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Table Of Contents

1. Business management strategy
1.1 Responsiveness and differentiation
1.2 Global scale efficiencies
1.3 Transfer of knowledge
2. Organization model
2.1 Multinational model
2.2 International model
2.3 Global model
2.4 Transnational model
3. Cultural efficiencies in business management
3.1 Family management culture (multinational)
3.2 Group management culture (global)
3.3 Professional management culture (international)
3.4.1 Historical factors
4. Technology management strategy
SA
4.1 Centralized technology management (global)
4.1.1 The CTM best practices
4.2 Local technology management (multinational)
4.2.1 LTM best practices
4.3 Globally coordinated technology management
4.3.1 GTM best practices
4.4 Strategic alliances
5.4.1 Defining the company mission
5.4.2 Components of a company mission
5.5 Stakeholder approach to company responsibility
5.6 Internal analysis
5.7 External environment
5.7.1 Remote environment
5.7.2 Industry environment
5.7.2.1 Industry and competitive analysis
5.7.3 Operating environment
5.8 Environmental factors
6. Strategic management analysis and choice
6.1 Long-term objectives and grand strategies
6.1.1 Long-term objectives
6.2 Generic strategies
6.3 Traditional grand strategies
6.3.1 New grand strategies—corporate combinations
7. Strategic analysis and choice
7.1 Sources of competitive advantages (C)
7.1.1 Risks of cost leadership
7.1.2 Risks of differentiation
7.1.3 Speed
7.2 Industry environment and strategic choices (I)
7.2.1 Emerging industries
7.2.2 Maturing industries
7.2.3 Declining industries
7.2.4 Fragmental industries
7.2.5 Global industry
7.3 Additional considerations affective strategy choices (A)
8. Strategic choice in different type of businesses
8.1 Strategic choice in single product businesses
8.1.1 Grand strategy selection matrix
8.1.2 Model of grand strategy clusters
8.2 Strategic choice in multi-business companies
8.2.3 Question 3: Does it balance
8.2.3.1 Cash Generating Matrix
8.2.3.2 Business strength matrix
8.2.3.3 Life cycle competitive strength matrix
9. Strategy management implementation
10. Implementing strategic through business functions
10.1 Action plans and short-term objectives
10.1.1 Benefits
10.2 Functional tactics
10.2.1 POM Production Operations Management
10.2.2 Purchasing as a critical part of POM
10.2.3 Planning and control in POM
10.2.4 Marketing
10.2.5 Accounting and finance
10.2.6 Research and development
10.2.7 HR
10.3 Policies empowering operational personnel
11. Integrating strategy into the organization
11.1 Types of primary organization structure
11.1.1 Organizational structure
11.1.2 Functional structure
11.1.3 Geographic organizational structure
11.1.4 Divisional structure
11.1.5 Matrix organizational structure
11.2 Selecting an effective organizational structure
11.2.1 Five different types of critical activities
11.2.2 Business process reengineering
11.2.3 Downsizing
11.2.4 Step-by-step development of strategy and structure
11.3 Leadership in an organization
11.3.1 Rebuild an organization
11.3.2 Concerns of organizational leadership
11.3.3 Advantages of existing executives
11.3.4 Disadvantages of existing executives
11.3.5 Advantages of outsiders
11.3.6 Disadvantages of outsiders
11.4 Defining the culture of an organization
11.4.1 Impacts on a company culture
11.5 Establishing a reward system
12. Strategic control and continuous improvement
12.1 Establishing strategic control
12.1.1 Premise control
12.1.2 Implementation control
12.1.3 Strategic surveillance
12.1.4 Strategic alert control
12.2 Operational control systems
12.2.1 Budgets
12.2.2 Schedules
12.2.3 Essential success factors
12.3 The quality imperative, continuous improvement
12.3.1 Ten important elements of TQM
13. Value Chain Analysis
13.1 Generic categories
13.2 Roles
13.3 Assessment considerations
13.4 Linkages
13.5 Buyer’s value chain
13.6 Competitive scope
14. Cost advantage via value chain analysis
14.1 Value chain for cost analysis
14.2 Disaggregating of a value chain
14.3 The principles to determine a particular activity impact
14.4 Assignment of costs and assets
14.5 Cost behavior
14.6 Diagnosis of cost drivers
14.7 Cost dynamics
14.8 Cost strategy
14.9 Reconfigure the value chain
14.10 Pitfalls of cost leadership
14.11 Benefits of cost strategy
15. Differentiation advantage via value chain analysis
15.1 Sources of differentiation
15.2 Drivers of uniqueness
15.3 Differentiation costs
15.4 Buyer value and differentiation
15.5 Buyer perception of value
15.6 Buyer purchase criteria
15.7 Increasing the value
15.8 Determining competitive positions
15.9 Enhancing differentiation position
15.10 Sustainability of differentiation
15.11 Pitfalls
16. Focus advantage via value chain analysis
16.1 Foundation for segmentation
16.2 Segmentation process
16.3 Segmentation matrix
16.4 Segmentation process illustration
16.5 Segmentation and focus strategy
16.6 Segment attractiveness factors
16.7 Focus strategy considerations
16.8 Sustainability
16.9 Pitfalls and opportunities
P. 1
Business Strategies and Value Chain Management

Business Strategies and Value Chain Management

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Published by AuthorHouseBooks
This book is an introduction to the complexity of business strategies and value chain management. It shows the variety of the different strategies and their importance in a company’s failure or success..
This book is an introduction to the complexity of business strategies and value chain management. It shows the variety of the different strategies and their importance in a company’s failure or success..

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Publish date: Apr 24, 2013
Added to Scribd: May 01, 2013
Copyright:Traditional Copyright: All rights reservedISBN:9781481786034
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