BA 449 Study Guide for Exam #1 Power Point Set #1 (Chapter 1) 1. With hindsight it appears that Microsoft made strategic errors in 1998 and 2003‚ which enabled Google to be more successful. What could Microsoft have done differently? (Slides #5-6; Text‚ pp. 3-4) 2. What is competitive advantage? What is sustainable competitive advantage? (Slide #6; Text‚ pp. 4-5) 3. What is Strategy? Apply these ideas to our Wal-mart case. (Slides #7-9; Text‚ pp. 6-8; Handout #4) 4. What are some important
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Motorola Knowledge-Based Manufacturing Sonora Sourcing Case Study August 15‚ 2006 Wendy Vittori Motorola Inc.‚ Embedded Communications Computing Agenda Motorola – Embedded Communications Computing - Background The Situation The Solution Results Additional Information Embedded Communications Computing Our Products and Solutions DRILL DOWN Our Global Operations Our Position in Motorola DRILL DOWN Our Position in the Industry Motorola Ranked #1 “The highest ranked vendor by the TEMs in
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PHAM THI PHUONG THAO 18A/319 Huynh Van Chinh Apartment Building‚ Khuong Viet Street‚ Phu Trung Ward‚ Tan Phu District‚ HCMC PERSONAL INFORMATION Full name : Pham Thi Phuong Thao Date of birth : March 06th‚ 1980 Place of birth : Quang Nam Material status : Married Mobile phone : 0908 555 272 CAREER OBJECTIVE Learn more things when working in multinational companies to accumulate much experience for future promotion. EDUCATION ❖ Danang University of Foreign Language (Bachelor
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International Business Chapter 1 Globalizing business What is global business International business (IB): (1) a business (firm) that engages in international (cross border) economic activities and/or (2) the action of doing business abroad. Multinational enterprise (MNE): A firm that engages in foreign direct investment (FDI) Foreign direct investment: investmen in‚ controling‚ and managing value-added activities in other countries Global business: Global business includes both (1) international
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Managing Global Competitive Dinamics Sethykun Hong Michael Shimp Tatyana Andreyeva Strategy as Action • In 2004 P&G cut prices of Ariel and Tide by 25%-50%. Hindustan Lever(HUL) responded in similar price cut. • In 1934‚ Pepsi cut price and introduced 12-ounce bottle against Coke’s 6-ounce. • Samsung’s Galaxy vs. Apple’s iPhone. • High speed trains and planes in China’s price war • Mac vs. PC campaign. • Amazon vs. Wal-Mart (http://www.youtube.com/watch?v=5FOcE9kpzus) Prisoners’
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Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani‚ Vice President of Integrated Supply Chain for Raytheon The Raytheon Company is a major defense contractor; its major customer is the U.S. Department of Defense. Mr. Zack Noshirwani‚ vice president of integrated supply chain‚ joined Raytheon in 2001‚ and prior to his current post served as vice president for operations for both the Air/Missile Defense Systems and for Integrated Defense Systems
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Aufgabe 1 Die Branchenstruktur‚ oder allgemeiner die Attraktivität eines Marktes‚ lässt sich mit Hilfe des von Michael Porter vorgestellten Instrumentariums der „Five Forces“ bewerten. Dieses zählt zu den Industrial-Organization-Theorien und dient der Umweltanalyse. Eine grundsätzliche Orientierung daran erscheint sinnvoll. Zunächst werden die einzelnen Einflussgrößen auf die Marktattraktivität in ihrer Tendenz bewertet‚ zum Ende erfolgt eine Gesamtbewertung. Abbildung 1 Porter‘s Five-Forces Rivalität
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Table of contents I. INTRODUCTION 1 II. EXTERNAL ENVIRONMENT (see exhibit 1) 1 A. General Environment 1 B. Task Environment 2 III. INTERNAL ENVIRONMENT (see exhibit 1) 3 A. Corporate Structure 3 B. Corporate Culture 3 C. Corporate Resources 3 IV. ANALYSIS OF STRATEGIC FACTORS 5 A. Situational Analysis (SWOT: see Exhibits 1‚ 4 & 5) 5 B. Success Factors 5 V. CURRENT STRATEGIC POSTURE 5 A. Review of Current Mission and Objectives 5 B. Current Corporate Strategies 6 C. Current Competitive
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RECRUITING HRPO 2371 Chapter 01 Human Resource Management: Gaining a Competitive Advantage Chapter Summary This chapter discusses the role of the Human Resource Management (HRM) function in the corporate effort to gain a competitive advantage. The chapter first discusses the roles and skills that a human resource management department and/or managers need for any company to be competitive. The second section of the chapter identifies the competitive challenges that U.S. companies
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Competitor Analysis 11 3.6 Degree of Turbulence 13 3.7 Opportunities & Threats 14 4.0 Evaluation of the Internal Business Environment 16 4.1 Resource Audit 16 4.2 Value chain Analysis 17 4.3 Mc Kinsey 7-S Model 21 4.4 GE Matrix 23 4.5 VRIO Framework 25 4.6 Core Competencies & Distinctive Capabilities 26 4.7 Critical Success Factors 27 4.8 Financial Analysis 28 4.9 Strengths & Weakness 30 4.10 EVR Congruence 31 4.12 Strategic Fit 33 5.0 Strategic Direction 16 5.1 Strategic
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