E change strategies

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  • T   has ushered in great business opportunities—and great turmoil. Not since the Industrial Revolution have the stakes of dealing with change been so high. Most traditional organizations have accepted, in theory at least, that they must either change or die. And even Internet companies such as eBay, Amazon. com, and America Online recognize that they need to manage the changes associated with rapid entrepreneurial growth.

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  • Electronic and wireless technologies have changed the way we do businessforever. We have seen fast paced change in the last decade not only in information technology advancement but also in business model design and strategic direction. Technology has become central to company operations as well as strategy.

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  • 2008, 2009 by Mike Mann Published by GlobalPress.com www.globalpress.com/mikemann All Rights reserved. This book may be purchased for educational, business, or sales promotional use. For ordering information or information regarding special discounts for bulk orders, please visit www.globalpress.com/mikemann or write to 600 E. Jefferson Street, Suite 320; Rockville, MD 20852. ISBN 978-0-9818105-0-8 Printed in the United States of America First Edition Library of Congress Cataloging-in-Publication Data has been applied for. Mann, Mike Make Millions and Make Change. 1. 3.

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  • In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture.

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  • Chapter 1 - What is strategy and why is it important? In this chapter students will be able to: Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance; develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage; learn that business strategies evolve over time because of changing circumstances and ongoing management efforts to improve the company’s strategy;...

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  • Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture,...

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  • Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. This chapter include objectives: Be able to identify the key features of a company's corporate culture and appreciate the role of a company's core values and ethical standards in building corporate culture, gain an understanding of how and why a company's culture can aid the drive for proficient strategy execution, learn the kinds of actions management can take to change a problem corporate culture.

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  • In this chapter students will be able to: Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance; develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage; learn that business strategies evolve over time because of changing circumstances and ongoing management efforts to improve the company’s strategy.

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  • This chapter describes a company's competitiveness and its relative position to other firms in both local and global markets. The competitive dimensions of operations are cost, product quality and reliability, delivery speed, delivery reliability, coping with demand change, flexibility, and new product introduction speed. Central to the concept of operations strategy is the notion of operations focus and trade-offs.

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  • Chapter 11 - Developing business/IT strategies. After completing this unit, you should be able to: Discuss the role of planning in the business use of information technology, using the scenario approach and planning for competitive advantage as examples; discuss the role of planning and business models in the development of business/IT strategies, architectures, and applications; identify several change management solutions for end user resistance to the implementation of new IT-based business strategies and applications.

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  • Chapter 2 - Analyzing the external environment of the firm: Creating competitive advantages. After reading this chapter, you should be able to: the importance of developing forecasts of the business environment; why environmental scanning, environmental monitoring, and collecting competitive intelligence are critical inputs to forecasting; why scenario planning is a useful technique for firms competing in industries characterized by unpredictability and change;...

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  • After reading this chapter, you should have a good understanding of the following learning objectives: The three key interdependent activities in which all successful leaders must be continually engaged; two elements of effective leadership: overcoming barriers to change and the effective use of power; the crucial role of emotional intelligence (EI) in successful leadership as well as its potential drawbacks;...

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  • Chapter 16 provides knowledge of retailing and wholesaling. After reading chapter 16, you should be able to: Identify retailers in terms of the utilities they provide, explain the alternative ways to classify retail outlets, describe the many methods of nonstore retailing, specify the retailing mix actions used to implement a retailing strategy, explain changes in retailing with the wheel of retailing and the retail life cycle concepts, describe the types of firms that perform wholesaling activities and their functions.

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  • Chapter 13: Retailing and wholesaling. In this chapter, you learned to: Identify retailers in terms of the utilities they provide, explain the alternative ways to classify retail outlets, describe the many methods of nonstore retailing, specify the retailing mix actions used to implement a retailing strategy, explain changes in retailing with the wheel of retailing and the retail life cycle concepts, describe the types of firms that perform wholesaling activities and their functions.

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  • Chapter 7: The nature of management. This chapter include objectives: Define management and explain its role in the achievement of organizational objectives, describe the major functions of management, distinguish among three levels of management and the concerns of managers at each level, specify the skills managers need in order to be successful, summarize the systematic approach to decision making used by many business managers, recommend a new strategy to revive a struggling business.

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  • Chapter 12: Customer-driven marketing. This chapter include objectives: Define marketing and describe the exchange process; specify the functions of marketing; explain the marketing concept and its implications for developing marketing strategies; examine the development of a marketing strategy, including market segmentation and marketing mix;...

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  • Chapter 13 - Dimensions of marketing strategy. Learning objectives of this chapter include: Describe the role of product in the marketing mix, including how products are developed, classified, and identified; define price and discuss its importance in the marketing mix, including various pricing strategies a firm might employ; identify factors affecting distribution decisions, such as marketing channels and intensity of market coverage;...

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  • Chapter 16 provides knowledge of retailing and wholesaling. This chapter identify retailers in terms of the utilities they provide, explain the alternative ways to classify retail outlets, describe the many methods of nonstore retailing, specify the retailing mix actions used to implement a retailing strategy, explain changes in retailing with the wheel of retailing and the retail life cycle concepts, describe the types of firms that perform wholesaling activities and their functions.

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  • Chapter 1 - The scope and challenge of international marketing. What you should learn from chapter 1: The benefi ts of international markets, the changing face of U.S. business, the scope of the international marketing task, the importance of the self-reference criterion (SRC) in international marketing, the increasing importance of global awareness, the progression of becoming a global marketer.

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  • Chapter 4 - Cultural dynamics in assessing global markets. In this chapter, the following content will be discussed: The importance of culture to an international marketer, definition and origins of culture, the elements of culture, the impact of cultural change and cultural borrowing, strategies of planned and unplanned change.

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