CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time
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THEORIES IN MARKETING STRATEGY[1] In general, there are three aspects to the strategy of firms, regardless of the level of the strategy: content, formulation process, and implementation. Strategy content (what the strategy is) refers to the specific relationships, offerings, timing, and pattern of resource deployment planned by a business in its quest for competitive advantage (e.g., generic strategy of cost leadership versus differentiation; push versus pull strategy). Strategy formulation process
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What is your version of the American Dream? If you’re like millions of other Americans, you’re probably living for the day your 401(k) has stored enough equity for you to enjoy a life of financial freedom. But what if everything you've been led to believe about your 401(k) retirement plan is not only untrue, but just the opposite of what you have been told? Wouldn’t you want to know immediately while there was still time to capture the American Dream? Those nearing retirement are extremely concerned
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the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy meeting with the chairman and chief mentor of the Infosys Group, Narayana Murthy, and the CEO, Nandan Nilekani. The cofounders had set a new and aggressive milestone for the HR group, the latest in a long line of challenging goals that had been set for them. By 2007
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Executive Compensation: The Ethical and Impact Challenge Executive Compensation: The Ethical and Impact Challenge Executive compensation is defined as the reward given to corporate executive employees for their job performance. Corporate executive employees are the higher echelon company employees and may include the chief financial officers
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ethical or unethical in various situations” (Hellriegel & Slocum, pg. 34). According to Lawrence Kohlberg’s Stages of Moral Development individuals all mature uniquely and at varying rates. Consequently when faced with the same ethical dilemmas a group of individuals may all exhibit a different response. As an example, employees in the first stage of moral development, Obedience and Punishment, would use simple reasoning in a situation and do the “right” thing to avoid being punished or to obtain
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comprised of a somewhat of blended family model; utilizing both a squad of direct reports who were dedicated solely to this new project and also calling on the strengths and resources of the Performance Engine. With Brubaker at the helm, these two groups collaborated to form a dream team of sorts leading Aetna to tremendous growth in a previously untapped market. The article uses this and other examples to illustrate the importance of leadership in the merging together of innovation teams (dedicated
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whether the costly Great Game of Life (GGOL) program should be implemented to change the company’s culture (Casciaro & Edmonson, 2007). The Great Game of Life (GGOL) The Great Game of Life (GGOL) is a program developed by Larry Wilson, from Wilson Consulting. The program use psychological and sociological actions to build cohesive teams in the workplace. The program creates situations, where
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Seven Categories of Work-Life Effectiveness Successfully Evolving Your Organization’s Work-Life Portfolio • Caring for Dependents • Health and Wellness • Workplace Flexibility • inancial Support F for Economic Security • Paid and Unpaid Time Off • Community Involvement • liciting Management E Buy-In and Transforming Organizational Culture C1 Defining Work-Life Effectiveness Work-life refers to specific organizational practices, policies and programs that are guided by
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Coca-Cola, the market giant, and eventually grew into a stronger competitor. Till now, Pepsi still practices demographic segmentation where it divides the market into smaller groups of customers in accordance to their age. They then targeted the niche group, youths or Generation X, whom Pepsi has always believe that it is the group with better segment structural attractiveness. Teenagers have distinct and unique behaviors such as “purchasing a single-serve product at a convenience store like 7-11”, thus
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