Competion, Innovation And Productivity Growth
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The document discusses the relationship between competition, innovation, and productivity. It argues that competition can drive innovation and productivity gains in several ways: 1) Intensified competition can force firms to innovate faster to avoid bankruptcy or loss of market share (Darwinian effect). 2) Competition between firms that are neck-and-neck in technology can increase incentives for each firm to gain a technological advantage (neck-and-neck effect). 3) Greater worker mobility between firms can increase the overall rate of innovation in an industry (mobility effect). 4) Competitive pressure has historically driven firms to improve production processes and achieve scale economies, increasing productivity over time.
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Senior Seminar in Business AdministrationBUS499 Strategic Ma.docx
Senior Seminar in Business Administration
BUS499
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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
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In order to achieve this objective, the following supporting topics will be covered:
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Vision and mission;
Stakeholders;
Strategic leaders; and
The strategic management process.
Please go to the next slide.
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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.
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Lec 21 Perfect Competition
Perfect Competition
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Michael porter
Michael Porter is a leading authority on business strategy and competitiveness. He developed the Five Forces model for industry analysis, which examines how five competitive forces - rivalry, potential new entrants, substitute products, buyer power and supplier power - influence profitability within an industry. The model helps strategic managers understand their industry context and develop a competitive advantage over rivals.
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The document discusses different types of efficiency that should be used when answering exam questions:
1) Allocative efficiency occurs when the price consumers pay equals the marginal cost of production, ensuring resources go to their most valued uses. Productive efficiency means output is produced at minimum average cost through optimal inputs, technology, and scale.
2) Dynamic efficiency focuses on improving quality, variety, and innovation over time through R&D, human capital investment, and competition.
3) Social efficiency maximizes social welfare by equalizing social marginal benefits and costs, requiring markets to account for externalities. X-inefficiency refers to businesses using more inputs than needed due to lack of competition.
The document provides
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I N D U S T R Y A N A L Y S I S A N D T H E F I V E F O R C E S M O D E L
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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
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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
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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.
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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.
Business Innovation
Business innovation involves putting new ideas or approaches into action to create commercially successful products or services. The innovation process typically involves research and development, invention, testing prototypes, and feedback before commercial launch. Innovation builds on invention by applying inventions to create marketable products or services. Innovation benefits businesses by improving productivity and reducing costs, increasing quality, building product ranges, and creating added value to differentiate from competitors. However, risks include competition replicating innovations, uncertain commercial returns on research investments, and difficulties securing financing for research and development activities.
Business Economics Glossary
This document provides definitions for various business economics concepts. Some key points include:
- Abnormal profit refers to profits above normal levels due to barriers to entry preventing competition.
- Oligopoly is a market structure with a small number of producers where each considers the actions of others.
- Economies of scale refer to lower long-run average costs from increased output, while diseconomies are higher costs from outputs beyond the optimal scale.
- Barriers to entry protect incumbent firms by making entry difficult for new competitors.
A view on brand portfolio management, innovation, profitability and corporate...
A view on brand portfolio management, innovation, profitability and corporate...Drthomasbrand Limited
An outline of the kind of strategy a company can pursue to attain its revenue and business growth.
It outlines a number of approaches and what is most relevant for what kind of company. Measuring innovation in the "Process" approach: the case of agro-food product...
Today, innovation is an important pillar to effectively position in global markets. Nevertheless, produce a good completely new or significantly improved, requires reducing the gap between the intended purpose and the end result it either internally or externally of the firm. This paper also proposes a measurement model based on the "process" approach. This proposal is based on a set of explanatory variables and explained linking internal and external effectiveness of innovative product.
Measuring innovation in the "Process" approach: the case of agro-food product...
Today, innovation is an important pillar to effectively position in global markets. Nevertheless, produce a good completely new or significantly improved, requires reducing the gap between the intended purpose and the end result it either internally or externally of the firm. This paper also proposes a measurement model based on the "process" approach. This proposal is based on a set of explanatory variables and explained linking internal and external effectiveness of innovative product.
Productivity
The document discusses the process of new product development. It involves several stages: [1] Idea generation to identify potential new product opportunities, [2] Idea screening to evaluate ideas and eliminate unsound concepts, [3] Concept development and testing to create product prototypes and test consumer attitudes, [4] Market strategy development to create a marketing plan, [5] Business analysis to estimate costs, sales, and profits, [6] Test marketing to trial the product in select markets, and [7] Commercialization to fully launch the new product. The goal is to develop, test, and evaluate new products to ensure growth for the organization.
Assessment of the effect of Cost Leadership Strategy on the performance of L...
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Merger Control in Dynamic Markets – FEDERICO – December 2019 OECD discussion
Merger Control in Dynamic Markets – FEDERICO – December 2019 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by Giulio Federico, Head of the Unit in the Chief Economist Team of DG Competition, European Commission, was made during the discussion “Merger Control in Dynamic Markets” held at the 18th meeting of the OECD Global Forum on Competition on 6 December 2019. More papers and presentations on the topic can be found at oe.cd/mcdym.
Chapter 1 - Introduction to Strategic Management.pptx
This document provides an introduction to strategic management. It discusses key concepts like strategic competitiveness, competitive advantage, the strategic management process, and above-average returns. It also examines models for achieving above-average returns, including the industrial organization model and resource-based model. Additional topics covered include vision and mission, stakeholders, the role of strategic leaders, and analyzing profit pools. The overall document provides a high-level overview of strategic management principles and frameworks.
GVC, upgrading and fragile and conflict affected countries
Global value chains have emerged for several reasons: technological advances lowered trade costs allowing dispersed production; trade and investment liberalization reduced barriers; and access to large foreign markets and strategic knowledge drove investment abroad. Key features of global value chains include their input-output structure, territorial configuration, institutional framework, governance structure, and drivers like market access and cost efficiency. For developing countries, upgrading in global value chains through processes like product or functional upgrading can support development by moving to higher value activities, though it requires supportive policies and factors are context specific.
Me
Economies of scale occur when the average costs of production fall as output increases, due to factors like specialization and bulk purchasing. There are internal economies within a firm from things like dedicated machinery and external economies from shared industry infrastructure. While economies of scale can lower prices, they can also create monopolies if used to deter new competition or standardize products. Diseconomies arise at very large scales due to issues like difficulty monitoring employees and loss of morale.
An examination of elements supporting high price for new products in pakistan
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
Innovation Driven Procurement
The document discusses innovation driven procurement (IDP) strategies that companies can adopt to better support open innovation and corporate innovation goals. It provides examples of how Procter & Gamble uses open innovation through internal and external networks. It argues that procurement functions are well-positioned to support open innovation due their skills in boundary spanning, technical insights, and relationship management. An IDP strategy formalizes these mechanisms and transforms procurement into a business partner that scouts for new opportunities and helps drive the company's future direction.
CHAPTER 12Managing Innovation and Fostering Corporate Entrepre
CHAPTER 12
Managing Innovation and Fostering Corporate Entrepreneurship
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
12-1 The importance of implementing strategies and practices that foster innovation.
12-2 The challenges and pitfalls of managing corporate innovation processes.
12-3 How corporations use new venture teams, business incubators, and product champions to create an internal environment and culture that promote entrepreneurial development.
12-4 How corporate entrepreneurship achieves both financial goals and strategic goals.
12-5 The benefits and potential drawbacks of real options analysis in making resource deployment decisions in corporate entrepreneurship contexts.
12-6 How an entrepreneurial orientation can enhance a firm’s efforts to develop promising corporate venture initiatives.
©McGraw-Hill Education.
2
Managing Innovation
Consider . . .
To remain competitive, established firms must continually seek out opportunities for growth and develop new methods for strategically renewing their performance.
How can innovation and corporate entrepreneurship activities become an avenue for achieving competitive advantage?
©McGraw-Hill Education.
Strategic leaders need to manage change. Changes in customer needs, new technologies, and shifts in the competitive landscape require that companies continually innovate and initiate corporate ventures in order to compete effectively. That is why managing innovation is an important strategic implementation issue. Innovation plays an important role in identifying venture opportunities and creating strategic renewal. Firms need to learn how to successfully manage the innovation process and develop corporate entrepreneurship activities. A firm’s entrepreneurial orientation can contribute to its growth and renewal as well as enhance the methods and processes strategic managers use to recognize opportunities and develop initiatives for internal growth and development.
3
Managing Innovation: Definition
Innovation allows for
Transformation of organizational processes
Creation of new & commercially viable products & services
Innovation requires new knowledge from
Latest technology
Results of experiments
Creative insights
Competitive information
©McGraw-Hill Education.
Growth opportunities come through innovation. Innovation = the use of new knowledge to transform organizational processes or create commercially viable products and services. The sources of new knowledge may include the latest technology, the results of experiments, creative insights, or competitive information. However it comes about, innovation occurs when new combinations of ideas and information bring about positive change. In fact, the root of the word innovation is the Latin novus, which means new. Innovation involves introducing or changing to something new. It is a critical part of strategic implementation.
4
Question
(1 of 2 ...
Econ Ch3 Economic Factors
This document provides an overview of key economic concepts related to how a market economy works. It discusses the circular flow model and how it illustrates the flow of goods, services, and money between producers and consumers. It also explains the production possibilities curve and how it shows the limits of production at a given time. Specialization and trade are described as encouraging efficiency in the market by allowing individuals and businesses to focus on what they produce best.
Business Innovation.pptx
This document defines and describes different types of business innovation. It begins by defining innovation and a business innovation as a new or improved product, process, or business model introduced to the market. It then discusses three types of innovations based on what is innovated: product, process, and business model innovations. The document also discusses the need for innovation from micro and macro perspectives. Finally, it categorizes innovations based on factors like the industry system, opportunities for change, and the innovation process.
Advance notice amsupplychaininitiativefinal 1
A £125 million fund has been established to improve the competitiveness of advanced manufacturing supply chains in the UK. Applications are invited for projects that will address market failures, generate economic growth, increase innovation and skills, and make UK manufacturing more globally competitive. Successful bids will demonstrate commitments from across the supply chain, private sector investment, and impacts like new jobs. Funding will support capital, R&D, training, and collaboration projects. Applications will be judged on their vision, evidence, sector leadership, and state aid compliance.
To Create Our Innovation
Starbucks has achieved competitive advantage through a combination of differentiation and low cost strategies:
1) It standardized operations to benefit from economies of scale while also differentiating through quality, innovation, and brand reputation.
2) Starbucks controls overhead costs and invests in R&D to produce at low costs while also focusing on customer satisfaction and employee dedication.
3) Factors like efficient scale, standardization, quality focus, innovation, brand credibility, and environmental posture have allowed Starbucks to differentiate while keeping production costs low - making it the dominant global coffee chain.
Generation and Screening of Project Ideas
It is contain all about Generation of ideas, How to monitoring the environment, corporate appraisal, Profit potential of industries, Porter Models, Scouting of projects ideas, preliminary Screening, Project rating Index, sources of Positive Net present Value, On being an Entrepreneur
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- 17. Thank you