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| systematically studying an issue and preparing a written document to deal with the problem |
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| short-range planning that focuses on forming ideas for dealing with specific functions in the company |
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| long-range planning done by the highest management levels in the company, including the president, vice president, and chief operating officer |
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| grand or corporate strategies |
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| provide overall direction for the company and deal with the most important aspects of the companys operations |
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| plans developed when a company tries to expand sales, products, or a number of employees |
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| plan to keep the company operating at the same level that it has for several years |
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| defence or retrenchment strategy |
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| plan to reverse negative trends in a company, such as sale losses |
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| plan that employs several different strategies at once |
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| plans that pertain to single departments or units within a company |
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| overall cost leadership strategy |
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| plan designed to produce and deliver a product or service for a lower cost than the competition |
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| making a product or service unique |
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| short-range operational plans that support business strategies by emphasizing practical implementation |
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| application of the basic planning process at the highest levels of the company |
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| developing the grand-and-business-level strategies to be used by the company |
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| document that outlines why the company exists, describes the company's basic products, and defines markets and sources of revenue |
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| concise statements that provide direction for employees and set standards for achieving the company's strategic plan |
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| technique that evauates a company's internal strengths and weaknesses and external opportunities and threats |
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| action stage of strategic management in which mangers determine and implement the most appropriate company structure, motivate employees, develop short-range goals, and establish functional strategies |
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| process of continuously monitoring the company's progress toward its long-range goals and mission |
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