• Chapter 8 International StrategyChapter 8 International Strategy

    Motivations for International Expansion Increase Market Share Domestic market may lack the size to support efficient scale manufacturing facilities Example: Japanese electronics or automobile manufacturers Return on Investment Large investment projects may require global markets to justify the capital outlays Example: Aircraft manufacturers B...

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  • Chapter 7 Acquisition and Restructuring StrategiesChapter 7 Acquisition and Restructuring Strategies

    Mergers and Acquisitions Merger A transaction where two firms agree to integrate their operations on a relatively coequal basis because they have resources and capabilities that together may create a stronger competitive advantage Acquisition A transaction where one firm buys another firm with the intent of more effectively using a core compete...

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  • Chapter 6 Corporate-Level StrategyChapter 6 Corporate-Level Strategy

    A Diversified Company Has Two Levels of Strategy 1. Business-Level Strategy (Competitive Strategy) How to create competitive advantage in each business in which the company competes - low cost - differentiation - integrated low cost/differentiation - focused low cost - focused differentiation

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  • Chapter 5 Competitive DynamicsChapter 5 Competitive Dynamics

    Factors Leading to More Complex Rivalry Declining emphasis on single, domestic markets and increasing emphasis on global markets Advances in communication technology make coordination easier across multiple markets Advances in technology and innovation have increased competitiveness of small and medium sized firms National barriers are falling ...

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  • Chapter 4 Business-Level StrategyChapter 4 Business-Level Strategy

    Core Competency The resources and capabilities that have been determined to be a source of competitive advantage for a firm over its rivals. Strategy An integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage.

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  • Chapter 3 The Internal Environment: Resources, Capabilities and Core CompetenciesChapter 3 The Internal Environment: Resources, Capabilities and Core Competencies

    Key Questions for Managers in Internal Analysis How do we assemble bundles of Resources, Capabilities and Core Competencies to create VALUE for customers? And... Will environmental changes make our core competencies obsolete? Are substitutes available for our core competencies? Are our core competencies easily imitated?

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  • Chapter 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor AnalysisChapter 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

    External Environmental Analysis The external environmental analysis process should be conducted on a continuous basis. This process includes four activities: Scanning Identifying early signals of environmental changes and trends

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  • Chapter 1 Strategic Management and Strategic CompetitivenessChapter 1 Strategic Management and Strategic Competitiveness

    Strategic Competitiveness Achieved when a firm successfully formulates and implements a value-creating strategy Sustained Competitive Advantage Occurs when a firm develops a strategy that competitors are not simultaneously implementing Provides benefits which current and potential competitors are unable to duplicate Above-Average Returns Retu...

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  • Cải tiến năng suất truyền máyCải tiến năng suất truyền máy

    (Bản scan) Cân bằng chuyền là gì? - Là một kỹ thuật sắp xếp tỉ lệ giữa số lượng công nhân và thiết bị máy móc trên từng công đoạn sao cho sản lượng của từng công đoạn bằng nhau và đạt được đầu ra cao nhất - Tận dụng triệu để quỹ thời gian sẵn có của người công nhân

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  • Chương 5 Phân tích dãy số thời gianChương 5 Phân tích dãy số thời gian

    NHỮNG CHỦ ĐỀ CHÍNH Khái niệm chung về dãy số thời gian Phân tích dãy số thời gian Các chỉ tiêu phân tích dãy số thời gian Những nhân tố cấu thành mô hình dãy số thời gian Dự đoán dựa vào dãy số thời gian

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