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PLAKADO STRATMAN Flashcards

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1
Q

STRATEGIC COMPETITIVENESS
achieved

A

achieved when a firm successfully implementing and formulates value-creating strategy

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2
Q

STRATEGY
coordinated set

A

coordinated set of commitments and actions to design exploit core competencies and gain competitive advantage

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3
Q

COMPETITIVE ADVANTAGE
implements strategy

A

implements strategy to create superior value for customers

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4
Q

ABOVE-AVERAGE RETURNS

A

returns in excess of what an investors expect to earn from other investment

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5
Q

RISK
investor’s uncertainty

A

investor’s uncertainty about economic gain or losses

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6
Q

AVERAGE RETURNS

A

returns equal to investors expect to earn from other investments

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7
Q

STRATEGIC MANAGEMENT PROCESS
full set

A

full set of commitment, decisions and actions
involve analysis, strategy and performance

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8
Q

HYPERCOMPETITVE
competition that

A

competition that is excessive to create inherent instability
result from dynamic strategic maneuvering

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9
Q

GLOBAL ECONOMY
move freely
reflect to realities

A

goods, services, people, skills & ideas are move freely
reflects to realities of hypercompetitive business environment

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10
Q

GLOBALIZATION
interdependence
led to

A

increasing economic interdependence among countries
led to higher performance standards

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11
Q

TECHNOLOGY-RELATED TRENDS AND CONDITIONS CAN BE PLACED INTO

A

Technology diffusion and disruptive technologies
The information age
Increasing knowledge intensity

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12
Q

RATE OF TECHNOLOGY DIFFUSION
speed

A

speed of new technologies become available and used

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12
Q

PERPETUAL INNOVATION
rapidly
shorter

A

rapidly and consistently new
shorter product life cycle

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12
Q

THE INFORMATION AGE
source

A

important source of competitive advantage

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13
Q

DISRUPTIVE TECHNOLOGIES
destroy

A

destroy the value of existing technologies

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13
Q

STRATEGIC FLEXIBILITY
set of capabilities

A

set of capabilities used to respond for various demands and opportunities

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14
Q

INCREASING KNOWLEDGE INTENSITY
basis of
gained through

A

knowledge is basis of technology and its application
gained through experience, observation, and inference
intangible source

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15
Q

I/O MODEL OF ABOVE-AVERAGE RETURNS
explains external environment’s
find most attractive

A

explains external environment’s dominants influence on firm’s strategic actions
find most attractive industry in which to compete

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16
Q

RESOURCE-BASED MODEL OF ABOVE-AVEERAGE RETURNS
organization is collection

A

organization is collection of unique resources and capabilities

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17
Q

CAPABILITY
capacity for a set

A

capacity for a set of resources to perform a task in integrative manner

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18
Q

CORE COMPETENCIES
capabilities that serve

A

capabilities that serve as a sources of competitive advantage for a firm

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19
Q

VISION
VISION STATEMENT

A

picture of what the firm wants to be
short and concise

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20
Q

STAKEHOLDERS

Study These Flashcards
A

individual, groups and organizations that can affect firm’s mission and vision

20
Q

CLASSIFICATION OF STAKEHOLDERS

Study These Flashcards
A

Capital market stakeholders
Product market stakeholders
Organizational stakeholders

21
Shareholders and the major suppliers of a firm's capital
CAPITAL MARKET STAKEHOLDERS
22
both expect a firm to preserve and enhance the wealth they have
SHAREHOLDERS AND LENDERS
23
impose stricter covenants on subsequent borrowing of capital
DISSATISFIED LENDERS
23
willing to sell their stock if the returns are not what they desire
INSTITUTIONAL INVESTORS
24
MISSION specified the business, intends to strong
specified the business which the film intends to compete and the customers it intends to serve strong sense of ethical standards
25
hold a large share of stock
CLEARLY SHAREHOLDERS
25
firm's primary customer, suppliers, host communities and unions representing the workforce
PRODUCT MARKET STAKEHOLDERS
25
all of firm's employees, including both non-managerial and managerial personnel
ORGANIZATIONAL STAKEHOLDERS
25
individuals and groups who have invested capital in a firm in the expectation of earning a positive return on investment.
SHAREHOLDERS
26
people located in different areas and levels of the firm using strategic management process to select strategic actions
STRATEGIC LEADERS
26
affects strategic leaders and their work.
ORGANIZATIONAL CULTURE
27
composed of dimensions in the broader society that influence an industry.
GENERAL ENVIRONMENT
27
SEVEN ENVIRONMENTAL SEGMENTS
Demographic Economic Political/legal Sociocultural Technological Global Sustainable Physical
27
how companies gather and interpret information about their competitors.
COMPETITOR ANALYSIS
28
identifying early signals of environmental changes and trends.
SCANNING
28
set of factors that directly influences a firm and its competitive actions and responses
INDUSTRY ENVIRONMENT
29
detecting meaning through ongoing observations of environmental changes and trends.
MONITORING
30
developing projections of anticipated outcomes based on monitored changes and trends.
FORECASTING
30
determining the timing and importance of environmental changes and trends for firms’ strategies and their management.
ASSESSING
30
study of all segments in the general environment.
SCANNING
30
condition in the general environment that helps a company reach strategic competitiveness.
OPPORTUNITY
30
condition in the general environment that may hinder a company’s efforts to achieve strategic competitiveness.
THREAT
31
designed for a volatile environment is inappropriate for a firm in stable environment.
SCANNING SYSTEM
31
analysts observe environmental changes to see if an important trend is emerging from among those spotted through scanning.
MONITORING
32
are particularly important when a firm competes in an industry with high technological uncertainty.
SCANNING AND MONITORING
33
analysts develop feasible projections of what might happen, and how quickly, as a result of the events and trends detected through scanning and monitoring.
FORECASTING
33
34
determine the timing and significance of the effected of environmental changes and trends that have been identified.
ASSESSING
35
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