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Definition
| Results when the organization aims to be the lowest cost producer in the marketplace. They focus on minimizing costs. |
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Definition
| Organization qualifies its product or service in a way that allows it to appear unique in the marketplace. Finds ways to add value to dimensions important to their customers. |
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Definition
| Allows an organization to limit its scope to a narrower segment of the market and tailor its offerings to that group of customers. |
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Definition
| Organization seeks a cost advantage within its segment |
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Definition
| Seeks to distinguish its products or services within the segment |
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Definition
| Holds that the timing of the use of specialized knowledge can create a differentiation advantage as long as the knowledge remains unique. The advantage is static because the purchase is a one-time event. |
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Term
| Unlimited Resources Model |
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Definition
| Utilizes a large base of resources that allows an organization to outlast competitors by practicing a differentiation strategy. |
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Definition
| Models suggest that the speed and aggressiveness of the moves and countermoves in any given market create an environment in which advantages are "rapidly created and eroded". 1) Cost/quality, 2) timing/know-how, 3) strongholds, 4) deep pockets |
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Term
| First S: Superior Stakeholder Satisfaction |
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Definition
| Understanding how to maximize customer satisfaction by adding value strategically |
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| Second S: Strategic Soothsaying |
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Definition
| Seeking out new knowledge that can predict or create new windows of opportunity |
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| Third S: Positioning for Speed |
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Definition
| Preparing the organization to react as quickly as possible |
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| Fourth S: Positioning for Surprise |
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Definition
| Preparing the organization to respond to the marketplace in a manner that will surprise competitors |
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| Fifth S: Shifting the rules of competition |
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Definition
| Finding new ways to serve customers which transform the industry |
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| Sixth S: Signaling Strategic Intent |
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Definition
| Communicating the intended actions of a company, in order to stall responses by competitors |
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| Seventh S: Simultaneous and sequential strategic thrusts |
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Definition
| Taking a series of steps designed to stun and confuse competitors in order to disrupt or block their efforts |
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Term
| Porter's Generic Strategies Framework |
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Definition
| Firms achieve competitive advantage through cost leadership, differentiation, or focus |
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Term
| D'Aveni's Hypercompetition Model |
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Definition
| Speed and aggressive moves and counter moves by a firm create competitive advantage |
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Definition
| Organization's design as well as the choices it makes to define, set up, coordinate, and control it's work processes. |
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Definition
| Identifies the crucial components of an organization's plan as its business processes, its values and beliefs, its management control systems, and its tasks and structures. |
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Definition
| Organizational, control and cultural variables used by decision makers to effect changes in their organizations. |
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Term
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Definition
| The plan an organization uses to provide information services. |
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