Chapter 10 strategic management competitiveness and globalization 10e

Chapter 10 strategic management competitiveness and globalization 10e

Chapter 10 strategic management competitiveness and globalization 10e
... manage the relationships (and conflicting interests) among stakeholders, and to determine and control the strategic direction and performance of organizations (aligning strategic decisions with ... a passwordprotected website for classroom use MANAGER AND SHAREHOLDER RISK AND DIVERSIFICATION FIGURE 10. 2 Manager and Shareholder Risk and Diversification ©2013 Cengage Learning All Rights Reserved ... The management board is responsible for all Vorstand the functions of strategy and management Responsible for appointing members to the Aufsichtsrat Employees Union Members Shareholders Vorstand...
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Chapter 1 strategic management competitiveness and globalization 10e

Chapter 1 strategic management competitiveness and globalization 10e
... PART ACTIONSPART III: III: STRATEGIC STRATEGIC Chapters ACTIONS- • 10 , STRATEGY 10 , 11 , 11 , STRATEGY IMPLEMENTATION IMPLEMENTATION 12 12 & & 13 13 ©2 013 Cengage Learning All Rights Reserved May ... Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process ● Describe the competitive landscape and explain how globalization and ... use THE STRATEGIC MANAGEMENT PROCESS Rational: the approach firms use to achieve strategic competitiveness and earn above-average returns FORMULATION and IMPLEMENTATION: the two types of strategic...
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Chapter 2 strategic management competitiveness and globalization 10e

Chapter 2 strategic management competitiveness and globalization 10e
... OBJECTIVES ● Explain the importance of analyzing and understanding the firm’s external environment ● Define and describe the general environment and the industry environment ● Discuss the four ... forces and explain how they determine an industry’s profit potential ● Define strategic groups and describe their influence on the firm ● Describe what firms need to know about their competitors and ... Demographic [2] Economic [3] Political/Legal [4] Sociocultural [5] Technological [6] Global [7] Physical ●To successfully deal with uncertainty in the external environment and achieve strategic competitiveness, ...
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Chapter 3 strategic management competitiveness and globalization 10e

Chapter 3 strategic management competitiveness and globalization 10e
... WEAKNESSES, AND STRATEGIC DECISIONS • Firms must identify their strengths and weaknesses Appropriate resources and capabilities are needed to develop desired strategy and create value for customers and ... COMPETITIVE ADVANTAGE FIGURE 3. 1 Components of Internal Analysis Leading to Competitive Advantage and Strategic Competitiveness Components of an Internal Analysis ©20 13 Cengage Learning All Rights ... to study and understand their internal organization ● Define value and discuss its importance ● Describe the differences between tangible and intangible resources ● Define capabilities and discuss...
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Chapter 4 strategic management competitiveness and globalization 10e

Chapter 4 strategic management competitiveness and globalization 10e
... poorly performing stores in the United States and refocused on innovation ■ By 2011, with its 40 th anniversary, a new logo, innovation such as VIA and customers paying for their purchases with ... use CORE COMPETENCIES AND STRATEGY Resources and superior capabilities that are sources Core Competencies of competitive advantage over a firm’s rivals An integrated and coordinated set of actions ... STRATEGIES REACH Access and Connection EFFECTIVELY MANAGING RELATIONSHIPS WITH CUSTOMERS to Customers RICHNESS Depth and Detail of Two-Way Flow of Information Between the Firm and Customer AFFILIATION...
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Chapter 5 strategic management competitiveness and globalization 10e

Chapter 5 strategic management competitiveness and globalization 10e
... RIVALRY STRATEGIC AND TACTICAL Strategic Action (or Response) ACTIONS • A market-based move that involves a significant commitment of organizational resources and is difficult to implement and reverse ... will respond to it as well as by the type (strategic or tactical) and effectiveness of that response Strategic actions receive strategic responses • Strategic actions elicit fewer total competitive ... commonality and resource similarity • Awareness, motivation, and ability • First mover incentives, size, and quality COMPETITIVE DYNAMICS • • (All firms) Market speed (slowcycle, fast-cycle, and standard-cycle...
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Chapter 6 strategic management competitiveness and globalization 10e

Chapter 6 strategic management competitiveness and globalization 10e
... Antitrust laws in 1 960 s and 1970s discouraged mergers that created increased market power (vertical or horizontal integration) Antitrust Regulation • Mergers in the 1 960 s and 1970s thus tended ... Figure 6. 1 defines five categories of businesses according to increasing levels of diversification ● Diversified firms vary according to their level of diversification and the connections between and ... CONSTRAINED AND RELATED LINKED DIVERSIFICATION CORPORATE RELATEDNESS: TRANSFERRING OF CORE COMPETENCIES ■ Complex sets of resources and capabilities linking different businesses through managerial and...
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Chapter 7 strategic management competitiveness and globalization 10e

Chapter 7 strategic management competitiveness and globalization 10e
... the two workforces BOTH the accuracy of the financial position and accounting standards used AND the quality of the strategic fit and the ability of the acquiring firm to effectively integrate ... Shift core business into different markets Manage industry and regulatory changes Intent: Increase firm’s strategic competitiveness and value; historically returns are close to zero so it rarely ... synergy: when the combination and integration of the acquiring and acquired firms’ assets yields capabilities and core competencies that could not be developed by combining and integrating either firm’s...
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Chapter 8 strategic management competitiveness and globalization 10e

Chapter 8 strategic management competitiveness and globalization 10e
... use OPPORTUNITIES AND OUTCOMES OF INTERNATIONAL STRATEGY FIGURE 8. 1 Opportunities and Outcomes of International Strategy ©Copyrighted 2011 Michael A Hitt, R Duane Ireland and Robert E Hoskisson ... strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms • Common technical training • Methodological product and process improvement • Cooperative and competitive ... • • • • Stable Predictable Less complex Globalization is reducing the number of domestic-only markets • • • • Unstable Unpredictable Complex and risky Globalization is enabling global markets...
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Chapter 9 strategic management competitiveness and globalization 10e

Chapter 9 strategic management competitiveness and globalization 10e
... COLLABORATING TO SUCCEED ■ The 199 9 French-based Renault and Japanesebased Nissan alliance was launched because each firm lacked the necessary size to develop economies of scale and economies of scope, ... password-protected website for classroom use T YPES OF MAJOR STRATEGIC ALLIANCES Joint Venture • EXAMPLE: 199 9 - Germany’s Siemens AG and Japan’s Fujitsu Ltd each owned 50 percent of the joint ... key reason for the alliance’s success, is a strategic management firm, responsible for strategies, synergies, and combining resources, capabilities, and core competencies ©2013 Cengage Learning...
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Chapter 11 strategic management competitiveness and globalization 10e

Chapter 11 strategic management competitiveness and globalization 10e
... Define organizational structure and controls and discuss the difference between strategic and financial controls ● Describe the relationship between strategy and structure ● Discuss the functional ... price increases and relationship demands, and to force suppliers to hold down their prices Continuously improving levels of efficiency and cost reduction can be difficult to replicate and serve as ... three international strategies ● Define strategic networks and discuss how strategic center firms implement such networks at the business, corporate, and international levels ©2013 Cengage Learning...
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Chapter 12 strategic management competitiveness and globalization 10e

Chapter 12 strategic management competitiveness and globalization 10e
... otherwise on a passwordprotected website for classroom use STRATEGIC LEADERSHIP AND STYLE FIGURE 12. 1 Strategic Leadership and the Strategic Management Process ©2013 Cengage Learning All Rights Reserved ... website for classroom use STRATEGIC LEADERSHIP AND STYLE Strategic leadership: the ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary ... Effective strategic leadership is the foundation for successfully using the strategic management process ● Strategic leaders guide the firm in ways that result in forming a vision and mission...
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Chapter 13 strategic management competitiveness and globalization 10e

Chapter 13 strategic management competitiveness and globalization 10e
... Define strategic entrepreneurship and corporate entrepreneurship ● Define entrepreneurship and entrepreneurial opportunities and explain their importance ● Define invention, innovation, and imitation, ... INCREMENTAL AND RADICAL INNOVATION AUTONOMOU S STRATEGIC BEHAVIOR • Facilitates incremental and radical innovation • Primarily Radical Innovation INDUCED STRATEGIC BEHAVIOR • Facilitates incremental and ... develop internal inventions and innovations: autonomous and induced AUTONOMOUS STRATEGIC • Bottom-up process BEHAVIOR INDUCED STRATEGIC • Top-down process BEHAVIOR ©2 013 Cengage Learning All Rights...
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Lecture management a pacific rim focus chapter 10 strategic organisation design

Lecture management  a pacific rim focus   chapter 10  strategic organisation design
... structural alternatives CEO, CEO, Alpha Alpha Industries Industries Chief ChiefGeneral General Manager Manager Copier Copierproducts products Chief ChiefGeneral General Manager Manager Photographic ... specialised) area CEO Manager, Manufacturing Manager, Distribution Manager, Administration © 2003 McGraw-Hill Australia Pty Ltd PowerPoint Functional structure Advantages Disadvantages • In-depth expertise ... ChiefGeneral General Manager Manager Industrial Industrial Imaging Imagingproducts products Chief ChiefGeneral General Manager Manager Marine MarineElectronic Electronicproducts products © 2003 McGraw-Hill...
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Chapter 10 cost in short and long run

Chapter 10 cost in short and long run
... may find that their long- run average cost curve slopes continually downward, as in part (c) 10 Chapter 10 Production Costs in the Short Run and Long Run 11 Shifts in the Average and Marginal Cost ... the long- run average cost curve (LRAC) Like short- run average cost curves, the long- run average cost curve has an accompanying long- run marginal cost curve If long- run average cost is falling, ... it does initially in Figure 10. 5, it must be because long- run marginal cost is pulling it down If long- run cost is rising, as it does eventually in Figure 10. 5, then long- run marginal cost must...
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