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Backward integration- assuming a function Previously provided by a supplier
Bankruptcy-company gives up Management of the firm to the court
Competitive Strategies-cost leadership, differentiation, and focus
Concentric Diversification-growth into a related industry has strong competitive position
Conglomerate Diversification-Diversifying into an industry unrelated to its current one
Cooperative Strategies- direction Of the firm as a whole and the management of its business or product
Corporate external Growth strategies- funds to purchase other companies
Defensive tactics-takes place in the Firm’s own current market position as defense against rival
Economies of Scale- cost falls as the Company benefits at a higher level
Executive types and Corporate strategies- Dynamic industry expert, analytical, cautious, turnaround, Professional
Feasibility of a Strategy-resources required to implement the strategy are available, can be developed or obtained
Financial strategy- financial implication Of corporate and business-level strategic options/ the management of dividends
Forward integration- assuming a function Previously provided by a distributor
Functional strategy- corporate business Unit objective strategies by maximizing resource productivity
Horizontal growth- expansion of Operations into other geographic Locations at the same point product and Service
Horizontal integration- multiple geographic locations value chain
International entry Strategies-Exporting, Licensing, Franchising, Joint Venture, Production sharing, build, operate, Transfer
International Strategies- Partners, Function strategy
Liquidation- Management Terminates the firm
Loss-leader pricing-Selling a product at Or below cost value
Market location Tactics- where the Company implements strategy
Marketing strategy- pricing, selling, Distributing
MNC- Developed International company with deep involvement throughout world
Offensive tactics-takes place in an Established competitor’s market location
Operations strategy-how and where the Product should be manufactured
Penetration pricing-market development pioneer The opportunity to use curve to gain market share
Procedures- details out Complete corporation’s program
Programs- collection of Tactics, taken by an organization
Pull strategy-advertising to pull Product through the distribution channels
Purchasing strategy- Raw materials, Parts, and supplies- multiple, solo, parallel
Push strategy- spending large Amount of money on trade promotion
R&D strategy-deals with product And process innovation and improvement
Reasons for Acquisition failures-simply Pay too much for the companies they acquire,Lack of strategic clarity,Poor integration planning and execution
Six Sigma- Define, measure, Analyze, improve, establish
Skim pricing- opportunity from The top of the demand curve with a high price
Stability strategies- no change in the Company
Strategic Implementation problems- Ineffective coordination, employees with insufficient capabilities, Uncontrollable environmental factors, implementation task and activities
Strategy development- build team, market Research, contract, and supplier relation
Strategy formulation- mission, SWOT, Level of corporate (levels of strategy)
Strategy Implementation- sum total of all activities and choices required for the execution
Strategy Implementation in large, multi-industry corporations- Everyone involve
Synergy- exists for a divisional Corporation if the return on investment is greater the what the return
Technological Follower- imitating the Product
Technological leader-pioneering an Innovation
Turnaround strategy- reverse from Declining to profitable
Types of chief Executive officers- CEO,COO,CFO,CMO,CIO
Vertical growth- by taking over a Function previously provided by a supplier or distributor
Vertical integration-the degree to which A firm operates in multiple location On an industry’s value chain