Strategic Alliance
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The document discusses strategies for forming successful strategic alliances. It recommends alliances be composed of specialist partners that provide complementary products, distribution, customer communication, and support services. It identifies challenges like maintaining autonomy and focus, issues like culture clashes, and factors for success including similarity between partners in culture, size, and experience. Critical elements of trust building in alliances are also outlined.
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The document discusses different types of properties of matter including physical, chemical, and biological properties. It defines physical properties as those that can be observed without changing the identity of the substance such as mass, volume, density, state, color, odor, and hardness. Chemical properties describe a substance's ability to change into a new substance with different properties through chemical reactions. Biological properties distinguish living from nonliving things.
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123• ENVIRONMENTAL SCANNING (GATHERING INF.docx
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• ENVIRONMENTAL SCANNING (GATHERING INFO)
– EXTERNAL: OPPORTUNITIES AND THREATS
• NATURAL, SOCIETAL, INDUSTRY (TASK)
– INTERNAL: STRENGTHS AND WEAKNESSES
• STRUCTURE – ORGANIZATIONAL
• CULTURE – VALUES
• RESOURCES – ASSETS AND COMPETENCIES
• STRATEGY FORMULATION (DEVELOPING PLANS)
– MISSION, OBJECTIVES, STRATEGIES, POLICIES
• STRATEGY IMPLEMENTATION (PUTTING STRATEGY INTO
ACTION)
– PROGRAMS, BUDGETS, PROCEDURES
• EVALUATION AND CONTROL (MANAGEMENT)
– MEASURING PERFORMANCE – RESULTS
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GUIDELINES FOR DECISION MAKING LINKING
THE ‘FORMULATION’ OF STRATEGY WITH ITS
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1.AN ECONOMIC INSTITUTION
2.A HUMAN ORGANIZATION
3.AN EMBODIMENT OF VALUES
WE MEAN ALIGNMENT – ACHIEVED
THROUGH STRATEGY, SHAPED BY GOALS,
DRIVEN BY MISSION, GROUNDED ON
VALUES, SHAPED BY LEADERS, AND
IMPLEMENTED BY PEOPLE.
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Carroll’s Pyramid of Corporate Social Responsibilities
ECONOMIC
Required
Be profitable. The Foundation on which all others rest
LEGAL
Required
Obey the law. Law is society’s codification of
right and wrong.
ETHICAL
Expected
Obligation to do what is right and fair.
Avoid doing harm.
PHILANTHROPIC
Desired
Be good corporate citizens.
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SWOT OF MAYTAG ENTERING
THE EU
THE SWOT
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STRATEGY
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COMPARATIVE ADVANTAGE
MEASURED BY EFFICIENCY AND OPPORTUNITY COST
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• CAPABILITIES – EXPLOIT RESOURCES
• GENERAL MANAGEMENT
• COMPETENCY – INTEGRATION OF
CAPABILITIES
• PRODUCT DEVELOPMENT
• CORE COMPETENCY – COLLECTION OF
COMPETENCIES TRANSCENDING DIVISIONS
• PRODUCT DEVELOPMENT AND DISTRIBUTION
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Unfortunately, investors don't
reward senior managers for
simply occupying and defending
market positions. They look
for evidence that the company
can continually find new
competitive advantages.
To do that, managers
need a corporate theory that
explains how they can create
value by combining the
company's unique resources
and capabilities with other
assets.
A good theory incorporates
foresight about an industry's
future, insight into which internal
capabilities can optimize
that future, and cross-sight
into which assets can be
configured to create value.
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A good theory incorporates
foresight about an industry's
future, insight into which internal
capabilities can optimize
that future, and cross-sight
into which assets can be
configured to create value.
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WELCH'S ADVICE THAT WILL GUARANTEE YOU WILL WIN!
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This weekly digest from DealMarket provides summaries of recent private equity news items:
1) A study found that family-owned businesses were more innovative than comparable companies, filing more patents while spending less on R&D.
2) A report showed that sector-focused private investment funds outperformed generalist PE funds over 10 years, with sector specialists achieving higher returns.
3) Sequoia Capital shared "eternal truths" from its decades of investing, including that outperformance comes from patience and gradual team improvement.
Culture Eats Fintech for Breakfast - MEL
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
The Folklore of Finance
The document discusses how "folklore", or shared beliefs rooted in human bias, influence behaviors in the investment management industry in detrimental ways. Specifically, it outlines how the industry's focus on producing alpha, reliance on past performance, and definitions of success that prioritize short-term gains over long-term investor goals have led to failures to achieve true success or help investors meet their long-term financial objectives. The document advocates for reallocating resources away from activities that contribute little value and toward those that better support investors' long-term needs through emphasizing goal prioritization, effective communication, and incorporating insights from behavioral finance.
Mediation and conflict resolution: Training Course
Course of content on mediation and conflict resolution by Dr. Ritu Gautam, Mediation Training Expert, Family dispute resolution clinic Coordinator, Legal professional
Nature and Scope of Consumer Behavior
Nature and Scope of Consumer BehaviorWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will understand what kind of product and services consumer buy, the motive of buying, buying frequency and various other factors. We will also discuss about types of consumers, importance, and growth and consumer scenario in India.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Dealmarketdigestissue16214november2013 141113090350-conversion-gate01 (1)
This document provides a summary of several articles related to private equity. It discusses the following key points:
1) A study found that family-owned businesses were more innovative than comparable non-family businesses, as measured by increased patenting and citations, despite spending less on R&D.
2) A study found that sector-focused private investment funds outperformed more generalist PE funds over a ten-year period, with higher returns.
3) An article summarizes eternal truths and lessons learned from Sequoia Capital's 42 years of investing in Silicon Valley, including the benefits of investing anti-cyclically.
What is the BIG Idea? by Paul Ahlstrom
Ideas to take the Puerto Rico VC Industry (or any country for that matter) to the next level. Policies, ecosystem development, think globally, liquidity and trust.
Chapter 1
The document provides definitions and explanations of key marketing concepts and terms. It defines customer satisfaction, brand loyalty, and macromarketing. It explains the concept of economies of scale and different economic systems. It also outlines the five stages in marketing evolution, including the simple trade era, production era, sales era, marketing department era, and marketing company era. The document emphasizes building customer value and loyalty through understanding customer needs.
Chapter 1
The document provides definitions and explanations of key marketing concepts and terms, including customer satisfaction, brand loyalty, macromarketing, economies of scale, economic systems, and the stages of marketing evolution. It discusses how marketing seeks to accomplish organizational objectives by anticipating customer needs and directing a flow of goods and services from producers to customers. Marketing aims to build awareness, adoption, and loyalty. The document also contrasts command and market-directed economic systems.
Chapter 2
The document outlines key concepts in event management, including defining sport event management, identifying stakeholders and their needs using tools like the event triangle and festival frame, the 4 phases of event planning, important elements of strategic planning and staffing, the need for pre-event briefings, and using contingency planning to address potential issues. It provides definitions and explanations of these core event management topics.
InfoComics - Agile Methodologies
The document discusses agile methodologies and lean philosophy. It explains that Taller incorporates agile development into its processes which emphasizes continuous improvement through experimentation, inspection, and adaptation. Adopting lean principles provides benefits like eliminating waste, continuous improvement, and motivating employees. Agile development is compared to traditional waterfall methods, noting that agile allows for more transparency, security, return on investment, and control over projects.
Cohen_Summit 2023-FINAL.pptx
The document outlines key factors for organizations to thrive amidst uncertainty based on a presentation by the CEO. It discusses various economic, political, technological, and global uncertainties and challenges over the past few decades. The CEO presents 7 key factors for thriving in uncertainty: embracing change, fostering innovation, building resilience, listening to customers, investing in people, leveraging technology, and seeing risk as an opportunity. However, the CEO acknowledges that many other important factors were not included, such as leadership, marketing, strategic planning, customer service, and regulatory compliance. Ultimately, the CEO argues that thriving amidst uncertainty requires authenticity, grit, embracing ambiguity, and turning it into an asset through continuous growth and innovation.
Ethics of-production
This document discusses creating an ethical culture in business. It argues that defining a manager's role as solely profit-maximization can conflict with ethics and is dysfunctional, as business environments require cooperation between interdependent stakeholders. The document proposes two principles to give ethical purpose to management: 1) recognize one's interdependence with others for success, and 2) see others not as constraints but as necessary partners. It provides examples of ethical dilemmas in business and advocates for changing perceptions so managers promote win-win cooperation instead of seeing stakeholders as adversaries.
WTI - Recreational cycling and social media workshop slides
The document discusses strategies for using social media effectively for business purposes. It recommends starting with a clear strategy and objectives, finding an authentic voice, and being patient as it can take time to build an online presence. Specific social media platforms like Facebook, Twitter, blogs, YouTube and Flickr are examined and tips are provided on how to use them strategically for goals like marketing, branding, customer relations and thought leadership. The importance of engaging in conversations and communities online is emphasized.
Similar to Strategic Alliance (20)
Social Media Ethics: Letting the PRSA Code of Ethics Guide Your Behavior
Social Media Ethics: Letting the PRSA Code of Ethics Guide Your Behavior
2011 SLA Annual Conference & INFO-EXPO: Novel Applications for TD Bank\'s...
2011 SLA Annual Conference & INFO-EXPO: Novel Applications for TD Bank\'s...
Mediation and conflict resolution: Training Course
Mediation and conflict resolution: Training Course
Dealmarketdigestissue16214november2013 141113090350-conversion-gate01 (1)
Dealmarketdigestissue16214november2013 141113090350-conversion-gate01 (1)
WTI - Recreational cycling and social media workshop slides
WTI - Recreational cycling and social media workshop slides
Strategic Alliance
- 1. GROUP FIVE * CHAPTER *Axel, Bobby, Ezra, Kelvin, Maya, Sadrakh
- 3. BUILD A NETWORK OF ALLIANCE Should be composed of specialist partners: oProduct/service supply oDistribution oCustomer communication oSupport services
- 5. SUCCESSFUL STRATEGIC ALLIANCE ANALYSIS 1 CHALLENGES 2 CHARACTERISTIC S 3 FACTORS
- 6. 2 3 CHALLENGES
- 7. WHAT ARE THE OBSTACLES FACED WHEN FORMING STRATEGIC ALLIANCE?
- 8. 1: AUTONOMY
- 11. 4: POLITICKIN
- 12. 5: INNOVATION
- 13. 6: LEARNIN G
- 14. 7: PEOPL E
- 15. 8: ‘BLACK BOX’
- 16. 9: CULTUR E
- 17. 1 2 3 CHARACTERISTICS
- 18. HOW DOES A SUCCESSFUL STRATEGIC ALLIANCE LOOK LIKE?
- 19. FACT #1: VENTURES TEND TO BE MORE SUCCESSFUL WHERE PARTNERS ARE HOMOGENOUS
- 20. FACT #2: VENTURES ARE LESS SUCCESSFUL WHERE NEITHER PARTNER HAS PRODUCTS, SERVICES, ASSETS, OR EXPERIENCE RELATED TO ITS VENTURE
- 21. FACT #3: VENTURES LAST LONGER BETWEEN PARTNERS OF SIMILAR CULTURES, ASSET SIZES AND VENTURING EXPERIENCE LEVELS
- 22. 1 2 3 FACTORS
- 23. “ The best way to find out if you can trust somebody is to trust them.” - Ernest Hemingway
- 24. WHAT ARE THE SEVEN CRITICAL TRUST ELEMENTS?
- 27. DEMANDS LEARNING
- 28. REQUIRES TOUGHNESS (ESPECIALLY WHEN WRONG MATCHES ARE MADE)
- 32. BUT MOST OF ALL: KNOW WHEN TO SAY GOODBYE
- 33. QUESTIONS?
- 34. THANK YOU PG 489-492 OF PEARSON INTERNATIONAL MARKETING CREDIT IMAGES BY GOOGLE DESIGN BY MAYA