Академический Документы
Профессиональный Документы
Культура Документы
260
15 principal grand strategies 205 BCG’s Strategic Environment Matrix
5 criteria in preparing long-term 276
2 forms of retrenchment 221 objective 197
benchmarking 244
2 fundamental components of global 5 easy principles 377
industry 260 blockbuster profit model 238
5 ways of fragmented industry 259
2 notable types of bankruptcy 228 Bonus compensation plans 314
7 areas of long term objective 196
2 purposes of grand strategies205 broad-line global competition 260
9 steps of balanced scorecard 200
2 Questions that Drive Strategic Build time in the organization 384
Control 398 A Building the organization with 3
3 challenges of product leadership asset reduction 222 problems 374
204 business model 237
attraction of horizontal acquisition
3 generic strategies 200 217 business strategy 240
3 options of global industry 260 availability of a rapid response 248
C
3 value disciplines 202 availability 252
Cash 319
4 generic global competitive strategies B
260 Chaebols 235
backward vertical integration 217 characteristic of an emerging industry
4 perspectives 408
Balanced Scorecard 407 255
4 perspectives of balanced scorecard
199 balanced scorecard 199 characteristic of market in emerging
industry 255
4 steps 405 bankruptcy situation 228
characteristics of concentrated 205
4 Types of Strategic Control 399 bankruptcy 227
characteristics of fast-moving global Creating policies that empower 311 dominant product/service business
environment 250 261
customer development customer
Characteristics of the 4 Types of solution profit model 238 E
Strategic Control 400
customer intimacy 203 Elements of good leadership 377
Chas cows 273
customer knowledge 199 elements of turnaround 222
Compensation plan selection matrix
321 customer responsiveness 250 emerging from bankruptcy 229
concentrated growth is often the most de facto standard profit model 238 Empowering operating personnel: the
viable option 208 role of policies 310
decay of new product ideas 214
concentrated growth 205 Empowerment 311
declining industry 258
concentric diversification 219 entrepreneurial profit model 238
designing a profitable business model
conditional second chance 229 237 Environmental Factors 399
conditions that favor concentrated Differences between business strategies establish foreign-based plants and
growth 206 and functional tactics 305 distribution 260
conglomerate diversification 219 differentiation opportunities 246 Establish strategic control 399
flexible 197
H joint venture 230
fragmented industry 259 increased value added 259 key industry force for differentiation
246
FUMMS 197 Industry Factors 401
key industry force for low-cost 244
Functional tactics 304 Information power 381
L
funeral industry 259 information sharing and technology
251 Leader’s vision 370
G
Innovation time out policy 312 Leadership 368
generic strategic 200
innovation 213 Leadership development 374
global focus strategy 260
installed base profit model 238 learning and growth 199
global industry 260
Levels of Management 382
Levers a Corporate Center Might Use marketing for sales 225 Operational Control Systems 405
to Create Value 290
Matching bonus plans and corporate operational excellence 203
license 260 plans 320
options under grand strategies 210
licensing agreement 233 mature industry 257
Organizational culture 383
liquidation bankruptcy 227 measurable 198
Organizational leadership 368
liquidation 226 Milestone Reviews 403
Outsourcing 308
long term objective 196 Miliken global environmental
objectives 305 Outsourcing functional activities 308
low-cost leadership 201
model of grand strategy clusters Outsourcing is increasing 309
low-cost strategy 244 250 outsourcing 234
M model of turnaround process 223
P
maintain a domestic production base Monitoring Strategic Thrusts or
260 Parenting opportunities framework 286
Projects 403
market focus 252 national focus strategy 260 Peer influence 382
Role of organizational leader in the specialization profit model 238 strategy elements in maturing industry
organizational culture 384 257
specialization 259
role of speed in competitive advantage Strategy-culture relationship 389 390
248 specific options under grand strategy
210 suitable 199
S Specificity 307 sustainable differentiation activities
seeking protection of the bankruptcy 246
speed as competitive advantage 249
court 229 sustainable low-cost activities 244
speed delivery or distribution 251
seeking sustained competitive sustainable speed-based activities
advantage 241 speed-based strategy 249 250
selection of long-term objective and stages of industry evolution and switchboard profit model 238
grand strategy 236 business strategy 254
turnaround 221
U
understandable 199
V
Value building in Multibusiness
Companies 281, 282