step Copyright 2005 Prentice Hall 中國諺語 Ch 5 -1 Chapter Outline Long-Term Objectives Types of Strategies Integration Strategies Copyright 2005 Prentice Hall Ch 5 -2 Chapter Outline (cont’d) Intensive Strategies Diversification Strategies Defensive Strategies Copyright 2005 Prentice Hall Ch 5 -3 Chapter Outline (cont’d) Michael Porter’s Generic Strategies Means for Achieving Strategies First Mover Advantages Copyright 2005 Prentice Hall Ch 5
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large part of the public into other financial assets—their own liabilities—which are preferred more by the public. This transformation involves at least one of four economic functions: (1) providing maturity intermediation; (2) risk reduction via diversification; (3) reducing the costs of contracting and information processing; and (4) providing a payments mechanism. Maturity intermediation involves a financial intermediary issuing liabilities against itself that have a maturity different from
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architectures 18 Division of labor and division of knowledge 18 How to organize to maintain competences? 19 • vertical scope (vertical integration) 19 • geographical scope 19 • product scope (diversification) 19 Degree of diversification: 19 Competitive advantage from diversification 19 Economic of scope: 19
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Strategic planning is an organization ’s process of defining its strategy‚ or direction‚ and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization‚ it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally‚ strategic planning deals with at least one of three key questions: “What do we do?”‚ “For whom do we do it?”‚ and “How do we excel?”. In
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innovations that we still see today. During the fuel crisis (early 70 ’s)‚ Chrysler stumbled badly. To try to compete in a new environment (need for fuel efficiency)‚ Chrysler bought a 15% stake in Mitsubishi Motors. This move‚ they felt‚ would re-secure their position in the market‚ due to the technology Mitsubishi possessed. Unfortunately‚ that decision proved to be a vital error on their part. Consumer perception of the new automobiles seemed to be that Chrysler had cheapened its brand. By 1979 Chrysler
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Latafat Junaid S/O Qadar Khan Nationality Pakistani D.O.B 03-08-1984 Marital status. Married Passport No: BN 4177701 ISSUE DATE. 5rdjuly 2007 Expiry Date: 8th July 2013 Languages: English‚ Urdu‚ Pashto‚ Panjabi. * Read * Write& * Speak Latafat Junaid S/O Qadar Khan Nationality Pakistani D.O.B 03-08-1984 Marital status. Married Passport No: BN 4177701 ISSUE DATE. 5rdjuly 2007 Expiry Date: 8th July 2013 Languages:
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SOLVED CASE STUDIES:- DALE EARNHARDT‚ INC. 1. Describe Teresa Earnhardt’s leadership style. What do you think the advantages and drawbacks of her style?- Answer: Teresa Earnhardt leadership depends on the situation. She was more effective leader depends on the situation of the organization. These traits are belonging to the Contingency theory. She uses her quite demeanor and strong determination and characteristics to make her organization more successful
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American internment camps American internment camps were highly justified in the American government and were also widely accepted by the American population in the beginning but‚ were soon found to be an improper way of dealing with another attack on U.S. soil as many were discriminated improperly. (Executive Order 9066:) The main group that was discriminated against was those of the Japanese race although some who were just closely related were also targeted as well for their relationship. This
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References: Ansoff‚ I. H. (1957) Strategies for Diversification‚ Harvard Business Review‚ Vol. 35 (5)‚ pp.113-124 Ansoff‚ H Economic Review (2005) ‘Performance of Oil and Gas Sector.’ Economic Review‚ Vol. 36‚ pp4- 13 Christensen‚ C.‚ Cook‚ S.‚ and Hall‚ T CNet (2008) The complete history of Apple’s iPod [online]
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INTERNATIONAL BUSINESS STRATEGY OF PARENT COMPANY When a firm decides to go international with their business they must face many competitive decisions. Two of the most important decisions a company will face are the pressures for cost reduction and pressures for local responsiveness. The pressure of cost reduction forces a firm to lower their value of the cost of creation. Firms can outsource to places where costs of their products are much cheaper or they can mass-produce a standardized product
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