon something that works. —Costas Markides Professor, London Business School Without a strategy the organization is like a ship without a rudder. —Joel Ross and Michael Kami Authors and Consultants Thompson−Strickland−Gamble: Crafting and Executing Strategy: Concepts and Cases, 16th Edition M I. Concepts and Techniques for Crafting and Executing Strategy 1. What Is Strategy and Why Is It Important? © The McGraw−Hill Companies, 2008 anagers face three central questions in evaluating their company’s business prospects: What’s the company’s present situation? Where does the company need to go from here? How should it get there? Arriving at a probing answer to the question “What’s the company’s present situation?” prompts managers to evaluate industry conditions and competitive pressures, the company’s current performance and market standing, its resource strengths and capabilities, and its competitive weaknesses. The question “Where does the company need to go from here?” pushes managers to make choices about the direction the company should be headed—what new or different customer groups and customer needs it should endeavor to satisfy, what market positions it should be staking out, what changes in its business makeup are needed. The question...
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...spirit”: - efforts to sell high-end product in emerging markets at low price, - concept never spread beyond initial large cities of China, - business model never came together Nike’s management feels that the World Shoe is “ahead of its time.” The revenues generated by Li Ning and Kangwei (local manufacturer of sports shoes) and imitations shoe manufacturers indicate that there is a market for high-volume, low-margin shoes and that companies apparently can make money in this space. The Presence Most of Nike’s problems would likely remain after the elimination of the World Shoe Project. Growth will still be flat, Nike’s imitation will remain, and an inability or unwillingness to experiment with new business models will continue to prevail. This suggests that there may be an opportunity to reframe the World Shoe concept. In addition, a new business model will need to be developed and effectively implemented if Nike is truly going to capitalize on this. Alternatives and recommendations for the future 1. Quit the World Shoe Project and come back to previous business model based on high-quality shoes for demanding customers. It safes operations with no risk but no taking opportunities in China as well. 2. Modification of the World Shoe Project business model with changing its assumptions by changing price and profitability measurement formula. The measurement should be based on the number of sales (not sales margins), thanks to that sales volumes...
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...Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These developments...
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...Plenty. A continuing stream of information technology innovations is transforming the traditional business world. What makes the MIS field the most exciting area of study in schools of business is this continuous change in technology, management, and business processes. (Chapter 1 describes these changes in more detail.) Examples of transforming technologies include the emergence of cloud computing, the growth of a mobile digital business platform based on smartphones, netbook computers, and, not least, the use of social networks by managers to achieve business objectives. Most of these changes have occurred in the last few years. These innovations enable entrepreneurs and innovative traditional firms to create new products and services, develop new business models, and transform the day-to-day conduct of business. In the process, some old businesses, even entire industries, are being destroyed while new businesses are springing up. For instance, the emergence of online music stores—driven by millions of consumers who prefer iPods and MP3 players—has forever changed the older business model of distributing music on physical devices, such as records and CDs, and then selling them in retail stores. Say goodbye to your local music store! Streaming Hollywood movies from Netflix is transforming the old model of distributing films through theaters and then through DVD rentals at physical stores. Say goodbye to Blockbuster! The growth of cloud computing, and huge ...
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...Chapter 1 > Self-Graded Chapter Quiz Course-wide Content Cases Business Strategy Game GLO-BUS Online Updates and Errata Self-Graded Chapter Quiz (See related pages) Results Reporter Out of 20 questions, you answered 18 correctly with a final grade of 90% 18 correct (90%) 2 incorrect (10%) 0 unanswered (0%) 1. Review Key Points PowerPoint Presentations 2. Apply Assurance of Learning ... 3. Test Self-Graded Chapter Quiz Your Results: The correct answer for each question is indicated by a . 1 CORRECT Which of the following statements about a company's strategy is true? A) Crafting an excellent strategy is more important than executing it well. B) Managers at all companies face three central questions in thinking strategically about their company's present circumstances and prospects: Where are we now? Where do we want to go? How are we going to get there? C) A company's strategy deals with whether the revenue-cost-profit economics of its business model demonstrate the viability of the business enterprise as a whole. D) Masterful strategies come partly (maybe mostly) by doing things in much the same way as the industry leader but then being better than the leader in one particular area that counts heavily with buyers. E) Whether a company's strategy is ethical or not does not matter a lot because most customers and most suppliers are relatively unconcerned whether a company they do business with engages in sleazy practices or turns a blind eye to below-board...
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...analytical An analytical framework for evaluating e-commerce business models and strategies Chung-Shing Lee The author Chung-Shing Lee is Director of Electronic Commerce Resource Center and an Assistant Professor of Information Systems and Technology Management in the School of Business at Pacific Lutheran University, Tacoma, Washington, USA. Keywords Internet, Economy, Innovation, Strategy Abstract Electronic commerce or business is more than just another way to sustain or enhance existing business practices. Rather, e-commerce is a paradigm shift. It is a ``disruptive’’ innovation that is radically changing the traditional way of doing business. The industry is moving so fast because it operates under totally different principles and work rules in the digital economy. A general rule in e-commerce is that there is no simple prescription and almost no such thing as an established business or revenue model for companies even within the same industry. Under such conditions, an analytical framework is needed to assist e-commerce planners and strategic managers in assessing the critical success factors when formulating e-commerce business models and strategies. This research develops an analytical framework based on the theories of transaction costs and switching costs. Both demand-side and supply-side economies of scale and scope are also applied to the development of this framework. In addition, e-commerce revenue models and strategies are also discussed. Based on the analytical...
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...From Processes to Promise: Ivanka Visnjic Business Models Research Lead, Cambridge Service Alliance Assistant Professor, ESADE Business School How complex service providers use business model innovation to deliver sustainable growth Andy Neely Director, Cambridge Service Alliance Founder members: Judge Business School The Cambridge Service Alliance The Cambridge Service Alliance is a unique global partnership between businesses and universities. It brings together the world’s leading firms and academics, all of whom are devoted to delivering today the tools, education and insights needed for the complex service solutions of tomorrow. About the Cambridge Service Alliance Founded in 2010 by BAE Systems, IBM and the University of Cambridge’s Institute for Manufacturing and Judge Business School, the Cambridge Service Alliance brings together world-leading organisations with an interest in complex service systems to: • Conduct insightful, yet practical research to improve the design and deployment of high-performance complex service systems. • Create and develop industrially applicable tools and techniques that deliver competitive advantage. • Provide an unparalleled network of academics and industrialists that share experience, knowledge and insight in how better to design and deploy high performance complex service systems. • Develop and deliver public and member-only education programmes to raise the skill levels of organisations. Joining the Cambridge...
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...secret to maintaining a thriving business is recognizing when it needs a fundamental change. 50 Harvard Business Review 1711 Johnson.indd 50 | December 2008 | hbr.org 10/30/08 2:02:02 PM Reinventing Y our Business Model by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann Jim Frazier IN 2003, APPLE INTRODUCED THE IPOD WITH THE ITUNES STORE, revolutionizing portable entertainment, creating a new market, and transforming the company. In just three years, the iPod/iTunes combination became a nearly $10 billion product, accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007. This success story is well known; what’s less well known is that Apple was not the first to bring digital music players to market. A company called Diamond Multimedia introduced the Rio in 1998. Another firm, Best Data, introduced the Cabo 64 in 2000. Both products worked well and were portable and hbr.org 1711 Johnson.indd 51 | December 2008 | Harvard Business Review 51 10/30/08 2:02:12 PM Reinventing Your Business Model IDEA panies understand their existing busistylish. So why did the iPod, rather than IN BRIEF ness model well enough – the premise the Rio or Cabo, succeed? behind its development, its natural inApple did something far smarter » Breakthrough, game-changing terdependencies, and its strengths...
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...Assignment Title: QANTAS, JETSTAR AND VIRGIN AUSTRALIA A TALE OF CHANGING STRATEGIES Topic code and name | BUSN 3055 | Word count | 2020 | 1. Differentiated pricing is among the widely practiced Revenue Management tactics in which a firm offers its products/services at differentiated prices to distinct markets. And this tactic has been noticed by airline industry for more than four decades. Revenue Management also known as Yield Management has been well recognized as an essential practice in many businesses, and it is defined as the set of strategies adopted by a business to improve its profitability (Philips, 2005). It is among the most important applications of management science and operation research (Bell, 1998). Qantas, Australia’s foremost domestic and international carrier, established Jetstar in May 2004 as a budget airline. Its purpose is to cover the low-cost segment of the market, which began in around the year 2000 with the launch of a competitor, Virgin Blue. Until the time Jetstar began operations, Virgin Blue had been successfully eroding Qantas’s air market share, indeed with the collapsing of Ansett Airlines (Easdown, 2002), and capture around one-third of domestic airline market. In response, Jetstar was also designed to be a no-frills carrier, predominantly targeted at the leisure market. (Case Study) Market segmentation is a strategy that involved dividing the target market into subsets of consumers who have common needs and priorities....
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...acquisition growth strategy allows boost to grow faster than normal.in addition it’s a lot easier to finance by the bank. The franchisee strategy entails a few dangers associated with the model. Having to deal with fierce market competition from established brands and their popularity, managing seasonal inputs and acquiring a failing franchisee may drag the organisation down. This model also helps leveraging off synergy, from Salsa’s fresh mix grill. This subsidiary of Boost juice has complementary products to support its healthy image. Undoubtedly, the future strategic challenges must tackle problems like changing environments, conjuring a differentiation strategy and competition will always be a challenge coupled with sustainability struggle during off season. The biggest aspects that boost prides itself in its social responsibility that Boost Juice Bars have taken on is, the commitment to the health and wellbeing of its customers. Providing fresh produce and low calorie alternatives. Also its cups are made of bio degradable materials, reducing recyclable waste. Boost’s menu is a host to a variety of fruit drinks. It has to maintain variety as it faces strong competition from substitutes like supermarket juices, premium gourmet juices etc. The core question around which any business revolves, what is the potential for earning. For a potential franchisee it’s essential that it has a pre-established brand name in the market. It is also vital that how much training and...
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...1.0 INTRODUCTION Ekomate System was founded in 1996 by Tom Thomas after completing his Msc in Computer Engineering from the University of Texas USA. The company starts of as a local business for two years before they start to internationalize. The first country they did business is USA due to connections Tom has during his time in the US. Ekomate has established a 100% Export Oriented Division for IT development, in conjunction with Software Technology Parks of India in 2000. Currently Ekomate continues its efforts to expand the business both in the international and domestic markets in spite of the global slowdown in IT business. In 2005, Ekomate is awarded ISO1901:2000 Quality Certification from BVQI. Total company focus is now in the UK, Europe and USA Markets. 2.0 ISSUES The issues of Ekomate System network relationships starts off with communication. The company is based in Bangalore, and Thomas planned to expand the business internationally particularly to the North American and European market, therefore creating various issues. Lack of Network Relationship The lack of network relations with other business and potential clients are the core of Ekomate’s issues. Without network relationships, it is proven difficult to expand business especially to a global market. Communication Barriers The lack of network relationship is a direct consequence of communication barrier in which Ekomate are unable to communicate to clients directly without any sort of established...
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...Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These...
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...Sparkletts – To embrace IT or not to? Every business decision made has benefits and risks associated with it. The management has to ascertain that the benefits associated with the decision outweigh the risks. Angie, the owner of Sparkletts, a high-end women’s clothing retailer, has made a decision not to adopt information technology (IT) in her business. Since the business has been successful, Angie believes that adopting IT in her business is unwarranted. The business strategy adopted by Angie is a focused business strategy catering to only a particular (high-end) segment of the market. Angie has built a loyal customer base over the years largely due to her ability to meet the customer’s needs and demands. Angie has a direct contact with her customers which enables her to understand her customers better and also helps in building a lasting relationship with her customers, which is beneficial for every business. By not embracing IT, Angie’s business does not have to face the information security risks. The business operations will not be interrupted if there is a technology infrastructure issue since the business is not relying on technology. The decision of not embracing IT may be suitable for Angie’s business since the business is small, but if she wants to expand her business, then embracing IT is crucial because of its scalability. As mentioned earlier, every business decision has benefits and risks. The risk of not embracing IT implies Angie has to forego the opportunities...
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