practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating
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and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces.’ 2 ‘The [human resources–business strategy] alignment cannot necessarily be characterized in the logical and sequential way suggested by some writers; rather, the design of an HR system is a complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating
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Value based price: Customer define the value of the product. Does not mean high price. Three levels of Product: Core product, when you start with a new product in the market. In question mark stage you offer core product. Actual product; because of comptetition you offer a design, quality level, brand name, packaging etc. It depends on your customer. Augmented product; installation, after sales service, delivery etc. Potential Product; satıcı da alıcı da farkında değil, konuşarak farkediyorlar
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competitive advantage sustained? What are core competencies and capabilities? Resource-Based View of the Firm (RBV) Alternative Frameworks: Evolutionary Change and Hypercompetition Evolutionary Change Hypercompetition The Marketing Concept 11 11 13 20 21 23 24 27 30 31 33 36 36 37 38 2. 2.1 2.2 2.3 What can be marketed? Core Benefit Product Basic product Augmented product 43 47 47 48 Create connections with more impact Technology Roles This
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attain strategic competitiveness over other companies and acquire more than the expected average return. (Ireland, Hoskisson and Hitt, 2010) Figure 2.1.1 The External Environment Strategic Entrepreneurship Strategic Leadership Organizational Structure and Controls Corporate Governance Cooperate Strategy Corporate Level Strategy International Strategy Merger and Acquisition Strategies Competitive rivalry and competitive Dynamics Business Level strategy Strategic Inputs Vision Mission
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firm’s cost structure and ability to offer low prices. It reveals the importance a firm places on its activities that could enhance differentiation and higher prices. A company’s value chain demonstrates a comparison, activity-by-activity; of how cost effective and efficient a firm delivers value to its customers. The value chain is used to segregate the firm’s operations into different types of primary and secondary activities to determine the major components of its internal cost structure. Evaluating
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contingency-based research and directions for the future Robert H. Chenhall Department of Accounting and Finance, Monash University, Clayton, Victoria 3168, Australia Abstract Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS by examining designs that best suit the nature of the environment, technology, size, structure, strategy and national culture. In recent years, contingency-based research
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Nine Generic Influence Tactics * 1. Rational persuasion. Trying to convince someone with reason, logic, or facts. * 2. Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values. * 3. Consultation. Getting others to participate in planning, making decisions, and changes. * 4. Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. * 5. Personal appeals. Referring
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Internal Analysis 3.1 Resource Based View Analysis 3.2 VRIO Framework 4. Business Strategy 5. Tetra-Threat Framework 6. Conclusion Porter’s Five Forces Analysis Threat of New Entrants (Low) 1) High Industry Profitability (+) 2) Large fixed costs (-) 3) Economies of scale in research, chip fabrication, consumer marketing etc. (-) The microprocessor market is characterized by short product life cycles, rapid advances in product design, competitive pricing and process
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MASARYKOVA UNIVERZITA Ekonomicko-správní fakulta Studijní obor: Podnikové hospodářství Kombinované studium [pic] PROPOSAL OF A MARKETING STRATEGY Návrh marketingové strategie Diploma thesis /Diplomová práce Vedoucí diplomové práce/Supervisor: Autor/Author: Ing. Klára KAŠPAROVÁ Mgr. Jana LUDÍKOVÁ Brno, červen 2008 Brno, June 2008 |Jméno a příjmení autora: |Jana Ludíková |
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