Chapter 10.

Slides:



Advertisements
Similar presentations
Lynda Gratton, Veronica Hope-Hailey, Philip Stiles and Catherine Truss
Advertisements

Developing Marketing Strategies and Plans
Developing Marketing Strategies and Plans
Robert E. Hoskisson Michael A. Hitt R. Duane Ireland
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -1 Chapter 9 Strategy Review, Evaluation, and Control Strategic Management: Concepts.
Chapter 8.
MGT3303 Michel Leseure Performance and Operations Strategy Objective of Lecture: –Describe the strategic role of operations. –Define operations strategy.
1 Pertemuan 23 Strategic Leadership by Executives Matakuliah: MPG / Leadership and Organisation Tahun: 2005 Versi: versi/revisi 0.
Strategic Planning Chapter 5 Revitalizing Bermuda.
The Strategic and Operational Planning Process
2-1 MARKETING MANAGEMENT Canadian Twelfth Edition Developing Marketing Strategies and Plans.
WHY PLAN ? Guide to Action Standard of Performance Rationale for Decision Source of Motivation.
2-1 MARKETING MANAGEMENT Developing Marketing Strategies and Plans.
Organizational Design, Diagnosis, and Development Session 24 Strategic Interventions, I Organization & Environment Relationships.
Introduction to Strategic Management Successfully formulate and implement value-creating strategy Based on (sustainable) competitive advantage To earn.
Chapter 7 Summary Implementing a Vision: Strategy, Tactics and Business Plan.
OBJECTIVES Upon completion of this chapter, you will be able to: Identify the degree of alignment between competitive methods (CM) and core competencies.
Marketing Plan.
Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-1 Chapter 8.
Prentice Hall, Inc. © STRATEGIC MANAGEMENT & BUSINESS POLICY 10 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 12 Strategic Issues in Managing.
Organizational Structure and Controls
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Planning: Making Choices in a Dynamic Environment
Fifth Edition 1 M a n a g e m e n t I n f o r m a t i o n S y s t e m s M a n a g I n g I n f o r m a t i o n T e c h n o l o g y i n t h e E – B u s i.
©2003 Prentice Hall, IncMarketing: Real People, Real Choices 3rd edition 2-0 Chapter 2 Strategic Planning: Making Choices in a Wired World.
Copyright ©2015 Pearson Education, Inc.
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 3-1 Mergers, Acquisitions, and Strategic Human Resource Management Chapter 3.
Market-Based Management, 4th edition
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
STRATEGIC CAPABILITY By: Vedika Saraf Swagata Giri Yukti Agarwal Vikram Pesswani Vivek Sood Srishti Seth Sumalya.
Marketing & Strategic Management A Framework for Agribusiness Strategy AEC 422 Fall 2014 Lecture 1.
1 Types of Strategy and Strategy Formulation Geoff Leese September 2005 revised September 2006, July 2007, August 2008, August 2009.
81 8. Managing Human Resources Managing the IS function Centralized control of IS function Distributed control of IS function Federated control of IS function.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
© Pearson Education Limited 2015
2 Developing Marketing Strategies and Plans
© Prentice Hall, 2005Excellence in Business, Revised Edition Chapter Fundamentals of Marketing, Customers, and Strategic Marketing Planning.
STRATEGIC FOCUS AND COMPETITIVE ADVANTAGES. STRATEGIC PLANNING: EVALUATE THE ENVIRONMENT: SWOT ANALYSIS SWOT Analysis Assessment of Organization’s Internal.
Western New England College
To: Dr. Patrice Milo By: Moiz Seifuddin Course: Fall 2014 MGIS 331 Instructor: Cameron Welsh CLARITAS GENOMICS.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter.
Aligning Organizational Goals and Operations Strategy Oct , 2002.
| #ActOnSW. To The Point Marketing is a full-service, digital marketing agency specializing in the architecture, design,
Effective Training: Systems, Strategies, and Practices, 4 th Edition Chapter Two Aligning Training with Strategy P. Nick Blanchard and James W. Thacker.
The Marketing Plan Chapter 2. Section 2.1: Marketing Planning  Good marketing requires good planning Research your company Study your business environment.
2 Developing Marketing Strategies and Plans 1. Chapter Questions  How does marketing affect customer value?  How is strategic planning carried out at.
A Framework for Marketing Management International Edition 2 Developing Marketing Strategies and Plans 1.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 2 Strategic Marketing Management. Objectives To recognize the interacting components of the marketing management process To appreciate the core.
Business-Level Strategy
CHAPTER 12 Strategic Issues in Managing Technology and Innovation
CIO as Innovation Leader - Innovation Mechanism-
Strategic Management/ Business Policy
Strategic Management/ Business Policy
Strategy and Human Resources Planning
Competitive Advantage
الفصل السادس التخطيط الاستراتيجي الأنشطة التسويقية
Organizational Effectiveness
Business-Level Strategy
التخطيط الاستراتيجي الأنشطة التسويقية
Organizational Effectiveness
Organizing to Implement Corporate Diversification Chapter 8.
Management, Leadership, and Internal Organization
EXTERNAL AND INTERNAL CONTINGENCIES
Strategic Management/ Business Policy
CHAPTER 7 PLANNING.
Chapter 9.
Strategic Human Resource Management
Chapter 7.
Strategic Management/ Business Policy
Presentation transcript:

Chapter 10

The Relationships among Core Competencies, Peripheral Competencies, and Competitive Methods Outer boundary of core competencies – all CMs should be contained within this boundary CM CM CM CM Core Competencies Service Dimension CM CM CM CM Outer boundary of peripheral competencies necessary to execute the delivery of the CMs Product Dimension

The Relationships among Core Competencies, Peripheral Competencies, and Competitive Methods CM CM CM Core Competencies CM Service Dimension CM CM CM Product Dimension

The Alignment of CMs and CCs Competitive Method Economies of scale Outsource Restaurant Expert Systems P1 HR Leadership Quality control Resource Allocation Real Estate Technology utilization Service Training Revenue Maximization Strategic Alliances S1 Low cost Sales and marketing

Management Information Systems Informal System Operating Systems Short and Long Term Objectives Planning and Control Resource Allocation System Strengths and Weaknesses Analysis Environmental Scanning Evaluation of Strategy and Human Performance Value Adding Performance of Competitive Methods Formal System

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2025 SlidePlayer.com. Inc. All rights reserved.