Xem 1-20 trên 126 kết quả Strategic objectives
  • Since the eighth edition was published, this book has strengthened its position as a market leader in the Strategic Management market. This tells us that we continue to meet the expectations of existing users and attract many new users to our book. It is clear that most strategy instructors share with us a concern for our currency in the text and its examples to ensure that cutting-edge issues and new developments in strategic management are continually addressed.

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  • Modern organizations have been required to make significant transformations in response to an accelerating rate of change in technical, social, political, and economic forces. As a result of these changing forces, the management process has become more difficult, requiring greater skills aimed at guiding the future course of an organization in a rapidly evolving and uncertain world. These skills are the essence of strategic management. Strategic management is concerned with deciding in advance what an organization should do in the future (strategic planning).

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  • Lecture Strategic Management - Lesson 1: Introduction and overview has content 1.1. The definition of strategy and its importance, 1.2. Charting a company’s direction: Vision and Mission, Objectives and Strategy, 1.3. Strategy, ethics and corporate social responsibility.

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  • In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems.

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  • The resource-based view of the firm (RBV) is one of the latest strategic management concepts to be enthusiastically em-braced by marketing scholars. This paper argues that the RBV holds much promise as a framework for understanding stra-tegic marketing issues but cautions that, before it is adopted, it needs to be fully understood. Consequently, the paper charts the development of the RBV from its origins in early economic models of imperfect competition, through the work of evolutionary economists to the contributions of strategy and marketing scholars over the past two decades.

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  • Tutor Dr. George Balabanis, senior lecturer Objectives This course examines recent developments in marketing thinking and market strategy development. It focuses on the dynamic aspects of market strategy development and current issues such as relationship and Internet marketing. The course will try to give you practical experience on how to develop and adjust strategies in an integrative manner through the use of a simulation exercise.

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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.

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  • After studying this chapter you will be able to: Know the variables that shape the environment of marketing strategy planning, understand why company objectives are important in guiding marketing strategy planning, understand target marketing, be familiar with the four Ps in a marketing mix,...

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  • In this chapter you will: Understand how pricing objectives should guide strategic planning for pricing decisions; understand choices the marketing manager must make about price flexibility and price levels over the product life cycle; understand the many possible variations of a price structure, including discounts, allowances, and who pays transportation costs;...

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  • 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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  • Chapter 1 - Strategic management: Creating competitive advantages. After reading this chapter, you should have a good understanding of the following learning objectives: The definition of strategic management and its four key attributes, the strategic management process and its three interrelated and principal activities, the vital role of corporate governance and stakeholder management, as well as how "symbiosis" can be achieved among an organization's stakeholders,...

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  • Chapter 3: Assessing the internal environment of the firm. After reading this chapter, you should have a good understanding of the following learning objectives: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm, the primary and support activities of a firm's value chain, how value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers,...

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  • Chapter 5 - Business-level strategy: Creating and sustaining competitive advantages. After reading this chapter, you should have a good understanding of the following learning objectives: The central role of competitive advantage in the study of strategic management, and the three generic strategies: overall cost leadership, differentiation, and focus; how the successful attainment of generic strategies can improve a firm's relative power vis-à-vis the five forces that determine an industry's average profitability;...

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  • Chapter 6 - Corporate-level strategy: Creating value through diversification. The learning objectives for this chapter include: The reasons for the failure of many diversification efforts, how managers can create value through diversification initiatives, how corporations can use related diversification to achieve synergistic benefits through economies of scope and market power,...

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  • Chapter 7 - International strategy: Creating value in global markets. After reading this chapter, you should have a good understanding of the following learning objectives: The importance of international expansion as a viable diversification strategy; the sources of national advantage that is, why an industry in a given country is more (or less) successful than the same industry in another country; the motivations (or benefits) and the risks associated with international expansion, including the emerging trend for greater offshoring and outsourcing activity;...

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  • After reading this chapter, you should have a good understanding of the following learning objectives: The role of opportunities, resources, and entrepreneurs in successfully pursuing new ventures; three types of entry strategies - pioneering, imitative, and adaptive - commonly used to launch a new venture; how the generic strategies of overall cost leadership, differentiation, and focus are used by new ventures and small businesses;...

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  • Chapter 10: Creating effective organizational designs. After reading this chapter, you should have a good understanding of the following learning objectives: The growth patterns of major corporations and the relationship between a firm's strategy and its structure; each of the traditional types of organizational structure: simple, functional, divisional, and matrix; the implications of a firm's international operations for organizational structure.

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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 12 - Managing innovation and Fostering corporate entrepreneurship . After reading this chapter, you should have a good understanding of the following learning objectives: The importance of implementing strategies and practices that foster innovation; the challenges and pitfalls of managing corporate innovation processes; how corporations use new venture teams, business incubators, and product champions to create an internal environment and culture that promote entrepreneurial development;...

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  • Chapter 13 - Analyzing strategic management cases. After reading this chapter, you should have a good understanding of the following learning objectives: How strategic case analysis is used to simulate real-world experiences; how analyzing strategic management cases can help develop the ability to differentiate, speculate, and integrate when evaluating complex business problems; the steps involved in conducting a strategic management case analysis;...

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