This document provides copyright information for the 13th edition of the textbook "Strategic Management: Concepts & Cases" by Fred David. It notes that the PowerPoint slides were created by Bonnie Fox Garrity and that all rights are reserved, as reproduction or distribution of the document is prohibited without written permission from the publisher.
This document provides copyright information for the 13th edition of the textbook "Strategic Management: Concepts & Cases" by Fred David. It notes that the PowerPoint slides were created by Bonnie Fox Garrity and that all rights are reserved, as reproduction or distribution of the document is prohibited without written permission from the publisher.
Buku teks ini membincangkan konsep-konsep pengurusan strategik termasuk proses penggubalan strategi, pelaksanaan, dan penilaian. Ia menjelaskan kepentingan mengintegrasikan analisis dan gerak hati dalam membuat keputusan strategik dan mendefinisikan terma-terma seperti visi, misi, peluang dan ancaman, kekuatan dan kelemahan. Bab ini juga membincangkan manfaat pengurusan strategik bagi firma dan panduan untuk pelaksanaann
The document discusses global and international issues that companies may face when operating internationally. It covers topics such as cultural differences between regions, challenges of operating in foreign countries, and considerations for global strategy. It also provides examples of differences in business cultures across countries like Mexico, Japan, and others. The document is from a textbook on strategic management and international business.
Bab enam membahaskan rangka kerja tiga peringkat untuk memilih antara strategi alternatif, termasuk matriks SWOT, SPACE, BCG, IE dan QSPM. Ia juga membincangkan faktor-faktor seperti etika dan budaya organisasi yang perlu dipertimbangkan dalam analisis strategi dan pemilihan."
Buku teks ini membincangkan isu-isu global dan antarabangsa yang berkaitan dengan pengurusan perniagaan, termasuk kelebihan dan cabaran operasi antarabangsa, perbezaan budaya dalam pengurusan antara Amerika Syarikat dan negara-negara lain, dan ciri-ciri budaya perniagaan yang penting di beberapa negara termasuk Mexico, Jepun, Brazil, Jerman, Mesir, China dan India.
This document is from a chapter on business ethics, social responsibility, and environmental sustainability. It discusses key topics related to ethics within organizations like developing codes of conduct and addressing unethical behavior. It also covers how companies can be socially responsible to various stakeholders and ensure environmental sustainability through practices like reducing waste and developing green technologies. The chapter notes how firms are increasingly expected to consider ethics, social impacts, and environmental protection in their strategies and operations.
This document discusses the key issues in implementing business strategies. It explains that strategy implementation requires managing operational forces and focuses on efficiency, coordination among many people, and leadership skills. Some of the main issues covered are establishing objectives and policies, allocating resources, matching organizational structure to strategy, managing resistance to change, and developing human resources and production/operations processes that support the strategy. The overall purpose is to outline the operational and management considerations essential for successfully implementing business strategies.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
The document discusses various aspects of conducting an internal assessment for a company. It covers analyzing a company's internal strengths and weaknesses in key areas like management, marketing, finance, production, research and development, and management information systems. It also discusses distinctive competencies, the internal audit process, the resource based view, integrating strategy and organizational culture, the functions of management, and conducting audits of different business functions.
This document discusses strategic management concepts including long-term objectives, financial vs strategic objectives, the balanced scorecard, levels of strategies for large and small companies, vertical, intensive, diversification, and defensive strategies. It also covers Porter's five generic strategies, means for achieving strategies, and strategic management in non-profit and governmental organizations. Key points covered include setting objectives that are quantitative, measurable, realistic, understandable, challenging, hierarchical, and obtainable.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. The document also provides examples of mission statements and explains that a mission statement answers what the business is and who it serves. Developing a clear vision and comprehensive mission statement can provide benefits like improved financial results and establishing a unified culture and purpose for a company.
This document discusses strategic analysis techniques for case studies. It provides an overview of several financial analysis metrics and economic indicators that are useful for case study analysis, including liquidity ratios, profitability ratios, and Altman's Z-Value bankruptcy formula. It also discusses approaches for researching the case situation, analyzing financial statements, and accounting for inflation and constant dollars when evaluating case information.
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
The document discusses various aspects of conducting an internal assessment or audit of a company. It covers evaluating the strengths and weaknesses in key functional areas like management, marketing, finance, production, research and development, and management information systems. The internal audit helps identify distinctive competencies and resources that can provide a competitive advantage. It also involves analyzing internal forces and capabilities to determine objectives, strategies and the company's mission.
Buku teks ini membincangkan konsep-konsep pengurusan strategik termasuk proses penggubalan strategi, pelaksanaan, dan penilaian. Ia menjelaskan kepentingan mengintegrasikan analisis dan gerak hati dalam membuat keputusan strategik dan mendefinisikan terma-terma seperti visi, misi, peluang dan ancaman, kekuatan dan kelemahan. Bab ini juga membincangkan manfaat pengurusan strategik bagi firma dan panduan untuk pelaksanaann
The document discusses global and international issues that companies may face when operating internationally. It covers topics such as cultural differences between regions, challenges of operating in foreign countries, and considerations for global strategy. It also provides examples of differences in business cultures across countries like Mexico, Japan, and others. The document is from a textbook on strategic management and international business.
Bab enam membahaskan rangka kerja tiga peringkat untuk memilih antara strategi alternatif, termasuk matriks SWOT, SPACE, BCG, IE dan QSPM. Ia juga membincangkan faktor-faktor seperti etika dan budaya organisasi yang perlu dipertimbangkan dalam analisis strategi dan pemilihan."
Buku teks ini membincangkan isu-isu global dan antarabangsa yang berkaitan dengan pengurusan perniagaan, termasuk kelebihan dan cabaran operasi antarabangsa, perbezaan budaya dalam pengurusan antara Amerika Syarikat dan negara-negara lain, dan ciri-ciri budaya perniagaan yang penting di beberapa negara termasuk Mexico, Jepun, Brazil, Jerman, Mesir, China dan India.
This document is from a chapter on business ethics, social responsibility, and environmental sustainability. It discusses key topics related to ethics within organizations like developing codes of conduct and addressing unethical behavior. It also covers how companies can be socially responsible to various stakeholders and ensure environmental sustainability through practices like reducing waste and developing green technologies. The chapter notes how firms are increasingly expected to consider ethics, social impacts, and environmental protection in their strategies and operations.
This document discusses the key issues in implementing business strategies. It explains that strategy implementation requires managing operational forces and focuses on efficiency, coordination among many people, and leadership skills. Some of the main issues covered are establishing objectives and policies, allocating resources, matching organizational structure to strategy, managing resistance to change, and developing human resources and production/operations processes that support the strategy. The overall purpose is to outline the operational and management considerations essential for successfully implementing business strategies.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
The document summarizes key concepts from Chapter 3 of the textbook Strategic Management: Concepts & Cases. It discusses performing an external assessment of the industry environment through an external audit. This involves analyzing factors such as economic, social, technological and competitive forces. Tools like the External Factor Evaluation Matrix and Competitive Profile Matrix are presented to help evaluate opportunities and threats in the external environment. The five forces model of competition is also introduced to analyze industry rivalry, potential new entrants, substitute products, supplier power and buyer power.
The document discusses various aspects of conducting an internal assessment for a company. It covers analyzing a company's internal strengths and weaknesses in key areas like management, marketing, finance, production, research and development, and management information systems. It also discusses distinctive competencies, the internal audit process, the resource based view, integrating strategy and organizational culture, the functions of management, and conducting audits of different business functions.
This document discusses strategic management concepts including long-term objectives, financial vs strategic objectives, the balanced scorecard, levels of strategies for large and small companies, vertical, intensive, diversification, and defensive strategies. It also covers Porter's five generic strategies, means for achieving strategies, and strategic management in non-profit and governmental organizations. Key points covered include setting objectives that are quantitative, measurable, realistic, understandable, challenging, hierarchical, and obtainable.
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
This document provides an overview of strategic management and strategy formulation frameworks. It discusses various tools used in strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand Strategy matrix, and QSPM. The frameworks involve input, matching, and decision stages. The matching stage aims to find the best alignment between internal resources and external opportunities/risks. Various matrices are used to evaluate strategies based on factors like competitive position, market growth, and financials. The document emphasizes generating alternatives, objective analysis, and selecting the best strategy to achieve organizational goals.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. The document also provides examples of mission statements and explains that a mission statement answers what the business is and who it serves. Developing a clear vision and comprehensive mission statement can provide benefits like improved financial results and establishing a unified culture and purpose for a company.
This document discusses strategic analysis techniques for case studies. It provides an overview of several financial analysis metrics and economic indicators that are useful for case study analysis, including liquidity ratios, profitability ratios, and Altman's Z-Value bankruptcy formula. It also discusses approaches for researching the case situation, analyzing financial statements, and accounting for inflation and constant dollars when evaluating case information.
The Competitive Profile Matrix (CPM) is a tool that compares a firm and its rivals to reveal their relative strengths and weaknesses. It identifies critical success factors in an industry and rates competitors on each factor. Weights are assigned to factors based on importance. A firm's score on each factor is the weight multiplied by the rating. The total scores reveal the relatively strongest competitor. The CPM helps firms assess where they are strong or weak compared to rivals and determine strategic priorities. An example CPM compares Android, iOS, and Windows Phone operating systems.
The document discusses various aspects of conducting an internal assessment or audit of a company. It covers evaluating the strengths and weaknesses in key functional areas like management, marketing, finance, production, research and development, and management information systems. The internal audit helps identify distinctive competencies and resources that can provide a competitive advantage. It also involves analyzing internal forces and capabilities to determine objectives, strategies and the company's mission.
6. Current Marketing Issues
5. Untuk menghadkan (atau tidak) bahagian
perniagaan yang dilakukan dengan
pelanggan tunggal.
6. Untuk menjadi peneraju harga atau pengikut
harga.
7. Untuk menawarkan jaminan lengkap atau
terhad.
8. Untuk memberi ganjaran jurujual
berdasarkan gaji lurus, komisen lurus, atau
gaji / komisen gabungan. 8-6
Tag #1: Is this customer at high risk of canceling the company’s service? One of the most
common indicators of high-risk customers is a drop off in usage of the company’s service.
For example, in the credit card industry this could be signaled through a customer’s decline in
spending on his or her card.
Tag #2: Is this customer worth retaining? This determination boils down to whether the
post-retention profit generated from the customer is predicted to be greater than the cost incurred
to retain the customer. Customers need to be managed as investments.
Tag #3: What retention tactics should be used to retain this customer? For customers who
are deemed “save-worthy,” it’s essential for the company to know which save tactics are most likely to be successful. Tactics commonly used range from providing “special” customer discounts
to sending customers communications that reinforce the value proposition of the given
service
