A FRAMEWORK FOR COMPREHENSIVE STRATEGIC ANALYSIS ANTHONY E. BOARDMAN Van Dusen Professor of Strategy Faculty of Commerce University of British Columbia and AIDAN R. VINING CNABS Professor of Business & Government Relations Faculty of Business Administration Simon Fraser University June 10‚ 2003 1 INTRODUCTION: THE STRATEGIC ANALYSIS FRAMEWORK This paper presents the basic framework for comprehensive strategic analysis. The basic purpose of strategic analysis is to help
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Value Investing: Predicting Long-term Profitability Based on Fundamental Data An Empirical Study in the Manufacturing Industry by Vital Schwander (05-609-136) Master’s Thesis supervised by Prof. Dr. Andreas Grüner University of St.Gallen May 23‚ 2011 Master in Law & Economics Abstract Warren Buffett (1992) classifies the discussion about value and growth stocks as fuzzy thinking. With that statement‚ he argues that value investors must consider growth in their value calculations
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Alternatives to Generic Typologies in SHRM 1 ALTERNATIVES TO GENERIC STRATEGY TYPOLOGIES IN STRATEGIC HUMAN RESOURCE MANAGEMENT Clint Chadwick Peter Cappelli Management Department The Wharton School University of Pennsylvania 3620 Locust Walk‚ Suite 2000 SH-DH Philadelphia‚ PA 19104 phone: (215) 898-6598 fax: (215) 898-0401 Forthcoming in Wright‚ Dyer‚ Boudreau‚ and Milkovich (eds.)‚ Research in Personnel and Human Resources Management‚ Greenwich‚ CT: JAI Press. Alternatives to Generic
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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A Valuation of Carlsberg Master Thesis‚ February 2011 Department of Finance‚ Copenhagen Business School M.Sc. in Financial & Strategic Management/ M.Sc. in Finance & Accounting Pages: 121 Characters Count (with spaces): 209.448 Figures: 76 Characters Count (with spaces) with figures: 270.248 Authors Olivier Don Cato Meelby Sørensen ____________ Janus Rudolf ____________ Counselor Christian Wurtz ______________ page 1 of 151 Executive summary .........................................
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BUMO 756: Industry and Competitor Analysis Dr. Hugh Courtney Sections 0101‚ 0201 Office: VMH 4516 Room: VMH 1518 (0201)‚ TBD (0101) Office hours: T‚ W‚ 11:00-12:30 or by appointment Tuesday‚ 8:00-10:40 a.m. (0201) Telephone: 301-405-9544 Wednesday‚ 8:00-10:40 a.m. (0101) Email: hcourtney@rhsmith.umd.edu Course Overview and Objectives This industry and competitor analysis seminar provides students with the conceptual frameworks and analytical tools for understanding the dynamics
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------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- UNIVERSITY COLLEGE DUBLIN ------------------------------------------------- NATIONAL UNIVERSITY OF IRELAND‚ DUBLIN ------------------------------------------------- ------------------------------------------------- -------------------------------------------------
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KNOWLEDGE-BASED STRATEGY – APPRAISING KNOWLEDGE CREATION CAPABILITY IN ORGANISATIONS By Professor George Stonehouse PhD by publication Napier University‚ Edinburgh August 2008 Table of Contents Page No. KNOWLEDGE-BASED STRATEGY – APPRAISING KNOWLEDGE CREATION CAPABILITY IN ORGANISATIONS i By i Professor George Stonehouse i PhD by publication i Napier University‚ Edinburgh i August 2008 i Table of Contents i Page No.
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A HISTORICAL EXAMINATION OF DISRUPTIVE INNOVATION MANAGEMENT IN THE GLOBAL MEDIA & ENTERTAINMENT INDUSTRY by Petrus Jacobus Pieterse 14444712 Thesis presented in partial fulfilment of the requirements for the degree Master of Science in Engineering Management at the University of Stellenbosch Supervisor: Dr. André van der Merwe Faculty of Engineering Department of Industrial Engineering March 2012 Stellenbosch University http://scholar.sun.ac.za Declaration By submitting
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3 The External Assessment “notable quotes” If you’re not faster than your competitor‚ you’re in a tenuous position‚ and if you’re only half as fast‚ you’re terminal. GEORGE SALK The idea is to concentrate our strength against our competitor’s relative weakness. BRUCE HENDERSON If everyone is thinking alike‚ then somebody isn’t thinking. G E O R G E PAT T O N The opportunities and threats existing in any situation always exceed the resources needed to exploit the opportunities or
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