Busa 6800: Strategic Management Mid-term 1. Complements – define and apply (pg. 52/53) Complementors: Players with whom a firm interacts but may not necessarily transact. The concept of complementors is perhaps the single most important contribution of value net analysis Complementors typically are products or services that have possible impact on the value of a firm 's own products or services. Those who produce complements are usually referred to as complementors. Powerful
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6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation
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feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack. A clear direction The four pillars of our vision set out the long term direction for the company – where we want to go and how we are going to get there: * We work to create a better future every day * We help people feel good, look good and get more out of life with brands and services that are good for them and good
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6 7 8 9—CRK—11 10 09 08 07 BRIEF CONTENTS PREFACE xi PART ONE THE ENVIRONMENT OF MANAGING NOW 1 2 3 4 MANAGING AND THE EVOLUTION OF MANAGEMENT ETHICAL AND SOCIAL ISSUES 29 MANAGING IN A GLOBAL ENVIRONMENT 59 MANAGING ENTREPRENEURSHIP AND INNOVATION 1 1 89 PART TWO INFORMATION AND DECISION MAKING NOW 5 INFORMATION AND KNOWLEDGE MANAGEMENT 6 DECISION MAKING NOW 144 116 116
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allocation system, and the extent to which the firm emphasizes input –versus – outcome – oriented controls are all examples of how these support systems help determine the strategic actions organizations will take, and we discuss them in detail below. That message will be there, but it´s more important for you to understand how small changes in the management of resourcing and control systems can have big impacts on the strategy firm implements. As
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anticipating consumer’s needs and wants during the concept phase of creating the next company innovation. Products and services are the foundation of an organization existence. Incorporating new merchandise in a competitive marketplace and making it an exceptional product is always a challenge for any business. General Electric throughout history has embraced the challenge of creativity, innovation and meeting the needs of the consumer. This final marketing plan will describe General Electric’s
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written by Johnson and Kaplan, where they were complaining that management accounting techniques emerged centuries ago, are still used, but they no longer relevant in today’s highly competitive environment. CHAPTER 5 - CONTROLLING THE MULTI DIVISIONAL ORGANIZATION 64. What are the two major obstacles to the success of the integrated firm? 1. Complexity - or the bureaucratic paralysis caused by complexity. 2. Management indifference to the owner's goals (p.94). This potential problem
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process Outputs/products include: Goods: physical, tangible products Services: intangible products Exist to satisfy the needs (basic necessities) or wants (desires) of people, organizations and governments Important to have clearly defined functions/processes Ex. human resources, production, marketing and finance Customers: people/organizations that buy the product Consumers: those who use the product Consumer goods: sold to the general public and can be split into: Consumer durables: products
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TE AM FL Y Strategic Planning for Information Systems Third Edition JOHN WARD and JOE PEPPARD Cranfield School of Management, Cranfield, Bedfordshire, UK Copyright # 2002 by John Wiley & Sons Ltd, Baffins Lane, Chichester, West Sussex PO19 1UD, England National 01243 779777 International (þ44) 1243 779777 e-mail (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on http://www.wiley.co.uk or http://www.wiley.co.uk All Rights Reserved. No part of this publication
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Adapt + Evolve = Survive If modern organizations are to survive, these must believe and put into practice the above equation which results in the overpowering of their competition. To have a Competitive Edge, firms must angle themselves towards Innovation which Myers and Marquis (1969) defined as “….. not a single action but a total process of interrelated sub processes. It is not just the conception of a new idea, nor the invention of a new device, nor the development of a new Market. The process
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