Module Guide Strategic Management BBM_6_STM FACULTY OF BUSINESS 2014 - 2015 Semester One Level six Table of Contents 1. Module Details 3 2. Short Description 3 3. Aims of the Module 3 4. Learning Outcomes 3 4.1 Knowledge and Understanding 4 4.2 Intellectual Skills 4 4.3 Practical Skills 4 4.4 Transferable Skills 4 5. Assessment of the Module 5 6. Feedback 5 7. Introduction to Studying the Module 6 7.1 Overview of the Main Content 6 7.2 Overview of Types of Classes 6 7.3 Importance
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•Competency – integration/coordination of capabilities •Core competency – something that the company does well. •Distinctive competency – core competency done better than competitors Prentice Hall‚ Inc. © 2006 5-3 Core and Distinctive Competencies VRIO Framework – (Barney) for defining Distinctive Competencies –Value – To the Customer/Competitive Adv. –Rareness – Do others do it? –Imitability – Costly to imitate? –Organization – Can firm exploit the resource? Prentice Hall‚ Inc. © 2006 5-4 Resource-Based
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capabilities lend an advantage in the animation film industry. A renegotiated equity alliance that gives Pixar the chance to earn more than 40% of total profits of a film versus Disney’s 60%.would be a better strategic option for Pixar. Following the VRIO framework‚ Pixar’s capabilities help exploit opportunities to create value or neutralize threats from the environment. Pixar’s human capital is an extraordinarily valuable asset to the company. With an emphasis on hiring the best and the brightest
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Kristian Castro MGMT 700 10/10/2012 eHarmony Case Study 1. While meeting people online is becoming more commonplace with the increasing reliance on the Internet as a social tool‚ navigating the dating scene online has come with a stigma attached. People tend to use online personals sites as a last ditch effort when they become too frustrated with the traditional dating scene‚ or they are too busy to immerse themselves in the dating scene. Even though online dating is more popular now
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product is a good price is determined by other |McCracken‚ G (1990) Culture and | |factors: the price of substitute goods‚ complimentary goods and (importantly) income |high-street fashion in the UK has been in the ‘discount’ fashion retailers with Primark and Matalan the key retail | | |outlets to have benefited (Mintel‚ 2009) |in August 2010 that “Topshop and Topman have again had a strong year producing record turnover and profit” with | | |group profits increased by 10.4% (Arcadia‚ 2010)
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months ago. According to Iqbal and Sharma (2012)‚ spending power of consumers has resulted in aggressive competition among retailers. Retail expert Nick Bubb (2012) claims ‘it is hard for M&S to keep moving forward‚ with so many eager rivals‚ from Primark‚ to
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To what extent does demographic change represent more of an opportunity than a threat to UK businesses? Demographic change can be defined as the change in characteristics of a certain population which has taken place over history. Characteristics include things like gender‚ race and age. UK businesses can face opportunities due to demographic changes such as a larger and more specific market for business due to demographic change. However they can also face drawbacks such as the struggle niche business
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off than ourselves. Suffering is part of everything we do in our lives and affects us constantly. This is shown in the four types of concealed Dukkha. We all like to buy cheap clothes and other consumer goods‚ but when we buy from some shops‚ like Primark for example‚ we often forget that our clothes are so cheap because they were made in a sweatshop by poor workers for low pay. This is the enjoyment of something that causes others to suffer‚ and in turn causes us to suffer in our conscience. Another
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Trader Joe’s Case Analysis Business Competitive Strategies Katlyn Cann Sarah Musgrave Jill Chant
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UGB 320. Critical Analysis the London Ambulance Service’s Human Resource Strategy. Andrew Scott. This report will focus on the Human Resource Strategy of the London Ambulance Service (LAS) and will critically evaluate the extent to which the academic theories‚ concepts‚ models and considerations are evident in the strategy and will discuss how the HR strategy is integrated within the organisation. Different approaches to the strategy making process. Beardwell & Claydon (2007) describes
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