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| uses IT and web portals to link organizations vertically in supply chain |
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| use IT and Web portals to link business to customers |
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| protects an insolvent firms from creditors during a period of reorganization to restore profitability |
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| is an ability to outperform rivals |
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| Growth that expands within an existing area |
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| is the strategy of working with rivals on projects of mutual benefits |
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| sets long-term direction for the total enterprise |
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| is strategically use of the internet to engage customer and potential customers in providing opinions and suggestions on products and their designs |
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| Growth that expands through entering related or new business areas |
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| involves selling off part of the organization to refocus attention to core business areas |
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| decrease the size of operations |
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| strategically use the internet to gain competitive advantage |
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| strategies that guides activities within one specific area of operations |
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| adopts standardized products and advertising for use worldwide |
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| when a business closes and sell its assets to pay creditors |
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| reduces the scale or mix of operations |
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| changes operational to correct weakness |
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| uses social media to better engage with an organization's customers clients , and external audiences in gerneral |
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| focus organizational energies on achieving a compelling goal |
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| is a comprehensive plan guiding resource allocation to achieve long-term organization goals |
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| Sustainable competitive advantage |
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| is achieved in ways that are difficult to imitate |
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| tries to operate globally without having a strong national identity |
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| Growth through acquiring suppliers or distributors |
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| analyzes business opportunities according to market growth rate and market share |
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| a special strength that gives an organization competitive advantage |
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| seeks to operate with lower costs than competitors |
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| offering products that are unique and different from those of the competitors |
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| Focused Cost Leadership Strategy |
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| seeks the lowest costs of operations with in special market segment |
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| Focused differentiation Strategy |
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| offering a unique product to a speical market segment |
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| the organization's reason for existence in society |
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| are specific results that organizations try to accomplish |
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| makes sure strategies are well implemented and that poor strategies are scrapped or changed |
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| inspiring people to implement organizational strategies |
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| is the process of formulating and implementing strategies |
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| is the process of creating strategies |
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| is the process of putting strategies into action |
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| examines organizational strengths and weakness, as well as opportunities and threats |
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| strategy involves expansion of the organization's current operations |
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| organizations joins together in partnership to pursue an area of mutual interest |
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| While there is much focus on the European debt crisis, regulations, such as the Volcker rule and Basel III, is another important development. The decision to limit what investment banks can do is intended to avoid reckless gambles that would plunge the US economy back into recession. With proprietary trading eliminated, investment banks are less effetive in raising capital. In addition, banks are required to hold onto more equity, which surpresses profit from loans and other investment. However, these changes also signals the start of new products, new ways to manage risk in investment banks and exciting new challenges for Barclays Capital to overcome. |
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