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Strategic Management And Implementation TMU.ppt

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MessagePosté le: Lun 2 Mai 2016 - 23:25 Sujet du message: Strategic Management And Implementation TMU.ppt Répondre en citant




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All for free. Oticon Parallel structures separate structures of separate management processes e.g. The resources of the firm Organizational capabilities Appraising the profit potential of resources and capabilities (sustainability and appropiability). Global watch industry went to three significant technology-market discontinuities Dominant design switches with three outcomes bankruptcy entrepreneurship weathering the storm 87Other Examples New paradigm often results in displacement of incumbents by new entrantsMechanical to electronic to auto-kinetic watches Wired to wireless telecom Bank branches to ATMs Vacuum tubes to transistors Propulsion to jet engines Typewriters to word processors 35MM Camera to Digital Photos Disk drives for desktop to laptop PCs Brickmortar bookstores to e-book retail 88Strategy and InnovationPart I, Day 1 What is strategy? Frameworks External vs Internal Focus Customer Knowledge Strategy and Design Part II, Day 1 Strategic Management of Innovation Market and Firm Inertia Photography Industry 89Technological SubstitutionDigital 35MM 90From 35MM to Digital CamerasDigital with FLASH CARD35MM with FILM 91Paradigm35MM Digital 92Key Players, Value ChainPlayers Kodak, Canon, Minolta, Fuji, Agfa-Gevaert, Sony, Zeiss Ikon, Polaroid (bankrupt in 2002), Casio Value Chain (1) Housing, (2)Shutter mechanism, (3) Optics, (4) Flash and Power source, (5) Development, (6) Printing, (7) Wholesale and (8) Retail 93Evolution in this ecology! 80-85.2 86-90.3 91-95. Pros andamp; Cons of Basic Organizational Designs Multidivisional Structure Pros: simplifies co-ordination across functions within units, can be very large and still maintain control, facilitates idiosyncratic treatment of customers when they differ greatly. Post Reply Close Saving. Download Presentation Loading in 3 Seconds Advertisement X Share Download X Share Presentations Email Presentation to Friend Type your name Embed Code 1 / 109 Download Presentation Strategic Management and Implementation TMU PowerPoint PPT Presentation By ryanadan 732 SlideShows Follow User 245 Views Uploaded on 18-01-2011 Presentation posted in: Automobile / Transport Description Statistics Report Strategic Management and Implementation TMU. Close . 3M, TQM, change management process Network and Virtual Organizationthe boundaryless corporation e.g. C.

Write a Comment . Death of 'Dominant Design' Firm versus its environment Some examples What watch do you wear? 2. ?: Business week and US Companies.Where is Haider, Bank of China, etc. Resources and capabilities are the primary sources of profitability But note that platform of capabilities can become a TRAP Pennings TUM Strategic Management Innovation Evolution of Honda: A Strategy Based Upon Resources and Capabilities 50cc 2-cycle engine Related products: ground tillers, marine engines, generators, pumps, chainsaws Founding of Honda motor company 405cc motor cycle 4 cycle engines 1948 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 First product: clip-on engine for bicycles The 50cc super -cub N360 mini car 1000cc Goldwing touring motor cycle Acura Car division Pennings TUM Strategic Management Innovation Resources as the Basis for Superior Profitability Patents Brands Retaliatory capability Barriers to Entry Industry Attractiveness Monopoly Market share Rate of Profit in Excess of the Competitive Level Firm size Financial resources Vertical Power Process technology Plant size Low-cost inputs Cost Advantage Competitive Advantage Brands Product technology Marketing capabilities Differentation Advantage Pennings TUM Strategic Management Innovation The Relationships Between Resources, Capabilities and Competitive Advantage INDUSTRY KEY SUCCESS FACTORS COMPETITIVE ADVANTAGE STRATEGY ORGANIZATIONAL CAPABILITIES RESOURCES TANGIBLE INTANGIBLE HUMAN Financial Physical Specialized skills and knowledge Communication & interactive abilities Motivation Technology Reputation Culture Structure Pennings TUM Strategic Management Innovation The Rent-Earning Potential of Resources and Capabilities Scarcity THE EXTENT OF THE COMPETITIVE ADVANTAGE ESTABLISHED Relevance Durability THE PROFIT EARNING POTENTIAL OF A RESOURCE OR CAPABILITY SUSTAINABILITY OF THE COMPETITIVE ADVANTAGE Mobility Replicability Property rights Relative bargaining power APPROPRIABILITY Embeddedness of resources Pennings TUM Strategic Management Innovation Growth of service sector partly explains increase in Strategy as Firm Knowledge Source: World Bank, 1998 Pennings TUM Strategic Management Innovation Growth of service sector in Sweden, similar to other EU countries Employment Percent Agriculture Service Industry Source: IUI Pennings TUM Strategic Management Innovation The new forces Deregulation Globalization Traditional sources of competitive leverage Pennings TUM Strategic Management Innovation Digitization Source: Unleashing the Killer App Revolutionary changes Digitization - Computing power and communications bandwidth becoming cheap enough to treat as disposable (Moores law) Compare doubling grains of dirt on a chess board Globalization China, World is a large network, global network of suppliers and buyers, 24 hour operations, shop on a global basis Deregulation - Free market better regulator than government, e.g., airlines, communications, banking Pennings TUM Strategic Management Innovation Business Week 1998 Pennings TUM Strategic Management Innovation Business week and US Companies.Where is Haider, Bank of China, etc. We'll even convert your presentations and slide shows into the universal Flash format with all their original multimedia glory, including animation, 2D and 3D transition effects, embedded music or other audio, or even video embedded in slides. '[W]aves of new approaches [have been] proposed. Oticon Parallel structuresseparate structures of separate management processes e.g. Slide103: Patents, Strategic Alliances, Joint Ventures.

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