Ch 6 nat. & tech. envt.
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The natural and technological environments present opportunities for development, while economic, social, political, and government factors enable development. Innovation provides competitive advantages and determines success or failure. There are several common reasons for new product failures, including unappealing designs, redundant offerings, excessive competitiveness, ignorance of market conditions, poor technology, and high prices. Advances in information and communications technology are revolutionizing marketing and business operations through tools like the internet, websites, and digital networks that change how companies connect with customers and manage orders, production, and partnerships. Technology transfer involves communicating relevant knowledge from one entity to another and can occur at operational, duplicative, adaptive, or innovative levels that range from basic manufacturing to independent research and development.
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336 PART 5 | Controlling
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bat62597_ch15_336-362.indd 336bat62597_ch15_336-362.indd 336 29/09/14 10:12 pm29/09/14 10:12 pm
Final PDF to printer
CHAPTER 15 | Innovating and Changing 337
LO1 Summarize how to assess technology
needs
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Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
Three market trends drive collaborative value networks to the next level
Three trends will drive changes in industrial companies over the next decade: 1) the shift in global economic power to emerging markets, 2) increased accessibility and capabilities of information technology, and 3) the rising influence of Millennials in the workforce. These trends will pressure companies to collaborate more extensively with partners throughout their value networks. Advanced IT can enable new forms of collaboration in design, production, and delivery. Leading companies will adapt by increasing information sharing and collaboration with customers and other partners across dynamic value networks.
Technology Transfer in Pharma Industry
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
Senior Seminar in Business AdministrationBUS499 Strategic Ma.docx
Senior Seminar in Business Administration
BUS499
Strategic Management and Strategic Competitiveness
Welcome to the Government Contract Law.
In this lesson we will discuss Strategic Management and Strategic Competitiveness.
Please go to the next slide.
Objectives
Upon completion of this lesson, you will be able to:
Identify the vision, mission, and stakeholders of a firm
When you complete this lesson you will be able to:
Identify the vision, mission, and stakeholders of a firm.
Please go to the next slide.
Supporting Topics
The Competitive Landscape
The I/O Model of Above Average-Returns
The Resource-Based Model of Above Average-Returns
Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process
In order to achieve this objective, the following supporting topics will be covered:
The competitive landscape;
The I/O model of above average-returns;
The resource-based model of above average-returns;
Vision and mission;
Stakeholders;
Strategic leaders; and
The strategic management process.
Please go to the next slide.
The Competitive Landscape
Competition is Changing
Money is scare
Markets are becoming volatile
Firms effectively using the strategic management process
Hypercompetition
Challenge competitors
Competition between many of the world’s industries is changing. Many of these industries are competing due to money being scare and markets becoming volatile. Boundaries that once seemed drawn between industries are becoming blurred. An example of this challenge would be the advances in interactive computer networks and telecommunications. These advancements have entered into the realm of the entertainment industry. We also see that many partnerships in the entertainment industry further blur the boundaries of the industry. In order to be successful and maintain a competitive edge, managers must adopt new strategies to stay current with the evolving conditions.
Many firms effectively use the strategic management process to help reduce the likelihood of failure with various challenges they may encounter.
Hypercompetition is a term often used to illustrate the competitive landscape. The conditions of hypercompetition assume that market stability is replaced by notions of inherent instability and change.
Hypercompetition results from the dynamics of strategic maneuvering among global and innovative combatants. It is a condition of rapidly escalating competition based on the following:
Price quality positioning;
Competition to create new know-how and establish first mover advantage; and
Competition to protect or invade established product or geographic markets.
In a hypercompetitive market, firms will want to challenge their competitors with the end goal of improving their competitive position and performance. The emergence of a global economy and technology along with specifically rapid technological changes are the two primary elements of hypercompetitive environments and help create to.
Digital decodedv1.1
1. The document discusses key aspects of digital transformation including focusing on speed, data, and ecosystems. It emphasizes the importance of building digital capabilities like customer experience, operations, and business models.
2. Transformation requires changes in information technology, strategy, and organizational agility. Companies should move along a continuum from pre-digital to digital pure play.
3. Accelerating transformation involves increasing speed through shorter feedback loops, leveraging large amounts of available data, and developing partnerships within ecosystems. Digital thread and twin approaches can also drive continuous improvement.
Entrepreneurship
This document discusses the role of technological innovations in competitiveness and entrepreneurship. It makes three key points:
1. Technological capabilities and related innovations have the potential to significantly enhance firm competitiveness. Collaborative development within and between firms is an important driver of technological capabilities.
2. Products and production technologies are becoming more complex, requiring diverse capabilities beyond any single firm. Developments in digital technologies have made collaboration easier.
3. There are different perspectives on technology and innovation management from economists, engineers, and operations management researchers. Innovations can be classified by whether they impact products, processes, or practices.
UM MBA Program: Technology Assessment Process
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Technological environment
The document discusses different types of technological innovation including radical, incremental, and next-generation innovations. It also discusses technological leadership versus followership strategies. Maintaining technological advantages can provide benefits like lower costs and uniqueness that enhance competitive advantage. Sources of technological change include company innovation, customer needs, competition, and government policy. Technology transfer occurs through various methods like training, licensing, and turnkey projects, and is an important tool for multinational corporations and developing countries. The concept of appropriate technology is also introduced, noting that the most advanced technology may not always be suitable for different environments.
Political environment
The document discusses key aspects of political systems and the relationship between business and government in India. It outlines factors that can affect political stability and defines the state, government, and their main political institutions. It also describes the responsibilities of business and government towards each other, and provides an overview of the main components of the Indian Constitution, including the Preamble, Fundamental Rights, and Directive Principles of State Policy.
Monetary & fiscal policy
The document discusses monetary and fiscal policies in India. It defines key monetary policy terms like M1, M2, M3 and M4 which measure money supply. It also outlines the RBI's tools for monetary policy including bank rate, open market operations, cash reserve ratio and statutory liquidity ratio. Fiscal policy tools include the union budget, tax reforms, and reducing wasteful expenditures and subsidies. The outcome budget captures program spending, outcomes and revenues foregone from policy measures. Monetary policy aims to regulate money supply and credit using RBI tools, while fiscal policy uses government spending, taxation and debt to pursue economic and social objectives.
Global environment
Globalization is defined as the increasing economic interdependence between countries through rising cross-border trade, financial flows, and the spread of technology. Key drivers include lower trade barriers, financial flows, communications advances, and population mobility. Successful globalization requires business freedom, facilities, government support, resources, and competitiveness. Common foreign market entry strategies range from exporting and licensing to fully owned facilities and strategic alliances. Challenges include unfavorable government policies, high costs, infrastructure issues, resistance to change, and growing competition.
Exim policy
The document discusses India's export-import (Exim) policy over time. It defines key terms like export, import, and entrepôt. Factors influencing Exim policy include constitutional provisions and directives. Early policies from 1951-1985 alternated between restrictive and liberal approaches. The need for a clear policy was to regulate imports and develop export industries. Key aspects of recent policies included import restrictions, import substitution, export incentives, and export processing zones. The current Exim policy simplified import licensing and lowered duties to promote exports and industry.
Demographic environment
The document discusses the importance of demographic factors in market segmentation. It notes that key demographic bases include age, gender, income, family size, occupation, and education. It then outlines trends of declining birth rates and changing age structures in developing countries. This has implications for both businesses and governments, such as pharmaceutical companies focusing on the needs of aging populations and increasing welfare burdens. The document also briefly touches on topics of migration, ethnicity, and immigrant communities concentrating in localities.
Course plan validation
The document discusses several topics related to business environment and technology:
1. It outlines the key functions of the state according to the World Bank, including fundamental rights and directive principles of state policy.
2. It then discusses concepts related to quality management and manufacturing systems like TQM, FMS, and BPRE.
3. The final sections cover technology transfer, its levels and methods, as well as the various manifestations of globalization.
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This document discusses various political and legal concepts in India such as forms of government, the roles and responsibilities of different political institutions, systems of law, fundamental rights, judicial powers, and the directive principles of state policy. It provides information on legislature, executive, judiciary, fundamental rights like equality, freedom of religion, and constitutional remedies. It also summarizes the significance and differences between directive principles of state policy and fundamental rights in India.
Ch 38 gatt & wto
The document discusses the evolution of global trade agreements from GATT to the WTO. Key points include:
1) GATT was established in 1948 to liberalize trade and became the WTO in 1995.
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3) The WTO aims to lower trade barriers through principles like non-discrimination and prohibiting quotas. It also provides a forum for resolving trade disputes.
Ch 9 soc. resp.
Business has moral obligations to society beyond legal requirements. Factors like management, stakeholders, laws, and resources influence a business's social orientation. Groups impacted by a business can make claims on its social responsibility. Social audits assess a business's social impact similarly to financial audits, using methods like process audits, indicator audits, and ratings.
Ch 8 soc. envt.
The document discusses several aspects of business and society including:
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3) Differences in language, religion, and other social/cultural factors present challenges but also opportunities for business.
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Be1
The document discusses several topics related to business environment including:
1. The internal and external factors that influence business strategy and performance. The internal factors include an organization's values, objectives, management structure, and resources. The external factors include suppliers, customers, competitors and broader political, economic, social, and technological conditions.
2. A model called the 7S framework that identifies seven internal elements - strategy, structure, systems, shared values, skills, style and staff - that must be aligned for organizational success.
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Ch 6 nat. & tech. envt.
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- 9. Innovative Drivers