Strat generic 7
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- Generic competitive strategies include cost leadership, differentiation, and focus. Cost leadership aims for low costs while differentiation creates a unique product or service. Focus targets a specific segment. - Cost leadership requires efficiency while differentiation relies on innovation and individualism. An organization must choose to pursue either low costs or differentiation primarily. - Attempting both cost leadership and differentiation can be unsuccessful since their cultures and requirements clash, risking being "stuck in the middle" without a clear strategy.
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The document discusses various components and models of leadership. It describes a leader's role in developing and communicating a vision, using strategic management to achieve goals in competitive markets, and motivating human resources. It discusses models of leadership including Adair's model which focuses on balancing tasks, teams, and individuals. Emotional intelligence is important for self-awareness, self-regulation, empathy, and social skills to manage relationships. Authoritative leadership that mobilizes people towards a vision is generally found to be most effective based on a survey. Organizational culture and climate are shaped by leadership and impact norms and behaviors.
Eth cop
This document discusses ethics in business and provides context around the rise of business ethics. It notes that ethics was not originally part of business school curriculums but was added in the 1980s after scandals. It outlines various ethical issues companies face like misleading reports, discrimination, and environmental harm. It also discusses the differences between morals and ethics and how both relate to business decisions that can help or harm various groups. Finally, it argues that companies now need to consider more than just profits and should follow the triple bottom line of people, planet, and profits.
S10 comp nations
This document discusses Porter's theory of national competitive advantage. Porter argued that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. These factors form a "diamond" shape that represents the national environment that influences industry success. The document also discusses Bangladesh's global competitiveness ranking and areas it needs to improve such as higher education, innovation, and technological readiness to achieve higher income levels. It stresses the need for Bangladesh to redirect its development strategy through long-term strategic planning rather than short-term gains.
S9 c impl_ethics
Ethics deals with what is good for individuals and society by establishing obligations and duties between people. It judges behaviors as right or wrong based on the motives and outcomes of actions, following principles like honesty and doing unto others as you would have them do unto you. While laws influence some professions, many ethical issues cannot be settled in courts and what is ethical is sometimes independent of legality. Ethical standards may conflict with existing laws, and there are no absolute ways to resolve all ethical dilemmas.
S9 b impl_lead
Leadership is complex and not fully understood. Various leadership models and theories have been proposed to explain it. One model identifies three key factors for effective leadership: task, team, and individual. Another identifies four factors: influence, group, goal, and process. A leadership survey studied six styles and found the most effective to be the authoritative style, which mobilizes people towards a vision, followed by the affiliative style which creates an emotional bond.
S9 a impl_cul
Organizational culture refers to the shared values and norms that control how people interact within an organization and with external stakeholders. Values are beliefs about goals and appropriate behaviors, while norms prescribe appropriate behaviors in different situations. Culture is transmitted through stories, myths, and socialization as new employees learn the organization's values and norms. An organization's culture can be adaptive and encourage innovation or inert and discourage initiative from middle and lower managers. Social capital refers to how norms and values influence how people work together and treat one another. Strong cultures can profoundly impact performance, either positively or negatively.
S2 tasks
1. The document outlines the five key tasks in the strategic planning process: develop the vision, set objectives, craft the strategy, implement the strategy, and evaluate performance.
2. It discusses the importance of developing a clear vision and mission, setting specific and measurable objectives, crafting the strategy based on organizational strengths and the external environment, and implementing through leadership, culture, policies and programs.
3. Evaluation requires assessing both financial and non-financial measures of performance, as well as balancing short-term results with long-term strategic goals using tools like the balanced scorecard.
S8 eval bsc
This document summarizes the performance of an organization against objectives set in four perspectives of a Balanced Scorecard: Financial, Customer, Internal Business Process, and Learning and Growth. In the Financial perspective, the organization fell short of its new market and sales targets. In the Customer perspective, it achieved a high customer satisfaction rate. For Internal Business Process, delivery time was slightly over target. And in Learning and Growth, the organization exceeded its goal of empowering frontline workers.
Strat options 6
This document outlines various strategic options for a company including Porter's generic strategies of low cost, differentiation, and focus. It also discusses complementary alliances, mergers and acquisitions, integration, and outsourcing. Different strategic approaches are suggested depending on whether the environment is offensive, defensive, involving first movers, late movers, blue oceans, or red oceans.
Comp analysis 5
This document discusses factors that contribute to competitive advantage for companies, including quality, customer responsiveness, efficiency, and innovation. It identifies different types of resources and capabilities that strengthen competitive advantage, such as financial, physical, human, and technological resources as well as tangible and intangible assets. Sustaining competitive advantage over time depends on barriers to imitation, the capabilities of competitors, and the dynamism of the industry. Companies can fail if they are unable to change strategies and structures to adapt to shifting competitive conditions.
Industry analysis 4
1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures.
3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
Environ 3
This document discusses the environment of business and identifies key stakeholders and components of a company's macroenvironment and competitive environment. The main stakeholders are stockholders who want returns, customers who want quality products and services, and employees who want jobs, wages and growth opportunities. The macroenvironment includes political/legal, economic, technological, and socio-cultural factors that influence companies. The competitive environment consists of a company's direct competitors and other forces in its immediate industry.
Environ 3
This document discusses the environment of business and identifies key stakeholders and components of a company's macroenvironment and competitive environment. The main stakeholders are stockholders who want returns, customers who want quality products and services, and employees who want jobs, wages and growth opportunities. The macroenvironment includes political/legal, economic, technological, and socio-cultural factors that influence companies. The competitive environment consists of a company's direct competitors, suppliers, substitutes, buyers and new entrants in an industry.
Environ 3
The document discusses the environment and stakeholders of a business. It identifies key external factors such as the economy, technology, socio-cultural values, demographics, and legislation that influence a company. It also examines a company's immediate industry environment including suppliers, buyers, new entrants, and rival firms. Porter's five forces model is introduced to analyze competitive forces in an industry. Different generic competitive strategies such as cost leadership, differentiation, and focus are also outlined.
emba - 5 stages
1. The document outlines the five key tasks in the strategic planning process: develop the vision, set objectives, craft the strategy, implement the strategy, and evaluate performance.
2. It discusses the importance of developing a clear vision and mission, setting specific and measurable objectives, crafting a strategy that considers internal resources and external opportunities/threats, implementing through leadership and organizational culture, and evaluating performance using both financial and non-financial metrics.
3. Effective strategic planning requires aligning all areas of the organization behind the strategy through communication and creating a shared vision.
Intro 2
1. Strategic management is a 5-step process that includes developing a vision, objectives, strategy, implementation, and evaluation.
2. A strategic plan is a long-term, shared, leader-driven vision-driven plan that outlines the unique activities to attain the organization's goals.
3. Strategic management involves both planning, which includes developing the vision, objectives and strategy, and management, which includes implementing and evaluating the plan.
More from igchowdhury (16)
Strat generic 7
- 12. Elements of Low-cost Skills/resources required Organizational requirement Capital Tight cost control Engineering skill Frequent & detailed reports Close supervision Structured organization Easy product design Incentives based on target Low-cost distribution Strong supply chain
- 13. Elements of Differentiation Skills/resources required Organizational requirement Strong marketing Strong coordination Product engineering Subjective measurement Creative flair Amenities to attract skilled people Strong research Leadership in Quality Technology