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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 1
... geographic, and functional area managers [Lowest] 14 Ex 1. 2 Alternative Strategic Management Structures 15 Ex 1. 4 Hierarchy of Objectives and Strategy 16 Characteristics of Strategic Management Decisions: ... options A firm will succeed only if it takes a proactive (anticipatory) stance toward change 11 Dimensions of Strategic Decisions (contd.) • Strategic issues usually have multifunctional or ... designed to achieve a company’s objectives Nine Critical Tasks of Strategic Management Tasks 1- 5: • • • • Formulate the company’s mission • Identify the most desirable options in light of the...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 2
... Institute leadership Deming’s 14 Points (cont’d): Drive out fear Break down barriers between departments 10 .Eliminate slogans, exhortations, and numerical targets 11 .Eliminate work standards (quotas) ... by objective 12 .Remove barriers that rob workers, engineers, and managers of their right to pride of workmanship 13 .Institute a vigorous program of education and self-improvement 14 .Put everyone ... “Quality is job one!” – The work of W Edwards Deming and J.M Juran – Malcolm Baldridge Awards Deming’s 14 Points: Create constancy of purpose Adopt the new philosophy Cease dependence on mass inspection...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 3
... directly by the company’s chief compliance and chief accounting officers 16 Ex 3 .12 The New Corporate Governance Structure 17 CSR’s Effect on Mission Statement • • The mission statement embodies ... goodwill 12 CSR Today • • • • Priority of American businesses Sustainability and the Resurgence of Environmentalism Increasing Buying Power among Consumers Globalization of Business 13 Sarbanes-Oxley ... decision-making process of business that must determine, among other objectives, how to maximize profits 11 Factors Complicating a Cost-Benefit Analysis of CSR: Some CSR activities incur no dollar costs...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 4
... that originate beyond, and usually irrespective of, any single firm’s operating situation Ex 4 .1 The Firm’s External Environment Remote Environment • Economic Factors • Social Factors • Political...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 5
... strategy is to be implemented is allowed to dominate a company’s international decision making process 11 Strategic Orientations of Global Firms (contd.) • Regiocentric orientation • When a parent company ... planning 17 Global Strategic Planning: Stakeholder Activism • Demands placed on a global firm by the stakeholders in the environments in which it operates, principally by foreign governments 18 Global ... own predisposition with those of its international units to develop region-sensitive strategies 12 Strategic Orientations of Global Firms (contd.) • Geocentric orientation • When an international...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 6
... a functional perspective • Look at organizational processes • Use the value chain approach Ex 6 .11 Applying the Resource Based View Three Circles Analysis • An internal analysis technique wherein ... what their company’s competitive advantage is and how it differs from those of competitors Ex 6 .13 Three Circles Analysis Three Circles Analysis (contd.) Questions to Ask About Each Circle • Circle ... development, introduction to growth, maturity, decline, and eventual removal from market Exhibit 6 .13 Illustration of the Product Life Cycle Product Life Cycle Competencies Needed at Each Stage •...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 7
... rewards vary 17 Ex 7.4 Specific Options Concentration 18 Market Development • Market development commonly ranks second only to concentration as the least costly and least risky of the 15 grand ... products and services 14 Grand Strategies • Grand strategy • A master long-term plan that provides basic direction for major actions for achieving long-term business objectives 15 Grand Strategies ... which it is delivered, its image for excellence, the features it includes, and its service network 11 Focus • • • A focus strategy, whether anchored in a low-cost base or a differentiation base,...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 8
... Global focus strategy • National focus strategy • Protected niche strategy Ex 8 .11 Grand Strategy Selection Matrix Ex 8 .12 Model of Grand Strategy Clusters Building Value as a Basis for Choosing Diversification ... primarily by charging a price lower than competitors can match and still stay in business Ex 8 .1 Evaluating a Business’s Cost Leadership Opportunities Sustainable Low-Cost Activities Some low-cost...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 9
... differentiation Response time Financial strength Human assets Public approval 11 Ex 9.5 The Industry Attractiveness-Business Strength Matrix 12 BCG’s Strategic Environments Matrix • • • This approach uses ... – The way a business is designed and positioned to serve target markets 30 Ex 9 .11 Three Approaches to Strategy 31 Key Terms • • • • Businesses Cash cows Dogs Fragmented businesses • • • • Market ... multiple-business companies one way to rationalize which businesses they are in 13 Ex 9.6 BCG’s Strategic Environments Matrix 14 BCG’s Strategic Environments Matrix Types of Businesses • Volume Businesses...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 10
... Relative priority / Weights • Linked to Long-Term Objectives • Cascading effect Ex 10 .3 Creating Measurable Objectives Ex 10 .4 Milliken Global Environmental Objectives Functional Tactics • Detailed ... which can be used to make feedback, correction, and evaluation more relevant and acceptable Ex 10 .2 Potential Conflicting Objectives and Priorities Short-Term Objectives Short-Term Objectives ... strategies in three fundamental ways: – Specificity – Time horizon – Participants who develop them Ex 10 .5 Specificity in Functional Tactics vs Business Strategy Outsourcing Functional Activities •...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 11
... product 16 Ex 11 .7 The Product-Team Structure 17 Trends Affecting Organizations in the 21st Century • Globalization • The Internet • Speed 18 Ex 11 .9 What a Difference a Century can Make 19 Efforts ... specialization and product-project specialization 13 Ex 11 .5 Matrix Organizational Structure 14 Ex 11 .5 (adapted) Matrix Organizational Structure (contd.) 15 Product-Team Structure • The product-team ... competitive environments The division usually is given profit responsibility Ex 11 .4 Divisional Organization Structure 10 Strategic Business Unit • The strategic business unit (SBU) is an adaptation...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 12
... organization 11 Competencies Leaders Should Possess (According to Ronald Riggio) Broad Levels • Self/personal leadership • Interpersonal leadership • Leading teams and organizations 12 Competencies ... influence 15 Sources of Power Defined • Position Power – The ability and right to influence and direct others based on the power associated with your formal position in the organization 16 Sources ... Internet, and one global marketplace have increased the pace of change exponentially during the past 10 years The leadership challenge is to galvanize commitment among people within an organization...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 13
... Implementation control Ex 13 .1 Four Types of Strategic Control Cha pter 13 exhibit 1. CLP Ex 13 .1 (contd.) Characteristics of the Four Types of Strategic Control Cha pter 13 exhibit 2.CLP Premise ... shareholders? 21 Ex 13 .6 Exxon’s NAM&R Division’s Balanced Scorecard 22 Ex 13 .6 (contd.) Strategic Objectives Strategic Measures 23 Ex 13 .6 (contd.) Strategic Objectives Strategic Measures 24 Ex 13 .6 (contd.) ... employees, processes, technology, and innovation.” 18 Ex 13 .5 Integrating Shareholder Value and Organizational Activities across Organizational Levels 19 Balanced Scorecard Four perspectives: The learning...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 14
... associated with incremental innovation Incremental Innovation • Toyota’s CCC 21: construction of cost competitiveness for the 21st century • Six Sigma is a rigorous and analytical approach to quality ... consumer satisfaction, and best-in-class performance Ex 14 .2 The DMAIC Six Sigma Approach Six Sigma – Developing a Customer Orientation 10 Essential Elements that Lead to Incremental Innovation ... mistakes Patient money Freedom from turfness Cross-functional teams 10 .Multiple options Key Terms • Breakthrough innovation • CCC 21 • Disruptive innovation • Continuous improvement • Entrepreneurship...
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Marketing management 14th edition
... Productivity 11 4 Marketing Metrics 11 4 Marketing-Mix Modeling 11 6 Marketing Dashboards 11 6 MARKETING INSIGHT Marketing Dashboards to Improve Effectiveness and Efficiency 11 7 Summary 11 8 Applications 11 9 ... Segmentation 10 Offerings and Brands 10 Value and Satisfaction 10 Marketing Channels 11 Supply Chain 11 Competition 11 Marketing Environment 11 The New Marketing Realities 12 Major Societal Forces 12 New ... Factors 15 1 Social Factors 15 3 15 1 MARKETING MEMO The Average U.S Consumer Quiz 15 5 Personal Factors 15 5 Key Psychological Processes 16 0 Motivation: Freud, Maslow, Herzberg Perception 16 1 Learning 16 3...
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Tài liệu Strategic Management Part 1 pdf
... 43,808 +10 3, 016 +8 Compaq Computer 38,525 +24 569 NM Dell Computer 25,265 +38 1, 666 +14 Xerox 19 ,228 -1 1,424 +14 3 Time Warner 27,333 +87 1, 960 +10 67 CBS 7,373 +8 15 7 NM Gannett 5,260 +8 919 -5 ... United 24 ,12 7 Technologies +6 8 41 -27 Northrop Grumman 8,995 +1 483 +14 9 General Dynamics 8,959 + 21 880 +49 FOREST PRODUCTS International Paper 24,600 +3 19 9 -19 GeorgiaPacific 17 ,790 +35 716 +545 ... 40 percent from 19 90 to 19 98 States with the largest percentage increase of Hispanics during that period were Arkansas (14 9%), Nevada (12 4%), North Carolina (11 0%), Georgia (10 3%), and Nebraska...
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Tài liệu Strategic Management Part 2 pptx
... family-friendly 05 15 10 Financial ratios 05 15 05 05 Little diversification 05 10 Family reputation, not high rollers 05 10 Laughlin properties 10 10 Recent loss of joint ventures 10 10 TOTAL 1. 00 Key ... in Las Vegas 10 40 Increasing free cash flows 05 15 Owns one mile on Las Vegas Strip 15 60 Strong management team 05 15 Buffets at most facilities 05 15 Minimal comps provided 05 15 Long-range ... developed in five steps: List key internal factors (10 -20) o Strengths & weaknesses Assign weight to each (0 to 1. 0) o Sum of all weights = 1. 0 Assign 1- 4 rating to each factor o Firm’s current strategies...
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Tài liệu Strategic Management Part 3 pdf
... Remarks 10 00 15 00 50% increase 700 10 50 70% of sales Gross Margin 300 450 Selling Expense 10 0 15 0 10 % of sales Administrative Expense 10 0 15 0 10 % of sales Earnings Before Interest and Taxes 10 0 15 0 ... Assets 82 13 1.75 Accounts Payable 10 10 .00 Notes Payable 10 10 .00 Total Current Liabilities 20 20.00 Long-Term Debt 40 70.00 Borrowed $30 million Additional Paid-in-Capital 20 35.00 Issued 10 0,000 ... University of Pakistan 13 7 Strategic Management – MGT603 VU Interest 50 50 Earnings Before Taxes 50 10 0 Taxes 25 50 Net Income 25 50 Dividends 10 20 Retained Earnings 15 30 Cash 7.75 Plug figure...
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Tài liệu Strategic Management Accounting and Control doc
... Majumdar 19 93, 19 96; Banker, Datar and Kaplan 19 89; Banker and Johnston 19 89; Grifell-Tatjé and Lovell 19 99; Johnston and Banker 2000a,b) 4 .1 Model Specification Banker and Johnston (19 89) and ... Professional Publishing, Chicago IL USA, 19 96 Miller, D M., "Analyzing Total Factor Productivity with ROI as a Criterion", Management Science, 33 (11 ) (November 19 87), 15 01- 1505 Miller, D M., "Profitability ... Productivity", Management Science, 45(9) (September 19 99), 11 77 -11 93 Horngren, C T., G Foster, and S M Datar, Cost Accounting: A Managerial Emphasis, 10 th Edition, Prentice Hall, Upper Saddle River,...
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