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trama

trama
82問 • 1年前
  • ユーザ名非公開
    • 通報

    問題一覧

  • 1

    fundamental feature of the new economy

    Hypercompetion

  • 2

    is a continuous process of strategy creation

    Strategic Management

  • 3

    deliberately bringing together the right resources for the right markets

    Strategic - decision making

  • 4

    designing strategies

    Strategy Formulation

  • 5

    crafted strategies

    Strategy implementation

  • 6

    feedback system.

    Strategic control

  • 7

    Continues, repetitive, competitive process

    Strategic planning

  • 8

    3-5, ten or more years

    Medium/long-range plan

  • 9

    Short term

    Annual/yearly plan

  • 10

    Meet or exceed ones goals

    Strategy

  • 11

    Measurable action

    Objective

  • 12

    Meaning or SMART

    Specific Measurable Achievable Relevant Time-base

  • 13

    Set of common activities

    Different views/approach of strategy 1. Classical administrator

  • 14

    Considering the future

    Planning

  • 15

    Marshalling the resources

    Organizing

  • 16

    Fashion in the organization

    Commanding

  • 17

    Unifying people's effort

    Coordinating

  • 18

    Everything works as planned

    Controlling

  • 19

    Principal role of a leader

    Design Planner

  • 20

    Analyzing planner and controller

    Role Player

  • 21

    External environment

    The Competitive Positioner

  • 22

    Ultimately on pragmatism

    The Visionary Transformer

  • 23

    led by the people

    The Selft- Organizer

  • 24

    Visionary leader has failed

    The turnaround Strategist

  • 25

    Straightforward way

    PESTLE MODEL

  • 26

    Set of companies that pursue

    Strategic group

  • 27

    The process and action

    Political Factors

  • 28

    Largely macroeconomic

    Economic factor

  • 29

    Norms and values

    Sociocultural Factor

  • 30

    Age, gender, family size

    Demographic

  • 31

    New process and product

    Technology Factors

  • 32

    Broad environmental issues

    Ecological Factors

  • 33

    3 dimensions

    Economic, social, ecological

  • 34

    Outcomes of the political

    Legal Factors

  • 35

    Theoretical framework

    Structure- conduct -performance

  • 36

    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

  • 37

    Customer switching costs are low.

    The threat of entry

  • 38

    Capital requirements are low.

    The threat of entry

  • 39

    incumbent do not possess: proprietary technology, establish brand equity

    The threat of entry

  • 40

    new entrance expect that incumbents will not or cannot retaliate

    The threat of entry

  • 41

    incumbent firms face significance switching cost when changing suppliers

    The power of Suppliers

  • 42

    suppliers offer product that are differentiated

    The power of Suppliers

  • 43

    there are no readily available substitutes for the products or services that the supplier offers

    the power of suppliers

  • 44

    supplies can credibly treated to forward integrate into the industry

    The power of Suppliers

  • 45

    there are few large buyers

    The power of Buyers

  • 46

    each buyers purchases large quantities relative to the size of a single seller

    The power of Buyers

  • 47

    the industries product are standardized or undifferentiated commodities

    the power of Buyers

  • 48

    Buyers face little or no switching cost

    the power of Buyers

  • 49

    Buyers can credibly threaten to backward-integrate into the industry

    the power of Buyers

  • 50

    The substitute offers an attractive price-performance trade-off.

    The threat of Substitute

  • 51

    The buyer's cost of switching to the substitute is low.

    the threat of Substitute

  • 52

    there are many competitors in the industry

    The revalry among existing competitors

  • 53

    the competitors are roughly of the equal size

    The rivalry among existing competitors

  • 54

    Exit barriers are high

    The rivalry among existing competitors

  • 55

    product and services are direct substitute

    The rivalry among existing competitors

  • 56

    Crafting and executing strategy

    Resources

  • 57

    Orchestrate

    Capabilities

  • 58

    Transforming output into goods and services

    Activities

  • 59

    Have physical attributes

    Tangible Resources

  • 60

    have no physical attributes

    Intangible Resources

  • 61

    Spiring

    Competitive advantage

  • 62

    Describe internal activities

    Value chain

  • 63

    Add value directly

    Primary activities

  • 64

    Add value indirectly

    Support activities

  • 65

    Conceive of a firm

    Strategic activity system

  • 66

    Unique strength

    Core Competencies

  • 67

    Limited by decision

    Path Dependence

  • 68

    Cause and effect of phenomenon

    Casual ambiguity

  • 69

    Interact with each other

    Social complexity

  • 70

    Organizational management

    Strategic planning

  • 71

    Documents used to communicate

    Strategic plan

  • 72

    Simple graphic

    Strategy map

  • 73

    Corresponding to the strength

    Analysis of internal drivers

  • 74

    Swot analysis

    analysis of external drivers

  • 75

    Concise of summary

    Vision statement

  • 76

    Major good need to achieve

    Top level objective

  • 77

    Setting out the key action

    Implementation

  • 78

    Summary of the implications

    Resources

  • 79

    Industry growth is slow zero or even negative

    the rivalry among existing competitors

  • 80

    An inspirational statement

    Organizational vision

  • 81

    Current purpose on an organization

    Mission statement

  • 82

    Have set goals

    Organizational goals

    • IHRM

    IHRM

    ユーザ名非公開 · 33問 · 1年前

    IHRM

    IHRM

    33問 • 1年前
    ユーザ名非公開

    final strama

    final strama

    ユーザ名非公開 · 6問 · 1年前

    final strama

    final strama

    6問 • 1年前
    ユーザ名非公開

    Final strama

    Final strama

    ユーザ名非公開 · 74問 · 1年前

    Final strama

    Final strama

    74問 • 1年前
    ユーザ名非公開

    IHRM

    IHRM

    ユーザ名非公開 · 42問 · 1年前

    IHRM

    IHRM

    42問 • 1年前
    ユーザ名非公開

    AIS

    AIS

    ユーザ名非公開 · 8問 · 1年前

    AIS

    AIS

    8問 • 1年前
    ユーザ名非公開

    問題一覧

  • 1

    fundamental feature of the new economy

    Hypercompetion

  • 2

    is a continuous process of strategy creation

    Strategic Management

  • 3

    deliberately bringing together the right resources for the right markets

    Strategic - decision making

  • 4

    designing strategies

    Strategy Formulation

  • 5

    crafted strategies

    Strategy implementation

  • 6

    feedback system.

    Strategic control

  • 7

    Continues, repetitive, competitive process

    Strategic planning

  • 8

    3-5, ten or more years

    Medium/long-range plan

  • 9

    Short term

    Annual/yearly plan

  • 10

    Meet or exceed ones goals

    Strategy

  • 11

    Measurable action

    Objective

  • 12

    Meaning or SMART

    Specific Measurable Achievable Relevant Time-base

  • 13

    Set of common activities

    Different views/approach of strategy 1. Classical administrator

  • 14

    Considering the future

    Planning

  • 15

    Marshalling the resources

    Organizing

  • 16

    Fashion in the organization

    Commanding

  • 17

    Unifying people's effort

    Coordinating

  • 18

    Everything works as planned

    Controlling

  • 19

    Principal role of a leader

    Design Planner

  • 20

    Analyzing planner and controller

    Role Player

  • 21

    External environment

    The Competitive Positioner

  • 22

    Ultimately on pragmatism

    The Visionary Transformer

  • 23

    led by the people

    The Selft- Organizer

  • 24

    Visionary leader has failed

    The turnaround Strategist

  • 25

    Straightforward way

    PESTLE MODEL

  • 26

    Set of companies that pursue

    Strategic group

  • 27

    The process and action

    Political Factors

  • 28

    Largely macroeconomic

    Economic factor

  • 29

    Norms and values

    Sociocultural Factor

  • 30

    Age, gender, family size

    Demographic

  • 31

    New process and product

    Technology Factors

  • 32

    Broad environmental issues

    Ecological Factors

  • 33

    3 dimensions

    Economic, social, ecological

  • 34

    Outcomes of the political

    Legal Factors

  • 35

    Theoretical framework

    Structure- conduct -performance

  • 36

    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

  • 37

    Customer switching costs are low.

    The threat of entry

  • 38

    Capital requirements are low.

    The threat of entry

  • 39

    incumbent do not possess: proprietary technology, establish brand equity

    The threat of entry

  • 40

    new entrance expect that incumbents will not or cannot retaliate

    The threat of entry

  • 41

    incumbent firms face significance switching cost when changing suppliers

    The power of Suppliers

  • 42

    suppliers offer product that are differentiated

    The power of Suppliers

  • 43

    there are no readily available substitutes for the products or services that the supplier offers

    the power of suppliers

  • 44

    supplies can credibly treated to forward integrate into the industry

    The power of Suppliers

  • 45

    there are few large buyers

    The power of Buyers

  • 46

    each buyers purchases large quantities relative to the size of a single seller

    The power of Buyers

  • 47

    the industries product are standardized or undifferentiated commodities

    the power of Buyers

  • 48

    Buyers face little or no switching cost

    the power of Buyers

  • 49

    Buyers can credibly threaten to backward-integrate into the industry

    the power of Buyers

  • 50

    The substitute offers an attractive price-performance trade-off.

    The threat of Substitute

  • 51

    The buyer's cost of switching to the substitute is low.

    the threat of Substitute

  • 52

    there are many competitors in the industry

    The revalry among existing competitors

  • 53

    the competitors are roughly of the equal size

    The rivalry among existing competitors

  • 54

    Exit barriers are high

    The rivalry among existing competitors

  • 55

    product and services are direct substitute

    The rivalry among existing competitors

  • 56

    Crafting and executing strategy

    Resources

  • 57

    Orchestrate

    Capabilities

  • 58

    Transforming output into goods and services

    Activities

  • 59

    Have physical attributes

    Tangible Resources

  • 60

    have no physical attributes

    Intangible Resources

  • 61

    Spiring

    Competitive advantage

  • 62

    Describe internal activities

    Value chain

  • 63

    Add value directly

    Primary activities

  • 64

    Add value indirectly

    Support activities

  • 65

    Conceive of a firm

    Strategic activity system

  • 66

    Unique strength

    Core Competencies

  • 67

    Limited by decision

    Path Dependence

  • 68

    Cause and effect of phenomenon

    Casual ambiguity

  • 69

    Interact with each other

    Social complexity

  • 70

    Organizational management

    Strategic planning

  • 71

    Documents used to communicate

    Strategic plan

  • 72

    Simple graphic

    Strategy map

  • 73

    Corresponding to the strength

    Analysis of internal drivers

  • 74

    Swot analysis

    analysis of external drivers

  • 75

    Concise of summary

    Vision statement

  • 76

    Major good need to achieve

    Top level objective

  • 77

    Setting out the key action

    Implementation

  • 78

    Summary of the implications

    Resources

  • 79

    Industry growth is slow zero or even negative

    the rivalry among existing competitors

  • 80

    An inspirational statement

    Organizational vision

  • 81

    Current purpose on an organization

    Mission statement

  • 82

    Have set goals

    Organizational goals