Management 8

what managers do to develop an organizations stratagies

plans for how an organization will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals

a design for how a company is going to make money

an organizations assets that are ued ot develop, manufacture, and deliver products to its customers

an organizations skills and abilities in doing the activiities needed in its business

analysis of an organizations strengths and weaknesses (internal) and opportunities and threats (external)

the organizations major value-creating capabilities that determine its competitive weapons

grow, remain stable, renew; specifies what businesses a company is or wants to be and what it wants to do with those businesses

an organization wants to expand the market or products through current or new business; concentration, vertical intergration (own supplier), horizontal intergration (buy out), diversification, auisition, merger

corporate strategy in which an organization continues to do what it is doing

corporate strategy designed to address declining performance

an organizational strategy for how an organization will compete in business; cost leader, differentiation, niche

corporate, competitive/business/generic, functional

organizational strategy used by organizations various functional departments (strategic bussiness units) to support organizations competetive strategy; marketing, operational, human resources, information technology

an organzation that is first to bring a product innovation to market or to use a new process innovation

shaped by innovation emphasis and inovation timing and focus on process development