...Electronic Business Models A Conceptual Framework For Small and Medium-Sized Canadian Enterprises Intitiated by: In collaboration with: CEFRIO is a networking centre with over 140 university, industry and government members whose mission it is to help improve organizational performance through the application of information and communications technology(ICT). With offices in Quebec City and Montreal, CEFRIO works with partners conducting research and strategic monitoring activities that affect Quebec’s economic sectors as a whole. This document is part of the project entitled “New Electronic Business (E-business) Models and Small and MediumSized Enterprise (SME) Development”, a CEFRIO initiative conducted in partnership with the National Bank of Canada, CANARIE, Industry Canada, Canadian Heritage and TELUS Québec. CEFRIO wishes to underscore the assistance provided by these organizations throughout the execution of this project. The members of the project’s research team are Louise Côté, associate professor, HEC Montreal, Vincent Sabourin, associate professor, Université du Québec à Montréal, and Michel Vézina, full professor, HEC Montreal. The researchers are also CEFRIO research associates. For information regarding the project, please contact Josée Beaudoin, CEFRIO’s Montreal office manager and the project manager. June 2003 Quebec City office 900 René-Lévesque Blvd East, Suite 717 Quebec (Quebec) G1R 2B5 Canada Telephone : (418) 523-3746 ...
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...businesses must address the central strategic question A. | Where are we now? | B. | Where do we want to go from here? | C. | How are we going to get there? | D. | When will we know we are there? | E. | All of these | | 2. | A 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...
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...Strategic Management & Business Policy, 12e (Wheelen/Hunger) Chapter 1 Basic Concepts in Strategic Management 1) Strategic management is one decision that determines the short-term performance of a corporation. Answer: FALSE Diff: 1 Page Ref: 5 Topic: The Study of Strategic Management 2) In the externally oriented planning phase, plans are developed by heavily involving the input of managers from lower levels. Answer: FALSE Diff: 2 Page Ref: 5 Topic: The Study of Strategic Management 3) General Electric led the transition from strategic planning to strategic management during the 1980s. Answer: TRUE Diff: 1 Page Ref: 6 Topic: The Study of Strategic Management 4) One of the benefits of strategic management is a clearer sense of vision for the firm. Answer: TRUE Diff: 2 Page Ref: 6 Topic: The Study of Strategic Management 5) To be effective, strategic management must be a formal process. Answer: FALSE Diff: 3 Page Ref: 7 Topic: The Study of Strategic Management 6) Globalization is the internationalization of markets and corporations. Answer: TRUE Diff: 1 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management 7) As more industries become global, strategic management is becoming less important in positioning a company for long-term competitive advantage. Answer: FALSE Diff: 2 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management ...
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...Strategic Management & Business Policy, 13e (Wheelen/Hunger) Chapter 1 Basic Concepts in Strategic Management 1) Strategic management is one decision that determines the short-term performance of a corporation. Answer: FALSE Diff: 1 Page Ref: 5 Topic: The Study of Strategic Management 2) In the externally oriented planning phase, plans are developed by heavily involving the input of managers from lower levels. Answer: FALSE Diff: 2 Page Ref: 5 Topic: The Study of Strategic Management 3) General Electric led the transition from strategic planning to strategic management during the 1980s. Answer: TRUE Diff: 1 Page Ref: 6 Topic: The Study of Strategic Management 4) One of the benefits of strategic management is a clearer sense of vision for the firm. Answer: TRUE Diff: 2 Page Ref: 6 Topic: The Study of Strategic Management 5) To be effective, strategic management must be a formal process. Answer: FALSE Diff: 3 Page Ref: 7 Topic: The Study of Strategic Management 6) Globalization is the internationalization of markets and corporations. Answer: TRUE Diff: 1 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management 7) As more industries become global, strategic management is becoming less important in positioning a company for long-term competitive advantage. Answer: FALSE Diff: 2 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management ...
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...Chapter 2—Strategic Planning for Competitive Advantage TRUE/FALSE 1. The manufacturer of Macho brand martial arts products was implementing a strategic plan when it sponsored a local karate tournament for teenagers. ANS: F Such a short-range decision is typically a tactical plan or operating decision, not a strategic plan. PTS: 1 REF: 35 OBJ: 02-1 TYPE: App TOP: AACSB Reflective Thinking | TB&E Model Strategy 2. The marketing plan is a written document that acts as a guidebook of marketing activities for a marketing manager. ANS: T PTS: 1 REF: 36 OBJ: 02-1 TYPE: Def TOP: AACSB Reflective Thinking | TB&E Model Marketing Plan 3. A firm's mission statement should answer the question, "What products do we produce best?" ANS: F Mission statements should not focus on specific product offerings but on the market or markets served. PTS: 1 REF: 37 OBJ: 02-2 TYPE: Comp TOP: AACSB Reflective Thinking | TB&E Model Strategy 4. A production costs analysis could be a part of a company’s SWOT analysis. ANS: T PTS: 1 REF: 38 OBJ: 02-3 TYPE: Comp TOP: AACSB Reflective Thinking | TB&E Model Strategy 5. Environmental scanning entails the collection and analysis of information about factors that may affect the organization as well as the identification of market opportunities and threats. ANS: T PTS: 1 REF: 39 OBJ: 02-3 TYPE: Def TOP: AACSB Reflective Thinking | TB&E Model Strategy 6. To be useful, marketing objectives should meet four criteria:...
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...Strategic Management & Business Policy, 13e (Wheelen/Hunger) Chapter 1 Basic Concepts in Strategic Management 1) Strategic management is one decision that determines the short-term performance of a corporation. Answer: FALSE Diff: 1 Page Ref: 5 Topic: The Study of Strategic Management 2) In the externally oriented planning phase, plans are developed by heavily involving the input of managers from lower levels. Answer: FALSE Diff: 2 Page Ref: 5 Topic: The Study of Strategic Management 3) General Electric led the transition from strategic planning to strategic management during the 1980s. Answer: TRUE Diff: 1 Page Ref: 6 Topic: The Study of Strategic Management 4) One of the benefits of strategic management is a clearer sense of vision for the firm. Answer: TRUE Diff: 2 Page Ref: 6 Topic: The Study of Strategic Management 5) To be effective, strategic management must be a formal process. Answer: FALSE Diff: 3 Page Ref: 7 Topic: The Study of Strategic Management 6) Globalization is the internationalization of markets and corporations. Answer: TRUE Diff: 1 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management 7) As more industries become global, strategic management is becoming less important in positioning a company for long-term competitive advantage. Answer: FALSE Diff: 2 Page Ref: 8 Topic: Globalization and Environmental Sustainability: Challenges to Strategic Management ...
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...measures the performance of a business unit from: |a. |a customer perspective. | |b. |a financial perspective. | |c. |a learning and growth perspective. | |d. |all of the above. | |e. |(a) and (b) only. | ANS: D PTS: 1 NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Managing strategy & innovation 2. The level of marketing control that examines whether the strategy is being implemented as planned and whether it produces the intended results is termed: |a. |strategic control. | |b. |annual plan control. | |c. |strategic component control. | |d. |profitability control. | |e. |incremental control...
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...Business Policy and Strategy – Study Guide: Unit 1 Material from McGraw Hill website – Chapters 1 & 2 Chapter 1 What Is Strategy and Why Is It Important? Learning Objectives - After studying this chapter, you should be able to: LO 1. | Understand why every company needs a sound strategy to compete successfully, manage the conduct of its business, and strengthen its prospects for long-term success. | LO 2. | Develop an awareness of the four most dependable strategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage. | LO 3. | Understand that a company's strategy tends to evolve over time because of changing circumstances and ongoing management efforts to improve the company's strategy. | LO 4. | Learn why it is important for a company to have a viable business model that outlines the company's customer value proposition and its profit formula. | LO 5. | Learn the three tests of a winning strategy. | Key Points: The tasks of crafting and executing company strategies are the heart and soul of managing a business enterprise and winning in the marketplace. The key points to take away from this chapter include the following: 1. A company's strategy is the game plan management is using to stake out a market position, conduct its operations, attract and please customers, compete successfully, and achieve the desired performance targets. 2. The central thrust of a company's strategy is undertaking moves...
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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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...10.1007/s10997-010-9154-1 Internationalization, innovation and entrepreneurship: business models for new technology-based firms Alberto Onetti • Antonella Zucchella • Marian V. Jones • Patricia P. McDougall-Covin Ó Springer Science+Business Media, LLC. 2010 Abstract New technology-based firms, particularly those that develop their business around a new technological platform, are likely to be impacted by globalization, in terms of both pace of innovation and pressure of competition. For these firms, strategic decisions and growth processes are characterized by a deep interrelationship amongst the processes of internationalization, innovation and entrepreneurship; processes which have tended to be examined independently in distinct bodies of literature. In practice strategic decisions concern each of these processes and address issues such as organizational boundaries, location of the operational activities, what activities to focus on and selection of value partners. The business model by which firms operate needs also to accommodate the spatial dimensions indicated by globalization; and the emergence of global technology markets. Little is known to date about the extent to which business models accommodate or are adapted to internationalization, innovation and entrepreneurship. This paper presents a review of the business model literature from which a generic business model framework is derived, identifying and introducing the main elements of these A. Onetti...
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...ARTICLE IN PRESS Long Range Planning -- (2010) ---e--- http://www.elsevier.com/locate/lrp Complex Business Models: Managing Strategic Paradoxes Simultaneously Wendy K. Smith, Andy Binns and Michael L. Tushman As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies strategies associated with contradictory, yet integrated tensions. We identify several types of complex business models organizations will need to adopt if they are to host such paradoxical strategies. Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to both overarching visions and agenda specific goals, learn actively at multiple levels, and engage conflict. Leaders can engage these functions through team-centric or leader-centric structures. Ó 2010 Elsevier Ltd. All rights reserved. Introduction By the late 1990’s, USA Today was the highest circulating national newspaper in the United States.1 CEO Tom Curley and his senior executive team had created a new category of newspapers by negotiating distribution deals with hotels and businesses to provide national news to educated and high-income business travelers, a demographic that yielded excellent advertising revenues. When widening access to the Internet and the emergence of novel news content channels such as Yahoo! and AOL promised to put the newspaper’s position under...
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...Comp3710 / Comp7580 E-Transformation in Business Dr. Alfredo Milani Reference: Dave Chaffey. E-Business and E-Commerce Management. 2nd Edition. Prentice Hall, 2004, Chapter 4, 5. K.C. Laudon, and J.P. Laudon. Management Information Systems: Management the Digital Firm. 8th Edition. Prentice Hall, 2004, Chapter 3. Lecture 3 E-business Strategy Learning objectives Follow an appropriate strategy process model for e-business; Apply tools to generate and select e-business strategies Comp3710/Comp7580 3 Michael Porter on the Internet ‘The key question is not whether to deploy Internet technology – companies have no choice if they want to stay competitive – but how to deploy it.’ Porter, M. (2001) Strategy and the Internet, Harvard Business Review, March 2001, 62–78. Comp3710/Comp7580 4 Strategy What is a strategy? • • • • ‘Defines how we will meet our objectives’ ‘Sets allocation of resources to meet goals’ ‘Selects preferred strategic option to compete within a market’ ‘Provides a long-term plan for the development of the organization’ Strategy: A broad-based formula for how a business is going to compete, what its goals should be, and what plans and policies will be needed to carry out those goals Comp3710/Comp7580 5 E-commerce strategy (e-strategy) The formulation and execution of a vision of how a new or existing company intends to do business electronically Comp3710/Comp7580 6 Different forms of organizational strategy ...
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...Emerging Strategies And Business Models In The UK Irene Yousept, Feng Li University of Newcastle upon Tyne Business School, United Kingdom Irene.Yousept@ncl.ac.uk, Feng.Li@nc,.ac.uk Abstract The Internet has facilitated the emergence of new strategies and business models in several industries. In the UK, significant changes are happening in supermarket retailing with the introduction of online shopping, especially in terms of channel development and coordination, business scope redefinition, the development of fulfilment centre model and core processes, new ways of customer value creation, and online partnerships. In fact the role of online supermarket itself has undergone some significant changes in the last few years. Based on recent empirical evidence gathered in the UK, this paper will illustrate current developments in the strategies and business models of online supermarket retailing. The main evidence has been collected through an online survey of 6 online supermarkets and in-depth case studies of two leading players. Some of the tendencies are comparable to what happened in retail banking with the introduction of Internet banking, but other tendencies are unique to the supermarket retailing industry. This is a rapidly evolving area and further studies are clearly needed. 1 Introduction The Internet has facilitated the emergence of new business models in several industries. Previous research has revealed that the integrated models of retail banking have been...
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...Stages of the Research Process Student’s Name Institution Stages of the Research Process Many people engage in research practices with the motive of analyzing given problems in the society while others do it for study purposes. In the field of business and investment, researchers and scholars conduct studies with the aim of promoting investment and ensuring there is a favorable investing climate in the future. The paper will evaluate two pear reviewed articles conducted on the field of business. The first article is strategy written by David, Gary, and Amy in 1997 in Strategic Management Journal. The second one is strategic planning by Michael E Porter. It was published in 1996 in Harvard Business Review. The paper will analyze the research to evaluate the research process considering application of the literature review, ethical consideration and statistical analysis significance. The paper will also analyze the conclusion to determine the effectiveness of the study. When writing any research, there are some critical steps that an individual have to remember. The first critical step is to identify the objectives of the study. Each study has defined objectives that guide the researcher. The objectives enable the researcher to stick to the topic and avoid collecting irrelevant data. In the above articles, the researcher begins with outlining the objective of the studies before introducing the research question. It enables the reader to understand the aim of the study through...
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...Question One “Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.” (Otrofsky, 2014) As one would imagine, this, together with the hype around electronic commerce (e-commerce) saw a tirade of online stores. Not only were regular retailers attempting to create a massive online presence, but new ventures were reveling in the minimal start-up costs and turned to simply setting up shop online, as was the case with Rakuten. Applegate (2001) defines a business model as “a description of a complex business that enables study of its structure, the relationships among structural elements, and how it will respond in the real world.” Harvard Business Review featured an article by Hiroshi Mikitani, CEO and founder of Rakuten, which gives a wonderful picture of how and why Rakuten managed to sustain its business model in an industry that seemed to be regressing (Mikitani, 2013). In this article Mikitani states his belief that people require communication and relationships. So as an alternative to giving emphasis to competence and expediency, Rakuten strives to craft a tailored, “bazaar like” shopping experience (Mikitani, 2013). Mikitani explains that Japan is a country that prides itself on hospitality and customer service, which is why the Japanese community relates to and appreciates Rakuten’s efforts of creating a personalized...
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