Resource competition

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  • Chapter 4: Evaluating a company's resources and competitive position. The objectives of this chapter are to: Learn how to assess how well a company’s strategy is working, understand why a company’s resources and capabilities are central to its strategic approach and how to evaluate their potential for giving the company a competitive edge over rivals, discover how to assess the company’s strengths and weaknesses in light of market opportunities and external threats.

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  • When COMPETITIVE STRATEGY was frist pulidshed eighteen years ago, I hoped that it would has an impact. There were resons to hope, be cause the book rested on a body of research that had stood the test of peer review, and the draft chatper had survired the secrutiny of my MBA and executive students

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  • Learning objectives of this chapter include: Summarize the basic steps in any planning process, describe how strategic planning should be integrated with tactical and operational planning, identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy,...and the other objectives.

    ppt15p tangtuy02 08-03-2016 9 3   Download

  • Chapter 4 - Evaluating a company’s resources, capabilities, and competitiveness. In this chapter, we will address the following questions: How well is the company’s present strategy working? What are the company’s resource strengths and weaknesses and its external opportunities and threats? Are the company’s prices and costs competitive? Is the company competitively stronger or weaker than key rivals? What strategic issues and problems merit front-burner managerial attention?

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  • After studying this chapter you will be able to: Learn why resource allocation should always be based on strategic priorities; understand why policies and procedures should be designed to facilitate good strategy execution; understand why and how benchmarking, best-practices adoption, and tools for continuously improving the performance of value chain activities help an organization achieve operating excellence and superior strategy execution.

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  • This work studies Named Entity Recognition (NER) for Catalan without making use of annotated resources of this language. The approach presented is based on machine learning techniques and exploits Spanish resources, either by first training models for Spanish and then translating them into Catalan, or by directly training bilingual models. The resulting models are retrained on unlabelled Catalan data using bootstrapping techniques. Exhaustive experimentation has been conducted on real data, showing competitive results for the obtained NER systems. ...

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  • Chapter 11 discuss how companies use human resources management to gain competitive advantage, give reasons companies recruit both internally and externally for new hires, identify various methods for selecting new employees, evaluate the importance of spending on training and development, explain alternatives for who appraises an employee’s performance.

    ppt15p tangtuy02 08-03-2016 7 2   Download

  • Chapter 4 - Evaluating a company’s resources, capabilities, and competitiveness. The objectives of this chapter are to: Learn how to assess how well a company’s strategy is working, understand why a company’s resources and capabilities are central to its strategic approach and how to evaluate their potential for giving the company a competitive edge over rivals, discover how to assess the company’s strengths and weaknesses in light of market opportunities and external threats.

    ppt18p tangtuy10 04-05-2016 5 2   Download

  • Capacity is the ability to hold, receive, store, or accommodate. In a business sense, it is viewed as the amount of output that a system is capable of achieving over a specific period of time. Strategic capacity planning has as its objective, to determine the overall capacity level of capital-intensive resources - facilities, equipment, and overall labor force size - that best supports the company's long-range competitive strategy.

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  • According to Dr. Goldratt, synchronous manufacturing refers to the entire production process working together in harmony to achieve the goals of the firm. Synchronous manufacturing logic attempts to coordinate all resources so that they work together and are in harmony or are "synchronized." The goal is on total system performance, not on localized measures such as labor or machine utilization.

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  • Chapter 4: Planning and strategic management. After studying Chapter 4, you will be able to: Summarize the basic steps in any planning process, describe how strategic planning should be integrated with tactical and operational planning, identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy,...

    ppt15p tangtuy16 02-07-2016 3 2   Download

  • Chapter 10 - Human resources management. After completing this chapter, students will be able to: Discuss how companies use human resources management to gain competitive advantage, give reasons why companies recruit both internally and externally for new hires, identify various methods for selecting new employees,...

    ppt15p tangtuy16 02-07-2016 4 2   Download

  • As an area of great linguistic and cultural diversity, Asian language resources have received much less attention than their western counterparts. Creating a common standard for Asian language resources that is compatible with an international standard has at least three strong advantages: to increase the competitive edge of Asian countries, to bring Asian countries to closer to their western counterparts, and to bring more cohesion among Asian countries. To achieve this goal, we have launched a two year project to create a common standard for Asian language resources. ...

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  • Chapter 9 - Pure competition in the long run. After reading this chapter, you should be able to: Explain how the long run differs from the short run in pure competition; describe why profits encourage entry into a purely competitive industry and losses result in firms exiting the industry; explain how the entry and exit of firms affects resource flows and long-run profits and losses; explain the differences between constant-cost, increasing-cost, and decreasing-cost industries.

    ppt17p tangtuy05 23-03-2016 4 1   Download

  • Chapter 12 - The demand for resources. In this chapter, students will be able to understand: Explain the significance of resource pricing, convey how the marginal revenue productivity of a resource relates to a firm's demand for that resource, list the factors that increase or decrease resource demand, discuss the determinants of elasticity of resource demand, determine how a competitive firm selects its optimal combination of resources.

    ppt15p tangtuy05 23-03-2016 2 1   Download

  • Chapter 7 - Wages, rent, interest, and profit. In this chapter you will consider how businesses choose the profit-maximizing amount of a resource they use when they are price-takers in the product markets in which they sell their products; look at the case where businesses are price-makers in their product markets and analyze the factors that change resource demand and affect the price elasticity of resource demand;...

    ppt34p tangtuy09 21-04-2016 7 1   Download

  • Chapter 5 - Competitive dynamics. Studying this chapter should provide you with the strategic management knowledge needed to: Define competitors, competitive rivalry, competitive behavior, and competitive dynamics; describe market commonality and resource similarity as the building blocks of a competitor analysis; explain awareness, motivation, and ability as drivers of competitive behavior;...

    ppt42p whocarea 05-09-2016 2 1   Download

  • Chapter 3 - The internal environment: Resources, capabilities and core competencies. The learning objectives for this chapter include: Explain the need for firms to study and understand their internal environment, define value and discuss its importance, describe the differences between tangible and intangible resources,...

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  • Chapter 11: Building resource strengths and organizational capabilities. This chapter includes contents: A framework for executing strategy, the principal managerial components of the strategy execution process, building a capable organization, staffing the organization, building core competencies and competitive capabilities, matching organization structure to strategy, organizational Structures of the future.

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  • Chapter 12: Managing internal operations. This chapter includes contents: Marshaling resources to support the strategy execution effort, instituting policies and procedures that facilitate strategy execution, adopting best practices and striving for continuous improvement, installing information and operating systems, tying rewards and incentives directly to good strategy execution.

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