The........... is concerned with the identifying the impact on the strategy of the external environment, an organisation's strategic capability (resources and competences) and the expectations and the influence of stakeholders.
STRATEGY....
Business Level Strategy is the second-level strategy,
......... is a part of an organisation for which there is a distinct external market for goods or services that is different from another ........
Business level strategy
Operational Strategy
strategic position covers
......is the skills and abilities by which resources are deployed effectively through an organisation's activities and processes. (Fill in the blank)
.... is the ability to perform at the level required to survive and prosper. It is underpinned by the resources and competences of the organisation.
.... are the resources needed to meet customer's minimum requirements and therefore to continue exist.
.... are the resources that underpin competitive advantage and are difficult for competitors to imitate or obtain.
Threshold capabilities are those needed for an organisation to meet the necessary requirements to compete in a given market.
The organisations have capabilities that permit them to produce at lower cost or generate a superior product or service at standard cost in relation to other organisations with inferior capabilities. These concepts refers to.....
Organisations are not identical, but have different capabilities; they are .......... in this respect.
Physical resources such as the machines,buildings or the production capacity of the organisation. The nature of these resources, such as the age, condition, capacity and location of each resource, will determine the usefulness of such resources.
Financial resources such as capital, cash, debtors and creditors and suppliers of money (stakeholders, bankers etc.)
The above resources are the TANGIBLE resources of an organisation.
There are STRATEGIC CHOICES in terms of how the organisation seeks to compete at the business level. Typically these involve pricing,differentiation,strategies and decisions about how to compete or collaborate with competitors.
Primary activities...
A single organisation rarely undertakes in-house all of the value activities from design through to delivery of the final product or service to the final consumer. There is usually specialisation of role so any one organisation is part of a wider ....... .
Inbound logistics are activities concerned with....
Outbound logistics ....
Strategy in action covers ...
Threshold capabilities are those needed for an organisation to meet the necessary requirements to compete in a given market.
Physical resources such as the machines,buildings or the production capacity of the organisation. The nature of these resources, such as the age, condition, capacity and location of each resource, will determine the usefulness of such resources.
Financial resources such as capital, cash, debtors and creditors and suppliers of money (stakeholders, bankers etc.)
The above resources are the TANGIBLE resources of an organisation.
Strategic Choices involve the options for strategy in terms of both the directions in which strategy might move and the methods by which strategy might be pursued.
Strategy in action is.......
Human resources including the mix ( for example, demographic profile), skills and knowledge of employees and other people in an organisation's networks.
Intellectual capital includes patents, brands, business systems and customer databases. An indication of the value of these is that when businesses are sold, part of the value is 'goodwill'. In a knowledge-based economy intellectual capital is likely to be a major asset of many organisations.
These resources are INTANGIBLE resources of an organisation.
Strategy as .......... highlights the central importance of the language of strategy as a resource for managers. Not only is this language the basis for communicating and explaining strategy, but also it is a basis for gaining influence and power and establishing the legitimacy (constitutionality) and identity of the strategies. ) FILL IN THE BLANK
Strategic choices .....
Strategy as .... emphasises the importance of variety and diversity in and around organisations that potentially helps generate new ideas.
Strategy as ......... is the view that strategy development can be a logical process in which the forces and constraints on the organisation are weighed carefully through analytic and evaluative techniques to establish clear strategic direction and a basis for the carefully planned implementation of strategy. (FILL IN THE BLANK)
strategy as ............ is the view that the strategies of organisations are substantially influenced by the experience of people, taken for granted assumptions and ways of doing things in organisation (FILL IN THE BLANK)