Strategic management chapter 1 twenty first century competition
Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 1
... of strategic decisions that companies have recently made The Nature and Value of Strategic Management • Strategic management: The set of decisions and actions that result in the formulation and ... segmentation, and distribution 19 Formality in Strategic Management • Formality is the degree to which participation, responsibility, authority, and discretion in decision-m...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 2
... company’s mission • As the business grows or is forced to alter its product, market, or technology, redefining the company mission may be necessary Ex 2. 2 (adapted) • • • • • • • • • • Mission Statement ... Geographic Domain Technology Concern for Survival Philosophy Self-concept Concern for Public Image Consumers Quality Ex 2. 2 Excerpts From Actual Mission Statements Ex 2. 2 Excerpt...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 3
... Sustainability and the Resurgence of Environmentalism Increasing Buying Power among Consumers Globalization of Business 13 Sarbanes-Oxley Act of 2002 • Law that revised and strengthened auditing and accounting ... Corporate Social Responsibility Collaboration Ex 3. 15 23 The Limits of CSR Strategies • • • Some companies have embedded social responsibility and sustainability commitm...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 4
... reducing resource consumption and pollution Industry Environment • Harvard professor Michael E Porter propelled the concept of industry environment into the foreground of strategic thought and ... accurately predicting future technological capabilities and their probable impacts Technological Forecasting • The quasi-science of anticipating environmental and competitive changes an...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 5
... R&D provided by the global firm 20 Global Strategic Planning (contd.) Reasons why strategic planning must be global: • The increased scope of the global management task • The increased globalization ... strategic planning, including the differences for multinational and global firms The market requirements and product characteristics in global competition The c...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 6
... activity-based cost breakdowns • The information requirements to support activitybased cost accounting can create redundant work • The time and energy to change to an activity-based approach can be formidable ... exit saturated market segments Product Life Cycle Competencies Needed at Each Stage (contd.) • Decline – Ability to withstand intense price-cutting – Brand strength to allow reduce...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 7
... (children) created and operated for the benefit of the co-owners (parents) The joint venture extends the supplier-consumer relationship and has strategic advantages for both partners 33 Strategic Alliances ... direction and progress from being determined by random forces, it is equally true that objectives can be achieved only if strategies are implemented 37 Business Model • A...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 8
... Establish foreign-based plants and distribution to compete directly in the markets of one or more foreign countries Four Generic Global Competitive Strategies • Broad-line global competition • Global ... affected by their overall global competitive positions – – – License foreign firms to produce and distribute the firm’s products Maintain a domestic production base and expo...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 9
... • Understand the portfolio approach to strategic analysis and choice in multibusiness companies Understand and use three different portfolio approaches to conduct strategic analysis and choice ... limited strategic options came to be seen more as basic strategic missions It ignored capital raised in capital markets It typically failed to compare the competitive advantage a busin...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 10
... functional activities, 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 ... Advantages of Formal, Written Policies They require managers to think through the policy’s meaning, content, and intended use They reduce misunderstanding They make equitable and consis...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 11
... structure is one where there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision This ... people, and technologies necessary to the work of the business are divided into separate “functional” groups (such as marketing, operations, and finance) with increasingly formal...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 12
... valued and accepted by the group 22 Ex 12. 5 Management Processes and Levels of Management 23 Organizational Culture • Organizational culture is the set of important assumptions (often unstated) ... 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 of Power D...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 13
... 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.) Strategic ... operational and strategic control, developed by Harvard Business School professors Robert Kaplan and David Norton, is a system they named the balanced scorecard 16 B...
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Strategic management planning for domestic and global competition 14th ed pearce robinson chapter 14
... marketplace Based on tried and tested methodology Saved money for users of the innovation Reportedly met customer needs Supported existing practices The Economist Idea Factors • Need spotting • ... find ways to improve and enhance a company’s products and processes from design through assembly, sales, and service It is called kaizen in Japanese It is usually associated with incremen...
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