問題一覧
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fundamental feature of the new economy
Hypercompetion
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is a continuous process of strategy creation
Strategic Management
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deliberately bringing together the right resources for the right markets
Strategic - decision making
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designing strategies
Strategy Formulation
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crafted strategies
Strategy implementation
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feedback system.
Strategic control
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Continues, repetitive, competitive process
Strategic planning
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3-5, ten or more years
Medium/long-range plan
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Short term
Annual/yearly plan
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Meet or exceed ones goals
Strategy
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Measurable action
Objective
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Meaning or SMART
Specific Measurable Achievable Relevant Time-base
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Set of common activities
Different views/approach of strategy 1. Classical administrator
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Considering the future
Planning
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Marshalling the resources
Organizing
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Fashion in the organization
Commanding
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Unifying people's effort
Coordinating
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Everything works as planned
Controlling
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Principal role of a leader
Design Planner
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Analyzing planner and controller
Role Player
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External environment
The Competitive Positioner
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Ultimately on pragmatism
The Visionary Transformer
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led by the people
The Selft- Organizer
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Visionary leader has failed
The turnaround Strategist
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Straightforward way
PESTLE MODEL
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Set of companies that pursue
Strategic group
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The process and action
Political Factors
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Largely macroeconomic
Economic factor
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Norms and values
Sociocultural Factor
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Age, gender, family size
Demographic
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New process and product
Technology Factors
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Broad environmental issues
Ecological Factors
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3 dimensions
Economic, social, ecological
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Outcomes of the political
Legal Factors
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Theoretical framework
Structure- conduct -performance
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Five forces afffecting competition in an industry
Threat of entry Power of suppliers Power of buyers Threat of Substitutes Rivalry among existing competitors Adding 6 force Complement
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Customer switching costs are low.
The threat of entry
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Capital requirements are low.
The threat of entry
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incumbent do not possess: proprietary technology, establish brand equity
The threat of entry
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new entrance expect that incumbents will not or cannot retaliate
The threat of entry
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incumbent firms face significance switching cost when changing suppliers
The power of Suppliers
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suppliers offer product that are differentiated
The power of Suppliers
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there are no readily available substitutes for the products or services that the supplier offers
the power of suppliers
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supplies can credibly treated to forward integrate into the industry
The power of Suppliers
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there are few large buyers
The power of Buyers
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each buyers purchases large quantities relative to the size of a single seller
The power of Buyers
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the industries product are standardized or undifferentiated commodities
the power of Buyers
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Buyers face little or no switching cost
the power of Buyers
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Buyers can credibly threaten to backward-integrate into the industry
the power of Buyers
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The substitute offers an attractive price-performance trade-off.
The threat of Substitute
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The buyer's cost of switching to the substitute is low.
the threat of Substitute
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there are many competitors in the industry
The revalry among existing competitors
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the competitors are roughly of the equal size
The rivalry among existing competitors
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Exit barriers are high
The rivalry among existing competitors
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product and services are direct substitute
The rivalry among existing competitors
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Crafting and executing strategy
Resources
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Orchestrate
Capabilities
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Transforming output into goods and services
Activities
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Have physical attributes
Tangible Resources
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have no physical attributes
Intangible Resources
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Spiring
Competitive advantage
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Describe internal activities
Value chain
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Add value directly
Primary activities
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Add value indirectly
Support activities
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Conceive of a firm
Strategic activity system
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Unique strength
Core Competencies
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Limited by decision
Path Dependence
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Cause and effect of phenomenon
Casual ambiguity
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Interact with each other
Social complexity
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Organizational management
Strategic planning
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Documents used to communicate
Strategic plan
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Simple graphic
Strategy map
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Corresponding to the strength
Analysis of internal drivers
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Swot analysis
analysis of external drivers
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Concise of summary
Vision statement
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Major good need to achieve
Top level objective
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Setting out the key action
Implementation
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Summary of the implications
Resources
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Industry growth is slow zero or even negative
the rivalry among existing competitors
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An inspirational statement
Organizational vision
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Current purpose on an organization
Mission statement
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Have set goals
Organizational goals