lesson 2

31問 • 1年前

問題一覧

How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services.

competitiveness

Examples of Distinctive Competencies

price, quality, time, flexibility, service, location

Identifying consumer wants and needs ∙ Pricing ∙ Advertising and promotion

business compete using marketing

Product and service design ∙ Cost ∙ Location ∙ Quality ∙ Quick response

business compete using operations

Too much emphasis on short-term financial performance Failing to take advantage of strengths and opportunities Failing to recognize competitive threats Neglecting operations strategy

why some organization fail

Too much emphasis in product and service design and not enough on improvement Neglecting investments in capital and human resources Failing to establish good internal communications Failing to consider customer wants and needs

why some organization fail

core competencies in the article, C.K. Prahalad, and Gary Hamel review three conditions a business activity must meet in order to be a core competency: The activity must provide superior value or benefits to the consumer. it should be difficult for a competitor to replicate or imitate it. It should be rare. McDonald’s has standardization. It serves nine million pounds of French fries every day, and every one of them has precisely the same taste and texture. Apple has style. The beauty of its devices and their interfaces gives them an edge over its many competitors.

superior value, difficult to imitate, rare

Plans for achieving organizational goals

strategies

The reason for existence for an organization

mission

Answers the question “What business are we in?”

mission statement

Provide detail and scope of mission

goals

The methods and actions taken to accomplish strategies

tactics

outsource operations to the third world countries that have low labor costs.

low cost

use the capital intensive methods to achieve high output volume and low unit cost.

scale based strategies

focus on norrow product lines or limited services to achieve higher quality.

specialization

focus on quick response.

flexible operations

focus on achieving higher quality than competitors.

high quality

focus on various aspects of service (e.g., helpful, courteous, reliable, etc.).

service

The special attributes or abilities that give an organization a competitive edge. ∙ Price ∙ Quality ∙ Time ∙ Flexibility ∙ Service ∙ Location

distinctive competencies

The approach, consistent with organization strategy, that is used to guide the operations function.

operations strategy

Distinctive competencies ∙ Environmental scanning ∙ SWOT ∙ Order qualifiers ∙ Order winners

strategy formulation

Characteristics that customers perceive as minimum standards of acceptability to be considered as a potential purchase

order qualifiers

Characteristics of an organization’s goods or services that cause it to be perceived as better than the competition is a characteristic that will win the bid or customer's purchase.

order winners

Economic conditions ∙ Political conditions ∙ Legal environment ∙ Technology ∙ Competition ∙ Markets

key external factors

Human Resources ∙ Facilities and equipment ∙ Financial resources ∙ Customers ∙ Products and services ∙ Technology ∙ Suppliers

key internal factors

Focuses on maintaining or improving the quality of an organization’s products or services Quality at the source

quality based strategies

Focuses on reduction of time needed to accomplish task

time based strategies

A measure of the effective use of resources, usually expressed as the ratio of output to input ∙ Productivity ratios are used for ∙ Planning workforce requirements ∙ Scheduling equipment ∙ Financial analysis

productivity

is concerned with the effective and efficient utilization of resources (input) in producing goods and/services (output). In other words : production is the quantity of output produced while, productivity is the ratio of output produced to the input(s) used. is an index that means output (goods & services) relative to input (labour, material, energy, and other resources) used to produce them.

productivity

method capital quality technology management

factors affecting productivity

Standardization ∙ Quality ∙ Use of Internet ∙ Computer viruses ∙ Searching for lost or misplaced items ∙ Scrap rates ∙ New workers Safety ∙ Shortage of IT workers ∙ Layoffs ∙ Labor turnover ∙ Design of the workspace ∙ Incentive plans that reward productivity

other factors affecting productivity