internal‚ value-creating activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments.
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Porter’s strategies and Core Capabilities Goal and structure of this report In this report‚ a review of the current situation of personal computer industry and Apple’s PC Business and discuss: Review the of Apple by giving a brief introduction of the organisation and history of the products that are developed by Apple. Critically evaluate Porter’s five forces model and Porter’s generic strategies and discuss the extent to which these ideas by giving our strategic advice to aid the company in
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Marks & Spencer Resources‚ Capabilities & Competitive Advantage Compiled for Paull Robathan. Author: Kerry Sheehan Monday‚ 02 February 2004 1EXECUTIVE SUMMARY In the period up until the mid 1990’s M&S had a market leading share of the clothing market. They used their resources and subsequent capabilities to exploit their differences from the competitors and create competitive advantage by: *Empowering suppliers/manufacturers with design responsibility *Closely managing supplier relationships
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Being B2B social: A conversation with Maersk Line’s head of social media The container shipping giant with operations in 125 countries came to the attention of the social network after winning the European Digital Communication Award in September for the “Social Media Campaign of the Year”‚ which was praised as an example for other B2B companies to follow. In less than 11 months the Danish company was able to attract more than 400‚000 fans on Facebook and establish an extensive presence on other
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The Capability Maturity Model (CMM) was developed by the Software Engineering Institute at Carnegie-Mellon University to describe a framework of five stages of evolution or levels of capability or process maturity. The CMM describes an evolutionary improvement path from an ad-hoc‚ immature process to a mature‚ disciplined process. This model applies to new product development as well as software development. While the CMM provides a model for process maturity‚ the Product Development Best Practices
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STRATEGIC FIT – A STRATEGY TO ALIGN ORGANIZATION AND ENVIRONMENT Abstract This paper analyzes the term ‘strategic fit’ exactly means‚ types of strategic fit‚ necessities to focus on strategic fit‚ and most importantly how well an organization can align its resources & capabilities with the opportunities that exist in the external environment so as to achieve peak performance in the business. Strategy of Nestlé as an example to discuss how far it is true that effective strategic fit ensures organization’s
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Explain why strategic analysis is necessary in the process of developing an appropriate strategy. Identify tools that are available to examine the external environment and discuss how and why they are used. Introduction Strategy is a high level plan in which to achieve one or more goals under conditions of uncertainty. It is very important because resources available to achieve these goals are usually limited. Strategy is often the difference between mediocrity
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STRATEGIC CHOICE AND STRATEGIC DECISION MAKING Andy Adcroft STRUCTURE • Why do things happen? • Generic Strategies • Criticisms of generic strategies WHY DO THINGS HAPPEN? Norms and what has happened before Environment Analysis Roles and wider functions Creation of options Organisational Analysis What we want to achieve Emotions‚ power desires‚ goals Age and frequency of behaviours What I want from this job Habits‚ rituals and routines Social factors Decisions are taken and implemented
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against each other and across various venture sizes and impact areas. This is not perfect tool since it is dependent on assumptions and cannot adequately calculate impact‚ but it provides a framework that facilitates the decision-making process. The Capabilities Assessment Matrix is a rubric to determine mission alignment and financial feasibility. It is used to measure the commitment to the organization’s mission‚ financial sustainability‚ ability to scale‚ possible social impact‚ and leadership capacity
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