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| a creative battle where the players of a particular segment don’t compete with each other remaining in the same market space; instead explore, create, and acquire new market spaces by dealing with new demand |
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| the set of decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organization goals |
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| the plan of action that prescribes resource allocation and other activities for dealing with the environment |
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| what sets the organization apart from others and provides it with a distinctive edge in the marketplace |
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| a business activity that an organization does particularly well in comparison to competitors |
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| he level of strategy concerned with the question “What business are we in?” Pertains to the organization as a whole and the combination of business units and product lines that make it up |
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| the level of strategy concerned with the question, “How do we compete?” Pertains to each business unit or product line within the organization |
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| functional-level strategy |
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| the level of strategy concerned with the question, “How do we support the business-level strategy?” Pertains to all of the organization’s major departments |
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| the stage of strategic management that involves the planning and decision making that lead to the establishment of the organization’s goals and of a specific strategic plan |
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| the stage of strategic management that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes |
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| analysis of the strengths, weaknesses, opportunities, and threats (SWOT) that affect organizational performance |
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| a division of the organization that has a unique business mission, product line, competitors and markets relative to other SBUs in the same corporation |
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| the organization’s mix of strategic business units and product lines that fit together in such a way as to provide the corporation with synergy and competitive advantage |
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| a strategy of moving into new lines of businesses |
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| moving into new business that is related to the company’s existing business activities |
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| unrelated diversification |
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| expanding into a totally new line of business |
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| expanding into businesses that either produce the supplies needed to make products or that distribute and sell those products |
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| a type of competitive strategy with which the organization seeks to distinguish its products or services from that of competitors |
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| a type of competitive strategy with which the organization aggressively seeks efficient facilities, cuts costs and employs tight cost controls to be more efficient than competitors |
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| a type of competitive strategy that emphasizes concentration on a specific regional market or buyer group |
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| leveraging and developing more from the organization’s existing assets, capabilities, and core competencies, in a way that will provide a sustained competitive advantage |
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| the standardization of product design and advertising strategies throughout the world |
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| the modification of product design and advertising strategies to suit the specific needs of individual countries |
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| a strategy that combines global coordination to attain efficiency with flexibility to meet specific needs in various countries |
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