Objective: Assess how firms create value and how they go about building and sustaining competitive advantage in different markets. Competencies: Quantitative Literacy Critical Thinking Week 1 October 3 – October 9‚ 2012 Required Reading • Collis‚ D.J.‚ & Montgomery‚ C.A. (1995‚ July/August). Competing on resources: Strategy in the 1990s. Harvard Business Review‚ 73 (4). (Custom Textbook (2012)‚ Managing Strategy in the Global Marketplace. Chapter 21.) • Porter‚ M.E. (1996). What is Strategy? Harvard
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19/11/2010 Master II Management Financier (Financial Management) Mr Xavier LEPERS References Johnson G.‚ Scholes K.‚ Whittington R. (2006)‚ Exploring Corporate Strategy‚ Prentice Hall‚ 7th edition. Barney J. & Hansen W (2006) Strategic J W. (2006)‚ Management & Competitive Advantage‚ Pearson Education. Garrette B‚ Dussauge P & Durand R (Coord)‚ Strategor‚ 5ème édition‚ Dunod‚ 2009. 2 Chapter 1: Introducing Strategy 3 1 19/11/2010 Chapter 1: Introducing Strategy From competition
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Strategy The words ’strategy’ and ’strategic’ are well recognized and widely used in the modern business world. However‚ the term strategy is so widely used for different purposes that it has lost any clearly defined meaning “Despite the obvious importance of strategy‚ there is surprisingly little agreement on what a strategy really is. However‚ the fact is that behind every successful company‚ there is a superior strategy
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y Strategic Management & Business Policy‚ 12e (Wheelen/Hunger) Chapter 1 Basic Concepts in Strategic Management 1) Strategic management is one decision that determines the short-term performance of a corporation. Answer: FALSE Diff: 1 Page Ref: 5 Topic: The Study of Strategic Management 2) In the externally oriented planning phase‚ plans are developed by heavily involving the input of managers from lower levels. Answer: FALSE Diff: 2 Page Ref: 5 Topic: The Study of Strategic Management
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BUSINESS POLICY AND STRATEGIC MANAGEMENT Definitions “Business policy is one which focuses attention on strategic allocation of scarce resources – human‚ financial‚ physical and intangible. Conceptually speaking strategy is the direction of such resource allocation and policy is the time of allocation.”-Rodgers “It is a unified‚ comprehensive and integrated planning designed to assure that the objectives of the organization are achieved.”In simple words strategy is a package of measures
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“Notable Quotes” "Like a product or service‚ the planning process it self must be managed and shaped‚ if it is to serve executives as a vehicle for strategic decision-making." —Robert Lenz "The difference between now and five years ago is that information systems had limited function. You weren’t betting your company on it. Now you are." —William Gruber "Weak leadership can wreck the soundest strategy." —Sun Tzu "A firm that continues to employ a previously successful strategy eventually
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Unit I LESSON 1 Concept of Corporate Strategy LESSON OUTLINE Introduction What is strategy? Why corporate strategy? Levels of strategy Crafting a strategy An ongoing process Summary Self assessment questions Activities References LEARNING OBJECTIVES After reading this lesson you should be able to Define and understand the concept of corporate strategy Identify the different levels of corporate strategy Examine the reasons for developing strategies See corporate
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Master of Business Administration Strategic Management Assessment INTRODUCTION Yum! operates in more than 130 countries with over 40‚000 restaurants. The organisation is one of the operators of QSR (quick service restaurant). Its brands are KFC‚ Taco Bell and Pizza Hut which specialises in chicken‚ food categories in Mexican style and pizza respectively. Yum! restaurant business entered China in 1987 and has established itself within the Chinese market. The organisation has
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Strategic Alignment Worksheet: Human Resources NAME: Karolina Siodalska Overview Use this Strategic Alignment Worksheet (SAW) to help you complete the sections listed below. As you progress through the course‚ you will be instructed to complete and submit section(s) of the SAW. Once you have all of the sections completed‚ you are to incorporate the sections into the larger Atha Execution Plan‚ which is your final project deliverable (to be submitted in Unit 5). Sections of the SAW
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Assessment Guidance for Level 7 Strategic Management and Leadership (QCF) Version 2 Strategic Management and Leadership Centre Assessment Guidance Contents Page Introduction About these qualifications Titles and qualifications reference numbers Accreditation dates Qualifications summary Progressions Credit values and rules of combination for the qualifications Relationship to the National Occupational Standards for Management and Leadership Assessment and Verification What is expected of the learner
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