com/locate/lrp From Strategy to Business Models and onto Tactics Ramon Casadesus-Masanell and Joan Enric Ricart Strategy scholars have used the notion of the Business Model to refer to the ‘logic of the firm’ e how it operates and creates value for its stakeholders. On the surface‚ this notion appears to be similar to that of strategy. We present a conceptual framework to separate and relate the concepts of strategy and business model: a business model‚ we argue‚ is a reflection of the firm’s
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European Journal of Operational Research 154 (2004) 345–362 www.elsevier.com/locate/dsw Returns to scale in different DEA models Rajiv D. Banker a‚ William W. Cooper b‚ Lawrence M. Seiford c‚ Robert M. Thrall d‚ Joe Zhu e‚* c School of Management‚ The University of Texas at Dallas‚ Richardson‚ TX 75083-0658‚ USA Graduate School of Business‚ The University of Texas at Austin‚ Austin‚ TX 78712-1174‚ USA Department of Industrial and Operations Engineering‚ University of Michigan‚ Ann Arbor‚ MI
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Gaps Model of Service Quality Table of Contents Executive Summary 3 Customer Gap 4 Example of Customer Gap 4 Listening Gap 5 Example of Listening Gap 6 Standard Design And Standard Gap 7 Example of Design and Standard Gap 8 Service Performance Gap 9 Example of Service Performance Gap 10 Communication Gap 11 Example of Communication Gap 12 Closing Gap 12 Diagram of Gap Model of Service Quality 13 Bibliography 14 Customers realize that the current system is not
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Questions to Lecture 7 – IS-LM model and Aggregate demand 1. Draw Keynesian cross as a comparison of planned and realized expenditures. What is the intercept of planned expenditure line? What is its slope? If government expenditures would be positive function of output‚ how would the Keynesian cross change? We will go over this on the review session – easier to explain than on paper. The intersect point represents the equilibrium output. Black line – planned expenditures Blue
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Five Forces Model of Competition--Apple The Analysis of Apples position against its competitors using Porter’s five forces‚ supplier power‚ barriers to entry‚ threat of substitutes‚ buyer power‚ and the degree of rivalry is listed below. Threat of New Entrants: The threat of new entrants is low. The start costs are extremely high. It is in the range of $5-10M. Companies will not want to invest this money especially if the ROI is going to take long and the market competition from clones
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IT310 OSI Model In the early years of computer and network research and development many systems were designed by a number of companies. Although each system had its rights and were sold across the world‚ it became apparent as network usage grew‚ that it was difficult‚ to enable all of these systems to communicate with each other. In the early 1980s‚ the International Organization for Standardization (ISO) recognized the need for a network model that would help companies create
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............................................................................. 4 II. Analytical Framework: The Shareholder and Stakeholders Models of Governance........................... 5 II.1 The Shareholder Model ................................................................................................................ 6 II.2 The Stakeholder Model ................................................................................................................ 8 II.3 The Interaction of
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the heuristics and biases approach) and the ecological approach advanced by Gigerenzer and others. We make a proposal of how to integrate Simon‟s approach with the main current approaches to decision making. We argue that this would lead to better models of decision making that are more generalizable‚ have higher ecological validity‚ include specification of cognitive processes‚ and provide a better understanding of the interaction between the characteristics of the cognitive system and the contingencies
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Human Resource Management I The history of human resource management has reflected prevailing beliefs and attitudes held in society about employees‚ the response of employers to public policy (for example‚ health and safety and employment standards legislation) and reactions to trade union growth. In the early stages of the Industrial Revolution in Britain‚ the extraordinary codes of discipline and fines imposed by factory owners were‚ in part‚ a response to the serious problem of imposing standards
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or goods is constant‚ the inventory model is called deterministic. However‚ when the demand rate is not constant and not deterministic‚ the inventory model is called probabilistic and is best described by a probability distribution. The minimum-cost order quantity and re-order policies are based on the assumptions of the demand rate. PROBABILISTIC INVENTORY MODELS 1. A single-period inventory model with probabilistic demand The single-period inventory model refers to inventory situations in which
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