The Wharton School of the University of Pennsylvania Management 223 - Business Policy & STRATEGY Spring Semester, 1999 Course Description and Syllabus Instructors: Phanish Puranam (PP) & Michael G. Jacobides (MGJ) Office: 2061(PP) /2055(MGJ) SH-DH (Management Dept. Suite) Tel: 898-1231 (PP) / 898-1224 (MGJ) Email: puranam@management.wharton.upenn.edu jacobides@management.wharton.upenn.edu Class Hours: Tuesdays and Thursdays 12:00 to 1:30pm Office Hours: By
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QUESTION 1 3 2.1 Competitive analysis of Apple and Nokia – who is stronger? 3 2.1.1 Competitive Analysis 3 2.1.1.1 SWOT Analysis 5 1.1.1 Strengths of Apple 6 2.1.1.2 Value Chain Analysis 9 2.1.1.3 Resourced Base View Tool 11 3.0 QUESTION 2 14 3.1 PESTEL analysis tool 15 3.2 Porter’s Five Forces 17 3.3 The Implications for Strategic Development are; 21 4.0 QUESTION 3 21 4.1 Critical Analysis Lessons from Apple’s risky but profitable strategy 21 5.0 REFERENCE:
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Differentiated strategy is the strategy pursued by the company to produce products that are different or unique compared to competitors' products. Researchers are interested in doing research on the company because researcher wanted to learn more about controls for differentiated strategies, both theoretical and practical. Minnesota Mining & Manufacturing Corporation (3M) is one of the companies that have successfully implemented differentiated product strategy that gives priority to
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1 DEVELOPING A SUSTAINABLE COMPETITIVE ADVANTAGE THROUGH STRATEGIC POSITIONING By R. Murray Lindsay April 2002 Strategic management is the process by which senior management ensures that the organization’s strategy is carried out or that it is modified to reflect changing conditions or knowledge. Management accounting and control systems play a key role in strategic management. While a management control course will typically take strategy as a given, it is important for you to have a reasonable
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Integration: assuming a function previously provided by a supplier -BCG Growth-Share Matrix: sectioned into four quadrants and portrays a corporation’s portfolio investments. -Competitive Advantage: determined by resource endowments; must identify strengths/weaknesses, combine core competencies, appraise profit potential, select strategy, and identify resource gaps. -Core Competencies: a collection of corporate capabilities that cross divisional borders are widespread within a corporation, and is something
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important resources, which include human capital skills, employee commitment, and teamwork. Based on their journal “The role of human resources in gaining competitive advantage”, it reveals some skills to match human resources and organizational strategy. Those skills are, (i) to understand the value of people in the firm and their role in competitive advantage (ii) to understand the economic consequences of the human resources practice in a firm (iii) to understand how the human resources practice in a firm
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The Apple Corporation Bus431: Marketing Strategy CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: Cynthia M. Cantu Table of Contents Organizations
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A CRITIQUE OF PORTER’S COST LEADERSHIP AND DIFFERENTIATION STRATEGIES Y. Datta Ph.D., State University of New York at Buffalo Professor Emeritus College of Business Northern Kentucky University Highland Heights, KY 41099 (USA) 7539, Tiki Av. Cincinnati, OH 45243 USA Tel: (513) 984-1032 [Home] Fax: (513) 984-1032 E-Mail: datta@nku.edu A paper accepted for presentation at the 9th Oxford Business & Economics Conference to be held in Oxford, England, June
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have formulated a Human Resource Management policy for their employees. Where some employers see their staff as important resources to achieve a competitive advantage, others see them as valued assets and a source of competitive advantage (Guest, 1999). The way personnel were managed can be seen as the most significant reason to gain a competitive advantage over others (Salaman, Storey and Billsberry, 2005). In the 19th century and large parts of the 20th century labour was seen as abundant and economists
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StaInstructor’s Manual CASE TEACHING NOTES The Formula One constructors Mark Jenkins 1. Introduction This case enables students to explore sources of competitive advantage using the context of Formula One (F1) motorsport. The case highlights the ways in which three particular F1 teams created four situations of competitive dominance for a sustained period. It allows the students to consider individual teams and the generic issues needed to succeed in this specialised context. The case
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