82476 c02.3d GGS 3/17/09 15:15 r r r r r r r r r r r r r r r r r r r r r r r r r rr ECONOMIES AND SCOPE OF SCALE 2 r r r r r r r r r r r r r r r r r r r r r r r r r rr F ew concepts in microeconomics, if any, are more fundamental to business strategy than economies of scale and the closely related economies of scope. Economies of scale allow some firms to achieve a cost advantage over their rivals. Economies of scale are a key determinant of market structure
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TLFeBOOK Blue Ocean Strategy Blue Ocean Strategy How to Create Uncontested Market Space and Make the Competition Irrelevant H A R VA R D B U S I N E S S S C H O O L P R E S S BOSTON, MASSACHUSETTS ( ) ( ) ( ) ( ) ( W. Chan Kim Renée Mauborgne Copyright 2005 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America 09 08 07 06 05 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval
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BIBLIOGRAPHIC INFORMATION Title Source Author 1 Author 2 Author 3 Publication/Conference Edition Document Type CPI Primary Subject CPI Secondary Subject Geographic Terms How Local Companies Keep Multinationals at Bay Harvard Business Review Online Bhattacharya, Arindam K. Michael, David C. NA Harvard Business Review, March 2008 NA Article Economics International Trade; ; ; Malaysia; Others Abstract To win in the world’s fastest-growing markets, transnational giants have to compete with increasingly
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Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage Opening Case Wal-Mart Wal-Mart is one of the most extraordinary success stories in business history. Started in 1962 by Sam Walton, Wal-Mart has grown to become the world’s largest corporation. In the financial year ending January 31, 2004, the discount retailer whose mantra is “every day low prices” had sales of nearly $256 billion, five thousand stores in ten countries (almost three thousand are in
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Strategic Management External and Internal Assessments 1 External Strategic Assessment “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo 2 1 External Audit – Sources of Information •Internet •Libraries •Suppliers •Distributors •Salespersons
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product or service. Wal-Mart builds its low cost leader strategy on the dual competitive advantage of a satellite based inventory and distribution system, and on employment policies that help it to achieve extraordinary low employment costs. Southwest Airlines achieves low cost leader status through employment policies that produce a highly motivated and
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and organizational culture(clan control). Effective management of organizational change is addressed, as well as the role of the entrepreneur in the change process. LEARNING OBJECTIVES • Define organizational control and identify the main output and behavior controls managers use to coordinate and motivate employees. (LO1) • Explain the role of clan control or organizational culture in creating an effective organizational architecture. (LO2) • Discuss the relationship between
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Week Four Exercises The assigned exercises for week four of Business Research (BUS642) at Ashford University are as follows: Terms in Review, 1-4, on page 204 and answering questions 1-3 over the case study: Ramada Demonstrates its Personal Best. Terms in Review, #1-4, p 204 1. Compare the advantages and disadvantages of the survey to those of observation. Each method has its own set of advantages. Surveys allow the researcher to use the largest possible sample sizes while at the same time making
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List of figures Figure 1: Employee Engagement Model 4 Figure 2: Composition of Employee Engagement 5 Figure 3: Organizational Results of employee engagement 6 Introduction This report has been undertaken in order to discuss and assess the significance of employee engagement through various employee engagement models and the steps that can be taken in order to improve the employee engagement process in an organization. Various recommendations have also been provided in
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Chapter 1 The Evolution of the Modern Firm Chapter Contents 1) Introduction 2) The World in 1840 • Doing Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the
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