The document contains code for three forms with buttons that show and hide different forms. Form1 has a button that concatenates text from two text boxes into a message. It also has buttons that check a text box value against thresholds and display pass/fail or bonus/sorry messages. Form2 and Form3 have buttons that show themselves while hiding the current form.
The document contains code for three forms with buttons that show and hide different forms. Form1 has a button that concatenates text from two text boxes into a message. It also has buttons that check a text box value against thresholds and display pass/fail or bonus/sorry messages. Form2 and Form3 have buttons that show themselves while hiding the current form.
The document provides frameworks for analyzing companies and industries, including the Five C's for examining a company, SWOT analysis, Porter's Five Forces, and issue trees. It discusses considering trends beyond the industry level in macroeconomics, politics, consumer trends, and technology. Profitability is analyzed using equations for expected profit that include price, volume, revenues, costs, and cost of capital. An example issue tree is provided to disaggregate the problem of declining profits for a rug retailer.
The document discusses several topics related to capacity strategy including:
- Issues around capacity levels, number and location of sites, and managing capacity changes.
- Factors that influence the overall level of capacity such as demand forecasts, capital availability, and economies of scale.
- Questions around who should be involved in decisions regarding number and capacity of sites, site locations, and task allocation.
- Performance measures and competitive objectives impacted by capacity strategy decisions.
This chapter examines achieving sustainability, which is maintaining fit while extending operations capability and market requirements. Sustainability involves aligning resources with requirements, developing competitive advantage, and accounting for uncertainty. It can be achieved through barriers to entry, imitation, and developing capabilities through single-loop and double-loop learning over time. The operations strategy matrix is used to categorize path dependencies and trajectories of development based on changes in technology, processes, and markets.
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.
The document provides frameworks for analyzing companies and industries, including the Five C's for examining a company, SWOT analysis, Porter's Five Forces, and issue trees. It discusses considering trends beyond the industry level in macroeconomics, politics, consumer trends, and technology. Profitability is analyzed using equations for expected profit that include price, volume, revenues, costs, and cost of capital. An example issue tree is provided to disaggregate the problem of declining profits for a rug retailer.
The document discusses several topics related to capacity strategy including:
- Issues around capacity levels, number and location of sites, and managing capacity changes.
- Factors that influence the overall level of capacity such as demand forecasts, capital availability, and economies of scale.
- Questions around who should be involved in decisions regarding number and capacity of sites, site locations, and task allocation.
- Performance measures and competitive objectives impacted by capacity strategy decisions.
This chapter examines achieving sustainability, which is maintaining fit while extending operations capability and market requirements. Sustainability involves aligning resources with requirements, developing competitive advantage, and accounting for uncertainty. It can be achieved through barriers to entry, imitation, and developing capabilities through single-loop and double-loop learning over time. The operations strategy matrix is used to categorize path dependencies and trajectories of development based on changes in technology, processes, and markets.
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.