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| the process of coping with uncertainity by formulating future courses of action |
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| efficiency of current operations; expert in a narrow market. Harley Davidson, loyal customers |
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| prospectors (uncettainity) |
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| Searching for new opportunities; change and uncertainty. Amazon's Kendle |
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| stable markets, follow the leaders, idea of moving together as one, see how others are moving |
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| waiting for adversity, opposition, Kodak in loosing market share to digital camera |
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| essentials of planning (3) |
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| mission (how and why exists), objective (concrete, set in stone goals), strategy (road map, way to achieve objectives) |
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| Planning horizons (strategic, intermediate, operational) |
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| strategic:1-10 years, intermediate: 6mths-2 years, operational: 1 week to 1 year |
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| Fixed/(price- variable costs) |
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| set of goals and policies designed to achieve a competative advantage in a paticular marketplace |
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| transform inputs into goods and services at a max pofit, as well as better than one's competators |
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| unique products, services, delivery channels (lexus, weber grills, ralph lauren) |
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| differentiation, focus, cost leadership |
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| a unique product with a segmented niche (rolls royce, high end golf) |
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| not fully committed, sears, target, starbucks |
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| high value of sales based on low quality, perceived value (walmark, jetblue, old navy) |
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| strategic management process and SWOT (strengths, weeknesses, oppt and threats) |
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| strategic management process and SWOT (strengths, weeknesses, oppt and threats) |
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| Levels of strategic analysis (3) |
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corporate: what businesses we are in, puting pepsi with other brands business unit:identify corporate advantage with cost differentiation in a particular market functional: specific to a product |
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| 4 sectioned chart: stars, ?, cash cow, dogs |
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| spend money now in hopes of turning into a cash cow (disney getting into other industry) |
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| spend money now in hopes of turning into a cash cow (disney getting into other industry) |
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| buying a bunch, but not getting a strong market share |
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| buying a bunch, but not getting a strong market share |
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| buying a bunch, but not getting a strong market share |
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| ge and kellogs, these are the companies that have established a product and are getting a strong dividend |
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| low growth and others entering the market (soft drinks) |
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| supliers, buyers, rivals, subs, new entrants |
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| where to enter and be effective, ford sends out pieces to make axel outside the company, then sent back |
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